Arco, the UK's leading safety expert, has reduced its carbon emissions by 21.2 per cent in a single year, its biggest annual decrease to date. The reduction in Scope 1 and 2 greenhouse gas emissions substantially outperformed Arco’s 5.5 per cent target, and is a significant step towards the company’s goal of net zero emissions by 2045. The record carbon reduction is one of several significant achievements highlighted in Arco’s 2024 Sustainability Report, released today. The 2024 report shows considerable progress in the company’s sustainability strategy, A Safe Tomorrow, which sets out Arco’s aims to have a positive impact on people and the planet, while helping customers meet their own sustainability goals Initiatives such as the installation of solar panels on Arco buildings have helped the company reduce its reliance on fossil fuels and cut its carbon footprint over the past year. Focusing on efficient use of water in its global operations has also seen Arco reduce its water use by 22.6 per cent. In 2025, Arco will take this commitment to carbon reduction further by setting science-based targets in line with the Science Based Targets initiative (SBTi), including for Scope 3 emissions related to manufacturing, transportation and end-of-life product management. Responsible Choice Importantly, Arco reduced carbon and water use while increasing sales of its Responsible Choice ranges of PPE and workwear by 200 per cent. These products feature verifiable sustainability claims or independent certifications, making it easier for businesses to buy more responsible products. Arco also hit its annual target for use of “Better Textiles”. These more sustainable textiles made up 10 per cent of Arco’s total textile sales in FY24, and the company aims to increase this to 17.5 per cent by 2025, aligned with The Waste and Resources Action Programme (WRAP) Textiles 2030 initiative. Circularity And Digital Innovation Working with customers and stakeholders, Arco is driving product circularity, developing closed-loop systems, expanding recycling and take-back schemes and providing garment life-extension services, such as laundry and repair. The company has also invested in its digital capabilities to improve sustainability, utilising data-driven insights and embedding traceability and transparency in its Responsible hi-vis and workwear ranges. Less Waste And Packaging Arco has continued to reduce packaging and waste, removing single-use plastics and moving to more plain cardboard packaging. In FY24, the company recycled about 90 per cent of cardboard, plastic, clothing and building waste produced at its premises. Commitment To Communities Activity such as volunteering and other support for charities saw Arco generate £39.3 million of social value in FY24, including £4 million in Hull and East Yorkshire. The company has continued to support long-standing partners such as Macmillan Cancer Support and in May 2024 launched a new partnership with The Mental Health Foundation. Guy Bruce, Chief Executive Officer at Arco, said: “At Arco, sustainability is at the heart of everything we do. From the energy powering our buildings, to the materials that make up our products, to the way we work with our suppliers, we’re always thinking of new ways to help secure a safer tomorrow." “As Experts in Safety, Arco’s core purpose has always been to keep people safe at work. And with a clear commitment to sustainability and social responsibility, we truly believe we can help secure a safer tomorrow for people, businesses and the planet.” Arco Sustainability Report visit here.

