Firms across the private sector once again expect activity to fall in the next three months (weighted balance of -30%), according to the CBI’s latest Growth Indicator. This extends a run of negative predictions that began in late 2024. The downturn is expected to be broad-based, with business volumes in the services sector set to decline (-29%), driven by weak expectations in both business & professional services (-24%) and consumer services (-46%). Expectations for distribution sales deteriorated significantly, to their weakest since June 2020 (-47%). In contrast, while manufacturers predict another modest fall in output (-17%), expectations were less negative than last month, moving roughly back to where they were in October. The disappointing outlook comes as private sector activity fell again in the three months to December (-34%, broadly unchanged from -35% in the three months to November). All sub-sectors reported falling activity. Alpesh Paleja, CBI Deputy Chief Economist, said: “Our latest surveys round off a disappointing year for private sector growth. They mark a continuation of the headwinds that have plagued businesses over the past 12 months: tepid demand conditions, with households cautious around spending; and strong cost pressures squeezing margins." “Uncertainty ahead of November’s Budget also put the brakes on key spending decisions and big projects, choking up pipelines of work. The latest Growth Indicator suggests that the alleviation of this uncertainty hasn’t materially boosted activity." “Business cannot face another year of stasis and will be looking for the government to expedite delivery in 2026. The effective model of compromise and partnership achieved on the Employment Rights Bill demonstrates what can be achieved through meaningful collaboration." "The government must now further leverage private sector expertise to broaden industrial energy cost support and simplify the tax system in pursuit of its growth mission.” A balance is the weighted percentage of companies reporting an increase minus those reporting a decrease. Key findings from our monthly Services Sector Survey showed: Business volumes in the services sector fell in the three months to December (-40%), at a broadly similar pace as in the three months to November. Both business & professional services (-34%) and consumer services (-40%) volumes fell heavily through the quarter. Hiring intentions within the services sector remain weak (-34%), now at their lowest since July 2020. Business & professional services companies expect headcount to fall over the next three months (-24%), while consumer services firms expect a sharp fall in numbers employed (-51%). Selling price inflation expectations in the services sector accelerated in December (+15%, from +7% in November). This reflects a pick up in expectations for both business & professional services firms (+12%) and consumer services (+26%).

For family businesses, 2026 is shaping up to be less about chasing the next big thing and more about stewardship and protecting what matters, while preparing for what’s coming. As technology accelerates, expectations rise, and generational transitions loom large, family firms face a familiar tension: how to modernise without losing their soul. The answer, increasingly, lies in clarity of purpose, disciplined execution, and long-term thinking, qualities family businesses have long claimed as their advantage. As Paul Andrews, Founder and CEO of Family Business United, puts it: “Family businesses don’t think in quarters. They think in generations." "That mindset is their greatest strength, if they use it well and 2026 is going to present family businesses with opportunities but there are challenges as the rate of technological change continues at a rapid rate." AI: A Tool, Not a Replacement for Values Artificial intelligence is moving rapidly from novelty to necessity. But for family businesses, the conversation around AI is more cautious, and more values-driven. Rather than racing to automate everything, many family firms are asking deeper questions: Where does AI genuinely add value? What should remain human? And how do we protect trust, with customers, employees, and family members alike? Andrews is clear that restraint can be a competitive advantage. “Family businesses don’t need to be first movers for the sake of it,” he notes. “Family businesses need to be smart movers — adopting technology in ways that enhance relationships, not replace them.” In 2026, successful family enterprises will embed AI into operations where it improves decision-making, efficiency, and insight, while ensuring governance, transparency, and accountability remain firmly in human hands. The Workforce Question: Loyalty Meets Change Few sectors feel the human impact of change as acutely as family businesses. Employees are often long-serving, deeply loyal, and personally invested in the firm’s success. As roles evolve around automation and digital tools, the challenge is not just upskilling, it’s reassurance. “People join family businesses for stability and belonging,” observes Andrews. “The agenda for 2026 is helping them see that change is not a threat, but a way to protect the business for the future. Family firms are all about the people they employ and the personal aspect of how they do what they do and people will remain integral to family business success but we will undoubtedly see different roles emerging too.” That means investing in training, encouraging cross-generational