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

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

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

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

In today’s marketplace, a brand is far more than a logo or a tagline—it is the story that communicates who you are, what you stand for, and why you exist. For family businesses, crafting a coherent brand narrative is not simply a marketing exercise; it is a strategic imperative. It defines differentiation, builds trust with customers and partners, and creates a unifying thread internally that connects employees to a shared purpose. Family businesses enjoy a unique advantage in developing a narrative. They can draw on heritage, values, and legacy to create authenticity in a way that corporate peers often struggle to achieve. A well-articulated narrative tells the story of where the business has come from, where it is today, and where it intends to go. It links past achievements to present capabilities and future ambitions, providing stakeholders with a sense of continuity and purpose. Yet a brand narrative is more than aspirational language. Customers, employees, and partners are astute and can quickly detect inconsistency. The story must therefore be grounded in the family’s values, operational strengths, and strategic ambitions. It should showcase achievements, highlight what differentiates the business, and demonstrate purpose in action, while remaining flexible enough to evolve as markets, society, and the business itself change. Internal alignment is as critical as external perception. Employees need to understand the narrative, see how their roles contribute to it, and feel empowered to tell it themselves. Leaders, both family and professional, must embody the behaviours and priorities that underpin the story. Without this coherence, even the most carefully crafted narrative risks being hollow and ineffective. Finally, measurement and evolution are essential. A brand narrative is not static. Boards should monitor market perception, employee engagement, and stakeholder feedback, adapting the story to reflect the company’s growth, changing expectations, and evolving societal trends. When done right, the narrative does more than communicate; it reinforces culture, drives engagement, and safeguards the family legacy. Board-Level Discussion: Strategic Questions For Developing A Brand Narrative As a board, the discussion should start with the purpose of the narrative. How does it reflect the family’s values, mission, and long-term aspirations? Does it align with the business strategy while clearly differentiating the company in its market? Leaders should challenge whether the story captures both the heritage that sets the business apart and the forward-looking ambition that ensures continued relevance. Heritage and storytelling naturally follow . Boards should consider which elements of the business’s history are most powerful in shaping identity. How can those stories be communicated in a way that resonates with contemporary audiences without relying on nostalgia alone? It is equally important to ensure the story is authentic and supported by tangible examples rather than simply aspirational claims. Stakeholder relevance must be front of mind . Who is the narrative for, and how will it engage different audiences—customers, employees, suppliers, and communities? Boards should explore whether the story is inclusive, accessible, and meaningful to all stakeholders, ensuring that each group sees their connection to the business. Consistency and delivery are key to credibility . How will the narrative be communicated across all touchpoints, from marketing and digital channels to leadership communications and employee interactions? Boards should examine the role of leaders in modelling the brand story and the mechanisms in place to ensure employees understand, embrace, and articulate it confidently. Authenticity and credibility must be safeguarded . Claims about values, culture, or social impact need to be demonstrably true. Boards should consider how to verify these proof points and prevent the narrative from being perceived as marketing spin. Honest reflection on both strengths and challenges reinforces trust . Monitoring impact and adapting the story over time is essential . Boards should agree on how they will track engagement, perception, and effectiveness. How will feedback inform refinements, and what measures will indicate alignment with stakeholder expectations? This ensures the narrative remains relevant and credible as the business evolves. Boards must consider risk and legacy . Are there aspects of the story that could create reputational exposure if misunderstood? How does the narrative communicate continuity across generations, supporting both succession planning and long-term brand equity? When these considerations are addressed, the brand narrative becomes a strategic tool, uniting employees, differentiating the business, and reinforcing the family legacy for generations to come.