The later timing of Black Friday in 2024 meant that it does not fall into this month’s figures, but is included in last year’s comparable, exacerbating the year-on-year decline. Covering the four weeks 27 October 2024 – 23 November 2024 According to BRC-Sensormatic data: Total UK footfall decreased by 4.5% in November (YoY), down from -1.1% in October. High Street footfall decreased by 3.7% in November (YoY), down from -3.6% in October. Retail Park footfall decreased by 1.1% in November (YoY), down from +4.8% in October. Shopping Centre footfall decreased by 6.1% in November (YoY), down from -1.6% in October. Footfall decreased year-on-year for all four nations, with Northern Ireland falling by 2.8%, England by 4.2%, Scotland by 6.8%, while Wales experienced the biggest decline at 7.1%. Helen Dickinson, Chief Executive of the British Retail Consortium, said: "Footfall took a disappointing tumble in November, as a later-than-usual Black Friday and low consumer confidence meant customers were hesitant to hit the shops. Some northern cities also suffered particularly badly due to Storm Bert, which caused travel disruption towards the end of the month. Retailers remain hopeful that the Black Friday and Christmas sales will help to turn around the declining footfall seen through most of 2024, crucial as we enter the “golden quarter." "Retail not only contributes to the economy of local areas but is essential to everyday life in communities across the country. New costs bearing down on retailers in 2025, including from rises in Employer National Insurance, National Living Wage, and packaging taxes, means investment in jobs, stores, and high streets will likely be curtailed. If the Government wishes to bolster footfall and the growth and investment that would come with it, it must help retailers mitigate the impact of the £7 billion additional costs they face from next year.” Andy Sumpter, Retail Consultant EMEA for Sensormatic, commented: "Retail store visits dipped in November as consumer confidence remains volatile, perhaps not helped by post-Budget spending jitters and shoppers withholding festive purchases, opting instead to shop around for the best prices or hold out for further discounting. This lacklustre footfall performance will have come as a blow for many retailers, who would have been counting on getting early Christmas trading results under their belts before the start of advent." "However, it’s worth noting that these figures do not include Black Friday and the Saturday of the Black Friday weekend - tipped as one of the top busiest days for store shopping during peak trading - which will hopefully jump start seasonal shopping. Now, all eyes turn to December, where retailers hope to make up for lost ground and turn around their festive fortunes. This will rely not only on effective merchandising and shored up inventory availability, but on building the compelling and immersive experiences that bring the seasonal magic to life in-store.”

Sentiment amongst retailers about their business situation over the next three months fell at the fastest pace for two years in November, according to the CBI’s latest quarterly Distributive Trades Survey. Retail sales volumes declined moderately in the year to November, with retailers judging sales to be “poor” for the time of year, to a similar extent as the previous month. Looking ahead to December, retailers expect annual sales growth to deteriorate. Volumes are set to remain below seasonal norms next month, albeit to a lesser extent than in November, with retail firms anticipating a rise in online sales. Weak consumer demand and falling confidence in their business situation is reflected in retailers’ investment plans. Firms expect to scale back capital expenditure for the next 12 months (compared to the past 12 months). Employment in the retail sector fell in the year to November at the slowest rate for a year, though retailers expect headcount to be broadly unchanged in the year to December. Key Findings: Retail sales volumes declined at a moderate pace in the year to November (weighted balance of -18% from -6% in October). Retailers expect sales to decline at a faster pace next month (-29%). Sales volumes for the time of year were judged to be “poor”, to a broadly similar extent as in October (-22% from -25% in October). Sales are set to remain below seasonal norms in December (-15%), albeit to a lesser extent. Sentiment amongst retailers about their business situation over the next three months further weakened in November (-21%, from -13% in August, and the weakest balance since a reading of -22% in November 2022). Retailers expect to reduce investment in the next 12 months (compared to the past 12), though to a lesser extent than in August (-27% from -35% in August). Retail employment declined in the year to November at the slowest rate since November 2023 (-18% from -25% in August). Headcount in retail is expected to be broadly unchanged in December (-2%). Selling price inflation eased in the year to November (+24% from +30% in August), remaining below the long-run average for the third consecutive quarterly survey (+41%). However, retailers expect this measure to accelerate next month (+33%). Volumes across the distribution sector (which includes retail, wholesale and motor trades) contracted at a moderate pace in the year to November (-17% from -12% in October). Firms expect sales to fall at the same pace in December (-17%). Ben Jones, Lead Economist, CBI, said: “Retailers continue to report disappointing sales, though trading conditions have shown some improvement since the middle of the year. Yet the last time retailers felt this gloomy was back in November 2022, at the peak of the inflation shock. This makes the sharp decline in sentiment this month all the more telling." “The stark rise in Employers' National Insurance next year will hit retailers hard. And the planned increase in business rates for higher-value properties will add significant operational costs for distribution centres." “The government must urgently partner with businesses across the distribution sector to ease the cumulative cost burden, which threatens to weaken investment and hiring in the year ahead, as well as resulting in higher prices for consumers.”

