Confidence and growth hopes among the UK’s small business community nosedived further in the third quarter of 2025, according to newly-published research, reinforcing the difficult economic climate that family businesses are currently operating within. FSB’s Small Business Index (SBI) for Q3 shows overwhelming pessimism, with the headline confidence reading falling to -58 points – even worse than Q2’s gloomy -44 points. The proportion of small firms bracing for contraction, be it downsizing, closure, or a sale, in the next 12 months has risen to an unprecedented 30 per cent. Within that figure, the percentage of those specifically predicting that they will close the business in the next year has jumped to 6 per cent, up from 4 per cent in Q2. That equates to more than 330,000 potential business closures. Just 18 per cent of small businesses say they expect to grow in the next 12 months. FSB is urging the Chancellor, Rachel Reeves, to heed this stark warning and to take dramatic action in next month’s Budget to ease the small business rates burden and the impact of increasing employment costs, and to lower the sky-high tax levels on entrepreneurship. The factor driving this pessimism around growth was predominantly the domestic economy, cited by over two-thirds of small firms (68%), followed by the tax burden (45%), labour costs (34%), and then consumer demand (28%). Tina McKenzie, Policy Chair, Federation of Small Businesses (FSB), said: “The fact that under a fifth of small firms predict they will grow in the next 12 months, while nearly a third are looking at shrinking, selling or closing down, is horrifying – and a stark wake-up call for the Government." “We’re calling on Rachel Reeves to take bold action in the Budget to support entrepreneurship and ease tax and employment cost burdens on small firms – we must turn this around and enable small businesses to grow rather than having their ambitions held back, and in turn hampering economic growth.” Key Areas Of Concern Looking at revenues over the third quarter of 2025 provides little relief. One in five small firms (21%) said their revenues rose over the previous three months, while over half (55%) said they fell. Revenue predictions for the final quarter of the year – usually the so-called ‘golden quarter’ for many consumer-facing businesses in retail and hospitality – were also very subdued, with around a fifth of small businesses (21%) predicting revenue growth, but nearly half (49%) bracing for a fall. Financing is another area of significant concern. Only one in ten small businesses (10%) say they rate the availability and affordability of new finance as good, while over half (54%) rate it as poor. A staggering one in five small businesses (21%) who successfully applied for credit were offered an interest rate over 20%. Late payments were yet again a drag on small businesses’ finances and future plans. Two thirds of small firms (68%) reported experiencing late payments, and one third (34%) said they worsened over the past three months. Tina added: “Millions of small businesses shrinking, closing, or selling up instead of growing means a vicious cycle of a lower tax take, higher unemployment, and greater demands on the state all exacerbating each other in a downward spiral." “The Chancellor’s Budget speech will be a make-or-break moment for small businesses. The stakes couldn’t be higher. Without small businesses economic growth is a lost cause. Small firms will be looking for positive backing.”

Family businesses often embody generations of hard work, dedication, and a deep sense of heritage. Maintaining control of such a business within the bloodline is often a top priority for families. However, life events such as marriage and divorce can pose risks to this continuity, particularly when it comes to ownership shares. This is where post- nuptial agreements , legal contracts signed after marriage, can play a vital role. What is a Post-Nuptial Agreement? A post-nuptial agreement is a legally binding document that outlines the division of assets, financial responsibilities, and other terms in the event of a divorce or separation. Unlike a pre-nuptial agreement, which is signed before marriage, a post-nuptial agreement is executed after the couple has already tied the knot. While post-nuptial agreements can address general marital assets, they are particularly useful for family businesses aiming to secure their assets for future generations. How Post-Nuptial Agreements Protect Family Businesses Ensuring Shares Stay in the Family A primary concern for family-run businesses is the potential for ownership shares to pass to a non-family member through divorce. Without safeguards, a divorcing spouse could claim a portion of the business, leading to an outsider having influence or ownership in the company. A post-nuptial agreement can stipulate that any shares in the family business remain within the family, regardless of the outcome of the marriage. Mitigating Financial Risks Divorce proceedings often result in the liquidation or redistribution of marital assets, which can disrupt business operations. By clearly defining how the business will be handled in such scenarios, a post-nuptial agreement can protect the company from financial turmoil, ensuring its long-term stability and growth. Preserving Decision-Making Control Family businesses thrive on shared values and decision-making among trusted members. A post-nuptial agreement can prevent a scenario where a non-family member gains decision-making power through their acquired shares. This preserves the company's vision and cohesion. Clarifying Ownership Boundaries Post-nuptial agreements allow families to delineate which aspects of the business are marital property and which are personal or family property. This clarity reduces disputes and ensures that the business’s core assets remain intact. Supporting Successor