Often overlooked, UK immigration compliance is an area of reputational risk brought on by increased Home Office scrutiny and enforcement action against organisations with civil and criminal penalties for breaches of immigration duties. Against the backdrop of the UK’s evolving immigration regime, compliance has become a core strategic risk requiring oversight at board level, shifting from an HR function to a strategic governance issue. Breaches often develop quietly, through staff turnover, system and regulatory changes, human error and assumptions. The bar has been raised with digital reforms and stricter legal interpretation which mean that failures of any sort can now expose organisations to serious reputational, operational and financial risk. Understanding why this shift has occurred and how organisations must respond is now critical for any business reliant on overseas talent. The political direction is unequivocal, as set out in the Home Office white paper ‘Restoring control over our immigration system’, with enforcement data demonstrating a clear escalation in action. Between July 2024 and December 2025, immigration enforcement teams raided more than 17,400 businesses, representing a 77% increase on the previous period. These operations resulted in over 12,300 arrests and more than 1,700 deportations. Sponsor licence holders have been a particular focus, with suspensions and revocations reaching record levels. This rise in enforcement is being driven by structural changes that materially increase the immigration compliance burden on employers. The mandatory transition to eVisas and the phased removal of physical Biometric Residence Permits require organisations to adopt Home Office approved digital right-to-work systems, increasing exposure to internal process failure. At the same time, changes to the Immigration Rules have heightened the risk of inadvertent non-compliance, particularly in relation to salary and role changes, for organisations holding sponsor licences. Immigration compliance is now a fast-moving risk with immediate operational, financial and reputational consequences, placing it firmly on the board agenda. Compliance risks All UK employers are required by law to comply with the prevention of illegal working regulations. Employers must fulfil their obligations, with ignorance being no defence. Employers can still be found liable even if they were employing illegal workers unknowingly. Right-to-work checks remain the first line of defence. If conducted correctly, they provide a statutory defence against civil penalties. In practice, however, the process has changed significantly. For most non-British nationals, checks must now be carried out online. Manual document checks are no longer valid in most cases. The consequences of getting this wrong are severe. Civil penalties can reach £60,000 per illegal worker. These penalties are applied even where the failure is administrative rather than deliberate. Sponsor licence compliance adds a further layer of risk, requiring sponsors to fulfil strict responsibilities and duties. These must be maintained within strict deadlines via the sponsor management system, ensuring that sponsored roles remain genuine, appropriately skilled and paid at compliant salary levels in line with the relevant Standard Occupational Classification code. Sponsors must also cooperate fully with the Home Office, respond promptly to information requests and comply with audits, which can take place with little or no notice. Failure to fulfil these duties is treated as a breach and can result in suspension, downgrading or revocation, often with immediate and far-reaching consequences for the sponsored workforce and wider business operations. While civil penalties alone can be significant, the wider operational consequences are often more damaging. A suspended sponsor licence prevents an organisation from hiring new overseas workers. Revocation requires existing sponsored workers to potentially leave the UK, disrupting teams, contracts and revenue streams. Reputational risk is also heightened as the Home Office continues to publish details of non-compliant employers, and enforcement action can undermine investor confidence, client relationships and the organisation’s ability to attract and retain talent. Perhaps most critically, immigration risk becomes more acute during periods of corporate change. Important to note, sponsor licences do not automatically transfer following mergers, acquisitions or restructures. In a share sale, the existing licence will usually become invalid, requiring a fresh application. In an asset sale under TUPE, employment contracts may transfer, but sponsorship does not. The new employer must already hold, or rapidly obtain, a new sponsor licence. Even