Global real estate advisor, CBRE, has released its UK Multifamily Index, with its findings showing that both rental and capital values have gradually risen over a six-month period, in a sign of recovery for the sector. A 1% increase in capital values was recorded for the six months to September 2025 and this contributed to a total return of 3.2% over this period, with income return contributing 2.2% to performance. The rise in capital values was primarily driven by rental value growth of 1.1%, while capitalisation rates (investment yields) showed little movement, increasing by just one basis point since March. Gross income rose by 3.3% over the last six months. This was supported by an increase in occupancy during this period. The overall occupancy rate for schemes in the index was 97% at September 2025. Multifamily assets located in London exhibited similar performance over the last six months to those in the rest of the UK. Capital values rose by 1% in both cases, while gross income growth for the rest of the UK was slightly stronger, at 3.4% compared with 3.1% for London. James Hinde, Senior Director, Living Sector Valuations Team, CBRE commented: "These results demonstrate the continued resilience of the UK multifamily sector. While investment activity remains subdued due to wider viability challenges and uncertainty around the upcoming Autumn Budget, investment volumes are 14% higher as at Q3 2025 compared to the same time last year." "In addition, the investment pipeline looks healthy with over £3.0bn worth of opportunities currently under offer, the highest it's been for some time." Steven Devaney, Senior Director, UK Research, CBRE commented: "Our latest index marks the first moment that CBRE has reported on total returns and net income returns for UK multifamily schemes. This expansion to our index enables investors to see the contribution of income to investment performance in the sector." "It is also promising to see renewed growth in capital values over the last twelve months, which should prompt cautious optimism from investors as the multifamily sector recovers."

A West Yorkshire entrepreneur is approaching a decade in business – celebrating record-breaking growth for his vegetation management company. At just 29, Declan Colleran has transformed his venture from a small local operation into a seven-figure national enterprise – achieving a 140% increase in turnover during the past five years. Having started out as a 16-year-old trainee tree surgeon, Declan, from Dewsbury, founded DC Ground and Tree Care in 2016 as a sole trader. Since then, he has grown the business into a limited company – providing principal contractor services to a diverse range of commercial and public sector clients across the construction, highways, environmental and waterways sectors. “From starting out with a small team – me with a few groundworkers, mainly doing domestic tree work – we’re now leading large-scale projects and contracts that last several months for some of the biggest names in the industry,” said Declan, who also launched Aquatic Restorations in 2023 – a complementary company providing specialist aquatic environmental services. “It’s been stressful at times, but an incredible journey that holds even more potential for the future. Growing the business alongside my wife Lucy, our managers and trained specialists, we’ve worked hard to become recognised experts in the industry. I couldn’t be prouder of how far we’ve come – especially our longest-serving employees, many of whom joined with no formal qualifications and have grown into highly skilled professionals.” As the company approaches its 10-year anniversary, it is entering a new chapter with a rebrand that reflects the wider service offering. “I’m excited to announce that we will now be trading as DC Environmental,” Declan added. “We are so much more than just cutting down trees. We’ve expanded into complex arboriculture, landscaping and vegetation management work – all requiring specialist equipment and expertise. We also take on niche silt and invasive weed projects, as well as civil engineering, facilities management, fabrication and plant hire services.” Since starting out as a one-person operation, the business has evolved into a fully accredited and professionally structured organisation. “Lucy and our administration team have worked tirelessly to ensure full compliance with Health & Safety regulations, environmental standards and sustainability initiatives,” Declan added. “We’ve also maintained key industry accreditations – including ISO and the National Highway Sector Scheme. Doing things the right way – safely, legally and responsibly – is what has earned us the trust to be offered bigger projects." Key strategic investments have also driven growth – from sourcing specialist equipment across Europe to establishing a purpose-built depot in Heckmondwike, complete with fabrication and mechanical workshops. “From day one, we’ve owned our equipment and resources outright – often having machinery custom-made to suit our work,” said Declan. “That model has allowed us to weather challenges, including COVID-19, while keeping things stable for our team and reinvesting in line with client needs.” Co-Director Lucy, 29, who is expecting the couple’s second child, said the rebrand feels timely as the company embarks upon more capital projects – including the development of new offices and the expansion of its existing warehouse. “Declan is the driving force behind the business, but it has matured into a well-established organisation with strong management and operational teams in place,” she said. “As we head into our tenth year, we’re so grateful to our clients for trusting in our expertise and supporting our journey, and we look forward to what the future holds for DC Environmental.”

