People are at the very heart of family businesses the world over and it was great to catch up with Charlie Harrison (Managing Director) and Michael Jeje (Slough Store General Manager) of Furniture Village to understand a little more about their culture and what it means to be part of the business too. As part of our ongoing campaign to look at the culture of family firms and how the values of a family leading a business can be disseminated and embedded into the culture, it was great to gain an understanding of how the values are received by those on the 'shop floor.' In this short piece, Michael explains what it means to him personally to work for Furniture Village, the values that are important and the culture that has been created as a result. Clearly, as an award-winning family business Furniture Village is a great place to work and they have successfully embedded their core values into a large business that continues to grow but retain the important essence of being a family business too.

Leaders should foster a culture of positive, constructive challenge, which can help mitigate risks and improve decision making, according to experts at Imperial College Business School. In a new white paper, experts from Imperial’s Centre for Responsible Leadership analysed the strategies that leaders can implement to successfully elicit challenge from their teams. The paper contains key lessons and evidence-based recommendations for leaders to encourage challenge, that can be applied to a wide range of organisations. The Centre for Responsible Leadership at Imperial College Business School produces research that helps leaders make decisions with a long-term view, prioritising sustainability and diversity alongside effective delivery. Serious Consequences Professor Celia Moore, Academic Director of the Centre for Responsible Leadership at Imperial and lead author of the white paper, said: “The consequences of a corporate culture where teams are hesitant to challenge leaders can be dire. This can include financial damage and service failure. Despite this, concrete guidance on what leaders can do about this has been lacking. We wrote this paper to offer business leaders evidence-based strategies that can make a real difference in preventing failure within their organisations.” In March 2021, for example, global investment bank and financial service provider Credit Suisse lost $5.5 billion following the collapse of asset manager Archegos Capital, with a report finding that “a cultural unwillingness to engage in challenging discussions” was a major factor. According to Professor Moore, creating challenge is an important part of the workplace experience. “Staff hesitate to offer challenge if they feel vulnerable. Leaders need to be clear that speaking up and disagreeing will not incur risk,” she said. Effective Strategies According to new evidence presented in the report, it’s important for leaders to ask the right questions to generate meaningful challenge from employees. The report found that open-ended questions and general queries were less likely to result in challenge. Instead, leaders should focus on questions that specifically ask for disagreement (e.g. ‘does anyone think there is a better idea?’) or that build an invitation for challenge into the conversation (e.g. ‘what would stop you taking this option?’). The report also revealed that leaders need to acknowledge challenges as legitimate, while focusing on the idea at hand (e.g. ‘that’s a fair challenge, and we could definitely go with that option’). Acknowledgement that was too general or that strayed into gratitude was found to be much less effective. The Imperial team found that individuals are more likely to speak up if others are also participating and the environment is inclusive. Leaders can encourage a more open and inclusive environment by using humour and interacting with team members about unrelated, conversational topics. Adequate time must also be allocated to allow thorough debate and challenge of ideas. Even when challenges emerge early, short meetings risk shutting down discussion before ideas can be properly explored. Finally, the authors recommend making team members more accountable for their views, as this makes them more likely to provide healthy challenge. This could be through forcing them to commit to a specific idea (e.g. ‘which do you prefer, option A or B?’), or asking them to vote on ideas. Key Recommendations For Business Leaders Solicit and specify: Leaders need to ask precise questions that clearly indicate they are seeking challenge. Acknowledge: Legitimately acknowledge team members’ challenges to reinforce that their input is valued. Interaction and humour: Incorporate humour and casual interaction to create a more relaxed and open environment. Time management: Ensure that meetings are long enough to allow for thorough discussion and challenge. Accountability: Hold team members accountable for their contributions and decisions to encourage them to voice their opinions.