learning, and preparing next-generation leaders who are fluent in both technology and people. Leadership development, succession planning, and cultural continuity are inseparable. Sustainability: Long-Term Thinking Made Visible If there is one area where family businesses should feel at home in 2026, it is sustainability. Long-term stewardship, community responsibility, and reputation management have always been central to family enterprise, long before ESG became a reporting acronym. “Most family businesses were sustainable before sustainability had a label,” says Andrews. “What’s changing is the need to articulate that story more clearly and measure it more rigorously.” From supply chain resilience to environmental impact and local engagement, sustainability in 2026 is about making implicit values explicit, not chasing trends, but demonstrating credibility. Customer Experience Is Personal — Always Has Been While large corporates talk about personalisation as a strategy, family businesses have practised it instinctively for decades. In 2026, technology will enhance that advantage, but not replace it. AI-driven insights can help family firms understand customers better, anticipate needs, and deliver consistency at scale. Yet the differentiator remains human connection. “Family businesses win on trust,” Andrews emphasises. “Customers don’t just buy a product — they buy into a name, a reputation, and often a relationship that spans years.” Protecting that trust, particularly around data use and transparency, is non-negotiable. Resilience Over Recklessness Geopolitical uncertainty, cyber risk, and supply chain disruption are now part of the operating environment. For family businesses, the instinct is often to protect, but not to panic. “Family firms are naturally cautious, but caution shouldn’t mean inertia,” Andrews argues. “Resilience comes from preparation, not avoidance.” In 2026, resilience means investing in cybersecurity, diversifying suppliers, and building financial buffers — while remaining agile enough to seize opportunities when others hesitate. Growth, But On Their Own Terms Perhaps the defining question for family businesses in 2026 is not how fast to grow, but how. Growth is increasingly selective, values-aligned, and purpose-led. Many family firms are choosing depth over breadth, strengthening core operations, investing in people, and ensuring governance structures can support the next generation. As Andrews succinctly puts it: “The most successful family businesses don’t chase growth. They grow by design.” The family business agenda for 2026 is not about disruption for disruption’s sake. It is about stewardship in an age of acceleration. AI must serve people. Sustainability must be authentic. Leadership must be prepared. And growth must align with values. For family businesses willing to combine their traditional strengths with modern tools, without losing sight of who they are, 2026 is not a year of risk. It is a year of renewal.

Family Business United has today announced the official launch of the Family Business Top 100 for 2026, celebrating the very individuals making a real impact in family-owned and family-run businesses across the UK. The Family Business Top 100 is a highly regarded listing that is published every two years that recognises individuals demonstrating excellence, innovation, resilience and long-term success within the family business sector. Now entering its 2026 edition, the Top 100 continues to highlight the vital contribution family businesses, and the individuals within them, make to the UK economy, local communities and employment. The 2026 cohort will once again showcase people, family and non-family members, within businesses of all sizes and from a wide range of sectors, reflecting the diversity and strength of family enterprise across generations. Paul Andrews, Founder and CEO of Family Business United, said: “Family businesses are the backbone of the UK economy, yet their achievements are too often understated. The Family Business Top 100 for 2026 is about shining a spotlight on exceptional individuals within family firms that are building sustainable businesses for the long term while staying true to their values. Each time we compile this report we are inspired by the stories of ambition, resilience and stewardship that sit behind these businesses and the people within them, and we are looking forward to determining the Top 100 for 2026.” Individuals included in the Family Business Top 100 report benefit from national recognition, enhanced credibility and the opportunity to showcase their story as part of a powerful collective voice for the family business sector. Entries and nominations for the Family Business Top 100 for 2026 are now open, with the final list to be revealed later in the year. Find out more and enter or nominate an individual here