The twinkling lights, cosy jumpers and festive playlists are back, but while Christmas can be magical, it can also be mentally exhausting. For many people, the season brings more pressure than peace. Between jam-packed calendars, family dynamics and money worries, it’s no surprise that maintaining good mental health at Christmas takes extra care. Caring for your mind and mood can help you enjoy the festive season more fully. Think of it as giving yourself a present, the gift of mental wellbeing. Below are five friendly tips to help you keep your spirits bright and protect your mental health this Christmas. 1. Take the Pressure Off the Big Day One of the biggest contributors to stress at Christmas is trying to meet unrealistic expectations. Whether it’s nailing the perfect roast potatoes, finding the best gifts, or hosting a seamless family get-together, we often put ourselves under pressure to make everything flawless. But the truth is Christmas doesn’t have to be perfect to be meaningful. Allow yourself to let go of the fantasy and focus instead on connection, simplicity, and presence. Set a comfortable budget, delegate where you can, and embrace imperfections as they often make the best memories! This shift in mindset can relieve pressure and protect your mental health at Christmas from unnecessary stress. 2. Prioritise Self-Care and Rest Taking care of your basic needs isn’t selfish, it’s essential. Sleep, hydration, regular meals and daily movement might sound simple, but they’re powerful when everything else feels chaotic. Make space for quiet, restorative moments in your week: a walk in the crisp winter air, a mindful cup of tea, or just 10 minutes away from the noise. Self-care doesn’t have to be extravagant, it just needs to be consistent. Remember, you can’t pour from an empty cup. Prioritising rest and balance will help you feel more present and less frazzled. 3. Learn to Say No (Without Guilt) During the Christmas period, the pressure to do everything and see everyone can be intense. But here’s a loving reminder: you are allowed to say no when your plate is already full (literally and metaphorically). If you’re feeling low, drained, or anxious, you don’t need to force yourself into every tradition or invitation. It’s truly okay to set gentle boundaries. Maybe you decline a party invite and opt for a cosy movie night in, or leave a gathering a bit early to get some rest. Prioritising your wellbeing is nothing to feel sorry about. In fact, learning to say no when you need downtime is a healthy skill. Those who care about you will understand. By pacing yourself and not overcommitting, you’ll enjoy the festive moments you do participate in much more. Remember, Christmas isn’t a marathon of obligations, it’s meant to be enjoyed at your own comfortable pace. 4. Reach Out – You’re Not Alone The holidays can stir up feelings of loneliness or sadness, especially if loved ones are far away or you’re reminded of those you’ve lost. It might seem like everyone else is having a jolly, Instagram-perfect Christmas, but that’s an illusion. We tend to see others’ highlight reels and not their behind-the-scenes struggles. The truth is, many people find this time of year tough in different ways. You are not alone in feeling how you feel. Instead of keeping it all inside, consider reaching out and connecting with someone you trust. Sharing a cup of tea and talking with a friend, family member, or even an understanding co-worker can really lighten your emotional load. Sometimes, a heartfelt conversation or a listening ear is the best gift you can receive or give. If scrolling through social media is making you feel worse, give yourself permission to switch it off or take a break. There is no need to compare your day to anyone else’s curated posts. By focusing on real connections and open conversations, you’ll likely feel more supported and a little less weighed down by holiday worries. 5. Focus on Gratitude, Kindness and Small Joys One beautiful way to nurture your mental wellbeing is to embrace the spirit of gratitude and kindness. Take a moment each day to appreciate the little things, the scent of fresh pine, the sparkle of fairy lights, or simply the fact that you made it through a hard week. Shifting your focus to what you do have, however small, can boost your mood. Some people find it helpful to keep a tiny gratitude journal or just mentally note a couple of things they’re thankful for each day. At the same time, spread some kindness around you. Christmas is about giving in more ways than one. You might bake mince pies for a neighbour, write a heartfelt note to a friend, or offer to help someone out. Acts of generosity don’t just cheer up the recipient; they can actually improve your own happiness and sense of purpose. Even checking in on someone who might be lonely lets both of you feel more connected. Remember to be kind to yourself as well. If this year has been heavy, maybe you’ve experienced loss, change, or personal struggles, then it’s okay to feel a mix of emotions. Let yourself feel what you feel, and know that moments of sadness or stress will pass with time. By practising gratitude and kindness, including self-compassion, you invite more lightness and meaning into your festive season. Your Mental Health at Christmas At a time when it’s easy to get swept up in busyness or expectations, prioritising your mental health at Christmas is one of the most meaningful things you can do. By slowing down, setting boundaries, and taking care of your emotional wellbeing, you’ll give yourself the gift of peace, clarity, and genuine joy. So this festive season, light the candles, enjoy the magic and don’t forget to check in with yourself, too. Because you matter, and your mental health deserves space to shine. About the Author - Ben McGannan is the Managing Director of Wellbeing People, partners of Family Business United. Find out more about the work they do to help family businesses create environments where every member of the team can feel at their best and perform at their true potential here