Planning For families focused on legacy, post-nuptial agreements can play a critical role in succession planning. By keeping shares in the bloodline, these agreements ensure that future generations can take the reins without interference or dilution of ownership. Key Considerations for Post-Nuptial Agreements When drafting a post-nuptial agreement for a family business, it’s essential to consider the following: Transparency and Fairness Both spouses should fully disclose their financial assets, liabilities, and business interests to ensure the agreement is enforceable and fair. Legal Expertise Since family businesses often involve complex structures, it’s crucial to work with legal professionals who specialise in business law and family law. Their expertise can help address any nuances specific to the company and jurisdiction. Involvement of All Stakeholders While the agreement is primarily between spouses, involving key family members in the process can promote trust and alignment with the family’s broader goals. Periodic Reviews Post-nuptial agreements should be revisited periodically to reflect changes in the business, family circumstances, or the law. Key Clauses to Include in a Post-Nuptial Agreement for a Family Business When drafting a post-nuptial agreement tailored to protect a family business, the following clauses are essential to ensure clarity and enforceability. Professional advice from an appropriately qualified professional adviser is essential to ensure that any documents drafted are done so to reflect the wishes of the family and to comply with prevailing rules and regulations. Ownership of Family Business Shares Purpose: Defines the ownership structure of the family business and ensures shares remain in the bloodline. Example: "The shares or ownership interests held in [Family Business Name] shall be considered separate property and not subject to division or transfer upon divorce. Ownership of such shares shall remain within the direct bloodline of [Family Name] unless otherwise agreed in writing by all family shareholders." Exclusion of Business Appreciation Purpose: Specifies that any increase in the business's value during the marriage remains separate property. Example: "Any appreciation in the value of [Family Business Name] during the marriage, whether through active or passive efforts, shall be deemed the separate property of [Spouse A] and not subject to equitable distribution in the event of divorce." Non-Transferability of Shares Purpose: Prevents shares from being transferred to a non-family member, even indirectly. Example: "In the event of divorce, the non-owning spouse agrees to waive any right to claim, sell, or transfer shares or ownership interest in [Family Business Name]. Such interests shall not be assigned to any third party or included in any marital settlement." Financial Compensation in Lieu of Business Assets Purpose: Provides fair financial compensation to the non-owner spouse without disrupting the business. Example: "Upon divorce, [Spouse B] shall receive a financial settlement in the amount of $[specified amount] or [specified percentage] of other marital assets in lieu of any claim to [Family Business Name]." Succession and Inheritance Protection Purpose: Protects the family business from being diluted or impacted by divorce proceedings. Example: "Any ownership interests in [Family Business Name] inherited or gifted by [Spouse A] to their descendants shall remain separate property, not subject to marital claims." Decision-Making and Management Rights Purpose: Prevents the non-family spouse from interfering in business operations during or after divorce. Example: "The non-owning spouse shall not have any rights to participate in the decision-making, management, or governance of [Family Business Name] during or following the marriage." Confidentiality and Non-Disclosure Purpose: Ensures sensitive business information remains confidential. Example: "Both parties agree that any proprietary, financial, or operational information related to [Family Business Name] shall remain confidential and not be disclosed to any third party, including during divorce proceedings." Arbitration or Mediation Clause Purpose: Provides a mechanism for resolving disputes without litigation, which can harm the business. Example: "Any disputes arising from or related to this agreement or the treatment of [Family Business Name] shall be resolved through binding arbitration or mediation to avoid disruption to the business." Periodic Review Clause Purpose: Ensures the agreement evolves with changes in the business and family structure. Example: "This agreement shall be reviewed and updated every [specified number] years or upon significant changes to [Family Business Name], its ownership structure, or marital circumstances." Waiver of Spousal Claims Purpose: Clearly waives the right of the non-owner spouse to any part of the family business. Example: "Both parties agree that [Spouse B] irrevocably waives all claims to the assets, shares, or any other interests related to [Family Business Name], both during the marriage and in the event of a divorce." By including these clauses, a post-nuptial agreement can ensure the family business is safeguarded from potential disputes and remains under the control of its intended lineage. An appropriately qualified lawyer with expertise in family and business law should review and draft these clauses to align with the specific legal requirements of the jurisdiction and desires of the family. Post-nuptial agreements offer a powerful tool for family businesses to safeguard their assets, maintain control, and ensure the continuity of their legacy. By addressing the unique challenges posed by marriage and divorce, these agreements can provide peace of mind and stability, ensuring that the family business remains a source of pride and prosperity for generations to come.