The impact of narcissistic behaviour in family businesses is a complex and often destructive force that can affect both the operational success of the enterprise and the very nature of family relationships. Narcissism, characterised by an inflated sense of self-importance and an insatiable need for admiration, can wreak havoc when present in a family business leader and affect relationships not just with other family members but also the broader stakeholders in the business too. In terms of business operations, narcissistic leadership can often lead to the creation of numerous problems over time. Decision-making processes can become skewed, or non-existent as the narcissistic leader tends to ignore input from others, relying instead on their own judgment, which they believe to be superior. This can result in impulsive and ill-considered choices that prioritise the leader's desires over the company's best interests. Moreover, narcissists are typically reluctant to engage in debate around significant decisions and on key family business areas such as succession planning, as the idea of relinquishing control threatens their sense of importance. This short-sightedness can seriously jeopardise the long-term sustainability of the family business and create enduring issues that cause problems for many of those involved on a daily basis. The need for constant admiration may drive narcissistic leaders to engage in risky or unethical practices to boost short-term performance, potentially compromising the company's reputation and financial stability. Their focus on personal glory often comes at the expense of sustainable growth and ethical business practices, and is very much detrimental to the creation of a positive, aligned and clear purpose for all staff involved. Beyond the boardroom, the effects of narcissism seep into family dynamics, often with devastating consequences. Favouritism becomes a tool for the narcissistic parent to manipulate and control, as they show preferential treatment to children who best stroke their ego. This can create a toxic environment of competition and resentment among siblings, fracturing family bonds that should be the foundation of a family business, some of which may never be repaired. Children in these environments learn that love and approval are conditional, tied not to their personal growth and achievements, but to how well they meet the narcissist's needs for admiration and control. This dysfunctional dynamic can lead to a generation of family members who struggle with self-esteem and have difficulty forming healthy relationships both within and outside the family, affecting all manner of aspects of life from mental health and wellbeing to longer term career choices and success too. Furthermore, the overwhelming presence of a narcissistic leader often stifles the individuality of other family members. Spouses, children, and extended family involved in the business may find themselves suppressing their own personalities, goals, and ambitions in an effort to please the narcissistic figure and avoid conflict. This not only hampers personal development but also deprives the business of diverse perspectives and talents that could drive innovation and growth. Breaking the cycle of narcissism in family businesses is challenging but crucial for the health of both the business and the family. Implementing strong governance structures can help distribute power more evenly and provide checks on the narcissist's authority. Encouraging open communication, though difficult, is essential in creating an environment where all voices are heard and valued. Seeking external perspectives through the inclusion of non-family advisors or board members can bring objectivity and balance to decision-making processes. Additionally, providing leadership training and coaching for all family members involved in the business can help develop a more collaborative and emotionally intelligent leadership style. Addressing narcissistic behaviour in a family business often requires professional help to navigate the complex dynamics at play. Family therapy, in conjunction with business consultancy input, can be invaluable in untangling the knots of dysfunction that narcissism creates. While the process is often painful and met with resistance, confronting these issues is essential for the long-term success of the business and the well-being of the family. The impact of narcissistic behaviour in family businesses can be far-reaching and potentially devastating. It affects not just the bottom line, but the emotional health and future prospects of entire families. Recognising and addressing these issues is a crucial step in ensuring that family businesses can thrive across generations, fostering both professional success and familial harmony.