Bechtel announced it received a three-year extension from the U.S. Department of Energy (DOE) to continue managing and operating the Waste Isolation Pilot Plant (WIPP) in Carlsbad, New Mexico. Under the leadership of the Bechtel-led Salado Isolation Mining Contractors (SIMCO), the site has surpassed its waste-shipment targets every year since the start of the contract, reaching its 1,000th shipment earlier this year. Mark Bollinger, Manager of DOE’s Carlsbad Field Office said: “We are pleased to extend SIMCO’s contract for the next three years. SIMCO has been an exceptional partner, safely emplacing waste from across the nation while completing critical infrastructure projects ahead of schedule and under budget, all without disrupting WIPP’s mission or compromising safety.” Since 2022, the SIMCO team has strengthened the nation’s only deep geologic repository for defense-related transuranic (TRU) waste by delivering major infrastructure upgrades, ensuring uninterrupted waste processing, and completing more than 2 million safe work hours in 2025 with no lost-time incidents. Ben Souther, Bechtel’s General Manager of Environmental and Security said: “Bechtel’s close partnership with DOE, our strong safety culture, and delivery focus has enabled us to lay the groundwork for safe, compliant and effective operations at WIPP for decades to come. The progress we’ve made over the past three years under SIMCO is a true credit to our people who continue to drive safe, smart solutions at WIPP.” Other recent milestones by Bechtel-led SIMCO include capital infrastructure improvement projects such as: Delivery of the Underground Ventilation System (UVS), the largest containment ventilation system in the DOE complex, over a year early, $10 million under budget, and with minimal impact to WIPP activities. Now operational, the UVS delivers 540,000 cubic feet per minute of clean air into the repository, more than tripling previous airflow. This substantial increase enhances worker safety and enables key activities like waste emplacement, mining and ground control to occur simultaneously. Completion of construction and start of operations for the new utility shaft (i.e., achievement of Critical Decision-4), more than a year ahead of schedule and $5 million under budget. This project adds ventilation capacity while also serving as another access and egress point into the mine. Completion of the $15 million refurbishment of the salt pocket and salt hoist, the sole channel for transporting mined salt to the surface. Years of geologic pressure had deformed the original 55-foot-deep cavity, requiring a full recut to restore function. Now complete, the upgrade enables WIPP to safely continue underground mining activities for Panel 11, the next waste emplacement panel. Located more than 2,100 feet underground, WIPP is a network of disposal rooms carved from an ancient salt formation. Originally designed, engineered and constructed by a team that included Bechtel, WIPP has operated since 1999, safely accepting TRU waste—including clothing, tools, rags, residues, debris, soil and other items contaminated with small amounts of plutonium and other human-made radioactive elements—from 22 generator sites nationwide. Over time, the salt naturally encapsulates the waste emplaced in disposal rooms and safely isolates it from the environment for thousands of years. Bechtel’s involvement with WIPP started in 1978, initially leading the site investigation and conducting geologic and seismic analyses. The team also handled mathematical modelling for waste and underground rooms, along with heat transfer and salt creep studies. Once the decision was made to move forward, Bechtel led engineering and major equipment procurement, managed construction planning and scheduling, and prepared safety analyses and environmental reports. For more than 75 years, Bechtel has partnered with the DOE to deliver nuclear operations, project management, construction, cleanup, decommissioning, remediation and closure at legacy nuclear and hazardous waste sites, making the world cleaner, safer and more secure. To learn more about Bechtel’s work supporting DOE Missions, visit here .

Aldi is set to continue its expansion in Scotland, with plans to invest more than £43m over the next two years, opening two new stores in Bishopbriggs and Dumbarton in 2026.     The investment supports the retailer’s growth ambitions north of the border and meet the increasing consumer demand.   Earlier this year, Aldi became Scotland’s second largest supermarket by volume according to Worldpanel data* as it welcomed 60 million trips through its Scottish stores.     In addition to the new store locations, Aldi has also committed to extending its Greenock, Perth, Linlithgow, Paisley and Stirling stores, with changes including increased space for chilled food, as well as additional room for Specialbuys and re-designed health and beauty and bakery sections.   Much of Aldi’s success in Scotland can be attested to its commitment to championing locally produced food and drink, with the retailer currently working with more than 90 Scottish suppliers and stocking over 450 Scottish products. Aldi was also commended at the Scotland Food and Drink Awards 2025, having been awarded ‘Best for Scottish Sourcing’ for the fourth time.   Aldi was recognised as Scotland’s leading supermarket for local sourcing by NFU Scotland with 41% of the products on its shelves sourced directly from Scotland. This represents a contribution of over £300 million in sales from Scottish-sourced products and suppliers, underscoring Aldi’s strong commitment to supporting local producers and communities.   In addition, throughout 2025, Aldi contributed over £50,000 to amateur sports clubs through its Scottish Sports Fund, demonstrating its dedication to promoting grassroots sports across the country. Through its tenth anniversary Supermarket Sweep initiative, Aldi donated £10,000 to Children’s Hospices Across Scotland (CHAS), helping to provide vital hospice care services for children and families throughout Scotland.   