National painting contractor Bagnalls has been named on the shortlist for the Employer of the Year category at the British Business Awards 2026 – one of the most competitive business awards in the UK. The announcement places Bagnalls among seven other shortlisted organisations in the Employer of the Year category, including Sodexo, Stagecoach and Highland Spring Group. The competition received a record number of more than 400 entries this year, with shortlisted companies independently evaluated across five core pillars: business performance, innovation, workforce and culture, customer impact, and contribution to society and the wider economy. The awards ceremony takes place at the Edinburgh International Conference Centre (EICC) on 30 April 2026, with up to 2,000 business leaders expected to attend. This year's event features a fireside conversation with Oscar-winning actor and humanitarian George Clooney, a keynote address from Sir Bob Geldof, and co-hosting from Rob Brydon and Elaine C Smith. The ceremony will also raise funds for Social Bite, the UK homelessness charity. Shortlisted businesses also form the inaugural British Business Leaders List, published in partnership with The Times and The Sunday Times, recognising organisations setting the standard for modern enterprise across the UK. With over 150 years in the painting and decorating industry, Bagnalls has built a reputation that extends well beyond the quality of its paintwork. Last year, the company's Community Paintbrush scheme reached more than 49,000 people across the country through charitable painting projects and donations. Alongside this, Bagnalls runs one of the most highly regarded apprenticeship programmes in the sector, with a significant proportion of its current management team having begun their careers at Bagnalls as apprentices. That commitment to growing talent from within was formally recognised last year, when Bagnalls won the Aptem Equality, Diversity and Inclusion (EDI) Award at the National Apprenticeship and Skills Awards 2025 – beating household names including Tesco and Kier Group to take the national title. The company also received a prestigious Princess Royal Training Award in 2025, in recognition of its apprenticeship and Management Trainee schemes. The commitment to EDI was again recognised at this ceremony, with Bagnalls also taking home an EDI Commendation – one of only seven companies, out of a total 57, to be honoured in this way. Stephen Bagnall, Group Managing Director at Bagnalls, commented: "Being shortlisted for Employer of the Year at the British Business Awards is a huge honour – and one that belongs to every member of our team. Our people are what set Bagnalls apart, and this recognition reflects the culture we have worked hard to build: one that champions apprenticeships, values diversity, rewards hard work and gives individuals the opportunity to build long and rewarding careers." "To be shortlisted alongside businesses of this calibre, in a year that attracted more than 400 entries, tells us we are definitely doing something right! We look forward to representing the painting and decorating industry in Edinburgh on 30 April."

Aldi Scotland’s Supermarket Sweep is back for another year, giving shoppers in South Scotland the chance to raise vital funds for Children’s Hospices Across Scotland (CHAS). Inspired by the iconic game show, the high-energy challenge is set to bring a buzz to the aisles, offering one lucky DG or TD postcode holder the chance to race through their local Aldi store in South Scotland and fill the trolley with their favourite products. Now in its eleventh year, the initiative has raised over £60,000 for charities across Scotland. First launched in 2016, the Supermarket Sweep invites participants to take part in a five-minute trolley dash, collecting as many items as possible before the clock runs out. Once time is called, the winner takes home their haul, while Aldi matches the total value as a donation to CHAS. Each year, CHAS supports more than 500 babies, children and young people across Scotland with life-shortening conditions, along with their families. In 2026, every penny raised through Aldi’s Supermarket Sweep will go directly to the charity, with £10,000 pledged in support. This April, CHAS launched its £20 million More Than A Hospice appeal, a once in a generation opportunity to transform children’s palliative care across Scotland and redesign how the country cares for children with life shortening conditions and their families. The appeal will fund the crucial rebuilding and refreshing of CHAS’s hospices, alongside the expansion of care in homes, communities and hospitals, giving families real choice over where and how they are supported when they need it most. Residents in South Scotland can apply to take part in the Supermarket Sweep from Monday 27 April - Sunday 10 May. Sandy Mitchell, Regional Managing Director, Aldi Scotland, said: “We are proud to once again be partnering with CHAS, following the success of last year’s Supermarket Sweep campaign. It is always a highlight to bring this initiative to communities across Scotland, and we’re looking forward to giving one lucky South Scotland resident the chance to enjoy a truly unique supermarket experience." “CHAS is a charity very close to our hearts, providing vital support to families across the country. As the Supermarket Sweep returns for 2026, we are pleased to once again raise important funds and awareness for the incredible work they do.” Iain McAndrew, Director of Income Generation and Engagement, CHAS said: “Last year’s partnership with Aldi Scotland was a huge success, with the team going above and beyond to raise vital funds and awareness through its Supermarket Sweep and a range of generous initiatives. That support has had a real impact on the families we care for and means so much to everyone involved." “This year, we have really ambitious plans. Our bold £20 million More Than A Hospice appeal comes at a critical time and will allow CHAS to meet rising pressure on children’s palliative care services by transforming how Scotland cares for its most vulnerable children and families. “Across Scotland, we support babies, children and young people with life-shortening conditions, as well as their families, through a range of services including specialist palliative care, respite stays, emotional support and bereavement care. Every contribution makes a difference, and we are incredibly grateful to Aldi Scotland and everyone taking part for helping us reach more children and families across the country.” Entry is free and customers can apply by emailing their name and chosen store to supermarketsweep@aldi.co.uk before Sunday 10 May. Further details and full T&Cs can be found here. For more information about CHAS and how to support its work, visit here.