Family businesses are the backbone of the rural economy in the UK, playing an indispensable role in fostering growth, creating jobs, and maintaining the unique character of rural areas. These businesses, often small to medium-sized enterprises, are deeply rooted in their communities, and their contributions extend far beyond economic benefits, influencing social cohesion, heritage preservation, and sustainable development. In an age of globalisation and large corporations dominating many industries, the importance of family businesses in the UK’s rural landscape cannot be overstated. Economic Stability and Employment One of the most significant ways family businesses impact the rural economy is by providing stable, long-term employment. These businesses range from agriculture, tourism, and retail, to artisan crafts and manufacturing. Given that large corporations often shy away from rural areas due to lower population density and infrastructure challenges, family-run firms fill a vital gap by offering employment where jobs might otherwise be scarce. For rural communities, these businesses create jobs not just for the family members involved but for locals as well, helping to keep communities vibrant. Many rural family businesses are also multi-generational, meaning they provide consistent employment opportunities over decades. This kind of stability is essential in rural economies, where economic fluctuations, driven by factors like agricultural cycles or tourism demand, can create volatility. Strengthening Local Supply Chains Family businesses often prefer to source materials and services locally, further stimulating the rural economy. For example, a family-owned farm may sell its produce to a local family-run restaurant or supply to regional food markets. This localised trade keeps money circulating within the community, helping other businesses to thrive. The inter-connectedness of rural family businesses reinforces local supply chains, which reduces dependency on external markets and imports. Moreover, these local supply chains promote sustainability. Family businesses tend to have a longer-term investment in the well-being of the environment and community, since their success is closely tied to the health of the local area. Whether it is through responsible land use, eco-friendly practices, or investing in local infrastructure, these businesses are more likely to operate with a vested interest in preserving the rural landscape for future generations. Cultural and Community Cohesion Rural family businesses are often stewards of regional identity and heritage. Whether through traditional farming methods, crafts, or regional products like cheese, cider, and wool, these businesses preserve and promote local culture. In many cases, rural family businesses pass down unique skills, crafts, and practices from generation to generation, maintaining a sense of continuity and identity within communities. This connection to tradition often makes family-run enterprises an integral part of the social fabric in rural areas. They contribute to community cohesion, supporting local events, sponsoring village activities, and offering gathering places for locals. In a broader sense, family businesses in rural areas offer more than just jobs—they create spaces where people can engage, form relationships, and feel a sense of belonging. Resilience and Adaptability Family-run businesses in rural areas are often more adaptable and resilient than larger corporations. With their deep understanding of local conditions and community needs, they are in a better position to adjust to economic challenges, such as fluctuations in market demand or disruptions like the recent pandemic. Many rural family businesses demonstrated this resilience by pivoting to online sales, offering delivery services, or diversifying their product ranges during the pandemic, ensuring they continued to meet the needs of their local customers. Their ability to adapt quickly is also linked to their leaner decision-making structures, with family members often working closely together to chart the direction of the business. This flexibility allows them to navigate complex challenges with more agility than larger companies with bureaucratic structures. Sustainability and Environmental Stewardship A growing number of family-run businesses in rural areas are leading the way in sustainability. Agriculture is a key part of the UK’s rural economy, and many family-owned farms are pioneering environmentally-friendly practices such as organic farming, biodiversity conservation, and renewable energy usage. These practices contribute to the UK's broader goals of reducing carbon emissions and promoting sustainable farming. Family businesses are also more likely to engage in long-term environmental stewardship. Because many rural businesses are passed down through generations, owners tend to take a longer view of their land and resources, ensuring they are preserved and nurtured for future generations. This contrasts with some larger corporations, which may prioritise short-term profits over long-term environmental concerns. Tourism and Heritage Rural family businesses often play a key role in the tourism sector, which is crucial to many local economies. From bed-and-breakfasts, heritage sites, and artisanal shops to farms that offer visitor experiences, these businesses provide authentic and unique attractions that draw visitors to rural areas. Tourism not only creates revenue for these businesses but also boosts the wider rural economy, as visitors spend money in local restaurants, shops, and other services. Family businesses that cater to tourism also help sustain rural traditions and crafts by offering experiences or products that are deeply tied to the local area’s history and culture. In this way, they preserve the rural way of life and introduce it to a broader audience, contributing to cultural exchange and appreciation. Challenges and Support Despite their significant contributions, rural family businesses face a unique set of challenges. Limited access to finance, poor infrastructure, and fluctuating market demands can strain their ability to thrive. Moreover, rural areas often face depopulation, as younger generations move to urban centres in search of more diverse employment opportunities, which threatens the continuity of family businesses. To support rural family businesses, there is a need for policies that improve infrastructure, such as high-speed broadband access, which is crucial for modern business operations, especially in more remote areas. Additionally, government initiatives aimed at reducing red tape, providing easier access to loans, and fostering skill development are essential to ensure these businesses continue to thrive and contribute to the rural economy. Family businesses are integral to the rural economy in the UK, offering economic stability, promoting sustainability, preserving culture, and fostering community cohesion. Their contribution goes beyond economic metrics; they help maintain the character and vitality of rural communities. To ensure their continued success, it is essential to address the challenges they face, with targeted support from both local and national governments. In an increasingly globalised world, rural family businesses stand as resilient pillars of tradition, innovation, and community in the UK’s countryside.