In the corridors of Whitehall and the boardrooms of Britain’s family-owned firms, a common feeling is emerging: caution. The UK economy is not in freefall, but growth is distinctly sluggish, business confidence in the current economic climate is shaky, and the looming backdrop of politics is amplifying the risks for the family business sector. Family firms across the UK are having to deal with the political and economic uncertainty that is prevailing over British businesses today. The EY ITEM Club has lowered its forecast for UK GDP growth in 2025 to around 1%, citing weak investment, persistent uncertainty and global headwinds. The British Chambers of Commerce (BCC) speaks of a 'two-speed economy' in which cost pressures and uncertainty threaten to leave many firms behind. Meanwhile, a recent survey by Family Business United (FBU) reveals that 70% of family-business leaders feel less optimistic about their prospects than they were a year ago. Political turbulence, rising taxes, inflation, regulatory burdens and supply-chain anxieties are all cited as key issues. For family businesses — firms where ownership and management often intertwine with family, tradition and community roots — such uncertainty presents a particular challenge. These organisations are often long-term in outlook, slower moving than high-growth start-ups, and invested emotionally as well as financially. Their dual role as family and business amplifies both opportunity and fragility in times of instability. The Political Landscape & Why It Matters for Families in Business Britain faces a number of intersecting political factors. With the next general election on the distant horizon, business owners are watching policies, tax changes, public-spending decisions and global trade negotiations more keenly than usual. For family businesses, some key political issues stand out: Taxation and employer costs : Changes in national insurance, employer contributions and tax reliefs create cost and planning uncertainty. Regulation and red tape : Sixty per cent of family firms cite 'government regulation, red tape and legislation' as a top challenge. Global trade and tariffs : External political decisions, such as tariffs, trade deals and ongoing Brexit-related frictions, filter down to firms that export, import or rely on global supply chains. Confidence and investment : Political uncertainty erodes the ability of family firms to plan for major investments, succession or capital expenditure. Inheritance Tax Reforms and the Family Business Dilemma A further area of acute concern lies in the recent changes to inheritance tax (IHT), particularly revisions to Business Property Relief (BPR) and Agricultural Property Relief (APR). These reliefs have historically played a crucial role in protecting family-owned firms and farms from being broken up on succession, by allowing qualifying assets to be passed to the next generation free of, or at a reduced, inheritance tax liability. Under the government’s current review, both APR and BPR have come under scrutiny, with changes coming into force and owners who have spent decades building sustainable enterprises now face the unsettling prospect that a significant portion of their assets could become liable to IHT on transfer — potentially forcing sales of shares, land or property simply to meet the tax bill. For many, this uncertainty undermines the very essence of the ‘long-term stewardship’ model that family firms embody. Changes to APR and BPR ‘strike at the heart of the family business model’ as the continuity of ownership, a defining feature of the sector, could be put at risk. If government wants to encourage growth via investment, job creation and resilience, it must not penalise those who seek to hand over well-run businesses to their children. The debate over inheritance tax is not only a fiscal issue but also a deeply emotional and structural one with implications for intergenerational planning, community stability and the long-term composition of British businesses. Economic Pressures: Reality for Family-Owned Enterprises Beyond politics, the economic environment brings its own set of pressures for family-owned companies. Some of the key challenges include: Cost headwinds and margin squeeze Rising input costs (raw materials, energy, labour) and wage pressures continue to erode profitability. Family businesses feel this acutely and it is having an impact on day-to-day business decisions. Weak growth and investment caution With business investment growth forecast to slow to around 1% in 2025, expansion plans, generational transfers and innovation are often delayed or deferred. In the recent Family Business United survey, ‘the economic climate’ was cited as the single greatest challenge by 68% of respondents. Confidence and planning paralysis In the same survey, only 12% of family firms report feeling more optimistic than last year. This translates into fewer ambitious moves and a stronger focus on stability and preservation. Succession and generational transitions Uncertainty makes leadership handovers and long-term reinvestment decisions more difficult. While succession planning was not the top challenge, it remains a concern for over a quarter of family firms surveyed. How Family Firms Are Responding – and What They Can Do According to research and sector insights, family firms are responding through a mix of prudence, innovation and collaboration: Scenario-planning : Many are conducting detailed ‘what if’ analyses to prepare for potential changes in tax, trade or regulation. Cost control : Firms are tightening processes, reviewing staffing and supply-chain efficiency, and delaying non-essential capital spending. Embracing digital transformation : Though sometimes slower to digitise, family firms are recognising technology as a route to greater productivity and resilience. Focusing on people and culture : Strong staff loyalty, family ethos and community reputation are increasingly used as differentiators in difficult times. Improving governance and succession : Families are re-evaluating roles, communication structures and generational transitions to safeguard continuity. Networking and advocacy : Engagement with industry bodies enables collective lobbying and shared best practice and discussion of broader challenges amongst peers. Preserving liquidity : With limited visibility, maintaining cash reserves and avoiding over-commitment are seen as key to weathering potential shocks. There is no mistaking that businesses are operating in uncertain times, something which provides both opportunity and vulnerability to the sector. Family businesses are the backbone of the UK economy, deeply rooted in their communities, creating jobs and driving innovation. However, recent surveys clearly illustrate the scale of the pressures family businesses and their leadership teams are currently under. From navigating an unpredictable economic climate and increased regulation to dealing with taxation, inflation and rising costs, it’s no surprise that confidence levels have dipped this year. Despite short-term sentiment being subdued, the family business sector remains a cornerstone of the UK economy. But they undoubtedly need the support of policies to enable them to continue to be the engine-room of the nation. In reality, whilst family firms possess inherent strengths such as resilience, loyalty, and a long-term vision, they are not immune to the wider environment. Policy clarity, consistency and fairness are essential if these firms are to maintain their vital role in local economies and national prosperity. Family-owned businesses in the UK face a confluence of political and economic pressures. Yet, they also embody some of the qualities most needed in turbulent times such as long-term thinking, authenticity and a commitment to people. The road ahead will demand realism, adaptability and renewed confidence — not in the short-term cycle of politics, but in the enduring strength of Britain’s family enterprises.