The number of women holding executive directorships on FTSE 250 boards has fallen 11% in the last two years, from 47 in 2022 to 42 in 2024, according to Cranfield University’s latest Female FTSE Board Report, supported by EY. The decline comes despite overall female representation on FTSE 250 boards continuing to rise, and means women now represent just 12% of executives across these companies. Now in its 25th year, the Female FTSE Board Report research found that 42% of overall directorships on FTSE 250 boards are currently held by women – an increase of 3% from 2022. 174 FTSE 250 companies have at least 40% females on their board, meaning 70% have now met the Women Leaders Review  target. Of the 793 women holding directorships on FTSE 250 boards in 2024, just ten are Chief Executive Officers (CEOs) (a 17% decline from 2022), 23 are Chief Financial Officers (CFOs) (12% decline from 2022), 35 are Chairs (unchanged from 2022), and 125 are Senior Independent Directors (50% increase from 2022). This means the increase in female representation in directorships on FTSE 250 boards was solely driven by women in NED roles. Sue Vinnicombe, Professor of Women and Leadership at Cranfield School of Management, who has overseen the Female FTSE Board Report since 1999, commented: “With the percentage of women in director roles meeting the Women Leaders Review targets, the headlines look great – but the persistent reality remains, that the glass ceiling for women in executive level positions is still stubbornly in place." "An ‘executive gender paradox’ across FTSE 250 boards has emerged, as the gap between the number of women in NED roles and executive roles grows." “Through their own tenacity, drive and experiences some women do make it to the top positions, but once they get to the c-suite they often find themselves unsupported and in a male dominated environment. To say that’s disappointing in 2024, 25 years on from when I started this report, is a huge understatement. It’s clear that many issues must still be addressed before we can really expect to see significant and meaningful change in the number of women executive directors.” Female executive directors on FTSE 100 boards rises, but remains concerningly low Across the FTSE 100, 74 companies have met the target of having 40% women on their boards. 43% (450) of FTSE 100 directorships are held by women, however, just ten are CEOs, 24 are CFOs, 165 are Chairs, and 409 are non-executive directors. Just 36 companies in the FTSE 100 have women in executive director roles. Anna Anthony, EY UK&I Regional Managing Partner-elect and UK Financial Services Managing Partner, comments: “In all its guises, diversity is a key driver of business performance, and so increasing female representation on boards is not just a ‘nice-to-have’, it’s a ‘must-have.’ Boardroom diversity targets are playing an important role in driving progress but can’t alone drive the scale of change needed." “Female representation in the most influential roles is a key pillar of true gender parity, and we need to see growth across both non-executive and executive directorships. Companies must do more to grow the pipeline, better support women to senior management and executive positions, and aim to go above and beyond minimum requirements.” Opportunity missed to build female CFO numbers As part of the 2024 report, Cranfield analysed the gender balance and experience of female CFOs across the FTSE 350 and identified ‘missed opportunities’ to increase the number of women in CFO positions over the last two years. There were 28 outgoing CFOs across the FTSE 250 over the past year, but just three women were appointed to these roles during the same period, taking the total number of female FTSE 250 CFOs to 23 (making up just 13% of all FTSE 250 CFOs). Similarly, there were 29 outgoing CFOs across the FTSE 100 since 2022, with just eight women appointed over the same period, taking the total number of female FTSE 100 CFOs to 24 (making up 24% of all FTSE 100 CFOs). Dr Michelle Tessaro, Visiting Professor at Cranfield School of Management who led the CFO research project, comments: “There is a major issue at play here, and we risk having too much optimism when we just look at the numbers. The most vulnerable part of the talent pipeline is the mid-career point, where some women drop off their planned career trajectories as policies are stacked against them and assumptions are made about their attitudes to work." "This leaky pipeline needs fixing, and women need supporting, otherwise the executive gender paradox is unlikely to change.”