Sandy Mitchell, Regional Managing Director for Aldi Scotland, said: “I’m incredibly proud to reflect on another outstanding year for Aldi in Scotland. In 2025, we’ve continued to strengthen our investment across the country, welcoming more customers than ever before to our Scottish stores and providing greater access to affordable groceries. "  “Our ongoing commitment to Scottish provenance and our close relationships with local suppliers remain at the heart of our success. We’re proud to champion the very best of Scotland’s produce, ensuring that high-quality, locally sourced products continue to reach more customers."   “This year also marked the beginning of our new national charity partnership with CHAS, an organisation that makes an extraordinary difference to children and families across Scotland. We’re honoured to support its vital work as part of our wider commitment to the communities we serve."     “As we look ahead, our focus remains on continued investment, expanding our store network and deepening our partnerships with Scottish suppliers, all while delivering even greater value and choice to our customers.”    *Worldpanel by Numerator, 12 w/e 15th June 2025, Total Grocery, Volume (Packs) Share of the Market

Walk down any high street in the UK and you’ll find them everywhere, the family-run bakery that knows your order before you speak, the engineering firm quietly exporting British expertise around the world, the hotel where hospitality is a point of pride passed down through generations. Family businesses are not a niche part of the economy. They are the backbone of it. As Paul Andrews, Founder and CEO of Family Business United explains, "At a time of economic and political uncertainty, technological change and shifting consumer values, supporting family businesses has never been more important." "Family firms need policies that support investment and afford them opportunities for growth and certainty in policies that enable long-term decisions to be made." The Backbone of the UK Economy Family businesses account for a significant proportion of UK enterprises, employing millions of people across every region and sector — from agriculture and manufacturing to retail, hospitality and professional services. Many of the UK’s most enduring brands started life at the kitchen table, built on determination, resilience and a long-term vision. Unlike businesses driven purely by quarterly returns, family firms often think in generations rather than financial years. This long-term mindset makes them more resilient in downturns and more committed to sustainable growth. Rooted in Their Communities Family businesses don’t just operate in communities — they are part of them. They sponsor local sports teams, support schools and charities, and provide stable employment in towns and villages that might otherwise be left behind. When you support a family business, your money tends to circulate locally, strengthening the regional economy rather than disappearing into distant shareholder accounts. In many areas of the UK, family firms are major employers and community anchors. A Human Approach to Business One of the defining characteristics of family businesses is their personal approach. Decisions are often made by people whose names are on the door — people who are directly accountable to customers, employees and suppliers. This tends to foster: Higher levels of trust Stronger customer relationships Greater loyalty among employees In a family firm, reputation is personal. That accountability drives quality, consistency and care — values that customers increasingly seek. Stewards of Skills, Craft and Innovation Family businesses play a crucial role in preserving skills and craftsmanship, from traditional trades to specialist manufacturing. At the same time, many are quietly innovative, investing in new technologies and processes to ensure the business can be passed on to the next generation in better shape than it was inherited. As Paul adds: "This blend of heritage and innovation gives family businesses a unique strength: the ability to honour the past while preparing for the future and putting in place mechanisms to evolve and build sustainable businesses for generations to come." Ethical, Responsible and Sustainable Because family owners often expect to pass the business on, they are more likely to focus on responsible practices — whether that’s treating employees fairly, building ethical supply chains or investing in sustainability. For many family businesses, doing the right thing isn’t a marketing strategy; it’s a matter of values and legacy. Supporting the Next Generation Succession is one of the biggest challenges facing family businesses today. Supporting them — as customers, partners or advocates — helps ensure that the next generation has the opportunity to step forward, bringing fresh ideas while safeguarding established enterprises. By choosing family businesses, we help preserve entrepreneurship, independence and diversity in the UK economy. A Choice That Matters Supporting family businesses isn’t about nostalgia, it’s about economic resilience, social value and long-term prosperity. Every purchase, recommendation or collaboration is a vote for businesses that prioritise people, place and purpose alongside profit. As Paul concludes: In a world of global giants and faceless brands, family businesses remind us that business can still be personal, built on family values and a story that continues to evolve with each subsequent generation and that’s something worth protecting. Family business matters.