Over 150 guests enjoyed a memorable evening at The Law Society in the heart of legal London when they raised over £34,000 to help The Hygiene Bank charity play a major role in beating the stigma of hygiene poverty. The ever-popular annual fundraiser hosted by multi-award-winning office and commercial cleaning company Cleanology has established such a strong following that it has now raised over £151,000 in its first five years. Dominic Ponniah, event organiser and Co-Founder of Cleanology, said: “Yet again our many friends and colleagues in the FM industry have been incredibly generous to ensure this event remains as successful as ever. Sadly hygiene poverty remains a real blight on society but this event is proof that there are many determined and spirited people who want to play a part in beating it." Ruth Brock, CEO of The Hygiene Bank, said: “Cleanology’s continued commitment to ending hygiene poverty is truly inspiring. Partnerships like this show what’s possible when businesses and social causes come together with a shared purpose. Cleanology's annual fundraiser is a powerful example of collective action in practice, and, thanks to everyone's generosity, we will be able to make a real difference to thousands of people across the UK who are struggling to afford basic hygiene products." "I am so grateful to Dominic and all his wonderful team at Cleanology, and to the sponsors who made this event possible. They truly make me believe that hygiene poverty is solvable, if we choose to, and if we do it together.” The event – held on October 9 at the Grade II iconic venue in Chancery Lane – was sponsored by field service management software company BigChange, insurance brokers Brown & Brown, janitorial suppliers and distributors Bunzl, cleaning and hygiene products manufacturer Evans Vanodine, cleaning supplies and solutions provider Foremost, sustainable hygiene solutions firm Katrin, global manufacturer and provider of personal care products, Kimberly-Clark and washroom services firm Liberty Hygiene. The exterior of the venue, The Law Society, was also illuminated in yellow as part of the charity’s National Hygiene Week campaign to focus attention on hygiene poverty. At the fundraiser, guests enjoyed drinks, bowl food and live music by talented vocal harmony trio The Bluebirds. The event also took a different format this year, with a panel discussion, chaired by Dominic Ponniah, and featuring Laura Yorke from Bunzl, a corporate supporter, Phil Smith of Indigo FM, a volunteer, and Lorraine Waters, a volunteer and trustee of The Hygiene Bank, as well as their CEO Ruth Brock. The evening saw competitive bidding for auction and raffle prizes such as a golf day for four in Hampshire, a boat trip for 10 people on the River Thames hosted by networking group The Hill Club, a guided wine tour and tasting experience for two at Chapel Down Winery in Kent and two tickets to the Stratus Hospitality Suite at Tottenham Hotspur FC’s stadium in North London. The Hygiene Bank is a people-powered charity and social movement, committed to tackling hygiene poverty in communities across the UK. It believes that no one should have to choose between staying clean and meeting other basic needs. Through their network of projects, they provide essential hygiene products to those experiencing poverty or crisis. Cleanology – headquartered in Vauxhall, South West London, and with regional offices in Manchester, Birmingham, Bristol and Scotland – runs campaigns throughout the year to raise funds and awareness for hygiene poverty and staff participate in fund-raising opportunities such as marathons.

