Small businesses spend billions of pounds and millions of hours on red tape - but regulators and the Government rarely design rules with them in mind, research by the Federation of Small Businesses (FSB) shows. FSB’s new report, Playing by the Rules: How to reduce the cost and time small businesses spend on regulatory compliance, sets out the frustrations and costs that small businesses and self-employed people have to contend with as they try to navigate the thicket of regulation that surrounds their business. The research indicates that the annual cost of compliance for the small and medium-sized business community is a staggering £36 billion, while the time spent grappling with compliance issues uses up 379 million hours. These vast amounts represent countless lost opportunities for growth, as well as a week-in, week-out regulatory toll that makes just continuing to trade more difficult than it needs to be for many small firms. The report finds strong evidence that regulators and the Government could and should be doing more to help small businesses and self-employed people find the answers and the guidance that they need. Two in five small businesses (41%) disagree that the guidance provided by regulators is easy to understand, with a similar proportion (40%) disagreeing that guidance is easy to locate. Only one in seven small firms (14%) agrees that they get a quick response from regulators when they need help, while two fifths (41%) disagree; likewise, just one in 10 (10%) say it is easy to resolve complaints or concerns, with two fifths (40%) disagreeing. The confusion and stress that this causes is a hidden cost of doing business, but one that should not be underestimated, as it causes immense harm to the small business and self-employed community’s ability to innovate and expand. The Government has set a target of reducing the regulatory burden by 25 per cent over the course of this Parliament. Achieving this target could save around £9 billion in financial cost and return 95 million hours to small businesses to invest in their operations and futures. A smaller regulatory load could also help even the odds for small businesses looking to compete with their larger peers, whose greater in-house compliance resources allow them to stay a step ahead of their would-be competitors. Meanwhile, the pernicious growth of regulation in some industries is gradually forcing many smaller players to retreat from the market, reducing consumer choice and driving up costs. To tame regulation and make compliance far less of a headache for small firms and self-employed people, FSB recommends the following, among other proposals: HMRC and Companies House should have all of their activities included within scope of the 25 per cent regulatory burden reduction target. Currently tax administration – a major source of administrative cost – is not included in the target. The Regulatory Policy Committee, an independent body that scrutinises regulations, should have its role strengthened, including by requiring regulators to submit an impact assessment to it prior to bringing in any new regulations. Small business guidance, and examples of real-life situations, should be available from all regulators. For areas where there are lots of overlapping regulators and different sets of rules, the Government should bring relevant regulators together to carry out theme-based reviews of existing rules, to get to the 25 per cent reduction target. Tina McKenzie, FSB’s Policy Chair, said: “Regulation is a loaded word when it comes to small businesses. We all recognise that rules are needed to ensure that businesses of all sizes have a fair chance to compete, and to protect customers." “But our research strongly indicates that the pendulum may have swung too far in the opposite direction, loading small firms and self-employed people down with swathes of red tape and preventing them from innovating and growing." “If the enormous sums and time spent on compliance – £36 billion and 379 million hours across the small business and self-employed community – could be cut by the 25 per cent target the Government has set itself, small firms would benefit enormously. Think of all the time and money that could be invested in new products or processes, or expansion, rather than being used up trying to work out how an obscure or confusing rule applies to a particular small firm’s situation." “Past Governments have made all the right noises about simplifying and easing regulation, but their efforts have fallen short of what’s needed." “A joined-up approach from the Government would be highly helpful, if perhaps easier said than done. Regulators themselves also have a huge part to play, and their commitment to helping small firms with compliance needs to be more than lip service." “The Regulatory Policy Committee is a vital source of independent scrutiny, and its role in examining proposed regulations and assessing their impact on businesses and growth should be strengthened, to ensure that new requirements are fit for purpose, and not over-burdensome." “If the Government and regulators get it right, millions of hours and billions of pounds will be returned to the small business community to invest in growth and innovation, and helping to get our economy out of the doldrums.”

