Family business founders are extraordinary people. They built a business from the ground up. They navigated uncertainty, made difficult decisions under pressure, and created organisations that employ people, sustain families, and contribute something real to the world. All whilst being a mum, dad and member of a family. It’s not an easy path, but these are extraordinary people. And yet, as the time for transition approaches, when the next generation begins to take the reins, something quietly troubling tends to surface. Perhaps the doubt is about commitment, or capability, or readiness. Perhaps it runs deeper than that. But often, underneath whatever surface concerns founders think about, there is a more specific question that rarely gets spoken aloud: do they have the thinking tools for the world they are inheriting? Because the world that is coming is not the one the founder navigated. The Complexity the Next Generation Inherits The context from when most family businesses were founded rewarded clarity, decisiveness, and deep personal knowledge of your market. The founder succeeded, in large part, because they understood their business and their customers with an intimacy that no consultant or strategist could replicate. Their instinct was their competitive advantage. The world the next generation is stepping into is different in kind, not just in degree. Supply chains span continents in political upheaval. Markets shift faster than strategy cycles. AI is reshaping entire industries faster than organisations can respond. The interconnections between challenges, economic, technological, human, are denser and less predictable than at any point in living memory. In this environment, instinct alone is not enough. What the next generation needs is not just the founder's knowledge, which can be passed on, but a capability the founder may not have needed to develop consciously: the ability to think systemically. To see how the parts of a complex situation connect. To understand that solving one problem can create another elsewhere in the system. To make strategy not alone, but together, drawing on the collective intelligence of everyone around the table. This is not a criticism of founders. It is an observation about how the world has changed. The Conversations That Do Not Happen Here is what I observe in family businesses navigating transition. The founding generation carries a vast, largely tacit understanding of how the business really works, not the formal processes and organisation charts, but the invisible dynamics. The relationships that hold things together. The assumptions baked into every strategic decision. The things that were tried and failed and why. The leverage points where small changes create disproportionate effect. Most of that understanding never gets transferred. Not because founders are secretive or the next generation is incurious. But because there is no reliable method for making invisible knowledge visible and discussable. Conversations about strategy tend to be verbal, hierarchical, and fast. The founder holds the floor, the next generation listens, and the real complexity of what has been built remains largely unexplored. What gets lost in that gap is not just knowledge. It is confidence. Next-generation leaders stepping into complexity they cannot fully see, with tools that were designed for a simpler world, carrying the weight of not wanting to be the generation that blew up what someone else spent their life building. That anxiety is real, and it deserves a serious response. Building Strategic Capability Together The most meaningful gift a founder can give the next generation is not an instruction manual. It is a thinking capability, a way of seeing complexity clearly, of surfacing the assumptions that drive decisions, of having the strategic conversations that actually need to happen rather than the ones that are easy to have. This is what systems thinking offers. Not as abstract theory, systems thinking has struggled for decades to escape the accusation of being intellectually compelling but practically elusive, but as a practical discipline that teams can develop together, through structured work on real challenges that matter. Methods now exist that make the invisible visible. LEGO® Serious Play®, used at its most sophisticated level, allows leadership teams to build three-dimensional physical models of the systems they operate in, making tangible the forces, relationships, and feedback loops that drive strategic outcomes. What is hard to articulate in words becomes graspable when built with your hands. And when the model sits on the table between people, it can be examined together without anyone feeling personally exposed. Paired with the practice of Dialogue, genuine collective inquiry rather than polite discussion, these conversations create something rare: shared understanding that belongs to the whole team, not just the person at the head of the table. For a family business in transition, this matters enormously. It creates the conditions for the founding generation to transfer not just knowledge but wisdom. And it gives the next generation something invaluable, not certainty, which no one can promise, but the strategic confidence that comes from knowing how to think clearly together when the situation is genuinely complex. The question worth asking, as a founder, is not whether the next generation is ready. It is whether you have given them the thinking tools they need for the world they are inheriting. That conversation is worth building sooner than you think. And using a medium that you thought was only for the grandchildren. About the Author: Sean Blair is the founder of SeriousWork and Serious Outcomes Limited. With his associates he has trained nearly 3,000 LEGO® Serious Play® facilitators across eight countries. His new book, The Systems Synergy: Developing Human Intelligence That AI Cannot Replace, is out now. Further resources are available at seriousoutcomes.com/systems-synergy .