A young entrepreneur from Coatbridge and his dad have attracted 3,000 customers in their first two months of trading after they opened a new mobile food business in September. The pair accessed expert start-up advice and support from Business Gateway to help get their business off the ground. Specksy’s Spuds, founded by Reece Muir and his dad Matthew in September 2025, serves up freshly prepared loaded baked potatoes from their fully equipped food van, with toppings including butter chicken, macaroni cheese, steak and garlic chilli chicken. Reece previously worked in sales and is also a musician and Matthew had previously worked in garages. Based in North Lanarkshire, the business aims to bring hearty, home-style comfort food to local communities and events, with a focus on quality ingredients and friendly service. The van travels to a variety of different locations across North Lanarkshire and has not yet been to the same location twice. Since launching, Specksy’s Spuds has already gained positive feedback from customers and is planning to expand its presence at local markets, community events and festivals across the region. The business currently operates three days a week and the pair sell out the van most days. Reece is also focussed on promoting the business on social media, sharing videos of the menu, any specials, customer feedback and behind the scenes. His main inspiration is Spud Bros in Preston, which has seen great success on social media. Reece, 25, had a clear idea for his business but wasn’t sure where to start. He made use of Business Gateway’s Planning to Start tool, which helped him identify the key steps needed to launch successfully and connected him with business adviser, Iona Collings, who helped him turn his idea into a reality. Through Business Gateway, Reece received tailored start-up support including advice on writing a business plan, financial forecasting, registering his food business and ensuring food safety compliance. He also learned about the licences and regulations required for running a mobile food operation. Reece and his dad also attended Business Gateway Lanarkshire’s in-person Start-Up Bootcamp, which gave them a solid understanding of how to plan, manage and promote their business effectively. Reece Muir, co-founder of Specksy’s Spuds, said: “I had the idea for Specksy’s Spuds for a while but didn’t know where to begin. Business Gateway really helped me break everything down into clear, manageable steps. From building a business plan to sorting out all the licences and safety checks, Iona guided me through every part of the process." "The Start-Up Bootcamp was also brilliant - I found out so much useful information that’s helped me get the business off the ground. It’s been amazing to welcome so many customers and I can’t believe the response we’ve had. I can’t wait to see where it goes next.” Iona Collings, Business Gateway adviser, said: “Reece has been fantastic to work with. He came to us with a great idea and the enthusiasm to make it happen. By engaging fully with the support on offer and putting in the work, he’s been able to turn his vision into a real business. It’s always inspiring to see young people in Lanarkshire taking the leap into starting a business and Specksy’s Spuds is a brilliant example of that.”

In a competitive financial landscape, differentiation isn’t about who shouts loudest. The firms that build real credibility are those that deliver steady performance, transparent service, and dependable outcomes, not flashy slogans. Here, Joe Phelan, money.co.uk business current accounts expert, shares why the best unique selling points aren’t about catchy slogans or clever marketing lines, but about reliability that builds trust and long-term loyalty. If you’re a small business owner, forget the race to sound unique. The businesses that really stand out aren’t the loudest. They’re the ones that quietly deliver, day after day. Scroll through a few business websites in any industry and you’ll notice something. Estate agents routinely promise to 'go the extra mile.' Accountants pledge to 'speak plain English, not jargon.' Cafés boast about only using 'the finest ingredients' whilst marketing agencies are all about being 'creative partners, not just suppliers.' Here’s the problem: these aren’t unique selling points at all, but they’re basic expectations. What’s the alternative? An estate agent who deliberately does the bare minimum? A café that proudly uses substandard ingredients? These claims sound good at a glance, but they’re really just describing the minimum standard customers expect from any competent business. Of course, there’s nothing wrong with telling customers you care about quality or service. But genuine USPs aren’t written on shopfronts or your website’s homepage banner, they’re demonstrated in how you actually run your business. Chasing Differentiation As a business owner, it makes sense to look for an edge, to find a niche, do something nobody else is doing, provide something entirely bespoke. But the reality is this: most customers don’t want revolutionary. They want reliable. If you’re an accountant, clients need their accounts done properly and on time. If you’re a plumber, customers want their pipes fixed quickly and without drama. Most small businesses operate in crowded markets doing fundamentally similar work. And that’s fine. Customers need that work done well, not reinvented. What Customers Actually Remember Think about the last time you recommended a business to a friend. You probably didn’t mention their 'innovative approach to customer-centric solutions.' You said something like: 'They actually called me back' or 'They finished the job when they said they would.' That’s the stuff that sticks, the small, consistent moments where a business delivers exactly what it promised, without friction or fuss. Reliability isn’t glamorous, but it builds trust, and that’s what keeps customers coming back long after they’ve forgotten your tagline. The Differentiators That Actually Work Real differentiation isn’t about slogans, but it’s about doing the ordinary things unusually well. Here are a few examples of where that shows up in practice: Respecting other people’s time. This means answering emails within 24 hours, turning up to meetings when scheduled, and returning calls. It sounds simple because it is! Yet many businesses fail at it. When competitors leave customers waiting for days, simply being responsive becomes a genuine competitive advantage. Paying suppliers properly. Stretching payment terms to 60 or 90 days might help cash flow, but it can damage your reputation with the people who keep your business running. Companies that pay on time (or early) become preferred customers. When there’s a supply shortage or a rush job, who do you think gets prioritised? Hiring people who care (and keeping them). High staff turnover means customers constantly deal with new faces who don’t know their history or preferences. Businesses that invest in retaining good people create continuity and expertise that no clever marketing can replicate. Your longest-serving employee might be your strongest competitive advantage. Delivering consistency. Customers don’t need you to occasionally exceed expectations with grand gestures. They need you to meet expectations reliably, every time. The bakery that’s always open when it says it will be. The designer who hits every deadline without drama. The Paradox Of Standing Out You don’t need a revolutionary USP. You need to audit the gap between what you promise and what you consistently deliver. Do you actually answer the phone? Do your invoices match your quotes? Do customers have to chase you for updates? The businesses that thrive aren’t the ones with the cleverest positioning. They’re the ones that make it easy to work with them every single day. That’s not something you can plaster across your website, but it’s what customers notice, remember, and return for.

