The evolution of a family business is a fascinating journey that often begins with a visionary founder. In the early stages, the founder's passion, determination, and entrepreneurial spirit lay the foundation for the business's success. As the business grows, it becomes a source of pride and identity for the family. Transitioning from a sole proprietorship to a sibling partnership marks a significant phase in the family business evolution. Siblings bring diverse skills and perspectives, contributing to the business's resilience and adaptability. However, this transition is not without its challenges, as differing opinions and dynamics within the family can impact decision-making processes. Succession planning becomes crucial as the family business navigates through generations. Clear communication and well-defined roles help ensure a smooth transition to the next set of leaders. Implementing structured governance mechanisms and professionalising management practices are essential to maintain the business's competitive edge. Beyond sibling partnerships, some family businesses choose to involve the next generation, introducing cousins into the leadership structure. This expansion can bring fresh ideas and innovation but also requires careful consideration of family dynamics and potential conflicts. Effective leadership training and mentorship programmes become vital to prepare the younger generation for their roles. As the family business matures, it may face external challenges, such as market fluctuations, technological advancements, or industry disruptions. Adaptability and a willingness to embrace change become critical for long-term sustainability. The family's ability to foster a culture of continuous learning and innovation can significantly impact the business's ability to thrive in a dynamic environment. In some cases, family businesses may explore strategic partnerships, joint ventures, or even consider going public. These decisions often arise from the need for capital infusion, expansion opportunities, or addressing complex succession issues. Balancing the family's values with the demands of a publicly traded company poses unique challenges, requiring careful consideration and strategic planning. Throughout this evolution, maintaining a strong family bond is integral to the success of the business. Family meetings, open communication channels, and a shared commitment to the business's values contribute to a cohesive family-business relationship. Recognising and managing conflicts proactively, whether they arise from business decisions or family dynamics, is essential for sustained harmony. In conclusion, the evolution of a family business from founder to sibling partnership and beyond is a multifaceted journey that demands adaptability, strategic planning, and a commitment to shared values. Navigating through generations requires a delicate balance between preserving the legacy of the founder and embracing the changes necessary for continued growth. Ultimately, a successful family business evolves not just in structure but also in its ability to face challenges, innovate, and pass on a thriving legacy to future generations.

Significant changes are on the horizon for IR35, set to take effect on April 6th. This new policy, known as ‘IR35 offset’, aims to prevent double taxation by empowering HMRC to offset tax and NI contributions already paid by contractors, fostering fairer sharing of tax liabilities throughout the supply chain. The offset provision is likely to encourage engagement with freelancers who provide their services through their own limited company (known as a personal service company or PSC), on an outside IR35 basis, providing a positive impact on the contractor market space. Rob Rees, Divisional Director at Markel Direct , sheds light on the difference between the current IR35 rules and the changes coming in April, including who is likely to be impacted. What Is IR35? IR35 rules determine if a contractor is genuinely self-employed or a disguised employee for tax purposes. There are two statuses: inside IR35 (employee-like) and outside IR35 (genuine independent contractor). Criteria has been established by case law precedent in order to evaluate a contractor’s IR35 status which includes: Control – does a client exercise, or have the right to exercise, control over what, where, when and how the contractor undertakes the work? Substitution - does the contractor have the ability to send someone else to provide their services if they are unable to do so? Mutuality of obligation – is the client obliged to offer the contractor work, and if offered, is the contractor obliged to accept? Equipment – does the contractor use their own equipment? Financial risk – is the contractor open to financial risk during an assignment, and do they have business insurance in place, such as professional indemnity insurance? Remuneration – is the contractor paid on a fixed fee project basis? Exclusivity – does the contractor work for multiple clients at a time? Relationship - is there a clear supplier and customer relationship as opposed to that of an employer and employee? Being in business – does the contractor have things like a business website, office space or employees? Currently in the private sector, where the end client is a medium/large business, they are responsible for determining the IR35 status for all PSC’s they engage either directly or indirectly. The client must then produce a Status Determination Statement “SDS” and pass this on to all parties in the contractual chain confining their IR35 decision. Where the client falls within the public sector, regardless of its size, an IR35 assessment must be undertaken for all its PSC’s and an SDS issued. Where a client considers that an assignment is outside IR35, fees paid to the PSC for the work undertaken will be on a gross basis, the PSC is then responsible for paying their own taxes. However, if HMRC investigates the end-client business and finds that the contractor should have been operating inside IR35, another tax bill is issued for the whole amount of tax and NIC due, resulting in double taxation. Therefore, this leads many end-clients determining contractors as inside IR35, employee-like, or simply not engaging with PSC’s at all, out of fear and risk of significant additional tax and NIC