British fabric manufacturer and woollen mill Hainsworth has teamed up with final-year BA (Hons) Bespoke Tailoring students at London College of Fashion, UAL on a project to create a unique jacquard cloth design. Hainsworth tasked students from London College of Fashion’s BA (Hons) Bespoke Tailoring course with creating a custom cloth, with the winning designers invited to weave and finish their fabric at the West Yorkshire heritage textile mill. Daniel Poulson, Course Leader, comments, “The London College of Fashion, UAL, is delighted to continue our collaboration with AW Hainsworth. Providing our BA (Hons) Bespoke Tailoring students with the opportunity to design and execute a fully bespoke jacquard weave in partnership with the Hainsworth team is a unique and valuable experience." "Seeing their ideas come to life at the mill, from fibre to finished product, has been rewarding for all involved. As course leader, I am grateful for the investment and exchange of knowledge and expertise throughout this creative process.” The winning students, Anna Zhou, Anastasia Inozemtseva, and Matilda Jonathan, were selected for demonstrating originality, quality craftsmanship, and sustainability. The three students visited the Hainsworth Mill in Yorkshire to see their designs woven on Jacquard looms, ready to transform into expertly tailored garments. These garments formed part of their graduate showcase presentation at Protein Studios in Shoreditch. Andrea Noble, Design and Product Development Manager at Hainsworth, explains, “The 2024 London College of Fashion Bespoke Jacquard Project was another huge success. The students were once again very engaged, professional, and clearly ambitious for a career in tailoring. I enjoyed discussing their creative concepts for their final collections, enabling them to find ways to develop artwork appropriate for jacquard patterning, which expressed and embodied their final collections." “All the students did an excellent job, but in the end, we chose our winners because they did a remarkable job of demonstrating originality, quality and craftsmanship while embracing a sustainability-focused approach. In addition to this, the students also considered how they would reduce fabric waste whilst crafting an expertly-tailored design suitable for their commercial clients.” The 2024 Bespoke Jacquard Project was also shortlisted for the University of the Arts London’s Knowledge Exchange Award. The Knowledge Exchange Awards recognise collaborations with external partners to create positive change through real-life challenges designed to co-create value for society, the economy and the environment. Hainsworth is a truly vertical woollen mill for over 240 years and one of the last remaining in Britain that can process a product from raw fibre to finished cloth entirely from their site in West Yorkshire. Designers, tailors and garment manufacturers choose Hainsworth’s premium woollen textiles from diverse industries, united in their desire for the best craftsmanship and true British provenance.

In today's rapidly evolving work environment, businesses are encountering a unique challenge: managing a workforce that spans multiple generations. From Baby Boomers to Generation Z, each generation brings distinct perspectives, values, and work styles to the table. In fact, a study from LiveCareer discovered that 89% of respondents found generation diversity to be a positive aspect to a workforce, and were able to learn from their peers as a result. However, managing and working collectively with these different generations can become a challenge for managers and colleagues, as they need to adjust their managerial and communication styles to consider varying groups of people that have differing preferences. Shalini Khemka CBE, CEO and Founder of the entrepreneurial community E2E , speaks on how businesses can adjust and tailor their managerial styles through better understanding generational differences. Understanding The Generational Landscape The current workforce is a blend of five distinct generations: The Silent Generation (born 1928-1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1980), Millennials (born 1981-1996), and Generation Z (born 1997-2012). Each generation has been shaped by unique social, economic, and technological factors, which influence their communication styles, work preferences, and attitudes towards authority and career growth. For example, there is often a large debate between Generation X, Millennials and Generation Z about communication style, where some prefer phone calls, and others prefer texting and emailing. In a work setting, this can mean that communication becomes strained due to these differing preferences, and it may hinder processes and relationships between staff. Another difference is how generations approach topics such as race, gender, sex, and mental health, with older generations often approaching these as taboo topics, and new generations feeling more open and comfortable talking about related matters. With diversity in the workplace becoming increasingly prevalent to how a company operates, this example demonstrates how generations can learn from each other, taking into account their varying opinions and how they can work around these. Key Strategies For Managing A Multigenerational Workforce There are certain ways to approach a workforce built up of different generations so that everyone feels included, seen, and heard, fostering a culture of collaboration between different ages. Promote open communication and understanding : Encourage employees to share their perspectives and experiences, promoting