Brewers is proud to announce its continued support for the Sussex Association for Spina Bifida and Hydrocephalus (SASBAH), supplying all decorating materials needed to revitalise the exterior of the charity’s new home in Eastbourne Old Town. The contribution marks a meaningful milestone in a partnership that has spanned more than 20 years, during which SASBAH service users have been employed by The Brewers Group to cut wallpaper samples. To help transform the new building, Brewers collaborated with local decorating specialists TSD, donating 50 litres of Albany Smooth Matt Masonry, fungicidal and stabilising solutions, along with 7.5 litres of Albany Masterdec. These materials enabled TSD to prepare a clean, durable surface for an exterior mural designed to brighten the community space. Celebrating Creativity: Mural by Artist Kerry Caffyn Brewers also enlisted the talents of long-time collaborator and illustrator Kerry Caffyn, known for her exclusive wallpaper designs for the company. Kerry created an eye-catching mural for the building’s façade, bringing vibrant colour and personality to the charity’s new home. Brewers donated an additional 25 litres of Albany Smooth Matt Masonry and Albany Masterdec in a range of colours to support the 130-hour artistic project. A New Chapter for SASBAH With more than 50 years of experience supporting people with Spina Bifida, Hydrocephalus and related conditions, SASBAH plays a vital role in enhancing health, wellbeing, and life opportunities across Sussex. The charity provides skills training, employment support, and unique job opportunities through its Saspire service. The newly refreshed building will enable SASBAH to expand these essential services—while continuing its longstanding collaboration with Brewers through wallpaper sample production. “Brewers is honoured to support SASBAH as they open this important new facility. Our partnership is rooted in shared values, and we are delighted to help create a welcoming space that reflects the charity’s incredible work and community spirit.”

The UK’s only provider of personal guarantee insurance (PGI) to small business owners, Purbeck Insurance Services, is calling on the Government to use the 26 November Budget to give small businesses the certainty and stability they urgently need. The plea comes as new data reveals firms are pulling back on investment, borrowing more to maintain cashflow, and taking on greater personal financial risk with October ’25 a record month for applications for PGI. Purbeck’s analysis shows that 38% of SME loans taken in October were purely for working capital, to sustain cashflow. This is the highest proportion the business has recorded since the start of 2025. According to the latest Barclays Business Prosperity Index), 55% of SMEs have paused investment plans amid heightened economic uncertainty, 7% more than last year. At the same time, insolvencies are rising sharply. The Insolvency Service) has reported a 16.7% year-on-year increase in business failures, with more than 2,000 companies entering liquidation in October alone. Record Levels Of Borrowing — And Rising Personal Liability Exposure Analysis from Purbeck Insurance Services shows just how financially stretched the UK’s SMEs have become. Lending data for Q3 2025 reveals: Average SME loan value has jumped 42% year-on-year, rising to £289,827 Loans for young businesses (≤2 years) hit a record £155,257, up 64% A Plea For Stability And Support Todd Davison, Managing Director of Purbeck Insurance Services, said: “Small businesses are remarkably resilient, but they’re facing a perfect storm—rising costs, political uncertainty, and increasing pressure to take on more personal risk to secure finance. The Budget must give them breathing space. SMEs need stability and clarity from Government to invest confidently rather than operate in survival mode." “Our data shows loan values at record highs and 38% of personal guarantee-backed loans now used just to maintain cashflow. At the same time, insolvencies are climbing. This is not a market that can absorb further shocks. The Government has an opportunity on 26 November to restore confidence and unlock billions of pounds of potential investment.” Purbeck’s Call To Government Purbeck Insurance Services is urging the Chancellor to deliver: Long-term policy stability so businesses can plan investment Support for established small and mid-sized firms, not only start-ups or large corporates Measures to relieve cashflow pressure, helping firms reduce reliance on high-risk borrowing Confidence-building commitments, avoiding sudden policy reversals Clear incentives for investment, particularly where SMEs are ready to move if the Budget is supportive Todd Davison added: “This is a defining moment. SMEs want to invest, innovate and grow—but they need to know the Government has their back." "With the right measures, the UK’s small businesses can drive recovery. Without them, we risk more business failures and further hesitation at a time when momentum is critical.”