liabilities. What Changes Are Being Made To IR35 In April? On April 6th this year, a new policy will be introduced which will look to prevent double taxation in cases where HMRC disagrees with an outside IR35 decision. According to the existing regulations, if HMRC contests a client's outside IR35 status determination, the deemed employer is subsequently responsible for settling any additional NICs and income tax owed due to the dispute. Any taxes already paid by the contractor’s limited company are not considered, which is what leads to double taxation. This new measure gives HMRC the power to offset the amounts of tax and NI contributions already made by the contractor and their intermediary. When calculating the amount to be offset, there are several types of tax and NICs expected to be included: Corporation tax paid by the contractor’s company on income from the assignment in question. Tax paid by an individual on company dividends generated by income from the assignment. Income tax and employees’ NICs on a salary paid from the contractor’s company, on income generated by the assignment in question Any Class 2 and Class 4 NICs paid on income from the assignment The impact this new policy will have is that tax liabilities will be more fairly shared through the supply chain. What this means is that clients, or other deemed employers, will no longer bear an unfair tax burden in cases where the determination is challenged. This is expected to alleviate somewhat the concerns surrounding the engagement of PSC workers. Who This New Policy Will Likely Affect Freelancers/contractors utilising an intermediary, like their own limited company (referred to as a personal service company or PSC), who would be considered employees if hired directly. Medium and large-sized clients, partnerships, and individuals hiring individuals who operate through their own intermediary channels. Public authorities and agencies hiring individuals who operate through their own intermediary channels. Recruitment agencies that sit in the contractual chain and pay PSC’s. As a specialist insurer of contractors and freelancers, we understand the challenges IR35 has presented to the self-employed sector. Danny Batey, Senior Tax Consultant at our specialist tax consultancy business, Markel Tax, believes the provision will have a positive impact on the contractor market space. He said: “The new IR35 policy serves as a strong incentive for recruitment agencies and clients to engage with PSCs fairly and on an outside IR35 basis, where the contracts and working practices support this, reducing fee-payers' tax and NIC liabilities while attracting top contractor talent." “The offset provision, which affects liabilities assessed on a fee-payer going back to 6th April 2017 for public sector engagements and 6th April 2021 for those in the private sector, is likely to encourage clients to offer more outside IR35 roles, benefiting contractors with exciting opportunities and better financial incentives. Agencies supporting this process become preferred partners, leading to successful engagements with both contractors and end clients. Additionally, assignments outside IR35 enable PSCs to claim T&S, allowing clients to attract contractors nationally, enhancing flexibility and accessibility." However, he also warns that the new policy may not benefit everyone, he said: “It may have a negative consequence for umbrella companies who may see a migration of contractors that were forced to engage via an umbrella back to contracting via a PSC.”

Aston University is delighted to announce that it has appointed one of the UK’s most respected and successful business leaders, Sir Peter Rigby, as honorary chair of its new Digital Futures Institute.   The announcement of Sir Peter’s appointment was made in front of guests at the inaugural lecture given by Professor Abdul Sadka, director of the Digital Futures Institute, at Aston University. Sir Peter founded SCC – the largest privately owned Information Technology Group in Europe – some 50 years ago in 1975. SCC is the core business focus of the Rigby Group which ranks highly in the UK’s top privately owned businesses and its non-core interests extend beyond technology, transformation and technology investments into real estate, airports and hotels. Aston University and SCC signed a Memorandum of Understanding in March 2023, forming a strategic partnership to drive digital innovation and digital inclusion. The establishment of the Digital Futures Institute represents Aston University’s long-term commitment to digital innovation. Working at the interfaces between health, digital and technology, the Institute is focused on transformational impact and economic regeneration of the region, particularly through the development of a digital powerhouse in the Birmingham Innovation Quarter (B-IQ). The appointment reflects Sir Peter’s achievements as a technology innovator, his passionate commitment to the development of digital skills and wider contributions to the region. The Institute will be based on the main Aston University campus and will be officially opened in September 2024. Professor Aleks Subic, Vice-Chancellor and Chief Executive of Aston University, said: “We are delighted that Sir Peter has agreed to be the inaugural honorary chair of the Digital Futures Institute at Aston University. We share many common goals, including a determination to accelerate digital innovation and digital inclusion to benefit business and society. Sir Peter’s support, advocacy and insight will be a great asset to the new Institute.” Sir Peter Rigby said: “I accepted the position because I believe the work of the Institute will make an impact on some of the most important issues facing society – namely digital inclusion and socially responsible transformation – and particularly the application of AI and helping to accelerate AI backed products and services to market." "There is strong synergy between Aston and SCC, and this formalised last year into a strategic partnership focused on driving the application and deployment of digital technologies and digital skills. The Digital Futures Institute is the focal point for this partnership." "As Honorary Chair of the Institute, I hope to provide guidance, support and advocacy to ensure strong links to cutting-edge digital technologies in industry."