mutual understanding and respect. Regular workshops and team-building activities can help bridge generational gaps and create a more cohesive team, allowing everyone to gain a more thorough understanding of their peers and how they might think differently to each other. Lerverage strengths across generations : Each generation brings unique strengths to the workplace. For example, Baby Boomers often have deep industry knowledge and experience, while Millennials and Gen Z are typically more tech-savvy and adaptable. By recognising and leveraging these strengths, companies can enhance collaboration and drive innovation. Flexible work arrangements : Different generations may have varying preferences for work schedules and environments. Offering flexible work arrangements, such as remote work options or flexible hours, can accommodate these preferences, leading to higher job satisfaction and productivity amongst different groups of people. Tailored professional development : Provide training and development opportunities that cater to the diverse learning styles and career aspirations of each generation. For instance, Gen Z may prefer digital learning platforms, while Baby Boomers might value face-to-face mentorship. Inclusive leadership: Leaders play a crucial role in managing a multigenerational workforce. By adopting an inclusive leadership style that values diversity and encourages collaboration, leaders can create a positive work environment where all employees feel valued and motivated to contribute. Mentorship and reverse mentorship programmes : Implement mentorship programmes where experienced employees can share their knowledge with younger colleagues. Alternatively, reverse mentorship programmes can allow younger employees to share their insights on technology and current trends, fostering a culture of continuous learning and growth for everyone.

Family Business United has teamed up with CN Strategic Advisors to identify some of the oldest family firms in the North West of England, as part of the programme to compile a record of the oldest family firms in the UK today. Key Findings: Morning Foods is the oldest family business in the North West The oldest family business in the North West dates back to 1675 The ten oldest family firms in the North West have collectively traded for 2,112 years As Paul Andrews, Founder and CEO of Family Business United explains, "We have been compiling lists of the oldest family firms in the UK for a number of years now and wanted to dig deeper into the North West to determine the depth and diversity of long-standing family businesses in the region." "The results speak for themselves and we have uncovered some incredible family firms that have stood the test of time with the oldest dating back to 1675, Morning Foods, a family firm that has a long tradition of providing healthy and nutritious wholegrain oats to the food ingredient and manufacturing sectors in a wide variety of finished product and packaging formats." "Collectively ten of the oldest family firms in the North West that we have identified have been trading for 2,112 years which is an incredible achievement given the events in history that have taken place over the years that they have been in operation. It is also encouraging to see the mix of businesses that include breweries, retailers, supermarkets, transport and food producers, all of whom have stood the test of time." The oldest family firms in the North West: Morning Foods - Founded in 1675 RS Clare & Co - Founded in 1748 Bibby Line Group - Founded in 1807 JW Lees Brewery - Founded in 1828 Peter Marsh & Sons Ltd - Founded in 1837 Frederic Robinson Brewery - Founded in 1838 James Cropper PLC - Founded in 1845 E.H. Booth & Co. Ltd - Founded in 1847 Joseph Holt Brewery - Founded in 1849 Arighi Bianchi - Founded in 1854 You can see how these family firms sit within the oldest family businesses across the UK here In compiling the listings, we have used various means to make it as comprehensive and accurate as possible. However, due to the fact that there is no legal requirement to disclose the status of the underlying ownership in business it is not an easy process. We used our networks, connections at trade bodies and extensive desktop research to determine the oldest family businesses but are not able to say unequivocally that there are not a few other hidden gems out there. From time to time another long-standing family firm is brought to our attention and after the necessary research and confirmations have been obtained, the business is added and the list updated. If you are aware of a family business that needs to be considered for inclusion then please do not hesitate to get in touch so that we can update the list accordingly. As David Baggott, Partner at CN Strategic Advisors adds, "The North West is a extremely important region for the UK economy, employing many millions in its rich and diverse economy." "Family businesses are the backbone of this, with strong values and resilience enabling many multi-generational family businesses to have survived and flourished over many years. We are pleased to support family businesses in their key milestones within their business journey.” “Family businesses across the North West have an extremely strong heritage and are significant contributors to the local economy on many levels, and also being a staple within the growth of the northern powerhouse. It is fantastic to see the resilience of many of the family businesses across the North West and see them grow and flourish over many years and several family generations and to see some great names in the list too."