David and Abbie Coslett, Co-Founders of Hello Social Avenue, have hired a full-time team for their social-first digital marketing agency after a period of significant business growth and client wins, which saw business turnover grow by 74%. The duo, who got married in 2021, started the business from their kitchen table in January 2023, utilising their previous experience working in digital marketing and social media careers. They offer a range of marketing services for businesses, including content marketing, digital marketing strategy, social media support, video production and editing, and marketing training and courses. They were fortunate to receive two grants towards their initial business startup costs, to help with purchasing equipment for the studio, based in Chesterfield’s Clowne Business Centre. Within three months of launching, customer demand for Hello Social Avenue’s services grew exponentially, and the agency owners hired two full-time members of staff, a Head of Client Success and a Videographer. They were later joined by a Business Development Manager and Social Media Videographer, who will support the agency’s roster of clients, including Bolsover District Council, ActionCoach Sheffield, Anderson Entertainment, Stancliffe Homes, and Dalton Roofing. Before entering the world of marketing, David worked in the music industry, performing gigs up and down the country as a singer and songwriter, launching an EP album that reached number seven on the iTunes charts. He attributes much of his musical success to digital marketing, and spent a large proportion of his time as an artist building a community, nurturing relationships and growing a social media presence. Co-Founder, David Coslett, explains, “One of my most important marketing questions came from playing in an empty room. I’d hired venues that were far too big because I assumed the audience would come, and they didn’t. I realised I needed to build audience interest, scale slowly and build a community of fans that loved the music, and that’s when everything changed. I lived and breathed marketing when I was working in music, which sets me apart. I was actually doing it and seeing it was working.” “Hello Social Avenue started with a vision to remove the guesswork from marketing, and it’s grown into a business built on trust, results and relationships. Our turnover increased by 74% in 2025, and we are honoured to have supported over 150 businesses through strategy, content, events, and training." “As we continue to evolve, one thing has become clear, the next stage of the business isn’t about doing more ourselves. It’s about bringing in the right people to do it better.” David and Abbie have big plans for their business in 2026. They are launching a new CRM platform for service-based businesses to simplify their marketing, and will be hosting several online and in-person events to support more people with their digital marketing and social media. Their next event is a Marketing Mixer that will take place in May, with guest speakers Katy Leeson, Growth Mentor and ex Managing Director of Social Chain, and Ben Hacker, Co-Founder of Content Jungle. To top it off, they’ve recently been ranked #65 in the Elite Business Top 100 SME Businesses for 2026.