Finance and accounting recruitment specialist Michael Way has joined Pertemps to bolster the team in Edinburgh. Though he will be based in Edinburgh and focus on the professional services division for Scotland East, Michael will support financial sector clients across the UK seeking to add to their talent rosters. He brings more than 10 years’ experience in client-facing roles in sectors such as finance and accountancy, business support, tax and legal, and office services and solutions, both in the UK and internationally. Michael, who takes on the role of Manager, said: “I am really looking forward to the challenges in this new role with Pertemps. Many larger firms are focusing on retention currently but they still need higher-level colleagues to help build teams and move the business forward. I will be focusing on working with clients on long-terms recruitment strategies to ensure they maintain a talent pipeline to help the business thrive.” Nic Barr, Pertemps Director for Scotland and Northeast England, said: “We are delighted to welcome Michael on board." “He will be an invaluable addition to the team with his experience with the big four accountancy firms, Fortune 500 multinationals and professional services practices as the business continues to expand in the region.” Pertemps Network Group is one of the UK’s largest privately-owned recruitment agencies. It has a turnover in excess of £1bn and offers immediate and strategic solutions to clients across both the public and private sectors

JCB Chairman Anthony Bamford celebrates an unprecedented milestone with the family firm this weekend – 60 years’ service. Having completed an engineering apprenticeship with Massey Ferguson in France, he first walked through the doors of the company’s Rocester factory as an employee on February 24th, 1964 aged just 18 and started work on the shop floor. Fast forward 60 years and Lord Bamford’s thirst for work continues at the age of 78 as he leads a £100 million project to develop hydrogen combustion engines to power the JCB machines of the future. Lord Bamford was presented with his long service award at the JCB World Headquarters by JCB CEO Graeme Macdonald. He also received a gift of an oak tree from company Directors. As he reflected on the 60-year milestone, Lord Bamford said: “It is hard to imagine that I have been here that long, but I really haven’t known anything else. As a family company, I was introduced to the business at a very young age and have been involved in it ever since." "In fact, my earliest memory was going with my mother to take tea and sandwiches to a handful of men who were working for my father when the business was based in stables at Crakemarsh Hall, near Uttoxeter. So much has happened over the past 60 years. When I first worked at JCB, we had one factory. Now there are 22 all over the world employing more than 19,000 people. We were also making around 3,000 machines a year in 1964 and today we manufacture well over 100,000 every year. JCB’s success is very much down to the whole team around the world and, while it’s nice to reflect on the achievements of the past, my focus is very much on what our team can achieve in the future.” JCB CEO Graeme Macdonald said: “The whole JCB team sends its congratulations to Lord Bamford on what is a momentous milestone. Such an achievement is unprecedented at JCB and almost certainly unmatched in British industry. Lord Bamford’s contribution to JCB and the business world over the past 60 years has been truly remarkable.” Anthony Bamford’s personal career highlights include the establishment of JCB’s first overseas subsidiary in France in 1969. In 1979, four years after taking over as Chairman from his father, the late Joseph Cyril Bamford CBE, he established JCB’s business in India, which has since grown into the company’s biggest single market for construction equipment. Under Lord Bamford’s leadership, JCB has grown to into one of the world’s largest and most successful construction equipment manufacturers with 11 factories in the UK, and others in India, North America, Brazil, and China. When Lord Bamford joined JCB in 1964, the company’s turnover was £8.9 million; in 2022 it had risen to £5.7 billion. Lord Bamford was also instrumental in setting up The JCB Academy in Rocester, which opened in September 2010, a £22 million school for 13-18 year-old students aspiring to become the engineers and business leaders of the future. The Academy currently has more than 800 students studying there and more than 3,200 students have attended since it first opened. The Academy also provides training for apprentices and more than 600 have graduated from the JCB Academy Apprenticeship Programme since it started in 2013.