Family businesses often begin with the best intentions—shared ambition, trust, and the belief that working together will strengthen both the company and the family itself. But when the line between family and business becomes blurred, emotions, loyalty, and personal history can collide with decisions that demand clarity and structure. One moment from my life made that tension painfully clear. It was a chilly spring evening at my parents’ house in New Jersey. Usually it was a place full of laughter and storytelling. That night the mood was different. My sisters, my parents, my aunt, my brother-in-law, and my father’s business partners sat quietly around the table. Food sat untouched as everyone waited for someone to speak. My father—the founder and patriarch of Mascia Enterprises—was dying. For decades he had built a thriving business that included multiple Dunkin’ Donuts franchises along with other ventures. But when the leader of a family business becomes seriously ill, the company’s future suddenly becomes inseparable from the family’s emotions. Someone had to say what everyone else was thinking. “I know everyone wants to know what’s going on,” I finally said. “Not just health-wise, but with the business. We need to be on the same page.” The simple but uncomfortable question hung over the room: Who would run the company when my father could no longer do it? In family businesses, indecision can be fatal. Someone eventually has to step forward. When Trust Replaces Structure Like many entrepreneurial ventures, my father’s business had grown through relationships and instinct rather than formal systems. Agreements were often handshake deals. Processes were informal. Important records were kept in physical files across different locations. The business worked because my father was involved in everything and knew the operation inside and out. But when a company relies too heavily on one person, a hidden risk develops. As I stepped in to help organize the business, it became clear that the company had outgrown the structure supporting it. The attorney and accountant who had helped in the early days were still operating as a small shop even though the business had expanded significantly. This is a common story in family enterprises. The very traits that help a business grow—speed, trust, personal relationships—can later become weaknesses if they are not supported by systems, documentation, and professional governance. Transitioning from an owner-driven company to a system-driven one is one of the hardest but most necessary steps for a family business that wants to survive beyond its founder. Conflict Beneath the Surface Family businesses also carry emotional dynamics that traditional corporations rarely face. Years earlier, my father had gone into the Dunkin’ Donuts business with his cousin. The partnership worked well at first, but tensions grew as the company expanded and priorities shifted. The biggest problem wasn’t operational—it was structural. There were no formal ownership agreements and everything had been based on trust. When disagreements emerged, my father feared he might lose the business he had helped build because nothing had ever been documented. That uncertainty created stress and suspicion that strained both the partnership and the family relationship. Eventually the conflict was resolved and the business continued to grow. But the episode revealed something important: when governance and ownership are unclear, even strong family relationships can fracture under pressure. The Real Challenge of Family Business Family businesses are built on relationships, which is both their greatest strength and their greatest risk. Professional decisions often overlap with family roles—father, son, partner, sibling. Disagreements about strategy can feel personal, and business setbacks can ripple into family life. Yet those same relationships are also what make family enterprises resilient. They create loyalty, shared purpose, and a long-term mindset that many companies struggle to achieve. The key is learning how to balance those forces. Clear structures, defined roles, and documented agreements are not signs of distrust—they are safeguards that protect both the family and the business. Because when family and business collide without boundaries, conflict is almost inevitable. But when the two align with clarity and purpose, they can build something that lasts for generations. About the Author - Bobby Mascia is the founder and CEO of Green Ridge Wealth Planning and Mascia Capital Group, where he owns and operates multiple successful businesses. A 2024 NJBIZ Leader in Finance, he helps entrepreneurs build financial independence, stronger companies, and clearer paths forward. He is the author of Unchained: The Raw Truth About Entrepreneurship, Family Business and Life Balance

A High Court judicial review challenge to the Government’s proposed reforms to Agricultural Property Relief (APR) and Business Property Relief (BPR) from inheritance tax has been listed for an urgent two-day hearing before a Divisional Court at the Royal Courts of Justice on 17–18 March 2026. The claim is being brought by Alvarez & Marsal LLP together with farmers and business owners Thomas Martin and George Martin, alongside the campaign group Farmers and Businesses for Fair Tax Relief. The claimants are represented by Collyer Bristow LLP. Ordinarily, judicial review cases are determined by a single High Court judge. In this instance, however, the Court has directed that the matter be heard by a Divisional Court comprising a panel of senior judges drawn from the High Court and the Court of Appeal. Such courts are convened only in cases of exceptional public importance or