Julius Baer Group, in collaboration with PwC Switzerland, has released their Family Barometer 2025, the firm’s annual deep dive into the issues shaping the priorities and strategies of wealthy families around the world. This year’s edition draws on insights from nearly 2,500 experts across Europe, Asia, the Middle East, and Latin America and, for the first time, includes external asset managers—expanding both the breadth and depth of perspectives represented. The 2025 findings reveal that today’s wealth holders are thinking globally while acting with greater strategic precision. Legacy-building, resilience, and proactive long-term wealth planning have emerged as central pillars guiding decision-making among ultra-high-net-worth (UHNW) families. A More Global, More Complex Reality for UHNW Families This year’s Barometer highlights significant demographic and geographic shifts in global wealth distribution. More than 80% of UHNW clients now have family members connected to multiple countries, and over one-third hold physical assets in three or more jurisdictions—underscoring the increasing complexity of cross-border wealth management. Against a backdrop of rising geopolitical tensions and regulatory uncertainty, UHNW families are strengthening relationships with their advisors. Wealth planners are increasingly being viewed as central partners in navigating long-term strategic decisions. Top Five Themes Defining UHNW Family Priorities in 2025 The Family Barometer 2025 surfaces five key topics that are shaping discussions between wealthy families and their advisors: 1. Building Family Legacy For the first time, “Building family legacy” ranks among the Barometer’s top three family-related priorities, with particular emphasis in Asia. The findings reflect a generational shift as families move beyond traditional succession planning toward codifying values, purpose, and long-term vision. Philanthropy, governance frameworks, and intergenerational education are increasingly integrated into holistic legacy strategies. 2. Family Office Services Approximately 40% of UHNW clients surveyed currently have or are served by a family office. Despite this, concerns around cost, management complexity, and scale continue to deter others. Families are increasingly turning to hybrid models—accessing family-office-style services through wealth managers while selectively outsourcing specific functions such as philanthropy, succession planning, and cybersecurity. 3. Political Stability For the second consecutive year, political stability ranks as one of the most pressing societal concerns. Uncertainty surrounding regional conflicts, shifting geopolitical power dynamics, and democratic fragility is prompting families to diversify geographically and reassess citizenship, residency, and next-generation educational pathways. Wealth managers are expanding their advisory role to include political intelligence and scenario planning. 4. Private Direct Investments and Private Equity Private markets have cemented their position as a core investment preference for sophisticated UHNW families. Interest is particularly strong in the Middle East, with families increasingly drawn to private direct investments, impact-oriented ventures, and sector-specific opportunities. Next-generation family members are driving greater alignment between capital allocation and personal or thematic conviction. 5. Safety and Security Concerns around safety and security have increased significantly, particularly in the areas of cybersecurity, data privacy, and personal protection. With UHNW families becoming more globally visible and digitally interconnected, new forms of risk—from cyberattacks to reputational exposure—are reshaping security strategies. A Window Into the Evolving Landscape of Global Family Wealth The Family Barometer 2025 captures a pivotal moment for wealthy families. Families are navigating an era marked by global complexity and unprecedented mobility. Their priorities are shifting accordingly—from focusing purely on financial capital to safeguarding and articulating their values, identity, and long-term impact. The inclusion of external asset managers in this year’s survey reflects Julius Baer’s continued commitment to capturing the full spectrum of advisory perspectives serving the world’s wealthiest families. Read the full report here:

The clock is ticking for firms to get ready for the introduction of the Fair Work Agency (FWA), according to experts from international business and advisory group Azets. H-J Dobbie and Julie Gunnell have warned that employers could face a number of consequences, including fines, if they don’t comply with the employment rights the FWA will enforce. “The creation of the FWA marks a step change in the Government’s attitude towards employment rights and shows they will take a proactive approach to enforcing them,” H-J Dobbie, Head of HR Consultancy at Azets, said. “Many of the areas the FWA will enforce when it launches in April – Statutory Sick Pay, statutory holiday entitlement, and agency worker protections for example – are areas employers should already be complying with, but if they don’t, the consequences of not doing so will become more serious from the spring of next year.” The FWA’s new powers include the ability to enforce employer failure to pay payments to workers that include holiday and statutory sick pay (SSP). It will be able to issue notices of underpayment to employers if employees haven't received these payments, which can go back up to six years and must be paid within 28 days of being issued. It will also be able to investigate employers it