Local entrepreneur Pooja Patel grew up in an environment that helped her embrace and understand the importance of caring for those in need. Spending her formative years in a family home bustling with multiple generations of the Patel family, those early lessons in family values were not only life-shaping for Pooja but also have ultimately become the driving force behind her latest venture. Together with her husband Mital, Pooja has launched Visiting Angels, a dedicated care provider that supports people in the comfort of their own homes, to bring a touch of home and warmth to every household in need of exceptional care services in North Hertfordshire. After graduating with a master’s in international business, Pooja decided to pursue a career dedicated to helping others. She spent six years in pharmaceuticals before feeling that something was missing, not believing she was having a positive impact in the way she was expecting. When her grandma became ill, Pooja acted as her in-home carer, and after she passed away in 2017, she felt like she’d lost the meaning for her life. So, following her move to Stevenage to start afresh, she has committed to taking the pressure off families who have been forced to choose between their careers and caring for loved ones in need. Pooja said: “I really want Visiting Angels to be a testament to multi-generational care. Living with my grandma for most of my life, I was taught the importance of caring for and appreciating your family while you have the chance." "At school, while others my age were excited for the holidays so they could go to the park or go out with friends, I really couldn’t wait to be at home with my grandma, a woman who was my absolute rock and my best friend." “I want to change the narrative around social care, making in-home care accessible and not something to be ashamed of. We’ve designed a completely open-plan office as it’s vital to go one step further than simply calling our service an ‘open door policy’. We run regular open-office days, putting on what we call ‘Angel Appetisers’ for our incredible staff and inviting our local community down to meet our Angels in person. Carers truly do the most exceptional job, and I want to make sure they see the impact of the amazing work they do every day. Our care staff deserve to be treated with the same level of respect we know they show to our clients, so we’re committed to going above and beyond to show our Angels how valued they really are.” Visiting Angels’ ‘carer-centric’ approach sets it apart from other companies in the in-home care sector. Carers working for Visiting Angels feel valued and respected for their commitment to the industry. Through both financial rewards and opportunities for career development, Pooja and the Visiting Angels team are determined to address issues surrounding the industry, which often leaves carers feeling little to no appreciation. “I want Visiting Angels to become synonymous with high-quality in-home care,” added Pooja. “We are focused on providing that service, day in and day out, to the people who need it most, all while making sure our carers feel valued and respected. We’re aiming to become the employer of choice for carers in North Hertfordshire, creating jobs and helping to show our local carers that they deserve to be celebrated every single day. When I see people smile and I know it’s because of something I’ve been a part of, that’s my real motivator, so to see carers and clients happy because of the work we do makes me prouder than anything.”

New research from BusinessComparison has identified which sectors, industries and career paths experience the most work-related stress, as well as which UK regions. Work-related stress is a serious issue that can affect any individual’s mental and physical health. It also has a significant effect on the workplace, lowering morale, reducing productivity and even leading to resignations, if the causes of the stress are not resolved. BusinessComparison’s new research found that across all industries, one in ten British workers experience stress, at 12.5%. But when you dig deeper into the data, which are the highest stress occupations? Philip Brennan, Founder and MD at BusinessComparison, comments: “Our new research has revealed some useful insights into which professions are most likely to experience work-related stress. Business owners who run a customer-facing company should definitely be aware of the high risk of stress for them and their employees - at 27% affected by stress, they have the highest level of stress of all the professions we researched." “Working to reduce stress in your workplace isn’t just about being an ethical employer. It’s a good business practice that will help you retain staff and keep productivity high. The NHS have a useful work-related stress page that links to resources for staff at any level, with guidance specifically for business owners and managers, as well as tips that anyone can use to help manage their stress.” Highest Stress Occupations The most stressed profession was customer service occupations, 27% of those in the sector reporting stress. This was followed by services occupations at 23.6%, cleaning occupations at 22.9% and storage occupations at 21.7%. Finally, the fifth highest stress occupation was that of web and multimedia design professions, 20.9% of whom reported experiencing stress. Lowest Stress Occupations The occupation with the lowest stress level was production managers and directors, only 4% of whom said they experienced stress this year. Science, engineering and production technicians followed, at 5.6%. 