where the issues raised are likely to have significant constitutional implications or establish a new legal precedent. The challenge concerns the Government’s proposed changes to inheritance tax reliefs affecting agricultural and family-owned businesses. Under the reforms announced in the Autumn Budget, the Government plans to restrict 100 per cent inheritance tax relief under APR and BPR to the first £1 million of qualifying assets, with relief above that threshold reduced to 50 per cent from April 2026. The claimants argue that the Government acted unlawfully in introducing the reforms without conducting a proper consultation with those most affected. They contend that, despite previous commitments to consult meaningfully with taxpayers and industry stakeholders, the Government instead carried out only a limited technical consultation addressing narrow aspects of the proposed changes. According to the claim, this approach failed to reflect the significant impact the reforms may have on farming families, family-owned businesses and the wider agricultural and commercial sectors. Permission to bring the claim has already been granted by the Court, which ordered that the matter proceed by way of a “rolled-up” hearing. This means that the Court will consider both whether permission should formally be granted and the substantive merits of the claim at the same time during the two-day hearing in March. The proceedings will therefore provide the first opportunity for the Court to determine whether the Government’s consultation process complied with its obligations under public law. The case also raises broader constitutional issues. Both the Government and the Speaker of the House of Commons have argued that matters of Parliamentary privilege and the separation of powers are engaged. In light of this, the Speaker has been granted permission to participate in the proceedings as an intervener. If the challenge succeeds, the Government could be required to revisit and potentially restart its consultation process, which may delay or alter the planned implementation of the reforms. Commenting on the listing of the case, James Austen, partner at Collyer Bristow LLP with primary conduct of the claim, said the decision to convene a Divisional Court reflects the seriousness of the issues involved. “The listing of this case before a Divisional Court underscores its importance, as does the urgency with which the Court will now hear it,” he said. “The issues raised in this judicial review are profound: they concern the standards by which Government should consult before implementing reforms with far-reaching consequences for families and businesses across the country. We welcome the decision to convene a senior multi-judge panel and look forward to presenting the claimants’ case in full at the Royal Courts of Justice in March.” The outcome of the case is likely to be closely watched by the farming and family business communities, many of whom rely on APR and BPR to pass agricultural and commercial assets between generations without incurring inheritance tax liabilities that could threaten the continuity of their enterprises. Of course, we will be sharing details of the findings in due course.

Just over a year ago in February 2020, family business Bradfords Bakers and sister companies Send Them Cupcakes and Send Them Balloons operated from one location near Glasgow, in Scotland. There were six full time staff members, who baked and hand-decorated cupcakes, inflated and boxed balloons, and arranged a selection of gift hampers. They prepared between seventy and eighty gifts for delivery every day, which were collected by a courier in the evening, set to arrive to their recipients the next day. Bradfords Bakers was first founded in 1924 by Hugh Bradford and his sons. For years, the business had just one premises that would move around every few years to different Glasgow locations. Small staff teams kept the bakery going, serving bread and gateaux to the locale. Later in the 20th century, the business saw massive expansion as multiple locations were opened. In the new millennium, focus was placed on innovation such as in 2006 when the online branch of the bakery was founded, enabling the bakery to service consumers nationwide. In 2012, Bradfords Bakers created the Bakery ATM, which was a vending machine that provided freshly baked and decorated cupcakes to anyone who crossed its path in Glasgow’s St Enoch’s Centre. Unfortunately, the company was hit hard by 2008’s banking crisis which led to its stores starting to close. Bradfords Bakers, then 88 years old as a company, proved resilient and manoeuvred to fall back on its online branch. In 2013, the last Bradfords Bakers bricks-and-mortar store closed on a Friday, and it was fully active in its new and current form the following Tuesday. Now, it is managed by fourth generation Bradford, Claire, along with her husband James McGoldrick. In 2014 they founded Send Them Balloons and Send Them Cupcakes, aiming simply to reach new customers by telling them they deliver balloons and cupcakes. This came from evolution; as an e-commerce company, Bradfords Bakers was no longer the bakery it once was. It shifted to a gift company that was recognised for its hampers. So, James and Claire decided to spotlight their other offerings with their own small businesses. Less than a hundred orders fulfilled by six people feels like a distant memory now, even though it was only a year ago: everything has changed dramatically since lockdowns and travel restrictions rolled out across the UK. When non-essential shops as well as pubs, cafés and restaurants closed, the demand for Bradfords Bakers services skyrocketed, as did the need for