The customer magazine ATLAS published by Gebrüder Weiss has received the Red Dot Award: Brands & Communication Design 2025. The international jury presented the 21st issue, on the theme “Material,” with the Red Dot quality seal for excellence in both design and concept. This marks the third Red Dot Award for ATLAS. Receiving multiple international design awards is highly unusual for a logistics magazine and underscores Gebrüder Weiss’s strong editorial and creative standards. Frank Haas, Head of Marketing and Communications at Gebrüder Weiss and Editor-in-Chief of ATLAS said: “ATLAS goes beyond what you’d typically expect from a customer magazine. Our goal isn’t to promote or lecture but to tell compelling stories that open a window into the world of logistics – both visually and editorially. The Red Dot Award validates our approach, and we’re truly delighted." The award-winning issue explores the many materials and energy sources essential to logistics – from asphalt and concrete to carbon fibers, water, electricity, and alternative fuels. The edition was created in collaboration with photographer Göran Gnaudschun, whose precise and thoughtful visual language highlights the beauty of these seemingly ordinary materials. Additional contributors include büro uebele visuelle kommunikation (Stuttgart) and editor Miriam Holzapfel, who worked closely with the Gebrüder Weiss editorial team on concept and execution. The official award ceremony will take place on November 7, 2025, in Berlin. About the Red Dot Award The Red Dot Award is one of the world’s most prestigious design competitions and is presented in three categories: Product Design, Brands & Communication Design, and Design Concept. Each year, designers and companies from around the globe are invited to submit their campaigns and projects for evaluation by an international panel of experts. The Red Dot seal has become a globally recognized symbol of design excellence.

The National Centre for Universities and Businesses (NCUB), led by Sir John Manzoni and backed by leaders from top companies, today launches a major report urging action to reverse declining British business R&D. Data shows a sharp 6.3% drop in UK business R&D investment since 2021—a loss of £3.4bn—while rivals like Korea, Japan and the United States surge ahead. The NCUB taskforce urges government to deliver a clear reset: with simpler, more focused policies aimed at reversing the decline and restoring the UK’s competitive edge. With the backing of industry leaders and insights from over 2,000 UK firms, the report warns that without swift reform, Britain risks falling behind in business R&D, along with losing ground in productivity and growth. Key Findings At A Glance: UK business R&D spending has dropped by 6.3% since 2021 (real terms) – A loss of £3.4bn. In contrast, Korea (+12.5%), Japan (+8.5%) and Spain (+17%) all saw significant growth, with an OECD average growth of +7.2%. SMEs saw the steepest declines, but reductions among large R&D performers in key manufacturing sectors drove significant impacts. Pharmaceuticals and scientific R&D contracted sharply. Foreign-owned firms increased R&D investment, now accounting for nearly half of total business R&D, while UK-owned firms retrenched. R&D-related FDI activity declined sharply, with the number of new Greenfield R&D projects down around 30% since 2022/23, indicating fewer new international entrants despite higher spending among established foreign investors. National and regional imbalances appear to be deepening, with growth concentrated in London, the West Midlands, and Northern Ireland, and declines elsewhere. A survey of 2,000 UK firms and interviews with industry leaders reveals that the UK is stuck in a loop: low growth curbs R&D; lower R&D curbs growth. Firms face tight finance and fragmented, short-term support and funding schemes. The solution is coordinated, predictable delivery that restores confidence and crowds private investment back in. The economic stakes are high: even a modest 0.1 percentage point fall in R&D intensity could cost the UK economy around £10 billion mostly in lost productivity. Taskforce recommendations The Taskforce calls for a reset of the UK’s R&D system to put business-led R&D at the heart of Britain’s plans for renewal: Focus – Establish a small number of long-term Industrial R&D Priorities, jointly owned by government, business and universities, aligning public investment, regulation and skills behind shared missions. Simplify – Consolidate schemes and create a single digital front door for businesses to access R&D support, replacing the maze of overlapping schemes that deter smaller firms. Reform – Make UK Research and Innovation (UKRI) explicitly accountable for driving private R&D investment and leverage, alongside academic research excellence. Sir John Manzoni, Chair of Diageo, Chair of SSE, and Chair of the Business-led R&D Taskforce said: “Britain’s business investment in R&D has fallen by £3.4 billion in just two years—more than double the UK’s entire annual aerospace R&D budget. That is a worrying trend for any country serious about long-term growth." "The UK has a world-class record in fundamental science and research, but we have not effectively translated that excellence into industrial R&D. Weak growth, rising costs and policy churn are eroding business confidence to invest, while smaller firms face even greater challenges—tighter margins, limited finance and complex bureaucracy. The public system that supports R&D needs to work better for business: we need focus, simplicity and reform, with UKRI accountable for driving both world-class research and stronger business R&D. Only decisive action will ensure Britain’s research strength translates into industrial capability and economic growth.” Professor Dame Nancy Rothwell, Deputy Chair of the Industrial Strategy Council and member of the Taskforce, said: “The UK’s research base and universities are world-class — a genuine national asset. But to turn that strength into growth, the whole system has to work together." "From my work with the Industrial Strategy Council, it’s clear that lasting success depends on long-term alignment between government, business and academia. We need an R&D system that looks beyond political cycles and delivers stability, skills and collaboration at scale." "These reforms would help connect our research excellence with industrial capability — translating ideas into innovation, investment and jobs across the UK.” Sir Jon Symonds CBE, Chair, GSK and member of the Taskforce said: “We’ve had no shortage of R&D and innovation strategies in the UK — but what’s missing is delivery and coordination. Far too much of the UK’s research excellence takes place in silos, and this fragmented landscape can obscure the opportunities available to global, innovative industries. That lack of visibility and strategic delivery deters long-term investment. Global companies look for environments that are stable, predictable and ambitious." "Without clear priorities and consistent follow-through, Britain will keep losing projects and talent to countries that offer greater clarity. The next decade will be defined not by what we plan, but by what we deliver.”