Cheadle College is celebrating a major milestone in its £27 million redevelopment, marking the structural completion of its pioneering campus. A topping-out ceremony – the traditional construction term which symbolises the progress of work - was attended by students, staff, and key partners including contractor Willmott Dixon. Students take part in the topping out alongside college staff and Willmott Dixon. Six photography students were also present at the event as part of a project to document the construction process. Their work will form a display and become part of the building’s legacy once it is officially launched. The event signifies a crucial step towards the project’s scheduled completion in summer 2025. James Scott, Principal and CEO of The Trafford and Stockport College Group, of which Cheadle College is part of, said: “This is an exciting milestone in the journey to transform Cheadle College. The topping-out ceremony celebrates not only the completion of the building’s structure but also the collaborative efforts of everyone involved in bringing this vision to life. Our new campus will provide a transformative educational environment that inspires students, supports innovative teaching methods, and equips learners with the skills and knowledge they need to succeed in their future careers.” Once completed, the redevelopment will feature cutting-edge facilities tailored to meet the diverse needs of students. Highlights include: Modern learning spaces for vocational and academic courses such as Horticulture, Early Years, and Health and Social Care. Specialist areas for the college’s Choices students, including a sensory room and dedicated garden. A new Learning Resource Centre, enhanced student services, and welcoming social spaces. Infrastructure to support the college’s T Level programmes in Health and Childcare. Sustainability remains at the forefront of the design, which incorporates energy-efficient features such as photovoltaic panels, air source heat pumps, solar-efficient glazing, and lighting systems. Mike Poole-Sutherland, Director for Willmott Dixon in the North: “As we reach this exciting milestone, we’re proud as a locally based company to be working alongside our partners to ensure this transformative building leaves a lasting legacy for this community and college students. So far, we’ve engaged with 800 local students, delivered 30 weeks of T-Level placements and created three apprenticeships.” Jess Jones, Key Account Coordinator at Procure Partnerships Framework, said: "We're delighted to be part of this significant milestone in the £27 million redevelopment of Cheadle College. This project is set to be a legacy for the community, enhancing the learning environment for students while also boosting skills and employment opportunities, not just for the students who will benefit from these facilities, but for the wider community as well. We're proud to be part of this transformative project and look forward to its continued progress." The project, procured via the Procure Partnerships Framework, is a collaborative effort funded by £20m of government support and £7m of college equity.

Family businesses are more than just commercial enterprises—they are the lifeblood of economies, the anchors of communities, and the stewards of generational values. Whether it’s a small corner shop, a mid-sized manufacturer, or a large multinational corporation, family-owned businesses are a vital force that transcends balance sheets and bottom lines. Pillars Of The Global Economy Family businesses account for a significant share of the global economy. In the UK alone, family firms represent over 85% of private-sector enterprises, employing millions and contributing to economic resilience. Globally, they produce an estimated 70-90% of annual GDP. From small start-ups to iconic brands like Tata, Walmart, Walkers Shortbread and JCB family businesses provide innovation, stability, and long-term growth. Their longevity often sets them apart from other organisations. Research shows that family businesses tend to think beyond quarterly profits, focusing on sustainable practices and long-term success. This forward-looking mindset creates stability not only for the business itself but also for the communities and industries they support. Community Anchors At their core, family businesses are deeply rooted in their communities. They often prioritise local hiring, reinvest in the areas where they operate, and foster a sense of belonging that is difficult to replicate in larger, non-family enterprises. A family-owned café or a third-generation builder doesn’t just provide goods or services—they create spaces for connection, trust, and local pride. These businesses sponsor local sports teams, participate in charity drives, and contribute to the social fabric in ways that extend far beyond their economic impact. A Legacy Of Values Family businesses are unique in their ability to embed values into their operations. They