its sister companies. Consumers were unable to visit the high street shops where they would buy gifts for the likes of birthdays, graduations, engagements, and other occasions; additionally, they couldn’t travel to give the gift either. So, Bradfords Bakers fitted well as a replacement as it delivered gifts directly to their recipients. As boredom set in while restrictions persisted, people became hungry for the experiences they were missing out on from the outside world. Afternoon teas catapulted straight to the top of the list of most popular offerings for the bakery, as customers could allow their own imaginations to set the limits for their days in: with an afternoon tea, they could create a fun and unique day in for the family, or a midday date. As such, Bradfords Bakers, Send Them Cupcakes, and Send Them Balloons saw massive growth. The family-owned business is currently operating at 350% and has seen incredible increases in conversion across different groups of customers. In 55–64-year-olds, there has been an increase in conversion of 180%, and 20% in those aged 64 and older. James recognises that this change has taken place as consumers have had to adjust to online shopping, where they may have been reticent to do so before lockdowns. This increase in growth and orders has allowed James and Claire to double their full-time staff size from six to 12; this manpower was needed to meet the demand they were facing. Now, even on quiet days, everyone onsite is kept busy as the average number of orders received on a given day has more than doubled; now they prepare up to 200 gifts for delivery each day. Fast forward to March 2021 and 200 orders per day is merely the calm before the storm; as national holidays like Valentine’s Day and Mother’s Day approach, the business goes into overdrive to meet the massively increased level of demand they receive. In the three days before Mother’s Day 2021, Bradfords Bakers, Send Them Balloons, and Send Them Cupcakes prepared nearly 2,000 gifts for nationwide delivery. Today Bradfords Bakers employs 12 staff members, but not all are there to bake and decorate cakes or blow-up balloons – James oversees the upstairs office where he manages any corporate orders, their customer helpdesk and anything else that keeps the company afloat. With him is the Bradfords Bakers customer services manager, Megan, and public relations executive, Holly. When the company is as busy as it was before Mother’s Day, it’s all hands-on deck: James and Holly will put aside their regular work to head downstairs and help with the orders that need to go out. Megan will also lend her time but prioritises her communications with their customers to make sure their needs are met, and queries are answered. The staff, who are one team, will work together, staying on late to make sure all the gifts are sent for delivery in a timely manner, and to prepare whatever they can for the next day, as to get a head start. It ends up being a great opportunity to unite the staff members who usually don’t get to see each other often; as they prepare hampers and box cupcakes, they get to catch up and share a laugh. Through this pandemic, while so many of us have been kept separate from our families and friends, this human connection has been vital and endlessly valuable. Busy times like these are ultimately difficult; it means a whole day of rushing about, being on your feet, working hard to make sure no one is disappointed. James places importance the birthdays and other occasions they help their customers celebrate – so many gifts now are being ordered by the likes of grandparents to grandchildren and vice versa. He and his staff are happy to know that they are doing something to ease the stress and tension everyone is going through while lockdowns are still in place. Ahead of these holidays, when the business is as busy as it gets, James and Claire must turn the online store off at a certain point as they reach capacity for orders – so many come in, and at a certain point, they have to start turning customers away. Ordering in advance is vital when pursuing a Bradfords Bakers, Send Them Cupcakes, or Send Them Balloons gift as they regularly experience a massive increase in volume ahead of holidays. This level of chaos isn’t reserved purely for holidays: Bradfords Bakers welcome large corporate orders and did so ahead of Christmas from different employers who wanted to send their employees festive hampers. They wanted to do this to say thank you for a years’ hard work during lockdown. Although the bakery was already extremely busy before the holiday, James and Claire noted that Christmas 2020 was probably the most wildly different Christmas most people had ever experienced. So, they and their staff accepted that they would be working hard through the season to ensure that their customers all over the UK were cheered by gifts. The pandemic has brought challenges for the businesses as they’ve had to drastically change the way they operate to meet the new volume of orders being received, but James and Claire are grateful for the security that comes with such high demand. As restrictions begin to ease and lockdowns are lifted, staff are looking forward to experiencing some normality in their personal lives. Still, James and Claire implore consumers nationwide not to forget the e-commerce businesses that got them through the stresses and boredoms of lockdowns; the ones who provided some fun and excitement when nothing else was available. With the continued support of their customers, Bradfords Bakers, Send Them Balloons, and Send Them Cupcakes hopes to see continued growth, and hope to use any downtime for new product development and further innovation.