Celebrated commercial painting and decorating contractor Bagnalls – who are based in Cleckheaton and have office across Yorkshire - has enjoyed further awards success at the 22nd Apprenticeship and Skills Awards 2025 regional heats. The company has been named Yorkshire and the Humber winner of The Aptem Equality Diversity and Inclusion – Employer of the Year Award 2025. A great accolade for Bagnalls, this award champions businesses that truly embody the spirit of social justice and enable social mobility. It recognises company efforts to support those who are disadvantaged or under-represented, providing them with a positive environment, within which they can achieve. Apprenticeship accessibility is vital in this space, with recent ONS statistics highlighting a particular skills gap of 100,000+ vacancies in the construction, manufacturing and electricity industries in the first quarter of 2025 alone. Of those apprentices starting their course with Bagnalls in 2024, 62% were aged 16-18. However, recent surveys reveal that a huge 60% of young people feel that entry-level jobs are not inclusive of junior-level skills and are designed to keep them out of the job market. This is especially true for young women, who also face a lack of role models within the sector, with women making up just 4% of the painting and decorating industry. Bagnalls is making great strides in this area, with an impressive 29% of their 2024 apprentice intake identifying as female. Bagnalls’ Leeds branch team is currently 22% women, a particularly significant split when compared to the industry average. This is largely due to young women joining the Bagnalls apprenticeship programme and choosing to remain with the company as their careers progress. It’s clear that Bagnalls is leading the charge as more women begin to access apprenticeships within this male-dominated industry, but work still needs to be done in order to balance the gender split. In 2024, almost 30% of Bagnalls apprentices also qualified for free school meals (FSM), highlighting an ambition amongst those from a low-income background to begin realising their earning potential straight away. Again, this intake level outstrips the national average of pupils eligible for FSM, which currently stands at 25.7%, with many of those in receipt of FSM less likely to have secure employment upon leaving school. This highlights Bagnalls’ ability to increase accessibility and financial security, in terms of encouraging apprenticeship applications from a range of economic backgrounds. Ensuring more of a focus on Equality, Diversity and Inclusion (EDI) and opening up opportunities for young people can only lead to further positive outcomes. Offering accessible apprenticeships that don’t require high-level knowledge or skills, are open to talent from all backgrounds and range of qualification levels, and allow apprentices to ‘earn while they learn’ is vital. Bagnalls’ apprenticeship scheme does just this, offering inclusive opportunities and going on to produce highly skilled and successful apprentices, many of whom have won awards and gone on to fulfil high-value vacancies. The company has plenty of experience in this area – having recently celebrated its 150th anniversary, Bagnalls has been training apprentices since 1877. The traditional painting and decorating apprenticeship available during the company’s earlier years has since evolved into a truly modern offering that incorporates IT skills, an understanding of the importance of sustainability and more. The national painting and decorating contractor is also passionate about making the recruitment process as simple as possible for those applying for their first jobs. Many of the company’s apprentices are school leavers, stepping from the world of education, straight into their apprenticeship. This allows them to begin earning straight away, while also providing them with the training and support of an apprenticeship. Bagnalls’ Group People Director, Ellie Jobes, had this to say about the win: “This regional award is a fantastic honour for Bagnalls. EDI is a key focus for our business, so to have our efforts in this field recognised is brilliant." “We’re thrilled that this recognition is linked to our apprenticeship scheme. Bagnalls is very proud of our Apprentice Academy in Doncaster and our ability to help train the next generation of talent. It’s great to see enthusiastic young talent come through our doors every year and push themselves to be the best they can be." “A huge thank you to the Apprenticeship and Skills Awards regional judging panel for selecting Bagnalls and to Aptem for sponsoring this wonderful award.” The national painting and decorating contractor hopes to continue championing apprentices via its award-winning apprenticeship scheme, ensuring that young talent is identified, nurtured and given the opportunity to succeed within the world of work. Bagnalls will now progress to the final of the Apprenticeship and Skills Awards 2025 to compete for the national title in November.