internal group reorganisations that alter direct ownership can trigger the same obligations. These issues are frequently overlooked until late in a transaction, at which point non-compliance can delay completion or expose the business to immediate enforcement action. Despite the significant risks, immigration compliance failures most often arise from ordinary business pressures rather than deliberate wrongdoing. Common causes include inadequate record-keeping, missed reporting deadlines, insufficient training on digital systems and reliance on outdated assumptions that right-to-work checks are “once and done”. Structural changes such as relocations, role adjustments or corporate reorganisations frequently trigger reporting obligations that go unnoticed. Staff turnover within HR or recruitment teams can further exacerbate the problem, leaving knowledge gaps that only become visible during a Home Office visit. Boards should recognise that these are risks that require proactive governance and carry out regular audits, training, integration into corporate planning, and invest in technology and expert guidance. As legal expectations evolve with digitalisation and intensified enforcement boards must treat compliance as a core responsibility, embedding oversight into corporate planning, transactions and daily operations. By doing so, organisations safeguard access to the global talent essential for innovation and long-term competitiveness. By Lisa Uttley, Immigration partner at Gherson Solicitors LLP

Entrepreneurs across the UK are racing to reshape their financial strategies ahead of expected tax and policy changes, according to research from Brown Shipley, the UK wealth manager and subsidiary of Quintet Private Bank.   Changes announced in the November 2025 UK Budget have triggered a surge in activity among business owners. New data shows that more than a third (35%) of entrepreneurs plan to accelerate profit extraction ahead of the April 2026 dividend tax rise, bringing forward income while current rates remain more favourable. The Budget confirmed that, from 6 April this year, dividend tax rates for basic and higher-rate taxpayers will increase by two percentage points.   The Budget also introduced a new £2,000 annual cap on salary-sacrifice pension contributions that are exempt from National Insurance, due to take effect from April 2029. In response, nearly a third (31%) of entrepreneurs say they expect to scale back employee pension provision, a shift that could materially reshape benefits structures across smaller, founder led businesses.   Exit plans are also shifting. A third (33%) of entrepreneurs say they are now less likely to use Employee Ownership Trusts following reductions in Capital Gains Tax relief, prompting a reassessment of succession routes that had previously gained strong traction.   Meanwhile, confidence in long-term planning remains subdued. Just 29% say the recent Autumn Budget has increased their confidence, while nearly as many (26%) report it has weakened it.   There is evidence of declining sentiment across other key indicators. Among entrepreneurs, confidence in their business as the primary store of wealth has fallen from 48% to 41% in the past year, signalling growing unease about the durability of enterprise driven wealth. Alignment between personal goals and business plans has also weakened, falling from 54% to 48%, suggesting entrepreneurs are finding it increasing challenging to balance long term ambitions with short term pressures.   Concerns about 2026 risks are also elevated. 50% of entrepreneurs report being concerned that market volatility will impact their ability to preserve their wealth in 2026, compared with 41% of the wider wealthy UK population. A similar pattern emerges around tax changes, with 51% of entrepreneurs expressing concern about the impact this will have on their ability to maintain their wealth, versus 41% overall.   Yet despite heightened levels of caution and weakening sentiment, many entrepreneurs are taking decisive action. Faced with rising uncertainty and a tightening tax regime, entrepreneurs are acting early and reshaping their financial architecture to stay resilient in a more demanding environment.   Katrina Johnson, Head of North Region at Brown Shipley, said: “Entrepreneurs are reading the signals early. We are seeing a cohort that is not waiting for tax changes to take effect – they are already adapting how they extract profits, structure benefits and plan exits." “Confidence has clearly softened, and heightened concern around volatility and tax risk is driving a much more proactive mindset. These business owners are reshaping their financial architecture now to stay agile in what they expect will be a more demanding and less predictable environment.”