often prioritise integrity, loyalty, and a strong work ethic, traits passed down from one generation to the next. This commitment to principles can drive decision-making, foster trust with customers and employees, and create a legacy of reliability. The intrinsic motivation to preserve and enhance the family name pushes these businesses to deliver quality and innovation. It also encourages them to invest in people, nurture relationships, and build a culture of accountability that stands the test of time. Innovation Rooted In Tradition Contrary to the perception that family businesses may resist change, many are at the forefront of innovation. Their intimate knowledge of their industries, coupled with a deep sense of responsibility to their legacy, often drives them to pioneer new ideas and technologies. This blend of tradition and innovation can be seen in family-owned vineyards adopting sustainable farming practices or multi-generational manufacturing firms leading the charge in green technologies. Their ability to adapt without losing sight of their roots makes family businesses uniquely resilient in times of crisis. Resilience In Adversity Speaking of crises, family businesses have a proven track record of weathering economic downturns and disruptions. Their emphasis on financial prudence, loyalty to employees, and long-term vision allows them to navigate challenges with agility. During the COVID-19 pandemic, many family businesses demonstrated this resilience by adapting quickly—pivoting to new business models, supporting their communities, and protecting their employees wherever possible. Challenges & Opportunities Despite their strengths, family businesses face unique challenges. Succession planning is one of the most significant hurdles and balancing family dynamics with professional demands can also be complex. However, these challenges also present opportunities for growth and reinvention. By embracing professional management, fostering open communication, and cultivating the next generation of leaders, family businesses can thrive for decades—or even centuries. Why Family Businesses Matter Family businesses matter because they represent more than just commerce—they embody the human spirit of perseverance, innovation, and connection. They bridge generations, linking the past to the future with a shared purpose. They create economic stability while anchoring communities with values and traditions. When we support family businesses, we’re not just buying a product or service—we’re investing in the dreams of a family, the strength of a community, and the stability of the economy. In a world of rapid change and corporate consolidation, family businesses remind us that success is not just about profits but about people, purpose, and legacy. They are, in every sense, the heart of the economy and the soul of society. And that is why family businesses truly matter.

Arbikie, the family-owned, single-estate distillery has announced the latest additions to its family of whiskies. The new Highland Rye family is the amalgamation of their previous releases. The Original represents the true character of their rye, wheat and malted barley mash bill, which after years of maturation in new American oak, captures the spice, smoke and sweetness of rye. The Peated matches The Original with casks previously used to mature peated Islay whisky, while The PX matches The Original with Pedro Ximénez casks, the traditional Andalusian sherry wine. Arbikie grows all the grain that it uses to distil with a field to bottle approach, all steps of production happening on site. In 2018, Arbikie released the first Rye Whisky from Scotland in nearly 200 years, reviving the traditional method of growing and distilling rye on farm distilleries. Dr Kirsty Black, Arbikie Master Distiller commented: “This is the next stage of Arbikie; by creating this new core range we continue the revival of rye in Scotch whisky distilling. As farm-based distillers, we want our raw materials to shine and this new family of Highland Rye does just that, each demonstrating the breadth of flavours this grain can produce. We hope you enjoy them as much as we do!” Christian Perez, Head of Maturation commented: “The ultimate goal is to bring an experience to the consumer on the versatility of our Single Grain Rye. The Original provides the building blocks to evoke unique combinations of flavour. The expressions were carefully selected to reach a specific mood or atmosphere for people to enjoy.” Iain Stirling, Co-Owner of Arbikie Distillery commented: “As a legacy family business, this is a very significant day in our journey to building a sustainable, family-owned whisky business. We’re very lucky to be able to grow all the grain that we need to distil, as this helps give our whiskies unique provenance as well as distinct flavours from our coastal location and the rich soils where our barley, wheat and rye grow on Scotland’s sunny and fertile east coast.”