An award-winning family firm that supplies luxury brands such as Givenchy, Sisley, and LVMH, as well as High Street giants Boots, Superdrug, and Asda, has announced a major rebranding initiative and the appointment of a new Managing Director. Daniel Jacques, CEO Melita, headquartered at Leicester’s Meridian Business Park, has been a leader in end-to-end Point of Sale (POS) and merchandising solutions for over 25 years. The company, which unites the diverse services of design, manufacturing, warehousing, merchandising and installation under one powerful brand, is the result of the amalgamation of Display Logistics, DL Manufacturing, and KK Installations. Despite these changes, Melita POS remains a proud family-owned and operated business. This strategic move marks the beginning of an exciting new chapter for Melita POS, with an ambitious program of investment and growth being spearheaded by new Managing Director, Dan Jacques, alongside Company Director Emily Jacques, Operations Director, Rich Metcalf, Production Director Glynn Parker and Warehouse Director, Mark Jacques.  New MD Dan Jacques said: "I am incredibly proud to take on this role and continue our family legacy. Our rebranding as Melita POS and the integration of our diverse services are pivotal steps in enhancing our ability to serve our clients more effectively. Melita is a name with significant personal connection to our family, making it the perfect choice for a business that values long-term relationships." Originally established as Display Logistics in 1997 by Shivena and Steve Jacques, the company has built a stellar reputation with its commitment to excellence and innovation earning it numerous industry accolades and a trusted position within the market. Today Melita POS employees 35 workers with a turnover of over £6 million and has ambitious plans for international growth, while maintaining a strong commitment to supporting the economic success of its hometown of Leicester. An ambitious growth strategy accompanies the new company structure with Melita POS expecting to increase its workforce by 50 per cent and its turnover by over 200% over the next five years, as part of an international development strategy that will turn this family firm into a global heavyweight. Dan continued “As a company we are deeply committed to driving growth, ensuring sustainability, and fostering the development of our talented staff. Our future success hinges on our ability to innovate and adapt, while also nurturing a work environment that values and invests in our people. Together, we will not only meet but exceed our goals, creating a lasting impact for our clients and the community." For more information about Melita POS and its services, please visit here.

Manufacturing output volumes fell in the three months to February, though at a slower pace than in January – according to the CBI’s latest Industrial Trends Survey (ITS). Manufacturers expect volumes to decline at a similar pace in the three months to May. Total and export order books remained historically weak in February. Stock adequacy strengthened, while selling price inflation expectations continued to be elevated. The survey, based on the responses of 305 manufacturers, found: Output volumes fell in the three months to February, but at a slower pace than in the three months to January (weighted balance of -14%, from -25% in January). Manufacturers expect output volumes to decline at a broadly similar pace in the three months to May (-12%). Output decreased in 13 out of 17 sub-sectors in the three months to February, with the fall being driven by the metal products, food, drink & tobacco, and mechanical engineering sub-sectors. Total order books were reported as below “normal” in February (-28%, from -30% in January), remaining considerably weaker than the long-run average (-14%). Export order books were also reported as below “normal”, to a slightly lesser extent than in January (-26%, from -30% in January). The balance was also below the long-run average (-19%). Expectations for average selling price inflation were elevated in February (+26%, from +29% in January), standing well above the long-run average (+8%). Stocks of finished goods were reported as “more than adequate” in February (+14%, from +3% in January), with the balance being broadly in line with the long-run average (+12%). Cameron Martin, CBI Senior Economist, said: “The downturn in manufacturing output eased in February, after a downbeat period around the turn of the year. However, many firms continue to report customers holding back amid low confidence and elevated cost pressures." “The Spring Forecast is an opportunity for the government to build momentum behind its growth mission and restore confidence. Manufacturers want to see the government focused on accelerating Industrial Strategy delivery, addressing skills shortages, and lowering the cost of doing business by bringing forward energy costs support. Tackling punitive energy costs will strengthen competitiveness, ease cost of living pressures, and help boost demand across the economy.”