believes aren’t complying with employment law and under this will be able to enter a business’ premises, interview its staff and check documents, computers and equipment. Julie Gunnell, Associate Director of Payroll Growth at Azets, said: “The Fair Work Agency will have the authority to impose financial penalties, publicly identify employers who fail to comply, and represent workers in Employment Tribunal proceedings." “Its introduction signals a major shift in how employment rights are enforced, and businesses should begin now to review their processes, including payroll processes around accuracy and compliance, to ensure readiness for its launch in April 2026." “Preparing now will help avoid penalties and reputational risk when the Agency launches in April 2026.” From April 1st, the FWA will enforce the following key employment rights: Statutory Sick Pay National Minimum Wage (NMW) including entitlement to the NMW and record-keeping requirements Unlawful deductions from pay Statutory holiday entitlement and pay Agency worker protections Modern slavery, human trafficking, and forced labour Zero hour & low guaranteed hour contracts and the right to request more stable hours Gangmasters licencing Obligations to pay sums ordered by an Employment Tribunal or a conciliation agreement. A new obligation to keep records demonstrating compliance with statutory holiday entitlement for six years.

Organisations adopting AI governance measures, specifically real-time monitoring and oversight committees, are far more likely to report improvements in revenue growth, employee satisfaction and cost savings. According to the EY survey, nearly 98% of UK respondents said they had experienced financial losses due to unmanaged AI risks, with an average loss estimated at US$3.9 million. Two-thirds (64%) of UK companies surveyed allow ‘citizen developers’ – employees independently creating or deploying AI agents - but only 53% have formal policies in place to ensure responsible AI practices. Businesses that adopt advanced responsible AI practices are reporting greater improvements in revenue growth, cost savings and employee satisfaction according to findings from the latest EY Responsible AI (RAI) Pulse survey. The survey of 975 C-suite leaders across 21 countries, including 100 UK respondents, evaluated how companies perceive and integrate responsible AI practices into their business models. It found that eight in ten (80%) UK respondents reported that adopting AI has led to improvements in innovation whilst 79% said it had improved efficiency and productivity. The impact of AI was less pronounced in areas such as employee satisfaction (56%), revenue growth (50%) and cost savings (49%). Organisations who are adopting AI governance measures, such real-time AI monitoring and oversight committees responsible for overseeing the ethical and responsible use of AI, are far more likely to report improvements in revenue growth, employee satisfaction and cost savings. Of the UK respondents interviewed, those with an oversight committee reported 35% more revenue growth, a 40% increase in cost savings and a 40% rise employee satisfaction. Financial Impacts Of Unmanaged AI Risks The survey also revealed the significant financial repercussions of unmanaged AI, with almost all (98%) of the organisations surveyed reporting losses due to AI-related risks, with nearly two-thirds (55%) experiencing losses exceeding US$1 million. The most common AI risks include non-compliance with regulations (57%), inaccurate or poor-quality training data (53%) and high energy usage impacting sustainability goals (52%). C-Suite Knowledge Gaps In Identifying Appropriate Controls When asked to identify appropriate controls against AI related risks, such as non-compliance with AI regulations, accurate or poor-quality trained data or cybersecurity vulnerabilities introduced by AI systems, only 17% of UK C-suite respondents answered correctly, highlighting the critical need for effective controls. ‘Citizen Developers’ Highlight Governance And Talent Readiness Gaps The survey also revealed that many organisations are facing challenges in managing ‘citizen developers’— employees independently creating or deploying AI agents. Two-thirds of UK companies interviewed (64%) allow this activity, with 53% implementing formal policies to ensure alignment with responsible AI principles. AI Risks Set To Increase As Agentic AI Becomes More Prevalent Agentic AI - systems that autonomously make decisions and takes purposeful actions – is becoming more prevalent, and the survey found that most organisations are implementing governance policies to manage the associated risks. Eighty-one per cent of UK companies interviewed said they continuously monitor their agentic AI processes and models to ensure they adhere to responsible AI principles whilst 80% said they have incident escalation procedures in place in case an AI agent behaves unexpectedly. Despite this, only 34% of HR teams from the companies interviewed said they had started developing a strategy for managing a hybrid AI/human workforce. Matthew Ringelheim, EY UK&I AI & Data Leader, said: “UK companies that see responsible AI as a strategic advantage instead of a overhead will lead the pack. They will build trust both within and beyond their organisation and accelerate speed to market — bringing the latest technologies into production ahead of their competitors." "As organisations continue to navigate the complexities of AI integration, prioritising responsible governance will be essential for driving sustainable growth and maintaining a competitive edge in the market.”