The call came at the Scottish Chambers of Commerce annual dinner where First Minister John Swinney, Labour Leader Anas Sarwar MSP and Scottish Conservatives Leader Russell Findlay MSP were told businesses needed government to act urgently. Dr Liz Cameron CBE, SCC Chief Executive, said: “We stand at a pivotal moment for our economy. The economic headwinds and political turmoil are immensely challenging. and some sectors are at breaking point." “The message tonight is clear: collaboration and understanding between business and government are not just desirable—they are essential.” Stephen Leckie, SCC President, said: “Government policies are critical to creating the conditions for growth. Increasing energy costs, higher tax burdens and new government regulations is a lot for any business to manage and absorb." “We need a renewed focus on tax reform to incentivise innovation, a planning system that enables swift development, and support for key sectors like renewable energy, tourism, and manufacturing. Businesses need certainty, clarity, and collaboration.” First Minister of Scotland, John Swinney MSP, said: “A strong, successful, innovative and dynamic economy is vital to my Government’s aspirations. In preparation for the Budget, I have carefully listened to the business community across Scotland and heard their concerns, in particular around the UK Government’s decision to increase employers national insurance contributions." "Our focus on prioritising investment, removing obstacles to growth, and providing certainty and stability to business will help us build a more resilient Scottish economy and unlock our nation’s full economic potential.” Dr Cameron added: “In a highly competitive world we need a lower cost base, less bureaucracy and more government support from both Holyrood and Westminster." “Business needs targeted measures to ease the burden on businesses struggling with rising costs – including reform of the business rates system, targeted rates relief, and a serious rethink to the rise in employer national insurance contributions. “We don’t need one-off changes or quick fixes. We need a long-term plan that extends beyond election cycles to encourage investment and foster confidence. Governments must place consistent, coherent, and business-friendly policies at the heart of their agendas.” Stephen Leckie, SCC President, committed SCC’s continued support for Scotland’s overseas trade: “As we look ahead to the global environment now, we will double down on our efforts to ensure our prized exports including whisky are marketed globally and that tariffs do not threaten our most valued companies.”

Small businesses across the UK are counting the cost of pothole damage to their vehicles, leaving them out of pocket and at risk of losing business. New research from the Federation of Small Businesses (FSB) has revealed almost half (47%) of small firms have been negatively impacted by potholes in the last 12 months. This includes damage caused to work vehicles, as well as occasions where business owners and staff were unable to reach customers, missed meetings and appointments, or being involved road accidents. Key Findings: Almost half (47%) of all small firms have been negatively impacted by potholes or road defects in the last 12 months, according to new FSB statistics. A quarter (24%) of small firms say pothole damage has cost them more than £300 in the last 12 months. The business group calls for pledged cash to be ring-fenced and rolled out swiftly and efficiently to highways departments. Over a third (37%) of all small firms say pothole damage has cost them more than £100 in the last year, according to the data based on a survey of 1,341 small business owners. A quarter (24%) were forced to pay out more than £300 in the same period, while potholes have caused over £500 worth of damage for more than one-in-ten (13%) small firms. With an additional £500 million pledged at the Budget to fixing roads over the next year, it’s crucial that local authorities ring-fence funds specifically for potholes and local road maintenance, as well as publish these plans, making sure this money is not absorbed into wider transportation or general funding pots. FSB also wants to see a national pothole damage compensation claim form template introduced and properly advertised by all local authorities, guaranteeing a fast and simple claim process that links directly with a national pothole reporting app. Many small businesses are unaware that it's their right to claim this money back, and local authorities should be forthcoming in helping those affected. The business group is calling for a common-sense ‘while you’re there’ approach when fixing potholes. Teams sent to fill in a pothole should ensure they review that section of road for any other defects that need to be fixed before they leave, increasing efficiency and saving money and time in the long term. Federation of Small Businesses (FSB) Policy Chair Tina McKenzie said: “Potholes are a major blight on our roads and as our new research clearly shows they are causing untold misery to small business owners across the country, resulting in major financial and reliability issues." “One business owner we spoke to has been forced to pay out for three new tyres in the space of 12 months. Another who provides healthcare workers to care homes and hospitals, regularly gets calls from staff saying they can’t get to their shift due to pothole damage, impacting both her business and her clients’ staffing levels." “Small businesses are currently under the cosh with increasing costs across the board. Having to pay out to fix costly damage from a vehicle or dealing with other disruption is the last thing they need." “We were pleased that additional funds have been promised by the government at the Budget - we now need to see this plague of potholes being fixed rapidly and efficiently, resulting in a major improvement in our roads.”