A leading Dorset funeral director has welcomed government plans to increase regulation of the industry. Health Secretary Wes Streeting has said the Department of Health and Social Care will be ‘taking the lead’ in the changes. It follows several scandals including two in Hampshire and one in Hull that saw an unscrupulous funeral director hoard bodies and ashes. Nick Douch, managing director of Douch Family Funeral Directors that runs seven branches in Dorset, said he agreed that more should be done to stop ‘rip off providers’, as Streeting described them. Nick added: “The majority of funeral directors are honest and provide a professional service. But there are a minority who give everybody else a bad name and will rip people off and provide an extremely unprofessional service." “These behaviours are bad enough in other industries, but dealing with those mourning the loss of a loved one gives funeral directors a much bigger responsibility. People at this time are vulnerable and more easily taken advantage of and it is greatly upsetting to see funeral directors do exactly this." “Therefore I welcome any regulations that prevent it from happening – those of us who act professionally need have nothing to fear. It will be interesting to see what regulation is brought forward and how it will be enforced.” Streeting said funeral regulation in England had been ‘all over the place’ and ‘non-existent’ in some areas. He added: "We will be taking a lead in the Department of Health and Social Care of working across government to make sure we've got effective funeral legislation in place." It follows the case of Robert Bush in Hull who will be sentenced in July after he admitted hoarding 30 bodies, half a tonne of human ashes and fraudulently running his business. In Hampshire, two undertakers were jailed for four years for preventing a lawful and decent burial, causing a public nuisance by keeping bodies in unrefrigerated conditions and fraudulent trading. In Leeds, a funeral director was banned from NHS maternity wards and mortuaries after keeping babies' bodies at her home. Nick added: “We have already been working closely with local authorities in Dorset, having been selected as a pilot ‘champion’ to help shape what good inspection standards should look like." “That kind of collaboration is important. Any regulation needs to be practical, consistent and focused on maintaining dignity and proper care for the deceased, while giving families confidence in the services they receive." “Our family business has been operating for more than a century, our reputation is everything and we work incredibly hard to provide the best possible service.” Douch Family Funeral Directors runs branches in Wimborne, Ferndown, Corfe Mullen, Parkstone, Blandford, Wareham and Swanage. It also runs an award-winning funeral plan. Douch Family Funeral Directors have been helping families with funeral arrangements for over 100 years. Branches include Douch & Small, A E Jolliffe & Son, Albert Marsh, James Smith, Ives & Shand and Lesley Shand Funeral Service. They’re based in Wimborne, Ferndown, Wareham, Poole, Swanage, Blandford and Corfe Mullen.

A restaurant manager from a Lake District spa resort has turned his passion for the great outdoors into a new role, having successfully completed an intensive winter skills course. Pav Moskala from Low Wood Bay Resort & Spa travelled to the Cairngorms to take part in the specialist course thanks to the English Lakes Hotels Personal Development Fund, which helps the hotel group’s employees to develop new skills. The course has allowed Pav to take on an additional role as the spa resort’s new walking guide, sharing his love and knowledge of the Lakeland fells while taking guests on walks and helping them explore the spectacular landscapes surrounding the venue. Pav’s course with Glenmore Lodge was designed to teach him the essential techniques required for safer travel in the mountains. It provided in-depth and practical knowledge and experience of changing weather conditions in the fells and highlands. The training covered key skills including navigation techniques in low visibility conditions using a map and compass, equipment selection and route planning, avalanche awareness, ice-axe use and crampon techniques, and emergency procedures such as the use of group shelters. Pav, who helps run the Blue Smoke restaurant at the spa resort, explains: “The Cairngorms was the perfect base for developing the practical and safety skills I need for guiding walks, especially in terms of assessing conditions and planning accordingly. It’s strengthened my technical abilities and given me more confidence and knowledge." "It was also inspiring to be under the wing of some incredible instructors who showed the invaluable ability to stay calm in such harsh conditions while leading our group. It’s reinforced my enthusiasm for sharing the outdoors with others. The discipline required for such an intense 5-day course was also immensely rewarding." “I’m very grateful for the opportunity and excited to use what I’ve learned to help our guests discover the amazing walks around Low Wood Bay and Windermere.” Michael Kay, group operations director at English Lakes Hotels Resorts & Venues, says: “Our personal development fund actively supports our employees’ career progression and allows them to pursue training opportunities that enhance both their personal interests and their professional roles within the business." “Pav’s course was 95% funded after he provided a detailed business case to support his request for additional skills support. It’s opened a new door for Pav as our new Low Wood Bay walking guide, leading small groups on local walks so that they can better appreciate the fantastic surroundings and learn more about the Lake District National Park.” Subject to assessment and line manager agreement, training or courses underwritten by the English Lakes Hotels Personal Development Fund can be taken within most disciplines. Employees let their manager and the group operations director know what the course is, its cost and why they wish to complete it. Michael Kay adds: “We work with applicants to identify training programmes or courses across a wide range of disciplines. By investing in our teams’ development, we aim to help people reach their potential and move forward in their careers. The initiative also contributes to creating a stronger, more balanced working life for all employees." “We hope Pav’s passion for the outdoors and his new winter skills will help create memorable guided walking experiences for visitors to Low Wood Bay.” Pav’s walks take place on Thursday and Saturday mornings and are for guests at the spa resort who want to explore the fells with some guided company. For further information about new job roles at English Lakes Hotels, visit here.