The Engineering Division of HE Simm (HE Simm & Son Ltd), is forecasting a strong end to 2024 after reporting a difficult financial performance for the period ending 31 December 2023. Whilst the business recorded a loss before taxation of £10.3m (2022: profit £0.9m), a swiftly implemented and newly focused strategy, as well as a capital injection by the Simm family, has meant an immediate return to profitability. Impacted by high inflationary pressures on fixed price contracts, the company also faced issues from a number of legacy projects in London which accounted for the majority of the total reported loss. A strategic restructuring of the business has since led to a streamlining of management structures and reporting processes together with a new selective approach to tendering. Revenue for the period was £118.3m (2022: £54.2) and the orderbook remains strong at £150m with a healthy number of opportunities in the pipeline and several major projects due to be completed this year. The business remains free of bank debt. Gareth Simm, Chief Executive Officer and one of the Grandsons of the founder, commented: “This has undoubtedly been one of the most difficult trading periods in our history. Rigorous management reviews have been undertaken to ensure any operational performance issues have been recognised." “Our review has reaffirmed that our focus needs to be on key - trusted - client and supply chain relationships, risk management and profitability in sectors where we have a competitive advantage and a proven track-record." “We have implemented a newly focused corporate strategy to ensure a strong foundation is in place that is aligned to a return to profitability and excellence in project delivery." “The actions we have taken during the reporting period, which was extended to 17 months to accommodate the strategic restructuring, mean that we are already forecasting a return to profitability for the current financial year with operating margins that have recovered to an acceptable level.”

Stirling Distillery, situated in the shadow of Stirling Castle, launched its award-winning nettle-infused gin at Co-op supermarkets across Scotland today. The distillery were delighted to agree a deal with the Co-op where their nettle-based Classic gin will be available in a range of Scottish stores. Sealed with a hand-dipped wax seal, and decorated with unique illustrations of the Wallace Monument and the Old Stirling Bridge by Scottish artist Ritchie Collins, this is the bottle all gin-lovers should have occupying pride of place in their drinks cabinet. Made with six botanicals carefully chosen to reflect the unique flavour of Stirlingshire’s countryside, the smooth, lingering finish carries a peppery tang and at 43% the mouthfeel is both spicy and dry. By using local nettles they are working to provide a sustainably sourced spirit with links to their Stirling heritage. Their range of products celebrate local history and folklore, such as their Battle Strength gin which commemorates the Battle of Stirling Bridge. The distillery is a small family-run business creating hand-crafted spirits in the historic ‘Old Smiddy’, Stirling’s first legal distillery on the castle rock. Distilled, bottled and labelled on site, the team have been offering daily gin and whisky tastings, distillery tours and gin school since 2019. Distillery co-founder June McCann spoke of her delight at Stirling Gin being available at supermarkets across the country: “We are proud to be sat on the shelves next to some brilliant Scottish gins. We love that the Co-op supports local suppliers and promotes Scottish food and drink in their stores. A big thank you to the team at the Co-op and Select Drams for bringing our nettle gin to the masses.” Voted Visitor Attraction of the Year at the Stirling Business Awards in 2023, winner of ‘Retail, Hospitality & Leisure Business of the Year’ at the 2024 Stirling Business Excellence Awards and awarded a coveted TripAdvisor Travellers’ Choice Award for the fourth year in a row, Stirling Distillery is listed as the number one thing to do in Stirling on TripAdvisor’s website. The distillery has received a range of awards for their gins including a silver medal at the 2023 Scottish Gin Awards, a coveted Great Taste star, plus a range of London Spirits Awards to name but a few. In 2023 the distillery made history by distilling the first whisky in Stirling for 171 years and launched their King James cask club. Visit here for more information.