Family and employee owned insurance firm, TL Dallas, is expanding its footprint in North Yorkshire with a new presence in Harrogate, as the Yorkshire-headquartered firm continues to invest in regional growth. The long-established insurance broking, risk management and financial services group will operate from premises at 36 Victoria Avenue, placing its team in the centre of Harrogate’s professional and commercial district and strengthening its service offering to both private and business clients across the town and surrounding areas. The move forms part of the firm’s wider strategy to build on sustained organic growth, whilst maintaining its position as one of the UK’s largest independent insurance brokers. Caroline Pullich, group head of private clients at TL Dallas, will lead the firm’s high-net-worth client offering from the new Harrogate base, working alongside corporate account executive, James Bright, who will focus on supporting commercial clients across the region. Caroline said: “Our expansion reflects both growing demand from existing clients and the company’s commitment to strengthening its presence in North Yorkshire. Harrogate has a vibrant professional and business community, and we have been working with clients here for decades. Establishing a dedicated presence at 36 Victoria Avenue allows us to build on those relationships, whilst also meeting new clients locally." “We see this as an important step in our continued investment for growth. TL Dallas has always focused on providing clear, independent advice and personal service, and having a base in Harrogate means we can be even closer to the people and businesses we support.” James added: “The town’s diverse economy made it a natural location for our next stage of development. Harrogate is home to a broad range of successful businesses, from professional services to healthcare and hospitality. Having a base in the town gives us an excellent platform to support both established organisations and growing companies with their insurance and risk management needs.” TL Dallas already works with a number of firms in the area, including healthcare provider Vida Healthcare and Harrogate-based Haddletons Solicitors. To mark the move, the firm has become a corporate patron of the Harrogate International Festival, which is celebrating its 60th anniversary this year. James Rycroft, Managing Director of Vida Healthcare, said: “TL Dallas has provided us with consistent, transparent and clear insurance advice over many years. A trusting partnership was established from day one and combines value for money alongside the cover we need, which in turn gives us peace of mind.” Over the past five years, TL Dallas has expanded significantly acquiring a 40-strong team in Inverness, Elgin, and Orkney, which is now known as Nord Dallas and Caledonia Dallas respectively; launching specialist offices in Lincolnshire under the Dallas Scott Davey brand and North Yorkshire under the Dallas Wilding Drew brand; as well as opening a commercial and agricultural office in Cockermouth, Cumbria. Founded in 1919, TL Dallas employs more than 235 people across 15 offices throughout the UK and remains a fully independent, fourth-generation family and employee owned insurance and financial services group.

To coincide with Food Waste Action Week (9-15th March), St Austell Brewery is marking one year of its award-winning waste initiative with a dramatic uplift in recycling and a new commitment to tackling food waste across its whole business. As part of the progress made so far, 100% of food waste from its 45 managed pubs across the South West is now diverted from general waste into anaerobic digestion or redistributed to local communities via Olio, a surplus food sharing app. Launched in 2025, Operation Segregation set out to improve how waste is sorted, measured and reduced across the company’s managed pub estate. Working in partnership with Biffa, the brewery introduced colour coded bins, improved signage and enhanced team training to make correct segregation easier across all sites. This has contributed to a 16% drop in general waste and a 49% reduction in total waste since 2023. Some pubs have also doubled their recycling rates. Emily Coon, Sustainability Manager at St Austell Brewery, said: “Operation Segregation is all about cutting waste at the source and ensuring valuable materials don’t end up where they shouldn’t. What’s been most inspiring is how quickly our teams have leaned into the change. When people understand the impact, positive behaviours naturally follow. This isn’t a project with a finish line - it’s the foundation for long-term cultural and operational transformation.” Helen Sprason, Area Manager at St Austell Brewery, added: “I am incredibly proud of what our pub teams have achieved over the past year. Seeing the waste numbers come down month by month has been hugely rewarding, but the shift in mindset is even more important." "Our dedicated teams have truly embraced the project, and I am so grateful for the energy and ownership they have brought to it.” A defining achievement of the past year has been the improvement in St Austell Brewery’s waste data quality. Although its reported food waste tonnage increased slightly year on year (still, fewer than eight tonnes), this reflects business growth and improved segregation rather than a rise in actual waste. Previously, a proportion of plate waste was incorrectly placed in general waste. With segregation now embedded and confidence in the data established, St Austell Brewery is launching phase two of Operation Segregation, focusing specifically on reducing food waste at source. In November 2025, the business completed its first food waste audit. Using 2025 as the benchmark, the company is committing to a 10% reduction in food waste in 2026 and a long-term ambition to reduce it by 50% by 2030. Operation Segregation sits within the brewery’s wider sustainability strategy - Crafting a Brighter Future - which includes a long-term commitment to eliminate edible food waste from operations by 2040 and transition towards becoming a zero waste business. As Food Waste Action Week highlights the scale of avoidable food waste across the UK hospitality sector, St Austell Brewery hopes its practical, data-led approach shows how targeted interventions can drive meaningful environmental change.