For many family-owned businesses, a full sale is not the goal. The founders (and often the next generation) want to realise some value, de-risk personally, and fund the next stage of growth, while keeping the family’s name, culture and long-term decision making at the centre of the business. A minority investment (selling less than 50%) can be a compelling route to achieve exactly that. This “partial exit” trend also fits the current UK deal environment. Advisers are forecasting increased M&A activity and continued buy-and-build strategies in the mid-market. Investors are also placing greater emphasis on AI-ready business models and ESG-driven investment themes, which can shape both valuation and buyer appetite. Why Families Choose A Minority Investment A minority deal can be attractive where a family wants to: De-risk without exiting: the founders may want some liquidity now but still enjoy the upside of future growth (and potentially a larger second sale later). Fund growth without overleveraging: a minority investor can inject capital for expansion, acquisitions, new sites, product lines or technology upgrades, without loading the business with excessive debt. Professionalise without “handing over the keys”: many investors bring discipline around reporting, KPIs and strategic planning, but the family can ultimately remain the controlling shareholder. From a family perspective, this can feel like the best of both worlds: liquidity and momentum, while maintaining identity and custodianship. What “Control” Really Means In A Minority Deal Families often think in percentages: “We’ll keep 60%, so we’re in control”. In practice, control is negotiated through governance and decision rights as much as shareholding. A useful way to frame it is: what decisions could you live with the investor influencing, and which are non-negotiable for the family? That thinking should drive how the investment is structured. In many family companies, the starting point is to ensure the constitutional documents support the intended balance. Articles of association for limited companies should be checked to determine whether they contain restrictions on share transfers (so shares can pass as intended under a will, but also to ensure the company has control over who becomes a shareholder). Many founder-led businesses also fail to check that their constitutional documents allow the appointment of another director if a sole director dies or loses capacity, so the company can continue to operate (or be wound up in an orderly way). The Deal Issues That Matter Most (and how to approach them) Below are the areas that typically make or break a minority deal for a family business. Valuation and structure : minority investors may invest via ordinary shares, preference shares, loan notes, or a mix. The structure affects control, economics and tax outcomes. It also influences “who wins” if things go wrong. Reserved matters (veto rights): expect a list of decisions that require investor consent (major capex, acquisitions, hiring/firing senior management, budgets, dividends, debt, changes to business plan). The key is ensuring the list is proportionate: investor protection is legitimate, but families should avoid giving away a veto over day-to-day control. Board composition and information rights : a minority investor may ask for a board seat (or observer) and enhanced reporting. This is often reasonable, but it must work with family dynamics and confidentiality (particularly where different branches of a family are involved in different capacities). Future funding and dilution : if the business later needs more capital, how is that funded? Do existing shareholders have pre-emption rights? Is the investor allowed to force an equity raise that dilutes the family? Getting this right is crucial. Exit mechanics (the “second bite”): minority deals are usually designed with an eventual exit in mind. Families should understand early what triggers a sale process and what happens if the investor wants liquidity, but the family does not (or vice versa). Getting The House In Order Before You Raise Money Family businesses are unique because the overlap between family and business roles can be emotionally charged and can blur decision-making. In practice, preparing for a minority investment often means: Refreshing the articles/shareholders’ agreement (and stress testing what happens on death, incapacity, divorce, or a family member's exit) Tightening governance and reporting so diligence runs smoothly and the business is “investor ready” Aligning family shareholders on non-negotiables (even if not everyone is operationally involved). About the Author - Phillip Hopkins, is a Senior Associate at Birketts .Birketts’ family-owned business team recognise that these overlaps can create challenges, and that having advisers who understand the characteristics of family enterprises can make the difference in strategic decisions such as growth and sale.

Women are just as likely as men to plan their finances carefully but are significantly less likely to feel confident managing investments, new research from Rathbones, one of the UK’s leading wealth and asset management groups, suggests. A nationally representative survey of 3,092 UK adults with investable assets from £25k to over £2.5 million shows that while women are highly engaged when it comes to saving, investing and pension planning, they tend to be more cautious, less confident and more likely to doubt their investment knowledge than men. That confidence gap has real-world consequences. HMRC data shows around half a million more men than women subscribe to Stocks & Shares ISAs, with roughly 1.8 million men compared with 1.3 million women investing through the tax efficient wrapper. By contrast, women dominate Cash ISA ownership, with around 4.0 million women subscribing compared with 3.1 million men. Despite this, the Rathbones research