The brewery behind some of the nation’s favourite beers has released its first low-alcohol beer under its flagship IPA brand, Proper Job. Launching from 10th October, St Austell Brewery has been perfecting Proper Job 0.5% abv for more than two years. The independent and family-owned 173-year-old brewery has been meticulously tweaking its recipe to create a beer which celebrates Proper Job’s famous flavour profile. The full-strength version of the beer is the best-selling bottled IPA in the off trade* and St Austell Brewery has high ambitions that its 0.5% equivalent will become one of the best no/low IPAs on the market. Masterfully brewed with the same heartfelt craft, Proper Job 0.5% uses a special yeast to create a low-alcohol take on its bold original. It’s St Austell Brewery’s first new category launch since they entered the lager market with their flagship brand korev in 2010. Brewing Director for St Austell Brewery, Georgina Young, said: “Low and no-alcohol drinks have been around for decades but there’s been a significant increase in demand over the past five years." “Knowing how loved Proper Job is amongst beer drinkers, we opted to respond to this demand by bringing the big, vivid flavours of our flagship brand to the low-alcohol market." “Whilst it’s been a long time coming for St Austell Brewery to release a low-alcohol beer, we took time to evolve a brewing method that would create a naturally authentic IPA, worthy of being branded Proper Job 0.5%. We wouldn’t settle for anything less than a well-bodied, tasty IPA without the alcohol, and we’ve finally perfected a recipe which has nailed that.” Georgina added: “Consumer testing was the final stage in our journey and we were thrilled it was deemed the overwhelming favourite against many of our competitors in extensive taste tests.” In a category dominated by lager, and with almost two in three on trade visits involving non-alcoholic drinks,** St Austell wanted to stand out with its much loved IPA. Proper Job is already a nationally recognised brand and has growing volume across both the on and off trade, backed by its recent rebrand in 2024. Proper Job 0.5% is launching into the on trade in a 500ml bottle from October 10th and will also be available to order online via the St Austell Brewery shop and across its pub estate from October 14th. Can and draught formats will follow in the months to come. For more information and to order Proper Job 0.5% visit here .

Business Property Relief (BPR) is a cornerstone of UK inheritance tax (IHT) planning, offering significant tax benefits to business owners, and is of particular interest to the family business sector as businesses are transitioned from generation to generation. Introduced in 1976, BPR aims to facilitate the continuity of businesses across generations by reducing the IHT burden on business assets. This relief is particularly beneficial for family businesses, ensuring that they can be passed down without necessitating the sale of crucial assets to meet tax liabilities. So how does BPR work and why it is especially advantageous for family businesses? What is Business Property Relief (BPR)? BPR is a tax relief that reduces the value of certain business assets for IHT purposes. It can reduce the taxable value of qualifying business assets by either 50% or 100%, depending on the type of asset. Here’s a breakdown: 100% Relief: This applies to business or interest in a business and shares in an unlisted company. 50% Relief: This is applicable to shares controlling more than 50% of the voting rights in a listed company, land, buildings, or machinery owned by the deceased and used in the business. To qualify for BPR, the business or business assets must meet specific conditions: Ownership Period : The deceased must have owned the business or asset for at least two years before death. Qualifying Business : The business must be a trading company and not wholly or mainly involved in investment activities. Continued Use : The business must continue trading after the transfer. Why BPR is Beneficial for Family Businesses? Facilitates Intergenerational Transfer : Family businesses often rely on passing down assets and control to the next generation. BPR reduces the IHT liability, making it feasible to transfer significant business assets without incurring prohibitive tax costs. This ensures the business remains intact and operational, rather than being fragmented or sold to cover tax bills. Preserves Cash Flow and Working Capital : High IHT liabilities can drain a business’s cash reserves, affecting its operational capabilities. BPR helps preserve the working capital and cash flow, which are vital for the business’s day-to-day operations and long-term growth. Encourages Long-Term Planning and Stability : Knowing that BPR is available, family businesses can engage in more strategic long-term planning. It provides a sense of financial security and stability, encouraging investment in growth and innovation without the looming threat of hefty IHT. Promotes Business Continuity and Employment : Family businesses often have a deep-rooted connection to their employees and the