5% of managers and proprietors in health and care services experienced stress. Lastly, the fifth lowest stress levels last year belonged to those in sports and fitness occupations, at 6.5%. The study also investigates these professions’ changes in stress levels over the last 5 years.   Looking back over the past 5 years, you can see that some occupations have experienced dramatic shifts in their stress levels. • Customer service professionals/shopkeepers and sales supervisors: Could both of these professions’ stress have begun to rise in 2022 after customer-facing businesses reopening in the wake of Covid-19? • Managers and proprietors of health and care services: It’s likely that Covid-19 had a significant impact on this profession’s rising stress in 2021, with care homes experiencing great difficulty protecting vulnerable residents from the virus. • Sports and fitness occupations: According to the State of UK Fitness Industry Report 2023, the industry is thriving - could this have contributed to lower stress? • Managers and directors in transport and logistics: Rising stress could be caused by increased costs of fuel and labour. The Most and Least Stressed UK Regions Northern Ireland is more than 5% more stressed than the UK average at 17.7%. There are four more regions with a higher than average level of stress: London, the East Midlands, Scotland and lastly, Yorkshire and Humberside. On the other hand, the North East was just under the national average at 10.8% affected. Also, a full percentage point lower in stress than average were the South West and the South East. It’s clear to see that some work-related stress is caused by nationwide events such as Covid-19 and increased costs caused by inflation. However, the fact that some occupations are more stressed than others is significant. It means that, as employers, there is a responsibility to assess any risk factors in your industry that could lead to you or your employees experiencing stress or burnout - it’s harmful for business, and for individual wellbeing.

As consumer awareness grows around the consequences of their buying choices, the focus has turned towards the ethical conduct of enterprises - with particular attention on small and medium-sized businesses (SMEs). But just how important is it to consumers that the businesses they purchase from are ethical? Money.co.uk  business credit card experts surveyed 2,002 consumers to find out. How does an SME's ethical values affect their customer base? The study found that an overwhelming majority of Brits are committed to buying from ethical businesses (70%). 30% of Brits went even further, saying they actively chose not to purchase a product or service because they were dissatisfied with a business's ethical practices. Key Findings: 89% of Brits said it is important that a small business has strong ethical values 70% of Brits would be more likely to support a small business that actively communicates its commitment to ethical and green practices 51% of Brits would be likely to pay a premium of up to 10% for products or services from a small business that is known for its ethical and green practices 65% of Brits would be more likely to become a loyal customer of a small business that consistently demonstrates ethical practices compared to one that doesn't It’s clear that being an ethical business in this day and age can make a huge difference to customer bases and increase profits. This is highlighted even further when it comes to Gen Z, as over half (51%) of their age group said they have chosen not to purchase a product from a business if they are dissatisfied with its ethical values. Paying A Premium For Ethical Business Products/Services Just over half (51%) of Brits are likely to pay a premium of up to 10% for products or services from a small business that is known for its ethical and green practices. SMEs should factor this into their decision-making when it comes to sourcing products or paying wages, as while going down more ethical routes may increase costs, they may be able to increase their prices accordingly to ensure the profit margin stays the same. The bottom line is, consumers want to spend more money on your business, but they want you to be better, and they want you to shout about it! Small Business And Corporate Social Responsibility Two-thirds (66%) of Brits agree with the statement: ‘Small businesses have a responsibility to contribute positively to societal and environmental issues.’ With this in mind, SMEs should consider factoring this into their growth strategies and communicating this with their customers. With 71% of Brits aged 24-35 agreeing with the statement, it’s likely that this will remain public opinion for years to come. How Can A Business Become More Ethical? According to our survey, the top five ways Brits think small businesses can be greener/more ethical, are: Sustainable sourcing of materials (56%) Fair treatment of employees (51%) Minimal environmental impact in production processes (49%) Transparent supply chain (39%) Community engagement and support (36%) Aside from these, an SME's banking and finance practices can contribute to them being more ethical. For example, just over a fifth (21%) of Brits think small businesses can be more ethical by not using banks that contribute to fossil fuel production. Furthermore, a fifth (20%) of Brits think small businesses can be more ethical by using ethical business banking e.g. an ethical business credit card. How Can A Business Best Communicate Its Ethical Practices? It’s clear from the survey results that consumers are more likely to buy from ethical and green businesses, so it's in their interest to clearly communicate these values to potential consumers. But how can they best do this? The survey revealed that: Nearly 3 in 5 (57%) Brits said they would prefer small businesses to communicate their ethical practices on their website. Just under half (49%) of Brits said they do/would prefer small businesses to communicate their ethical practices on social media. Over a third (35%) of Brits said they do/would prefer small businesses to communicate their ethical practices on labels. Top Tips For SMEs On Increasing Ethical Practices Kyle Eaton, money.co.uk business credit cards expert gives his top tips for SMEs on how they can be more ethical: Choose Ethical Banks and Financial Products: Research and choose a bank that aligns with your values and ethical principles. Look for banks that prioritise environmental sustainability, social responsibility, and ethical investment practices. Consider factors such as the bank's commitment to environmental conservation, support for community development initiatives, and transparency in its operations. Look for credit card issuers that offer ethical business credit cards with features such as competitive interest rates, rewards programs that support charitable causes, and transparent fee structures. Consider credit card companies that have policies in place to avoid financing activities that harm the environment or violate human rights. Investment Screening: Inquire about the bank's investment screening policies to ensure that your money is not being used to support industries or companies involved in activities such as fossil fuel extraction, weapons manufacturing, or human rights violations. Choose a bank that offers investment options aligned with your values, such as socially responsible investment (SRI) funds or impact investing portfolios. Support Local and Community Banks: Consider banking with local or community banks that prioritise serving the needs of their local communities and businesses. Local banks often have a better understanding of local economic challenges and can provide personalised services tailored to your business's needs. Energy Efficiency: Invest in energy-efficient appliances, lighting, and machinery to reduce energy consumption. Implement policies to turn off lights, computers, and other equipment when not in use. Consider renewable energy sources such as solar panels or wind turbines. Reduce, Reuse, Recycle: Encourage employees to minimise waste by using reusable items such as mugs, water bottles, and containers. Set up recycling bins for paper, plastic, glass, and other recyclable materials. Partner with local recycling centres or organisations to properly dispose of or recycle waste. Sustainable Procurement: Source products and materials from suppliers with sustainable practices and ethical labour standards. Prioritise suppliers who use eco-friendly packaging and shipping methods. Consider the entire lifecycle of products, including their production, transportation, and disposal. Transportation and Logistics: Encourage carpooling, biking, or the use of public transportation for commuting. Optimise delivery routes to minimise fuel consumption and emissions. Consider switching to electric or hybrid vehicles for company transportation needs. Community Engagement: Participate in local environmental initiatives or volunteer programs. Support community projects focused on sustainability, such as tree planting or beach cleanups. Engage with local businesses and organisations to promote sustainability efforts collectively. Transparency and Accountability: Be transparent about your environmental and ethical practices with customers, employees, and stakeholders. Regularly review and assess your sustainability initiatives to identify areas for improvement. Consider obtaining certifications or accreditations related to sustainability and ethical practices.

A unique JCB tartan tractor has rolled off the production line at Staffordshire’s JCB Landpower factory honouring Scottish rugby legend and motor neuron disease (MND) campaigner Doddie Weir. The Fastrac 4220 iCON wrapped in Doddie’s own design tartan livery was welcomed off the Cheadle production line by son Angus Weir, ready to report for fundraising duty with the ‘My Name’5 Doddie Foundation’. Scottish and British and Irish Lions international, Doddie, who died of MND, aged 52, in 2022, founded the charity to fund research with the vision of ‘A world free of MND’. So far, more than £11 million has been committed to vital research in his name and the Foundation is dedicated to continuing the fight against the cruel disease. The Doddie iCON Fastrac is the brainchild of Doddie’s schoolfriend and Director of Crop Services in the Scottish Borders, Douglas Stephen, who