suggests that the gender investing gap is driven not by apathy, but by confidence, perceptions of risk and access to support - an issue that remains particularly relevant ahead of International Women’s Day (8 March). With interest rates expected to ease and more savers needing investment growth to protect long-term wealth, confidence gaps risk becoming lasting wealth gaps. A confidence gap — not an engagement gap Careful planners, lower confidence: More than eight in ten women (83%) say they carefully plan their savings, investments and pensions, broadly matching men (86%). Engagement does not translate into confidence: Around two thirds of women (67%) say they feel confident managing their savings and investments, compared with four in five men (80%) — a gap of around 13 percentage points. Women more likely to question their knowledge: Over a third of women (36%) say they lack the knowhow to manage their investments themselves, compared with 23% of men. Risk appetite drives divergence: Four in ten men (40%) say they are happy to take a high level of risk to achieve a high return, compared with one in four women (25%). Perceptions of risk differ: Around 35% of women say stocks and shares are too risky, versus 23% of men. Rebecca Williams, Financial Planning Divisional Lead at Rathbones, says:  “Taken together, the findings challenge outdated assumptions that women are uninterested in investing. Instead, they show women are active and engaged planners who often approach investing more cautiously - largely due to lower confidence rather than lack of interest." “Women are CFOs of their own lives every day, this isn’t a matter of capability. It’s about having access to the right resources, information and support to give women the confidence to make investment decisions."    “With women typically earning less over their lifetimes, taking more career breaks, living longer and retiring with smaller pension pots, this information gap risks compounding existing financial inequalities over time.” Rather than avoiding investing altogether, the poll suggests women are more likely to seek guidance, reassurance and a relationship-based approach. Six in ten women say they want a personalised service from someone who knows them. Nearly threequarters of women (73%) say they are happy to pay for financial advice if it delivers a better outcome, compared with 56% and 70% of men, respectively. Other notable findings Values matter more to women: Around one in three women (34%) say they would prefer to invest in ethical or sustainable investments even if it reduced their financial return, compared with 29% of men. Information gaps persist: More than one in four women (26%) say they usually don’t know current interest rates or return levels, versus 17% of men. Joanna Pennington-Jones, Senior Investment Director at Rathbones, says: “Through our Female Financial Awareness Courses, we regularly hear from women who want to feel better informed and more confident about their investments and savings." “International Women’s Day is a reminder that women aren’t disengaged from investing — they’re engaged, but often less confident. Improving access to clear information, personalised advice and supportive investment solutions, particularly for those taking their first steps into investing, could play a vital role in narrowing the gender wealth gap and helping women turn careful planning into long-term financial confidence.”

The LEGO Group announces an expansion of its carbon removal portfolio, as it continues to assess how quality carbon removal actions can help address larger global climate goals. Building on earlier carbon removal commitments, the LEGO Group will invest an additional DKK 18 million to four carbon removal projects in partnership with Climate Impact Partners and ClimeFi, taking the total commitment in carbon removal to DKK 54 million. Annette Stube, Chief Sustainability Officer at the LEGO Group, said: “This purchase highlights our commitment to testing a broad range of credible pathways for nature and tech-based carbon removal. As the programme expands, it is helping to strengthen our understanding of different approaches and inform future decision-making on how carbon removal may complement our wider climate goals." "While reducing emissions in our own operations remains our priority, this programme allows us to work with expert partners and contribute to solutions that may help scale effective climate action over time.” Nature-based solution in Mexico The LEGO Group is furthering existing support for large-scale reforestation projects, this year in Quintana Roo State, Mexico, delivered in partnership with Climate Impact Partners. With a manufacturing site in Mexico, the expanded portfolio enables the LEGO Group to support carbon removal projects in countries where the company has a local presence. The Quintana Roo Restoration project, developed by Canopia Carbon, restores degraded tropical forest across more than 14,000 hectares through activities including tree planting, species recovery, fire prevention, community management programmes and long-term monitoring. The project contributes to biodiversity protection and delivers social benefits for local communities, with more than 20% of the project budget allocated to job creation and income generation through local employment. Sheri Hickok, CEO at Climate Impact Partners, said: “We are proud to continue our partnership with the LEGO Group, delivering high quality carbon projects that drive meaningful outcomes for climate, biodiversity and communities. The LEGO Group’s approach highlights how companies can partner with experts to build robust, credible climate strategies that translate ambition into action.” Expanding technology-based solutions The company is also expanding its portfolio of existing technology-based carbon removal solutions with ClimeFi, through three new projects. Each represents