New research showing the positive financial impact of artificial intelligence on UK businesses highlights a major opportunity for small and medium-sized enterprises - but only if they invest in developing the digital skills of their workforce. That is the warning from Manny Athwal, award-winning founder and CEO of the UK’s largest computing and AI educator, after research suggested UK businesses adopting AI are already seeing measurable improvements in performance.  According to the latest Lloyds Business Barometer, nearly nine in 10 UK businesses (87%) using AI report increased productivity, while almost half (48%) say the technology had boosted profits over the past year. Of those seeing a profit increase, nearly half (48%) reported gains of 11% or more, with a further 38% recording increases between 6-10%. Investment levels also suggest AI adoption is becoming increasingly accessible to businesses of all sizes. Two-thirds of UK firms say they have invested in AI, with most spending less than £25,000 to enhance their capabilities. For SMEs in particular, these findings reinforce that AI is no longer a future technology reserved for large corporations, but a resource that is already delivering tangible commercial benefits. However, according to Manny Athwal, founder of Wolverhampton and Birmingham-based School of Coding & AI, the real differentiator will not be the technology itself, but how organisations prepare their people to use it. “Artificial intelligence isn’t something businesses can simply choose to opt in or out of; it’s something that is already reshaping every sector of the economy,” said Manny, winner of the Trailblazer award in the LDC Top 50 Most Ambitious Business Leaders for 2025. “Whether it’s a multinational corporation or a small family-run business, AI will transform how organisations operate. But the companies that succeed won’t necessarily be the ones buying the most advanced tools, they’ll be the ones investing in the skills of their workforce.” Manny warned that the pace of technological change was currently outstripping the UK’s ability to develop the digital skills required to support it. AI systems are already embedded in everyday processes, from analysing data and predicting behaviour to automating tasks that previously defined entire job roles. Across sectors, the technology is being used to detect fraud in financial services, analyse medical scans in healthcare, and power autonomous transport systems. Alongside developments in cloud computing, data analytics, the Internet of Things and immersive technologies, AI is rapidly reshaping how businesses operate. “The biggest challenge businesses face isn’t the technology itself, it’s the growing skills gap,” Manny said. “If organisations want to remain competitive, they must prioritise education, upskilling and digital literacy. This isn’t just about training software engineers; it’s about giving every employee the confidence to work alongside intelligent systems and use technology to enhance their roles.” Manny said the perception that AI will simply replace jobs risks slowing adoption among smaller firms. “It’s true that certain tasks will disappear, but new roles, industries and opportunities are emerging at the same time,” he said.  “Businesses that develop adaptable, tech-literate teams will be the ones best positioned to capture the growth AI can deliver. AI can drive productivity, unlock insights and support smarter decision-making, but the real value will come from businesses that empower their people to use it effectively.” About School of Coding & AI School of Coding & AI was founded in 2017 and is now the UK’s largest, multi award-winning Computer Science and Coding education company, teaching thousands of children and adults each month. Working with hundreds of schools, colleges and businesses each year, SoC delivers STEM, Coding, Computer Science, AI and Cyber Security courses. SoC helps governments across the UK and 11 European countries to build strategies and methodologies to implement tech education into schools, youth and adult education. This helps countries become more innovative and reduces unemployment, whilst building the workforce for the future.

Crabpot Cottages, an independent, family-run holiday lettings business based in Norfolk, is celebrating another major milestone this month. The local family team has secured a prestigious new award nomination, proving that a regionally focused business continues to make a massive impact on the tourism industry. The agency has just been officially shortlisted for Small Business of the Year at the upcoming Small Business Awards. This exciting news comes hot on the heels of Crabpot Cottages being recognised for the Leisure and Tourism Award at the recent Mayor's Business Awards in West Norfolk. As a family business, their ongoing success comes down to a simple, human approach to holiday letting. Instead of relying on automated systems, the family focuses on knowing the area inside out and building real relationships with both property owners and holidaymakers.   Penny Richardson, Owner of Crabpot Cottages said: "We are absolutely thrilled with this latest nomination. When we started our family business, our goal was simply to offer a brilliant Norfolk experience. We personally know every single cottage we list and every owner we work with." "To see our local family business flying so high and continuing to be recognised for our work in the tourism industry is fantastic. It shows that putting your heart and local knowledge into what you do really pays off." This continued recognition highlights a clear trend in the travel sector. Holidaymakers are increasingly looking for businesses that offer genuine local knowledge and a warm welcome, rather than just an automated booking receipt. As the business looks forward to the upcoming SBA Awards ceremony, they are keeping their focus on what they do best: helping guests enjoy everything Norfolk has to offer.

The UK economy unexpectedly failed to grow in January, ahead of the outbreak of the Iran war. Official figures revealed zero growth for the month – a much weaker figure than had been predicted and followed sluggish growth of 0.1% in December. The Office for National Statistics (ONS) described the figures as "subdued" and industry analysts said the economy was ‘flatlining’. The figures cover a period before the outbreak of Middle East conflict in Iran, which has caused a major energy price shock that could have a ripple effect on economies around the world. In response to the figures, Chancellor Rachel Reeves said: "Our economic plan is the right one, but I know there is more to do.” Analytics expert Raj Abrol, CEO, Galytix said: “When risk and uncertainty are at the top of the economic agenda, financial stagnation will inevitably become the new normal. In an increasingly complex world, mastering AI to navigate investments and assess market volatility will be an essential step forward, allowing organisations to manage and deploy capital as well as planning future investments and building accurate risk profiles.” Meanwhile Kenny MacAulay, CEO of Acting Office, a software platform for accounting practices added: “Businesses are facing the perfect storm of soaring hiring costs due to NI increases, AI disruption and geopolitical uncertainty, all of which have seen growth flatline. In uncertain times, firms will need a radical rethink of traditional business models, centralising tech systems to reduce costs and operate more effectively." "The fear for many is that this is just the beginning of an economic cliff edge and the government will have to move quickly to reassure nervous business owners that it has their back in difficult times.” The ONS said the services sector showed no growth in January, while production fell by 0.1%. Meanwhile the construction sector grew by 0.2%. In the three months to January, a less volatile measure in comparison to the monthly numbers, GDP grew by 0.2% - up from 0.1% in the three months to December.

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

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

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

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

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

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

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

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