A new premium residential home has opened near Skipton, following significant investment and a full redevelopment of the existing site. The 27-bed, North Yorkshire home is set within a restored 1870s manor house overlooking the Craven Hills. Thornton Hill Care Home offers a boutique, lifestyle-led living environment, delivering luxury accommodation for individuals and couples seeking independence alongside the comfort of daily support and community living. The historic building has long been a part of Thornton-in-Craven’s community, and has been thoughtfully redesigned by its new owners to provide a modern, lifestyle-led approach to residential living. The opening has also created 13 local job opportunities, with more roles on the horizon as Thornton Hill becomes more established. Thornton Hill Care Home is led by Managing Director Ben Redhead, who has deep experience in the sector from running Well Springs Care Home in Heaton, Bradford, a setting voted in the Top 20 care homes in Yorkshire and Humber for the past 6 years. Ben and his wife, Naomi, personally led the acquisition and redevelopment of the site, with him overseeing all aspects of the transformation, and Naomi leading the interior design. Ben’s family have run Well Springs for over 20 years, and he joined the family business in 2015. He previously worked in a leadership role in banking, managing a department of over 90 members of staff. Since joining the care sector, he’s worked every role at Well Springs to get an in-depth understanding of each person’s role and the part they play in delivering great care. He’s also completed an NVQ Level 5 in Health & Social Care Leadership, taking a hands-on approach to care delivery, staff roles and resident experience. He explains: “Thornton Hill has been a real passion project for us. We saw the potential in the building and wanted to create something that felt different, and somewhere people would genuinely want to live, not just somewhere they felt they had to move to." "It’s a beautiful setting, but what matters most to us is the care, the team and the day-to-day experience for our residents. We’ve built everything around that, with an emphasis on community, social connection and quality of life." "We’re really proud to now be open and welcoming our first residents into what we hope feels like a true home.” Feedback and online reviews from residents living at Thornton Hill and their relatives has been overwhelmingly positive already. We want to ensure these high standards are maintained for years to come and are excited for the future.

Audiology group The Hearing Clinic UK has expanded its footprint across the UK as it announced the acquisition of an award-winning clinic in Cheshire. The Glasgow-based company has acquired Congleton Hearing Centre, which recently won an award for its services to the local area. Congleton Hearing Centre was founded by audiologist Anthony Berg nearly two decades ago and will continue to be led by Anthony under the same clinic name, with The Hearing Clinic UK investing in enhancing facilities and digital technology at the site over the coming months. The new addition comes after The Hearing Clinic UK enjoyed one of its most successful years on record, welcoming more than 7,000 patients across 2025. Chris Stone, senior audiologist and director at The Hearing Clinic UK, said: “It’s great to welcome Congleton Hearing Centre to The Hearing Clinic UK group. Anthony has done an incredible job building a trusted community focused business over many years, and we’re looking forward to supporting the next phase of its growth." “This acquisition is an important step in our continued expansion across the UK, as we look to bring our approach to hearing care to more communities.” Anthony Berg said: “This is an exciting new chapter for Congleton Hearing Centre to be joining the wider The Hearing Clinic UK group. We’re extremely proud of how we’ve grown the clinic over nearly two decades." “It is fantastic news for our patients, who will still continue to see the same friendly faces day-to-day, as well as benefiting from additional investment to further enhance the care we provide.” Earlier this year Congleton Hearing Centre was presented with a Congleton High Street Award by the Mayor of Congleton, Councillor Robert Brittain. The award recognises independent businesses that have demonstrated longevity on the high street, a commitment to serving local people, and a dedication to keeping Congleton’s town centre thriving. The Hearing Clinic UK is now one of the UK’s leading independent hearing healthcare providers, employing nearly 40 people across Scotland and England. The family-run group currently cares for more than 50,000 patients across the UK, operating 10 practices – across locations including Glasgow, Edinburgh, Stirling, and Glossop in Derbyshire. It specialises in world-leading hearing technology and audiology solutions, delivered with craftsmanship, warmth and integrity.