Family businesses are the backbone of Scotland’s economy, often built on generations of dedication and vision. Unlike other companies, family businesses typically aim to pass the enterprise to the next generation rather than sell to an external party. This unique succession model, combined with the upcoming introduction of Inheritance Tax (IHT) on business assets from 2026, presents distinct challenges. Here, I outline these challenges and propose practical financial planning strategies to ensure your business thrives for generations to come. The Unique Challenges of Family Business Succession Family businesses differ from other companies because their succession plans often prioritise legacy over liquidity. Unlike a sale to an external party, passing the business to the next generation doesn’t typically generate a cash windfall. This creates two critical issues: 1. Financial Security for the Senior Generation : Without a sale, the senior generation must ensure they have sufficient cash flow and financial security for retirement. Stepping back from the business means relying on personal wealth or other income streams, which may not be readily available if most assets are tied up in the business. 2. IHT Liquidity Challenges : The introduction of IHT on business assets, expected from 2026, will reduce the reliefs upon which a succession strategy may have previously depended. Without liquid funds, the succeeding generation may struggle to cover this tax, potentially forcing asset sales or disrupting the business. These challenges underscore the need for proactive planning to balance the senior generation’s financial needs with the business’s long-term viability. Three Areas Where Financial Planning Can Help Robust financial planning is essential to navigate these challenges. At AAB, we offer comprehensive advice that integrates business and personal finances. Here are three key areas where we can assist: 1. Optimising Cash Extraction Strategies Extracting surplus cash from the business is critical to build personal wealth for the senior generation, paving the way for succession. The three main methods—salary, dividends, and pension contributions—require a balanced strategy to maximise tax efficiency. Pension contributions remain a particularly tax-efficient option, despite the expectation that they will also become subject to IHT (from 2027). Following Jeremy Hunt’s 2023 reforms, which abolished the Lifetime Allowance and increased the Annual Allowance to £60,000, pensions contributions have, for many, become a useful option again. Contributions benefit from corporation tax relief, and the pension pot grows tax-free, providing a substantial nest egg for retirement. This personal wealth allows the senior generation to reduce their business involvement, enabling the junior generation to take the helm. Often, the senior generation may own commercial property in the pension (possibly the property from which the business operates) and that could continue, with the rent fuelling distributions from the pension throughout retirement, but some caution is required in terms of liquidity within the pension, so that it can cover its own share any IHT liability in the future. 2. Mitigating IHT Through Advance Planning Chancellor Rachel Reeves has not altered the core methods of mitigating IHT, making it one of the most avoidable taxes with timely planning. Strategies such as gifting business assets to the next generation, using trusts, or leveraging spousal exemptions can significantly reduce IHT exposure. However, mitigating the full liability can be complex, especially since gifts must normally be made seven years before death to escape the IHT assessment. Cash flow is critical to cover any residual IHT liability. A well-funded private pension can enhance liquidity for the senior generation, but it’s vital to diversify pension investments to maintain flexibility. Additionally, life assurance policies can provide immediate liquidity to cover IHT exposure during the transition period, ensuring the business remains intact until the succession strategy is fully implemented. 3. Developing a Comprehensive Family Strategy The cornerstone of successful succession is a robust strategy that considers all family finances—business and personal. At AAB, our multi-disciplinary team provides holistic advice, covering tax, wealth management, and business planning. We work with you to align your business goals with personal financial objectives, ensuring the senior generation’s security, the junior generation’s readiness, and the business’s continuity. This integrated approach involves stress-testing cash flow projections, optimising tax-efficient extraction methods, and implementing IHT mitigation strategies. By creating a clear, actionable plan, we help you establish a secure path that allows your family business to thrive for years to come. Why Act Now? The impending IHT changes demand immediate attention. Waiting until 2026 risks leaving your business vulnerable to unexpected tax liabilities, which could jeopardise your legacy. By acting now, you can leverage existing reliefs, build liquidity, and implement strategies that take advantage of the seven-year gifting window for IHT purposes. At AAB, we understand the emotional and financial complexities of family businesses. Our team is equipped to deliver tailored advice that bridges personal and business needs, drawing on the broader expertise of the AAB Group. Whether it’s optimising pension contributions, structuring life assurance, or crafting a succession plan, we’re here to guide you every step of the way. Next Steps Don’t let the upcoming IHT changes catch you off guard. Contact AAB today to schedule a consultation. Together, we’ll develop a strategy that secures your financial future, protects your business, and ensures your legacy endures for generations.