In the last days before Christmas, the UK Government has announced a significant change to its planned reforms to Agricultural Property Relief (APR) and Business Property Relief (BPR), with the valuation threshold rising from £1 million to £2.5 million or £5 million for married couples. The change comes after intense lobbying from organisations across the UK and for a large number of smaller family farms and smaller family businesses the news will be welcome. However, as Paul Andrews, Founder and CEO of Family Business United explains, "The changes to the legislation are obviously welcome but for Britain's larger family firms, many of them multigenerational that have been investing in growing their businesses for generations, the changes reduce the impact to a degree but will not remove what will remain as a large inheritance tax liability going forward." "What is even more surprising is the timing of the announcement and the way that it has been communicated. The recent Budget was not that long ago and this could have been announced then and it seems odd to leave it right up to the news deadlines before the festive season." "Family businesses are the backbone of the UK economy in terms of the jobs they provide, the income they create, the wealth they generate and the communities that they support and more needs to be done to mitigate the risk of losing some of them as they may need to be broken up or sold to fund future liabilities." "Family farms put food on the able each and every day and as part of the broader family business sector are growth enablers and make a massive contribution to the national economy." "These businesses want certainty in policies and decision-making in order to plan for the long term without the emotional angst and turmoil that comes with continuing changes to policies that have such a profound impact." "Whilst we welcome the amendment, we would recommend that a full review of the proposals be undertaken and communicated so that plans for growth can be made and that going forward constant announcements, revisions and updates are not required around policies that have such an impact on the people and family businesses who are the beating heart of the nation," concludes Paul. Gavin Lane, President of the Country Land and Business Association, said: "This change will come as an enormous relief to thousands of family farms across the country who faced seeing their businesses taxed out of existence. The Government deserves credit for recognising the flaws in the original policy and changing course." "However, this announcement only limits the damage – it doesn't eradicate it entirely. Many family businesses will own enough expensive machinery and land to be valued above the threshold, yet still operate on such narrow profit margins that this tax burden remains unaffordable." "On that basis, we thank Ministers for the constructive dialogue, we look forward to working in partnership to grow the rural economy, whilst continuing to call for these reforms to be scrapped entirely." Check out the full update on the HM Treasury website here

Following a year of robust financial results and strategic investment, Arco - the UK and Ireland’s leading safety expert - is reinforcing its commitment to sustainability with the publication of its annual Sustainability Report. This report demonstrates how the company’s financial strength is enabling bold action on environmental and social responsibility, ensuring customers benefit from both market-leading safety solutions and responsible sourcing practices. Connecting Investment and Sustainability Arco’s recent annual accounts statement revealed how the company had made significant investments in innovation, infrastructure and customer experience. It also highlighted continued focus and commitment to their sustainability strategy, a key element of its long-term growth plan. Guy Bruce, CEO of Arco, commented: “This has been a pivotal year for Arco. Our strong financial performance gives us the platform to accelerate sustainability initiatives that matter to our customers and communities. Sustainability isn’t an add-on - it’s embedded into our strategy, shaping how we design products, manage our supply chain and deliver social value.” Empowering Responsible Purchasing Jim Harbidge, Head of Sustainability at Arco, said shifting attitudes in the safety and workwear industry reflect greater responsibility in corporate purchasing. “We’ve reached the limit of how cheaply things can be made. Businesses want to show they are purchasing responsibly, so we design for longevity. This helps Arco’s customers keep products in use for longer, enjoy a stronger return on investment, and reduce overall environmental impact.” A Sustainability Blueprint Arco’s sustainability and circularity efforts are held up as a blueprint to follow in the workwear and safety industry. This was substantiated by the retention in May 2025 of EcoVadis Gold status, making Arco the only UK-based safety specialist to have this distinction. In the past 12 months, Arco has achieved notable successes in its sustainability journey including: Responsible Products: Over 15% of all garments in the product range feature textiles sourced from certified ‘better’ and recycled materials; plus an expanded Responsible Choice range. Partnerships in Circularity: Collaboration with Stuff4Life give garments a second life to reduce waste. Selected footwear and hard-hat ranges include a back-to-manufacturer recycling option at end-of-life. Zero Waste Commitment: 75% of Arco waste is recycled into new products, with zero waste to landfill. Carbon Reduction Targets: Arco, as the first safety specialist in the UK to have fully validated carbon reduction targets via the Science Based Targets initiative (SBTi), will cut emissions by 4.2% annually, reaching Net Zero by 2045. Ethical Supply Chain: 17 years membership of the Ethical Trading Initiative; full product traceability from raw material to finished goods. Social Value: 1,200 employees contributed 2,200 volunteer hours; with a dedication to community initiatives that boost employability; 60 charities supported through grants and matched funding. Looking Ahead Arco’s Sustainability strategy is designed to deliver measurable impact while supporting customers in meeting their own Environmental, Social, and Governance (ESG) goals. By aligning financial strength with environmental and social responsibility, Arco continues to set the benchmark for safety and sustainability in the industry. The full Sustainability Report is available here .