joined Angus for the unveiling. Douglas operates a number of Fastrac tractors, and approached his JCB Dealer, Kelso-based Scot Agri to build a special edition machine in support of the Foundation. The blue and yellow tartan tractor will make starring appearances at major agricultural shows and rugby games north of the border over the coming months raising funds for the My Name’5 Doddie Foundation. The grand tour will begin at the Royal Northern Spring Show, Inverurie on February 28th before moving on to the Fife, Northumberland, Royal Highland, Border Union, Perth Shows and many other agricultural events over the summer. Angus Weir said: “It has been fantastic to be here to unveil the new Doddie tartan tractor. Dad would have absolutely loved it and I’m sure it will turn a lot of heads, raise a lot of smiles, and help continue his fundraising legacy.” For Douglas Stephen it was an emotional day. He added: "Our Doddie was born into a farming family, was part of the farming community and loved tractors. He was also always accustomed to wearing big, bright, garish tartan suits, so this is right up his street. What JCB has done is beyond all expectations and they have really pulled out all the stops. Doddie was a great friend who is sorely missed and this will help us to keep his memory and MND legacy alive.” My Name’5 Doddie Foundation Director of Fundraising and Communications, Paul Thompson added: “We are incredibly excited about this collaboration with JCB and expect it to raise a great deal of awareness of both motor neuron disease and My Name’5 Doddie Foundation." "The Fastrac looks brilliant, and we can’t wait to see the look on people’s faces when nine tonnes of tartan tractor arrive at one of our events." “When the tractor was unveiled, it was a real lump in the throat moment. Doddie was a farmer and loved his tractors, so we know that this collaboration would have meant a lot to him.” JCB Territory Manager Sam Taylor said: "For JCB it is an honour to support the incredible work of the ‘My Names’5 Doddie Foundation’. Doddie Weir was an icon, not only in the way that he played his rugby, but also in the way he handled his MND diagnosis, setting an example of bravery, and inspiring others to take up the fight." “The JCB Doddie iCON Edition Fastrac is a great example of teamwork - bringing together an amazing charity, a valued JCB customer, our brilliant dealer network, designers, and production team. We hope it will raise greater awareness of the condition and fund more groundbreaking research to find a cure for MND.”

UK tax policies are restricting business growth and innovation, according to new research by UK top ten accountancy and advisory firm Azets. With just two weeks before the Chancellor presents the Spring Budget 2024, the Azets Barometer January 2024 survey reveals average scores of just below the neutral mark of 5 on a scale of 1 to 10 related to the UK tax regime's ability to strongly promote (10) or inhibit (0) in key areas including business growth (4.7), innovation (4.8), sustainability (4.7), and the attraction and retention of talent (4.7). The research suggests that, while not overly harmful, the prevailing tax environment isn’t significantly aiding businesses. The score is driven largely by smaller businesses that feel more inhibited than enterprise firms. There is a significant disparity between the lower and upper mid-market, as businesses with a £10m-£49.9m turnover view the tax regime as broadly neutral, while those with a £50m-99.9m turnover are the most positive, with an average score of 6.4 for business growth. Praveen Gupta, UK Head of Tax at Azets emphasised the need for a progressive tax system that benefits all businesses and promotes growth and investment in critical areas such as innovation and sustainability initiatives. He said: “Simplifying incentives, taxes, and regulations is essential to create a more competitive landscape that rewards entrepreneurship and ambition. R&D tax credits, for example, are a key driver of innovation, but the scheme is in chaos." "Businesses are paying more tax than ever, yet there is an obvious correlation between tax, regulation, and economic growth, and this ought to be a priority for this Government and the next.” The Azets Barometer provides insight into the current and future business climate through the perspective of ambitious mid-market, owner-managed, and family-owned businesses in the UK, Ireland, Norway, Finland, Sweden, and Denmark. The January 2023 survey is the first in a new triannual series to identify trends relating to economic outlook, financial performance, and emerging threats and opportunities. It reveals optimism among businesses, with an overall average score of 5.6 out of 10. The UK's economic outlook for the next 12 months scored of 5.1 out of 10, hinting at a cautious, wait-and-see approach towards prospects. Of the 323 UK respondents, 41% expressed moderate optimism with scores of 6 or above, contrasted with 35% who were more pessimistic, scoring 4 or lower, and 24% opting for a neutral score of 5. This places UK businesses as the least optimistic in the survey. Economic (6.1 out of 10) and geopolitical (5.7) uncertainties are the highest concerns for among UK business owners, closely followed by talent recruitment and retention (5.2) and regulatory compliance (4.9).