For half a century, Ruby Gondek has been ‘part of the furniture’ at Sterling Home, dedicating her career to the furnishing and homeware store in Tillicoultry. Ruby’s journey began in what was then known as Knowles the Furnishers, the original business that would evolve into Sterling Furniture and, more recently, Sterling Home. When Ruby first began her furniture career in 1976, a brand-new sofa would set you back between £80 and £150. Having just moved to the area at the time, Ruby first encountered the store as a customer, purchasing carpets and arranging custom-made curtains through the Knowles carpet shop. Ruby recalls: “When I saw a position advertised for weekend work in the cash office, it suited me perfectly as I’d been working in a bank. The motivation was initially financial, but what truly stood out, and has kept me here ever since, was the real family feeling within the business. That sense of belonging and how approachable the family and management are makes all the difference.” Starting in an office-based role, Ruby quickly became a familiar and valued presence across the store, stepping in to support the sales team during busy periods. Over the decades, her career has evolved alongside the business itself. Ruby now works on the shop floor as a sales associate, helping customers find the right furniture for their homes and sharing her product knowledge. “Part of why I love my job so much and have stayed in it so long is the social aspect. I enjoy interacting with people and building relationships with customers and colleagues,” said Ruby. Today, Sterling Home’s flagship Tillicoultry store continues to attract visitors from across Scotland and beyond, offering a unique retail experience. The branch recently underwent its biggest refurbishment in 50 years following a multi-million-pound transformation. Ruby has witnessed first-hand the remarkable transformation of the store. What began as a single showroom with suites displayed on racks and only two small offices has grown into a multi-level retail destination offering furniture and decor from around the world. Euan Graham, Buying and Marketing Director and 5th generation family-owner at Sterling Home, said: “I’ve known Ruby my whole life. Her personality is infectious, and she cares about our customers more than anything. You see it every day, and it’s why she’s so well liked across the team." "I grew up running about the Tillicoultry store with Ruby never too far away, and she even sang at my parents’ wedding, so she’s always been part of our story." "Her dedication over nearly 50 years is incredible. She represents everything we stand for as a family business, caring, hard working, and always putting people first.” Reflecting on her long career, Ruby is also keen to encourage the next generation to consider opportunities in retail and hospitality. “These industries offer fantastic opportunities for progression,” she says. “People can sometimes be put off by weekend work or late hours, but things are changing. There’s more flexibility now, and the rewards both professionally and personally can be great.” Even after nearly five decades, Ruby’s enthusiasm for her work remains as strong as ever. “I still find so much to love about Sterling Home - especially my colleagues. No matter what role they have, we all work together as a team. That’s what makes this place so special.” Outside of work, Ruby has a vibrant social life and enjoys spending time with her family, including her granddaughter and twin great-grandsons who live in Calgary, Canada. Ruby will celebrate 50-years of dedication to the brand in November this year, with plans for a celebration already underway. And as for retirement plans? There are none on the cards just yet. Spring Savings is now on at Sterling Home, with up to 50% off in-store and online. To find your local Sterling Home store or shop its products, visit here.