a different emerging approach with varying durability profiles. The supported technology includes: Biomass geological storage: uses slurry injection technology to store carbon-rich organic waste deep underground. Mineralisation: converts CO₂ into manufactured limestone using reactive waste materials, creating useful building materials. Marine carbon dioxide removal: removes carbon dioxide through wastewater alkalinity enhancement, converting organic carbon into inorganic carbon for long-term storage in the oceans. Paolo Piffaretti, CEO and Co-Founder at ClimeFi, said: “We are pleased to grow our partnership with the LEGO Group through these latest carbon removal initiatives. By working together, we are supporting the commitments required to scale the industry and accelerate real climate progress.” Together, this broad range of projects reflect the LEGO Group’s recognition that no single pathway can solve the problems of climate change alone. The LEGO Group’s goal to reduce carbon emissions from its global operations includes exploring a wide range of solutions both within and beyond its value chain, to help build a more sustainable future for children. For more information visit here . Photo : Birds eye perspective image of biomass geological storage

Every story has a narrative, a history and a journey and The Cleenol Group is no exception. Celebrating 75 years as a family business but with an entrepreneurial journey that dates back to the 1700’s this is an authentic story of drive, determination and plenty of ups and downs too. Paul Andrews spoke to the fourth generation Managing Director, Sam Greaves to find out more. Sam, like generations before him is entrepreneurial in nature with a desire for continuing development of the business and the team that runs it with a view to passing the business on to the next generation in due course. As he explains, “the business evolved and adapted over time from a timber merchant in the 1700’s to involvement with constructing canals, transportation of goods on the canals, to fuel for the vessels and then on to working with Shell to eventually manufacturing the first washing up liquid for them and then branching out on their own manufacturing journey that started 75 years ago.” Today, Cleenol is recognised as one of the UK’s leading manufacturers and suppliers of quality cleaning and hygiene products. They are known for their top-quality hand sanitisers, British Nova floor care range, Evolution super-concentrate cleaning products and their own brand/private Label offering. They manufacture, warehouse and distribute high-quality products through an efficient and personal service. With a key focus on improved product performance, increased safety and environmental credentials and enhanced customer benefits. For Sam, like many next generation members, his route into the family business was not a straightforward one and there were certainly some challenges along the way. Sam had grown up knowing about the family business which was run by his father and his grandfather. Sam comes from a large family. He himself is one four siblings, his mother is one of five, his father was one of four and his grandfather was one of five as well. As Sam adds, “This is important because our family and the business became intrinsically linked with many of the family relying on the business for income and over time this became a key issue that would need to be resolved.” After completing his degree Sam started working in sports marketing for the England and Wales Cricket Board, a role that he thoroughly enjoyed before being asked by his grandfather to join the business. The decision was made for him, but he was still asked to attend a meeting with the board, despite everyone knowing that he had accepted the position and was starting with the business. “It was a lightly surreal experience and I was given quite a grilling by the board despite the fact that they knew I was already joining the business,” continues Sam, “but I joined and started working with my father and grandfather. It was by no means easy and the working environment was not one that I enjoyed and after a year I quit and decided to do my own thing. I moved to Dubai and set up my own business.” “Work was going well until I received a call to inform me that I was needed back in the business as my grandfather was unwell and my father’s health was deteriorating, and issues had been identified that needed to be sorted. I gave it a lot of thought and before accepting a role made it clear that I would only return if I owned a majority of the voting shares in order to mitigate any disruptions with other members of the family when key decisions had to be taken and implemented. My request did not sit well with all of the family. This came to a head with challenges from family members threatening to go to court if the deal was agreed with a challenge to be made on the ability and capacity of my grandfather to make such a decision,” continues Sam. Sam thought long and hard about his future and the role within the family business and after plenty of deliberations and agreement to the majority shareholding, returned to work in the family firm. Sam soon realized that the challenge was bigger than he thought and he began to question whether he had made the right decision. “Each day we uncovered more challenges that had to be addressed which were all the result of the imbalance on family and their impact on the business,” continues Sam. “The lack of investment in the business and our people over a long period of time had created an unhealthy environment, a culture where bullying was evident, and people had created their own empires within the business. Staff were looking out for themselves and there was no clear direction. We went into survival mode. I found coping mechanisms and internalized a lot of things, but we got through the difficult days although not without having