A highly experienced industry professional has joined the trade credit division of independent insurance and risk management firm, TL Dallas Group. Peter Hodgson is joining the Bradford headquartered family and employee-owned firm as Director of Trade Credit. Peter will work alongside Simon Hyde, who has been with TL Dallas for over 25 years, and has been leading the 12-strong team over the last few years, until Simon’s retirement in early 2025. Group Managing Director at TL Dallas, Polly Staveley, said: “We are thrilled that Peter is joining us. He was looking for a new challenge and given his experience in helping to grow independent insurance broker, Reynolds, both before and after its sale, together with his excellent knowledge of the market, we feel he is very well placed to lead and grow our trade credit team, who are based in our Bradford, Falkirk and Glasgow offices.” Peter said: “TL Dallas has an enviable client base, many of which have been with the firm for decades, and it is renowned in the market for providing a personal service and having a dedicated and knowledgeable trade credit team. I’m looking forward to helping the firm continue to grow, whilst supporting businesses of all sizes by protecting them from the risk of non-payment and late payment, which is often a key reason why companies fail.” TL Dallas works with clients that are based as far north as Shetland, right down to Devon, and everywhere in between. The firm has been providing trade credit insurance to businesses across the UK for more than 50 years, and prides itself on its independence and hands on customer service. Photo: Peter Hodgson joins TL Dallas as Director of the trade credit division.

Family business leaders across the nation are struggling to come to terms with the devastating impact that the recent Budget will have on their businesses, with the increased levels of National Insurance Contributions and changes to the National Minimum Wage directly impacting their bottom line and the longer term challenges and uncertainty they now face in light of the changes to Business Relief and the impact on future inheritance tax. These changes come on the back of years of economic uncertainty and a pandemic, the impact of which continues to have an impact on family businesses the length and breadth of the UK. Family Business United (‘FBU’), a leading voice for the family business community in the UK and beyond is calling for the Government to review their position and reverse the decision in respect of Business Relief, also known as Business Property Relief. Family businesses are the backbone of the UK economy. Many have been owned by families for generations where each new generation has taken on the mantle, invested in the business and its people, and innovated, creating sustainable businesses for all our futures. Until now, the reliefs available for the passing of shares from generation to generation has enabled them to continue to build on the work of those going before them, seeing themselves as stewards of the business for future generations. Now, with the £1 million cap to Business Relief and the remainder of the value of the shares passed on becoming subject to Inheritance Tax, family business leaders are being faced with difficult decisions, an extraordinary short term challenge to plans that normally take decades to manage with no transitional phase. The £1 million cap will in some instances be sufficient but for larger businesses with a significant workforce the prospect of downsizing to meet a tax bill will be economically devastating for all involved. As Paul Andrews, Founder and CEO of Family Business United explains, “Despite all of the lobbying by many organisations before the Budget was announced, the Government clearly does not understand the impact of these changes which may result in family businesses being forced to sell in order to meet new inheritance tax charges, changing the very essence and nature of the businesses and affecting the livelihoods of hundreds of thousands of employees, many of whom will have also had previous generations who have worked for the family firm.” “The impact of the proposed changes has not been thought through nor the true impact of the proposals understood.” “Family firms are significant employers, income generators and wealth creators, not to mention the support they provide to the communities in which they operate. and they already pay significant taxes on the performance of their businesses, and associated taxes that come with employing so many of the working population." "The proposals for Business Relief are not sustainable for many and whilst the Government may see it as a way to raise further funds there will undoubtedly be serious unintended consequences as a result.” FBU is calling for the Government to look again at the figures and the serious economic impact that the proposals will have. Family businesses that close will no longer be making any contribution and those that continue will be forced to cut back on investment and capital expenditure, hindering growth ambitions, whilst trying to meet their other obligations as good employers, not just doing business but doing it the right way for the good of all working people. Family firms are the bedrock of communities around the country and these changes jeopardise their long term survival which has to be a concern for communities who, in many cases, would not fare well from the loss of a key, local employer. FBU wants MP’s to understand the consequences of the new inheritance tax policy fully, which is why we are mobilising our members and the broader family business community to seek their reversal. The new Family Business Matters campaign will be a way for the community to come together to call for change and we are encouraging family businesses across the country to join us in making their voices heard. “There’s still time for the Government to accept they’ve got this wrong, and my message to Ministers is that they should do the right thing and reverse this awful Family Business Tax,” concludes Paul. FBU is urging all family businesses to write to their local MP, the Chancellor of the Exchequer and to support our media campaign to create a voice for change because #FamilyBusinessMatters , and we will shortly be distributing a pack to help them get involved. In addition, FBU has created a petition calling for the Government to abolish the 'Family Business Tax' which can be signed here Get in touch with the team at FBU to find out more.