Contractor Henry Brothers Construction has held a topping out ceremony to mark a key stage in the project to deliver new facilities at Beacon Barracks in Staffordshire for 280 (NATO) Signal Squadron. The Squadron, which is the only British Army unit permanently assigned to NATO, will be moving from Dorset to its new home at Beacon Barracks near Stafford under the Defence Estate Optimisation (DEO) Army Programme. Henry Brothers is building a new £22.5m two-storey facility for the Squadron within a secure compound at Beacon Barracks. It includes offices, conference rooms, a reception area, workshops, garaging, storage rooms, welfare facilities and mechanical and electrical plant rooms, and will feature solar panels on the roof. The company is also delivering a single-storey satellite communications building as part of the development for the Squadron, which, as a Deployable Communication Module, has a role to install and control strategic communication and information systems supporting a deployed NATO headquarters. Personnel at the topping out ceremony for the new facilities included representatives from NATO, 280 (NATO) Signal Squadron, the Defence Infrastructure Organisation (DIO), Beacon Barracks, contractor Henry Brothers Construction, project manager Mott MacDonald and multi-disciplinary design consultants Pick Everard. Ian Taylor, MD of Henry Brothers Construction, said: “We are very pleased to see this significant milestone being reached on the new facility that Henry Brothers Construction is delivering at Beacon Barracks for 280 (NATO) Signal Squadron. The squadron plays an important role in NATO, and we are proud to support our armed forces." “Henry Brothers has worked in partnership with the Ministry of Defence and the Defence Infrastructure Organisation (DIO) to deliver many improvements and new developments over the years. It’s great to see one of our current projects proceeding well and on track for completion next year, providing 280 (NATO) Signal Squadron with a new base to relocate to from Dorset.” The project, which is scheduled to be Defence Related Environmental Assessment Method (DREAM) Excellent, is being delivered by Henry Brothers for the Defence Infrastructure Organisation (DIO) via the Crown Commercial Service Framework. Work is due to be completed in early 2025. Other members of the team working alongside Henry Brothers on the project include Pick Everard and Mott MacDonald. Henry Brothers Construction is part of The Henry Group, which comprises a number of manufacturing and construction sector companies, ranging from external construction through to interiors fit out. In partnership with its valued clients, it has a proven track record in education, defence, commercial, industrial, transport and healthcare sectors.

Family Business United are delighted to be launching our annual photographic campaign and are now open for entries to showcase that family business matters and this year are focusing on the overall importance and contribution of the family business sector. To that end, we are looking to compile a collection of images that define the sector, its history, showcase its diversity and help define the narrative that is ‘family business Britain.’ Every family business has a narrative and every family business has been on a journey. Collectively they have a real presence and to share the story that is family business here in the UK will be made more powerful by the combined story told through the pictures in the collection. As, we all know, every picture tells a story and we are looking to build a special collection that really does have a story of its own. In previous years we have used the images provided to create a flag of the UK that was populated with images and shared at our National Family Business Show in York, a face of family businesses that was turned into a digital campaign and last year a map of the UK which was unveiled on National Family Business Day at a dinner in London. This year, we are looking to collate a set of images that relate to the following categories: People (family and non-family, involved today and from the past generations of family members too, reflecting the characters and founders that started out, subsequent teams and those responsible for the family business today) History (images from the archive that showcase the past and where the business has come from) Products Brands and Assets (vans and cars, products and their packaging, shops and shop fronts etc) Community engagement (sport team sponsorship, charitable endeavours and other related community engagement) The general essence of family business (fun images that reflect your style, culture, business) Up to 10 images can be supplied per family business based in the UK which need to be supplied with the following information: General Details needed for your submissions: Name of Business Business Sector Email Address Website Year Founded Specific Details for each image supplied: Title of Image Description of Image Year (if known) We can accept up to 10 images per family business as part of the project which will be developed and launched online initially and will select a shortlist of images as finalists in the competition before winners in each of the categories are selected. There is no cost for participation but we are looking to further build on this campaign by creating a digital family business archive that can preserve items of interest from the family business community for generations to come. We are currently ‘crowd funding’ for this campaign and if you would like to make a donation towards the cost of building the archive please do so here . Every penny helps and there are plenty of ways to support the project too from making a donation to advertising on the website and being a founding patron. As Paul Andrews, Founder and CEO of Family Business United explains, "This is an annual campaign that highlights the depth and diversity of the family business sector here in the UK. As well as being a great way to showcase the sector there is a competitive edge too and we are always amazed at the variety of images that are submitted." "We look forward to receiving images by March 31, 2024 from all corners of the UK and creating another successful campaign that tells a story and helps us to further demonstrate the importance of family businesses across the country." Images need to be sent to news@familybusinessunited.co.uk together with the details outlined above. The collection will be shared in due course and the finalists in the competition announced shortly thereafter before a public vote determines the winners.