to make some tough decisions along the way, some of which we are still dealing with today.” In hindsight, the early days were when Sam started to put his stamp on the business, engineering a way forward that empowered the management team, supported the staff and started to create the culture that is palpable within the company today. “I wanted to work in a business that does the right thing and supports our employees. Without a business there is no family business and to me, with 100 staff working for us and responsibility for their families, it is important that we care, not as a token gesture but within the way we do what we do and how we do it. Our values shape the way we operate as a business too.” Sam is passionate about mental health and wellbeing, community and giving back and has driven change, creating a different culture within the business based on values and purpose. “We have worked hard to give employees a good place to work that is safe and offers a good career path too,” explains Sam “where we put the business needs first. A good example of this is one of the maintenance engineering team wanted to take a few days holiday to take get his driving license and test but the business wanted to support him and rather than using up holiday we saw the benefit in him passing as it would remove the need for someone else to drive him between the sites so it was a good investment and helps the business too. We support our staff to be the best they can and support them as they develop too,” adds Sam. As an entrepreneurial family owned business Sam has a good team around him. Soon to be the father of 4 himself, he recognizes the need to balance family and business, personally and professionally. “Boundaries are important and getting the balance right is important. We are exploring the opportunity of a four-day working week to give our staff more time to spend with their families and have been monitoring the impact of this with other firms. I am a keen advocate of ways of working that work for the business and the individual and it is important that they are embraced from the top down too,” explains Sam. Like many other family firms, giving back to the community and supporting the local area is important to Sam and the business. “We like to get involved and support the community and for our 75th anniversary have plans to undertake 75 events to raise £75,000 for charity to mark the occasion. This will not only help us to forge relationships within the business but also demonstrate the support of where we live and work too, making a real difference in the process. Family and community are integral to who we are as a business and help define our purpose as a result.” Sam has been on quite the next generation journey but it is by far from over. He is a life-long learner, constantly keeping up to date with trends, ideas and innovations, exploring how they can be embraced and incorporated into the Cleenol way of working to make a difference. Sam wants to make a positive impact on the business and the way it engages the people within it, the industry and the broader community. The change over the years that he has been involved has obviously made a big impact on the culture at Cleenol and his journey is one that he is willing to share to help others learn from his experiences. A great advocate of family, Sam has one eye on the future too. With young children of his own he is clear that he wants to build a better, sustainable business for generations to come and who knows, when the time is right, one of the next generation will step up to take the business on the next stage in its journey. They are too young at present and Sam still has a lot that he wants to continue to do to pass on the business in a better position to the one that he took on all those years ago. One thing is for sure, Sam and the team have turned the business around, are focused on the future and Sam no longer has days when he questions why he got involved with a business that had so many challenges. The culture has changed under his direction and the future is bright. It is true to say that they are achieving their aims, to create a family business that is contributing to a cleaner, safer, kinder world for generations to come.

Lamberts was founded in 1963 by the Grandfather of the current Managing Director, Trina Beare, back in 1963. Paul Andrews spoke to Trina to find out more of their journey as a family firm. Henry Beare founded the business and started what has been a stalwart of the Norwich business community ever since. During the war he was responsible for setting up radar stations on the east coast and worked in Norwich for a business that sold bricks and mortar products before taking on the responsibility for selling ancillary products within the same company prior to setting out on his own in 1963. His son, Trina’s father, Tim, who studied science at St Andrews University and worked elsewhere until joining the family firm in 1973 when his father invited him to join the company. The first transition was not an easy one, as is often the case with family firms, where the founder who had the vision finds it hard to let go and step back. For Trina, the lessons learned in that first transition were the catalyst for a different approach when she got involved and her father, and the strength of their relationship as father and daughter, made it easier. Trina pursued an education of her own studying business at University before getting married and having a family of her own before considering employment and she was fortunate to be looking for work when the business had a role in the purchasing department at Lamberts. As Trina explains, “It was a real learning curve for me as I was young and had never worked before so I was shy and didn’t even want to answer the phone but the role fitted around me being a Mum and juggling responsibilities and I was able to gain a great