An open letter to founders of businesses this holiday season. As the holiday season unfolds—filled with family gatherings, travel, celebration, and well-earned comfort—I invite you to pause for a moment of reflection. Not on what you have built, but on what you are passing on. You did not begin with privilege. You began with uncertainty—sometimes with nothing at all. Poverty, rejection, humiliation, and relentless adversity shaped your character long before success arrived. You took risks when failure had real consequences. You endured seasons when quitting would have been easier than continuing. You were broken by circumstance, but never defeated. Through discipline, courage, and sheer hard work, you built something that changed the trajectory of your family forever. And somewhere along that journey, a quiet vow was made: “My children and grandchildren will never go through what I went through.” It is a vow made out of love. It is also where an unseen danger begins. What the Holidays Reveal The holidays have a way of making success visible. Children, grandchildren, and in-laws gather in beautiful homes, travel in comfort and luxury, and enjoy traditions made possible by decades of sacrifice. There is nothing wrong with this. You earned it. This comfort is deserved. But this season also reveals something quieter, and more dangerous. Many within the next generation, including grandchildren and those who marry into the family, are experiencing the rewards of wealth without fully understanding its origins. They enjoy the outcomes without ever having lived the struggle. They see stability, not fragility. Abundance, not risk. What was once extraordinary becomes normal. And what becomes normal is rarely examined. When Comfort Replaces Consciousness The problem is not luxury. The problem is comfort without consciousness. Over time, success can unintentionally train not only the next generation, but also their spouses, to become consumers of outcomes rather than stewards of systems. This is not about extravagance; it is about experience without responsibility. It shows up when: Money feels permanent Risk feels distant Businesses feel indestructible Consequences feel optional For in-laws especially, this risk is magnified. They may love the family deeply, yet have no real understanding of the sacrifices, fears, and discipline that built the enterprise. Without clarity, boundaries, and education, they can unintentionally influence decisions, expectations, and even values, without appreciating the fragility of what is at stake. No one intends this. It happens quietly, through protection, provision, and good intentions. But when an entire extended family grows comfortable without ever carrying weight, respect for value creation becomes theoretical. A Lesson from History History offers sobering reminders. The Vanderbilt fortune, built by Cornelius Vanderbilt, was once among the greatest fortunes ever created. The founder embodied grit, discipline, and relentless focus on building value. Within a few generations, much of the fortune was gone. Not because the heirs, or their spouses, were immoral or incapable, but because the family shifted, from builders to enjoyers, from stewards to consumers. The fortune did not collapse. It dissolved. A Holiday Call to Action As a founder, your greatest responsibility today is no longer building wealth. It is preparing the entire family system to carry it, children, grandchildren, and yes, in-laws. This holiday season, ask yourself: Have I protected my children from hardship—or from growth? Have I helped in-laws understand the values, discipline, and responsibilities behind this wealth? Do they all understand how fragile this success truly is? Have I taught them how to enjoy wealth, but not yet how to steward it? This is not a call to remove comfort. It is a call to add perspective, responsibility, and meaning. Luxury can be enjoyed. But stewardship must be taught. And if the holidays are about passing on what matters most, then now is the perfect time to begin that conversation—before comfort quietly becomes the greatest threat to the legacy you worked so hard to build. May this Christmas bring not only rest and joy, but the clarity to use time wisely, with family, with purpose, and with the legacy you were entrusted to carry.