A Leamington restaurant is celebrating a hat trick of national accolades following the 15th Asian Curry Awards at the weekend. Paprika Club, which marks its 31st year in the town, has been named Best Asian Restaurant in The Midlands at the prestigious awards for the third consecutive year. Shamim Uddin, who heads up the family-run business, said: “This is more than an award… this is history for us. To win once is an honour. To win twice is unbelievable. But to win three years running - that’s something truly special." “For over 30 years, our customers have been the heart of everything we do. Through every challenge, every busy weekend, every celebration inside our restaurant — you have pushed us to keep raising the bar. Through all of your constant support, encouragement, and love for our food, we stand here today with another incredible milestone." He added: “From the bottom of our hearts, thank you for choosing us, believing in us, and recognising the hard work our amazing team puts in day after day. This victory belongs to all of us - our staff, our community and every person who has walked through our doors." “Here’s to another year of unforgettable flavours, unforgettable moments, and the most loyal customers any restaurant could ask for.” The awards were announced at a glittering ceremony on Sunday night at London’s Grosvenor House Hotel, on November 16th. The winners were chosen from all over the UK by the Asian Catering Federation’s esteemed panel of judges from a list of finalists voted for by the spice loving public. The Asian Catering Federation (ACF), which represents the nation’s 30,000 Asian and Oriental restaurants organises the only awards open to all Asian cuisines: Bangladeshi, Burmese, Chinese, Filipino, Indian, Indonesian, Japanese, Korean, Malaysian, Middle Eastern, Pakistani, Singaporean, Sri Lankan, Thai, Turkish and Vietnamese. The proud 10-strong team, in Regent Street were also, in July, listed among the Top 100 Restaurants in the UK, selected from more than 10,000 curry houses in the country. The restaurant also boasts the title of The Curry Life Awards’ Best Restaurant in Warwickshire in 2021 and 2022.

Executives and investors from the hotel industry have ranked London as the most attractive city for hotel investment in Europe in the year ahead for a third consecutive year, according to the 2025 European Hotel Industry and Investment survey by Deloitte. Edinburgh remains the most attractive regional UK city for investment for a fifth consecutive year. The Scottish capital was ranked most attractive by over half (54%) of respondents, followed by Cambridge (41%), up two places from last year. Oxford and Manchester took third and fourth place respectively, both falling a place in the ranking. Across Europe, Madrid remains the second most attractive investment destination after London, while Athens moved a significant seven places into third place. Meanwhile, Rome and Milan lost some of their lustre, falling four and three places respectively, while Warsaw and Munich moved up three and four places each. Leila Jiwnani, head of hospitality advisory at Deloitte UK, said: “London has secured its position as the most desirable hotel investment destination for a third year running, carving out its reputation as a dynamic capital city for business and leisure travel. Edinburgh also continues to demonstrate its popularity as a tourism hotspot, while destinations across Europe see varying levels of interest." "Investors will be looking for locations that attract a variety of visitors, particularly amidst changing consumer preferences, including a focus on either value or luxury.” Profitability looms large for hospitality leaders More than four in five (84%) hospitality leaders say they are optimistic about the long-term future of the UK and European hotel market. A similar proportion (79%) agree that investment into the UK and European hotel sector will materially grow over the next five years. However, less than half are confident in the profitability of the hotel market, with 47% believing that UK and European hotels will become more profitable over the next five years compared to today. Managing profitability has risen on the radar of leaders (69%), now the third biggest risk believed to be threatening growth this year, behind labour and workforce challenges (83%) and geopolitical tension (78%). At the same time, managing or increasing profitability became the top priority among respondents this year (84%), moving three places in the ranking of key business priorities, followed by managing cashflow (68%) and managing ongoing inflationary pressure (64%). Leaders look to diversification for growth Three quarters (74%) of respondents anticipate the level of competition for hotel acquisitions to increase in 2026. With executives focusing on profitability, they name pressures on profit margins and improving return on investment (42%) as the primary driver behind their organisation’s diversification strategy. This is followed by increased consumer demand for unique experiences and personalisation (35%). One in four said their organisations have developed new hotel concepts (27%) or have added new brands across different price points (24%) as part of their diversification strategy. Hotels remain the most attractive hospitality asset class for investment in 2026, with ‘Luxury’ (39%) identified as the most desirable hotel segment for investment. ‘Upper upscale’ (16%) and ‘Economy’ (16%) are seen as the second most attractive segments. However, ‘Upscale’, ‘Upper midscale’ and ‘Midscale’ all lost some appeal this year, suggesting investors are more likely to consider assets at the very top and bottom ends of the market in 2026. Abhishek Jaiswal, real estate M&A partner at Deloitte, said: “The expectation of more competition for hotel assets going forward is a positive sign for the industry, with a focus on niche and value segments given the middle of the market is stretched. While hoteliers look at profitability as a priority, strategic growth will regain importance.”