insight into the business too. Over time, as the kids moved from nursery to school and their school days got longer, I was able to work longer hours and get more involved too, doing some marketing, IT and even selling out on the road too.” Trina grew in confidence and gained great experience into all aspects of the business and then one day her Dad called her into the office to tell her something. As Trina continues, “Dad and I have a great relationship but he had not been well and had clearly been considering his future and that of the business and there and then he made me a Director of the business. Up until this point I was not sure what I was going to do so considered the offer and decided that it was the right opportunity for me and that I was prepared to become the third generation of the family to run the business.” The business had grown but when Trina became a director the existing management team were of an age where they were considering their futures and as the business with an ageing management team was not attractive to external buyers, the next stage in the family business journey was decided and Trina stepped into the lead role. Changes followed which were not welcome by everyone involved but Trina pursued the need for innovation and growth and continued to make a positive impact on the business, bringing in her own management team as others decided it was no longer for them. One of the longest serving employees, Neill Ives, who had been a loyal servant to Trina’s father, became an integral part of the management team and id due course was promoted to Joint Managing Director alongside Trina. Hindsight is a wonderful thing and Neill and Trina both appreciate the journey that they have been on. As Trina adds, “When I took on the business there were 47 staff and they had been with the business a number of years. I had to look at the business, where we were going, and create my team and the culture that I wanted within the business too. Neill and I have worked closely over the years to go back to basics, embed the family values and our philosophy into the business and bring in people to work with us that share our goals. There have been challenges along the way, like there are in other family firms, but we have done what we set out to do and created a business that embodies all that we stand for.” Trina is a great example of a leader that knows what she wants and that recognises the need to build a core team around her to deliver the vision, something that is evident the moment you enter the business. Engaged and empowered staff who are continuing the legacy of a business that was created sixty years ago, focused on the needs of their customers and being true to their underlying family values. Trina and Neill know only too well the importance that strong family values can play in the success of a business and continue to embrace these values as they drive forward the next chapter in the journey of the family business. Many family firms struggle when they get to the third generation for a number of reasons, not least due to poor communication, lack of shared purpose and a growing shareholder base but for Trina, there are a number of core reasons as to why Lamberts have been successful: 1. Being an independent business means that you can react quickly to challenges by making and acting on decisions at speed. 2. Working as part of a small, close-knit organisation offers an environment that nurtures clear communication from management. Staff feel valued and engaged meaning loyalty is high. Over 50% of our team at Lamberts has been with us for 20 years or more and has over 400 years of combined service. 3. Customer loyalty is high when a business has been in the same family for multiple generations. The customers know who you are, often personally, so keep coming back, while recommending you to their own family and friends. Trust in the reliability and quality of products and services comes when customers know that they are, and always have been, the top priority of a business and that they are in safe hands. 4. Over the years you become a part of the local community, building relationships and trust with local people and customers. They want to see you succeed and invest in your success by using your products and services. 5. Multi-generational family businesses will have weathered many storms so can call on previous situations and challenges in the history of the business for advice and guidance. The foundations put down by the generations in the past help to sustain the business for the future. Today, Lamberts remains an Independent Industrial Distributor which strives to maintain the best traditions of personal service, coupled with the efficiencies gained from advanced technology. As a business they have continued to invest in delivering to customers, constantly in their people and computer technology that has resulted in a Single Sourcing supply package that is unique to their operation, and ensures in-depth knowledge of their extensive product range, which includes Pipes, Valves, Fittings, Hand Tools, Powers Tools, Fasteners, Lubricants, Workwear and Safety Wear. Trina is rightfully proud of the journey that she has been on and the impact that she has had in shaping Lamberts into the business that it is today. As she concludes, “The journey has not always been easy and there have been plenty of challenges but it fills me with pride that the business started by my grandfather sixty years ago this year is still delivering a first class service to our customers and is continuing as a family business. Our name is recognised locally and we take pride in the role that we continue to play by providing employment to local people. We take out responsibility seriously too. We are proud of where we have come from and are looking positively to the next chapter in the Lamberts journey too.” Find out more by visiting their website here