Wexford’s O’Connor Nurseries is celebrating its 15th Christmas supplying Marks & Spencer stores in Ireland. Since 2010, the family owned nursery has been providing M&S customers with fresh, great quality poinsettias. This Christmas, M&S is stocking an incredible range of poinsettias in sizes from small to medium and large, including eye-catching red, white varieties and a brand-new exclusive Poinsettia tin. O’Connor Nurseries’ story began in 1969 as a tomato nursery run by Jim’s father. In 1994, the business pivoted to focus solely on flowers. It’s expertise in poinsettias spans 30 years – originating, as Jim recalls from a challenge: “Someone told us we wouldn’t be able to grow Poinsettias, so we thought we’d prove them wrong.” Today O’Connor Nurseries is a leading wholesale plant supplier and one of only three Poinsettia growers in Ireland. Growing M&S’s festive Poinsettias takes tender care and decades of expertise. Jim O’Connor, a father of four and the second generation to lead the business, has over 30 years of growing experience, cultivating the blooms in Wexford, Ireland’s Sunny South East, known for its ideal light levels. Combining this natural advantage with Jim’s skill and product knowledge allows M&S to offer customers truly vibrant, long-lasting Irish poinsettias each year. Reflecting on the partnership, Jim said: “We’re immensely proud of our 15-year partnership with M&S. Their commitment to sourcing the best local produce aligns perfectly with our values. This relationship allows us to deliver the fresh, great quality poinsettias that will last throughout the Christmas period and beyond." "Picking up a poinsettias is a simple way to brighten the home and bring in that wonderful festive feeling.” Jim also highlighted the importance of local production in protecting supply quality: “Poinsettias are notoriously delicate and do not travel well. Historically, many were imported from the Netherlands, but long journeys often led to leaf damage and shortened lifespan. Growing locally ensures superior quality and freshness for the customer.” To achieve that quality, the growing process is meticulous. The plants are nurtured indoors, planted in June, and require precise and gradually reduced temperatures before distribution. Integrated pest management and expert oversight are key to maintaining standards. Jim added: “I’m immensely proud that we produce here in Ireland, and especially proud of our team – including our grower, Mark Miskella, who is one of the best in the country. Our ambition is to continue being a reliable alternative to imports. Why import when you can get higher-quality poinsettias grown right here at home?” For customers picking up their Irish-grown poinsettia this Christmas, Jim has one key piece of advice for longevity: “Place it somewhere with daylight rather than artificial light and somewhere away from a draft and in ambient heat. And most importantly – don’t overwater it! That’s the quickest way to lose a poinsettia.” Michelle Allen, Produce Buyer at Marks & Spencer adds: “Having grown up in Wexford, it’s truly special to celebrate 15 years working alongside O’Connor Nurseries here in Ireland. Their passion for growing the best Irish poinsettias means our customers receive vibrant, long-lasting festive blooms. This partnership reflects our commitment to local suppliers and bringing the very best of Ireland to our stores.” Locally grown M&S poinsettias from O’Connor Nurseries are now available in M&S stores across Ireland.

Award-winning Scottish hospitality operator, Buzzworks, has announced the acquisition of a North Berwick hotel, marking the company’s first move into accommodation as part of its ongoing expansion plans. The Nether Abbey Hotel, which first opened its doors in 1957 and has been run by the Stewart family for more than 60 years, sits within a late nineteenth-century building and has long been known locally as a welcoming, high-quality destination for visitors, golfers and the community alike. With the handover set for mid-January, the hotel will close its doors to allow Buzzworks to begin preparations for a major seven figure redevelopment. The project will transform the site into one of the company’s signature House Collection venues, centred around a modern pub and vibrant restaurant, alongside 12 beautifully designed bedrooms and enhanced guest facilities. The acquisition builds on Buzzworks’ strong presence in East Lothian, where the company already operates some of the region’s most popular venues, including Herringbone North Berwick and Lido Musselburgh, alongside Thirty Knots and Scotts Port Edgar in South Queensferry, Edinburgh. The addition of accommodation represents the next step in delivering the high-quality hospitality experiences Buzzworks is known for. A key element of the redevelopment will be the creation of a vibrant pub and restaurant at the heart of the venue, which is an integral part of the Buzzworks experience. With planning expected this winter and construction due to begin in spring, the venue is scheduled to reopen in late 2026. As part of the acquisition, all current hotel team members from The Nether Abbey will be retained by Buzzworks, with roles being offered across its existing venues during the