The release of Deloitte Private’s Family Business Insights Series: Defining the Family Business Landscape, 2025 reveals how family-owned businesses are evolving to fuel long-term growth. Based on a survey of 1,587 family businesses across 36 countries and in-depth interviews with 30 senior executives, the research explores how family businesses are navigating a complex market landscape through innovation, strategic expansion, and leadership transformation. Key Takeaways Among all businesses globally with US$100 million+ in revenue, family businesses account for 22%. Within this cohort, the number of family businesses worldwide is projected to grow by 22% between 2020 and 2030. These family businesses’ annual revenue is expected to rise 84% over this period, outpacing the expected 59% growth in non-family businesses. With the ‘great wealth transfer’ in play, a family business ownership shake-up is underway with 26% of family businesses targeting outside investment/private equity, 19% looking to increase non-family management’s ownership, 12% looking to go public, and 3% selling the business. Investment in technology, including AI, was ranked the top family business growth strategy, with 40% increasing their investment. “The launch of the Family Business Insights Series provides a comprehensive view of family businesses worldwide to better understand their robust growth and how they are evolving their strategies to navigate a rapidly changing world,” says Wolfe Tone, Deloitte Private leader, Deloitte Global. “Family businesses are a driving force of the economy—and Deloitte Global’s research shows they are scaling innovation, expanding across borders, and rethinking ownership to stay ahead of accelerating change.” Family Businesses Globally Are Growing In Size And Influence, Despite Headwinds Family businesses with revenue of at least US$100 million now make up over one in five businesses worldwide (22%). That number, currently 18,087, is expected to climb to 19,744 by 2030, up from 16,194 in 2020, marking a 22% increase over the decade. Their economic contribution is rising as well, with total family business revenue projected to climb 84% from approximately US$16 trillion in 2020 to US$29 trillion in 2030, surpassing the 59% expected growth among non-family businesses. Today, family business revenue stands at US$21 trillion. This momentum is unfolding despite a backdrop of ongoing economic uncertainty, which family businesses ranked as their top external risk, with 68% noting that it is causing a delay in key business investments and growth initiatives, and 70% reporting they believe the imposition of expansive tariffs will negatively hurt the economy/their business. Moreover, family businesses also ranked cyber threats, geopolitical tension, and rising production costs as top risks, underscoring the complex landscape they are currently navigating. Technology And Strategic Diversification Drive Growth And Resilience To drive growth and reinforce resilience, family businesses are turning to technology and diversification. Investing in technology, including AI, to improve efficiency, reduce costs, and scale-up business initiatives ranked family businesses’ number one growth strategy (40% of respondents). Another 36% are focusing on diversifying their revenue streams by launching new products and services. While family businesses typically make the bulk of their revenue in their domestic market, many are diversifying by expanding their businesses internationally. Europe ranks as family businesses’ top preferred destination, with more than half (51%) planning to expand in Europe over the next 24 months. North America (48%) and Asia Pacific (40%) follow as the next most popular regions for near-term growth, underscoring a globally diversified approach to expansion. “Globalization, favourable economic conditions, and rapid technological innovation have propelled family businesses into an era of strong, sustained growth,” says Dr. Rebecca Gooch, Deloitte Private Global Head of Insights, Deloitte Global. “However, this growth is unfolding against a backdrop of increasing complexity and volatility, driven by rising economic and geopolitical uncertainty, cyber threats, surging input costs, and talent shortages. As a result, risk management and strategic planning are taking center stage, prompting family businesses to double down on professionalization, diversify their operations, and accelerate technology adoption.” The Great Wealth Transfer Shifts Family Business Ownership Looking to the next 3-5 years, 26% of family businesses plan to bring in outside investors/private equity, 19% expect to increase ownership among non-family management, 12% plan to go public, and 3% aim to sell their business. While many factors can influence ownership decisions, one key area that family business leaders cited during interviews was the great wealth transfer. With nearly three-quarters of family businesses surveyed in their first (27%) or second (45%) generation of family leadership, the global generational transition is expected to shape the future of many family businesses. “As we look to the future, many family businesses are honoring their legacy while preparing for what’s next,” says Adrian Batty, Deloitte Private Global Family Enterprise leader, Deloitte Global. “By investing in innovation, entering new markets, and prioritizing next-generation leadership, family businesses are strengthening succession plans and addressing long-standing talent gaps, key to securing continuity and long-term performance.” About Defining the Family Business Landscape, 2025 Deloitte Private’s global Defining the Family Business Landscape report is the inaugural study in the Deloitte Private Family Business Insights Series. To inform this research, Deloitte Private surveyed 1,587 family-owned businesses worldwide between March and June 2025, capturing perspectives from companies averaging US$2.8 billion in annual revenue. The report also includes in-depth interviews with 30 senior executives from prominent family businesses, offering qualitative insights into the strategies and practices that drive long-term success. In addition to the survey data, a separate piece of analysis was conducted to produce the family business market sizing data. This data examines the growth of the family business arena between 2020 and 2030, comparing family businesses (including those both public and private) to all businesses (including family and non-family businesses that are both public and private). All the businesses have revenue of at least US$100 million and, for the family businesses, only those where a single family has the controlling vote, sits within the executive leadership/board, and owns a 51%+ stake if it is a private, or a 25%+ stake if it is a public, business is included. For more information or to access the full report, please visit Deloitte Private’s website. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more. Deloitte provides leading professional services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets and enable clients to transform and thrive. Building on its 180-year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately 460,000 people worldwide make an impact that matters at www.deloitte.com.

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

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

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