Classeq, the leading British manufacturer of professional warewashing equipment, has launched Wi-Fi connectivity across its full range of dishwashers, glasswashers and utensil washers with the introduction of Clean Connect.   Designed to bring greater control, visibility and simplicity to high-volume warewashing environments, Clean Connect enables operators to remotely monitor their machines through a single online portal – providing real-time insight without needing to be on site.  In busy professional kitchens and bars, warewashing is mission-critical. When machines perform, service runs seamlessly. When they don’t, disruption is immediate. Clean Connect gives operators instant visibility of performance, usage and maintenance requirements – helping teams protect wash quality, drive efficiency and avoid unnecessary downtime.   Wi-Fi connectivity and access to the Clean Connect portal is available across Classeq’s full warewashing range*, delivering measurable benefits across multiple areas:   Quality wash results: Regular cleaning is essential for consistent wash quality and long-term machine performance. Clean Connect allows operators to check whether drain down, refresh and deep-clean cycles are being completed correctly, helping maintain standards across every shift and site.   Energy efficiency:  By comparing operating hours with powered hours, customers can identify unnecessary energy consumption and adjust usage patterns accordingly – driving smarter, more cost-effective operations.   Hard water management:  Limescale build-up remains one of the most common causes of machine failure. Clean Connect enables operators to monitor cycles completed without salt and proactively prompt teams to refill – protecting machines and avoiding costly repairs.   Preventative maintenance:  Like mileage on a vehicle, wash cycles accumulate over time. Clean Connect allows servicing to be scheduled based on real usage data rather than fixed time intervals, supporting preventative maintenance strategies that maximise lifespan and reliability.   Multi-site visibility:  From single-location operators to national estates, Clean Connect enables customers to monitor machine status across multiple sites within one simple dashboard, with the ability to drill down into individual machine data as required.   Multiple machines, one portal:  Even smaller venues often run separate machines in kitchen and bar areas. Clean Connect enables managers to oversee both from one interface. Scale this across hotels, stadia, universities or contract catering operations, and the operational value increases significantly.   Service, rental and leasing support:  For customers working with service partners, rental agreements or leasing models, Clean Connect enables wash cycle tracking, smarter servicing schedules and improved asset management – benefiting operators and suppliers alike.   Andy Salter, Managing Director at Classeq, said: “Clean Connect represents a natural evolution of our warewashing range. Classeq machines are built to deliver exceptional results day in, day out - and now we’re giving customers the data and visibility to protect that performance." “Connectivity isn’t about complexity; it’s about simplicity, and ease of visibility. It allows operators to stay ahead of maintenance, improve energy efficiency and maintain consistent wash standards across single sites or entire estates. For today’s hospitality businesses, that level of insight makes a real operational difference.”   Clean Connect adds an extra layer of value to Classeq’s British-built warewashing machines, helping operators maintain standards, support their teams and maximise the performance and lifespan of their equipment. All machines come with a two-year warranty as standard.   To find out more or request a demonstration, visit here .

Aston & James and Family Business United today announce a new strategic partnership designed to help UK businesses, particularly family-owned enterprises, simplify and streamline their workplace supply needs. The partnership brings together Aston & James’ expertise in workplace supply and logistics with Family Business United’s extensive community and insight into the family business sector. Together, the organisations aim to reduce complexity, improve efficiency, and make day-to-day operations easier to manage for businesses across the UK. Aston & James works with organisations to simplify workplace supply by consolidating purchasing, reducing supplier complexity, sourcing products efficiently, and adapting delivery models to suit how businesses actually operate. By providing access to a comprehensive range of products sourced from across the UK through a single supplier, Aston & James removes the burden of managing multiple vendors and fragmented logistics. “Our goal is simple: to make workplaces easier to run,” said Darren Aston, Managing Director at Aston & James. “By partnering with Family Business United, we can support family firms in reducing time spent on procurement and logistics, minimising disruption, and creating a more efficient and hassle-free experience.” With nationwide coverage, Aston & James is able to support businesses wherever they operate, including organisations with multiple sites. This flexibility is particularly valuable for growing family businesses looking to standardise supply, control costs, and maintain operational consistency as they scale. Family Business United sees the partnership as a practical way to address everyday challenges faced by family-owned firms. “Family businesses value trusted partners who understand their need for reliability, simplicity and long-term thinking,” said Paul Andrews, Founder and CEO at Family Business United. “This partnership with Aston & James gives our community access to a workplace supply solution that reduces complexity and frees up time to focus on what really matters – running and growing the business.” The partnership will see Aston & James working closely with Family Business United members providing tailored solutions to help businesses streamline their workplace operational furniture and supply needs. Find out more about the partnership here