local community. BPR helps ensure business continuity, thereby safeguarding jobs and supporting local economies. Fosters Entrepreneurship and Family Values : By enabling the seamless transfer of businesses across generations, BPR fosters an entrepreneurial spirit within families. It allows the next generation to carry forward the family legacy and values, while also adapting the business to modern challenges and opportunities. As Mike Smout, partner at Gorvins adds, "It is vitally important that family businesses consider the succession plan for their business and if the shares in the family company will qualify for BPR." "Businesses are typically classed either as a trading company (to which BPR applies) or they can be classed as an investment company (to which BPR does not apply). Although a company may have a trading element in it, if it holds a high proportion of investment property not used in the trading business or it is sitting on cash significantly higher than what is needed for working capital on a day-to-day basis, then there is a risk the company could be classed as an investment company and not a trading company." "As a result it is key to ensure that professional advisors agree that the family business will qualify for this relief so that inheritance tax is not charged on the value of the business. It is also important to think about the next generation’s entitlement to the value of the shares. It could be that straight gifts of the shares are made on death via the will or that the shares are directed to a trust in the will for the value to be bought by the business or nominated individuals. This may well assist with future inheritance tax problems," concludes Mike. Business Property Relief is a vital tool for preserving the heritage and economic contribution of family businesses in the UK. By significantly reducing the IHT burden, BPR ensures that family businesses can thrive across generations, maintaining their roles as pillars of local economies and custodians of family values. For families contemplating succession planning, understanding and utilising BPR is essential to safeguard their business’s future.

Ahead of World Tourism Day, 27 September, the Federation of Small Businesses (FSB) has presented a plan to shore-up tourism in the UK through reviving high streets and town centres by better supporting small businesses on them to start-up and flourish. The move will advance economic, social and cultural enrichment to local areas across the UK, including job creation. With almost half (44%) of all small tourism and hospitality businesses being on, or next to, the high street in the UK, reimagining and reviving high streets for the future is fundamental to a thriving tourism industry. Over half (57%) of small hospitality businesses say that the establishment of new tourist attractions or cultural events in the area would be one of the biggest opportunities for the high street, according to a large-scale survey by FSB. Now, FSB’s blueprint, The Future of the High Street, sets out achievable recommendations to make high streets more accessible and attractive, offering a wider range of experiences from innovative small businesses to bolster tourism. FSB Policy Chair Tina McKenzie said: “Small tourism and hospitality businesses bring in revenue and create employment, but they also establish a better market for small businesses across other sectors." “High streets are more than just commercial spaces; they’re destinations in their own right and are inextricably linked to our tourism industry. To support the industry we must do more, as a nation, to make radical policy change to breathe a new lease of life into our high streets.” Recommendations put forward include availability of affordable commercial space, which FSB says will not only fill vacant sites but also provide opportunities for small firms eager to launch on the high street; and calls for local authorities to create specialised funds to support pop-ups, markets, and temporary use initiatives for first-time businesses. This would encourage new ventures and help with their transition onto the high street. Tina McKenzie said: “Attracting tourism to more high streets throughout the country by having modern and well-planned infrastructure, such as transport and parking; a unique variety of tourist attractions such as independent retailers, eateries and experience, would fuel economic growth. Every high street has a unique heritage and feel, but they all have one thing in common – the need for policies to make them safer, more peaceful, cleaner and more appealing and exciting.” FSB also says that the Department of Culture, Media and Sport should work to encourage VisitBritain, Visit England and local visitor economy partnerships to prominently feature Britain’s local high streets as destinations in international tourism campaigns. This would invigorate the potential for tourism in new localities outside the typical tourist hot spots. In 2023, 38 million international tourists visited Britain, spending £31.1bn, with an average spend per visit of £819. Visits were below pre-pandemic levels by seven per cent.