As many as seven in 10 (71%) high-value decisions made by UK businesses are based on incomplete or partial data, according to a new study from EY. The research surveyed 250 leaders of UK companies with revenues above £100m. In the last year, of these companies’ high-value business decisions – defined as decisions involving £50k spend or more and having a measurable impact on a firm’s finances, risk, operations or reputation – only 29% were made with complete and reliable data, while 71% were made without access to this calibre of information. Nearly one in 10 (8%) high-value decisions was made with very limited or poor-quality information. Key Findings: Study reveals that 71% of high-value decisions made by UK businesses are based on incomplete or partial data, with 8% taken with very limited or poor-quality information Research finds that only 14% of UK business leaders have access to real-time non-financial data More than three-quarters (76%) of leaders associate failing to report non-financial data transparently with loss of stakeholder trust Clearer Heads Prevail The study also explores the importance of non-financial data in determining a company’s true performance and value. Nearly three-quarters (73%) of UK business leaders believe non-financial data, including information relating to environmental, social and governance (ESG) performance, is equally important as financial data, such as information on profitability, expenses and overall financial health, in predicting long-term value. Seventy per cent say that integrating financial and non-financial data is the only way to gain a complete picture of an organisation’s performance and value. Almost two-thirds (65%) of leaders claim that integrating financial and non-financial information gives them a competitive advantage. However, when it comes to accessing real-time data – information generated by company operations such as financial transactions or production monitoring that is available to use immediately – fewer than four in 10 (37%) UK business leaders have access to real-time financial data. While only 14% have access to real-time non-financial data. Insight, Not Hindsight When asked about the risks they associated with failing to report non-financial information transparently, more than three-quarters (76%) of the UK business leaders surveyed cited loss of stakeholder trust, including from investors and customers, while two-thirds (66%) said reputational damage and 60% loss of confidence. Rob Doepel, UK Managing Partner for Sustainability at EY, said: “UK business leaders consistently tell us that value creation is becoming more complex, as rapid technological change and the evolving regulatory and geopolitical landscapes are presenting them with an increasing number of high-stakes decisions." “Our research shows that while the majority of UK business leaders recognise the importance and risks associated with non-financial data and reporting, too many high-value decisions are still made with only part of the picture." "Leaders must define the purpose and value that non-financial information can create within their company, in order to support key decisions, implement an effective reporting strategy and help drive value creation.” Rebecca Donnellan, Partner, Climate Change and Sustainability, at EY, added: "Companies are experiencing clear tension between the need to navigate threats, such as supply chain disruption or reputational damage, and to seize the growth opportunities that come their way. Making the right strategic decisions to grow businesses and protect value has never been more critical, whether focusing on digital transformation, mergers and acquisitions, long-term strategies, or broader organisational priorities. And, fundamentally, the quality of these decisions depends on the accuracy and breadth of the information underpinning them." “We’re encouraging companies and business leaders to put access to this data and non-financial reporting on a par with financial reporting, and hold both to the same standards internally." "Organisations that act now to build structured and integrated approaches should be better equipped to meet evolving expectations, enhance performance, and ensure long-term value.” Find out more and to download EY’s Half the picture, or the whole story? report here