St Austell Brewery is celebrating a remarkable achievement after winning four medals at the 2026 International Brewing Awards - one of the world’s oldest and most respected beer competitions.   Established in 1888 and often described as the “Oscars of the brewing industry”, the awards are judged solely by professional brewers and recognise outstanding technical excellence.   This year’s success is particularly significant for the independent family-owned business, marking its 350th beer award in its 175-year history.   Among the accolades, 2025 Extra Special Tribute (EST) - brewed with all-British ingredients - was awarded the only gold in its category.   A supercharged 7.4% ABV strong ale, EST is a bold reinterpretation of St Austell Brewery’s flagship pale ale, Tribute (4.2% ABV). First brewed in 2023 - to mark the coronation of King Charles III - EST has since become a special annual release, crafted in small batches and each bottle is individually numbered. Each edition of EST is brewed to a unique recipe, bottle-conditioned and matured.   Proper Job 0.5% secured a silver in the ultra low alcohol category. Modelled on the flagship Proper Job IPA, it retains the original’s hop profile - Cascade, Willamette and Chinook - delivering punchy citrus, grapefruit and pine flavours despite its low ABV.   Korev (4.8% ABV), St Austell Brewery’s flagship lager - known for its clean and refreshing character - also earned a silver. Rounding off the wins, Proper Job (4.5% ABV) - its flagship IPA brewed with bold American hops and celebrating its 20th birthday this year - took home a bronze in the cask-conditioned beer category.   Georgina Young, St Austell Brewery’s Brewing Director said: “Winning four medals at such a prestigious global competition is an incredible achievement for the whole team." “To reach our 350th beer award in the same year we celebrate 175 years of brewing heritage makes this moment even more special. Each of the winning beers represents innovation and quality and I’m immensely proud of what our talented brewing team continues to deliver.”

Denholm Good Logistics (DGL), an award-winning end-to-end logistics provider and member of the Denholm Logistics Group, is delighted to announce a significant strategic investment in UK3PL Limited (trading as Pro3PL), a specialist e-commerce logistics business on 5 March 2026. UK3PL offers access to state-of-the-art fulfilment centres in the UK, EU and USA, and fully integrated, custom-built third-party logistics (3PL) services. UK3PL’s expertise lies across a wide range of industry sectors with a strong focus on technology, beauty, home & giftware, fashion & retail, pharma & healthcare, UK3PL’s success is built on its belief that no supply chain challenge is too big or too small. The investment in UK3PL further strengthens DGL’s ability to deliver tailored 3PL solutions for e-commerce customers, leveraging UK3PL’s advanced end-to-end fulfilment technology. This enhances DGL’s capacity to faster, more flexible and truly tailored solutions that respond to the evolving needs of e-commerce businesses. UK3PL’s advanced e-commerce fulfilment centres complement and strengthen DGL’s existing warehouse infrastructure, creating a more integrated and agile network. Together, this enables DGL to deliver flexible, cost-efficient pick-and-pack operations for the e-commerce sector that optimise order fulfilment, enhance shipping accuracy and keep supply chains running seamlessly. In addition, through UK3PL’s purpose-built warehouse management technology, DGL gains access to fully integrated systems across leading e-commerce platforms such as Amazon, TikTok Shop and Shopify. This partnership enables faster, more accurate fulfilment, streamlined returns management, and a superior experience for customers at every stage of the order journey. A Stronger Future Together DGL’s exemplary service and dedication to excellence is matched perfectly with UK3PL’s approach and enhanced e-commerce service capabilities. The businesses will build upon their solid track records to continue to deliver excellence, value and efficiency to all customers in the years ahead. UK3PL will maintain its brand identity and continue operating as a standalone entity. Customers will continue to receive the service they know and depend on. The partnership will focus on growth, service enhancement and innovation. Leadership Statements Alan Platt, (Top Photo) Divisional Managing Director of the Denholm Logistics Group said: “This is a strategic investment in a high-performing business and an impressive technology platform. E-commerce is moving quickly and our customers need fulfilment that’s agile, accurate and fully connected. Bringing UK3PL into the DGL network further strengthens our warehouse and pick-and-pack capability, while adding integrated technology across leading platforms and helping customers scale confidently as demand evolves." Jay Dhokia, Managing Director of UK3PL Limited added: “This partnership is a major milestone for UK3PL. With DGL's support and wider infrastructure, we can accelerate growth while continuing to operate as the specialist e-commerce fulfilment partner our customers rely on with the same service, the same team and even greater capability behind us.”