Award-winning licensee Amy Glenie has just taken on her second Shepherd Neame pub – and this time her husband will be behind the bar. Amy, 40, took on The Blue Anchor in Crowborough with the Faversham-based independent family brewer and pub company in 2018. It was her first time as a licensee, after managing a pub at nearby Mark Cross, and she has enjoyed incredible success, winning numerous accolades including two Beautiful South Awards and Shepherd Neame Pub of the Year in 2022. After six years at The Blue Anchor, Amy is now expanding her business to include a second East Sussex pub, The Royal Sovereign in Bexhill-on-Sea. The characterful local boasts a central location in the coastal town, opposite the train station and a five minute walk from the seafront. Her husband Jordan Foster had been supporting her as Head Chef at the Blue Anchor, but is now moving over to a front of house role managing The Royal Sovereign. Amy said: “We recently bought a house in Bexhill, as our son Charlie is now two so we wanted more space, and my Mum lives in the town. The Blue Anchor is well established, so we were looking for a new challenge, and when we saw that The Royal Sovereign was available, it seemed the perfect opportunity. It is a fantastic building in a great location with lots of potential, and it is also just a short walk away from our new home!” The couple took on the pub last month, and have redecorated throughout to offer a lighter, stylish feel, repainting and introducing new décor and lighting. They have also converted part of the ground floor bar to create a galley kitchen, and are now serving a delicious menu of contemporary light bites. Dishes include prawn and scallop toast bao buns with togarashi kewpie mayo; beef onglet tacos; DIY platters comprising locally sourced cheese and charcuterie; and tartiflette doughnuts. Jordan, 35, said: “Before moving into the kitchen, I had experience working in front of house roles, so it’s great to be back behind the bar engaging with customers. I’m running the pub with Will Pepper, who I used to work with at the Blue Anchor. He was my Sous Chef for three and a half years before going on to The Beacon in Tunbridge Wells. We have really enjoyed creating the pub’s new menu together.” The pub currently offers a ground floor bar and dining area, but Amy and Jordan are planning to convert the unused first floor space into a restaurant, titled Rock and Coral. It will offer a selection of contemporary small plates using locally sourced ingredients. Jordan said: “Part of the reason that we wanted this pub is because of its huge potential. The first floor is an amazing space with fantastic panoramic windows, and we thought it would be perfect for dining. We are currently working with the team at Shepherd Neame to transform the area, including introducing a new kitchen and decorating throughout, and we hope it will open in the spring.” In addition to its new menu, The Royal Sovereign has an extensive range of drinks on offer, from Shepherd Neame’s award-winning range of ales and lagers to a selection of premium wines and spirits. Amy added: “Everyone in the town has been incredibly welcoming since we took on The Royal Sovereign. We have so many plans for the pub, and are really excited about what we can achieve.” Shepherd Neame’s Director of Tenanted Pub Operations Greg Wallis said: “We are delighted that Amy and Jordan have taken on a second pub with us. They have done a fantastic job at The Blue Anchor, and we look forward to supporting them as they bring their exciting vision for The Royal Sovereign to life.”