major renovation works. The BCorp company, which has recently been ranked on the UK’s Best Companies to Work for list for the tenth time, also confirmed plans to increase the number of hospitality jobs in the local area once the new venue opens, creating between 25 to 45 additional roles across front of house, kitchen, housekeeping and management. Kenny Blair, Managing Director at Buzzworks, said: “North Berwick is one of Scotland’s special coastal towns, and an outstanding location for our first move into accommodation. This hotel has been an important part of the community for decades, and we are committed to honouring that legacy while bringing a fresh, modern Buzzworks experience to both locals and visitors alike." “A central part of our vision is to build buzzing pubs and restaurants that people love, and the atmosphere of staying above one of Scotland’s most loved hospitality venues is something genuinely unique." “This acquisition is just the start of our journey into accommodation, and it supports our long-term aim to become Scotland’s most loved hospitality business, and we are excited to take this next step.” Stirling and Jela Stewart, from The Nether Abbey Hotel, said: “After more than 60 wonderful years in our family, we are incredibly proud of the legacy of The Nether Abbey Hotel and the role it has played in the North Berwick community." “Buzzworks shares our family values of providing quality, service and community spirit, and we’re confident the hotel is in excellent hands as it begins its next chapter.” The redesigned venue will blend aspirational, yet timeless interiors led by designer Jim Hamilton, with elements including a feature fire, open kitchen pass, modern pub, restaurant, and an updated terrace, alongside four bespoke room categories. Buzzworks currently operates 22 award-winning bars and restaurants across Scotland and was recently crowned Best Managed Pub Company in the UK (under 51 sites) at The Publican Awards. To find out more, visit here .

A Nottinghamshire wildlife rescue that cares for everything from mice to deer has received a £1,000 donation from The Wilkins Group, marking the final cheque in the company’s year-long ‘12 Months of Giving’ initiative.   The donation has been made to Mansfield Wildlife Rescue, a Mansfield Woodhouse-based organisation providing a lifeline for injured and abandoned animals, and will help cover vital winter costs including veterinary bills, animal feed and rising energy expenses as demand for call-outs continues across the county and beyond.   The cheque was presented by Aron Wilkins of The Wilkins Group, the family-run packaging firm headquartered in Colwick, Nottingham. Aron said: “This final donation felt like a very fitting way to round off our 12 Months of Giving campaign. Mansfield Wildlife Rescue does incredibly demanding work, often behind the scenes, and Cheryl and her team are there at all hours helping animals that would otherwise have nowhere to go." “These smaller, highly specialised organisations are so often overlooked, yet they make an enormous difference locally. We’re really pleased that this donation will help support the rescue through the colder months, when demand and costs are at their highest.”   Mansfield Wildlife Rescue was founded after Cheryl’s long career working in parrot rescue, which started 35 years ago, during which she travelled the UK attending steam rallies and events. Over time, members of the public began bringing injured and abandoned animals directly to her home, which eventually led to the creation of the rescue.   Cheryl Martins said: “Today we help rehabilitate all kinds of wildlife, from mice to deer. Some animals are able to return to the wild after a period of care, while others need permanent homes. Although most of our call-outs are local, people will travel from much further afield if they have an animal that needs help – in fact, we recently had animals brought to us all the way from Manchester!"   “We’re often called out in the middle of the night by the police or by drivers who have hit animals such as badgers or deer, and we always do our best to attend. Over the past year alone we’ve rescued everything from dumped kittens and puppies left at the roadside to foxes currently being rehabilitated on site and even piglets. Donations like this make a huge difference, helping us cover vet bills, feed costs and energy bills, especially during the winter months.”   “There are very few rescues locally that will take in all types of injured wildlife, and that means we receive a huge number of enquiries. Donations like this make a real difference, helping us cover vet bills, keep the lights on and make sure every animal is properly fed and cared for.”   The donation completes The Wilkins Group’s ‘12 Months of Giving’ campaign, which has seen the company donate £1,000 each month throughout the year to charities and community organisations across Nottinghamshire. In total, £12,000 has been donated to causes that are often small, niche or under-funded, but provide vital support in their communities.   The Wilkins Group produces food packaging for the likes of Pukka Pies, Pizza Express, Harrods, and Cadbury.   Photo: Cheryl Martins charity founder with the Wilkins Group team.