HMG Paints, the UK's leading independent paint manufacturer, has played a pivotal role in an exciting discovery, confirming that a rare 1935 Aston Martin Mk2 Sports Saloon, chassis F5/585/L, was originally finished in a metallic green polychromatic paint. The finding marks one of the earliest known uses of metallic paint on an Aston Martin and is a significant piece of automotive history. The discovery was made during a detailed investigation at HMG Paints' Manchester facility, attended by Aston Martin historian Steve Waddingham. The investigation involved a painstaking analysis of original panels from the vehicle, which had been restored. The HMG team, led by Chairman John Falder, included the HMG colour library and Classic vehicle specialists, used a variety of techniques, including film thickness measurements, detailed chemical analysis, and both visual and microscopic inspections. The team's detailed inspection revealed a paint system consisting of a dark turkey red oxide primer, followed by coats of pale grey primer filler, and finally, several layers of the green topcoat. All layers were identified as a nitrocellulose system. After a thorough analysis of the different paint layers on the car, which included original and re-sprayed areas, the HMG team, in collaboration with Aston Martin historian Steve Waddingham, concluded with certainty that the vehicle's original finish was metallic green. "We were not expecting the polychromatic green to be the original colour, but all the evidence points to that being the case," said John Falder. "These panels are some of the very earliest HMG have ever seen finished in a metallic colour. This clearly would have been a special order when the car was constructed, and in our view, this is an extremely rare and very early use of polychromatic (metallic) paints." The collaboration between HMG Paints and Aston Martin highlights HMG's deep-rooted expertise in paint systems and its ability to provide in-depth historical analysis for classic car restoration. This project showcases HMG's commitment to supporting the preservation of automotive heritage and its role as a trusted expert in the industry. "It’s really rather exciting!" Falder added. "It was a fascinating day and a surprising result… not what I was expecting to see." The 1935 Aston Martin Mk2 Sports Saloon, which has now been fully restored, was one of the stars of the show at the 74th Pebble Beach Concours d’Elegance in California. The Pebble Beach Concours d’Elegance is the flagship of Pebble Beach Automotive Week. Commencing in 1950 and now considered to be the world’s premier celebration of the automobile, this is the ultimate event for every car enthusiast. During the show experts critique the elegance, technical merit, and history of each car and crowds come from all corners of the globe to see icons of motor history. During this years show the 1935 Aston Martin Mk2 Sports Saloon, chassis F5/585/L was recognised with the Monatagu of Beaulieu trophy, which is awarded to the most significant car of British origin. This is not the first time HMG have been involved in a project with a vintage Aston Martin. They previously worked with Ecurie Bertelli, the pre-war Aston Martin specialist, for a one-of-a-kind project conserving a 1934 Aston Martin MKII. The 1934 Aston Martin MKII chassis number 402, affectionately known as “Hedgehog” was preserved using a special stabilising and sealing solution developed by HMG that allowed the Ecurie Bertelli team to seal the worn paint work and prevent further degradation. This unique approach allows 402 to ensure its vintage charm and character remains for years to come with its original paint work.

Girls across Glasgow are getting ready to rock the mic, as they record and release their own music through local initiative Girls Rock Glasgow. Since 2014 the Community Interest Company has supported would-be rock stars aged 8-17 through instrument tuition, band formation, song writing, and workshops on stagecraft. Girls Rock Glasgow offers individuals from low-income communities, and those who have faced other challenges, an opportunity to build self-confidence and learn music in an enjoyable, artistic environment where self-expression is actively encouraged. The classes take place during their nine-day Summer Rock School where up to 50 pupils are supported by a team of musicians, volunteers and mentors. It all comes to a head with a graduation show, where the budding young rockers debut their original music and unleash their inner rock stars on the stage in front of a live audience. Previous students at the rock school have spoken of the impact it has had on them, saying it helped them to learn new things and was a great opportunity to make new friends. Others said the programme was the highlight of their summer and was a safe space where they could be themselves and ‘rock out’. Parents also see an incredible impact on their kids after attending GRG, highlighting an increase in self-esteem, improved confidence, and better handling of mental health challenges. With their children describing being able to be ‘authentic’, parents have even hailed the programme as 'life changing.’ Earlier this year Girls Rock Glasgow moved into its own studio space is expanding its repertoire by launching a participant-led record label. The new setup will allow young musicians to record and release their own tracks, host launch gigs and even tour a community album across the country. In the true spirit of rock and roll, the project hopes to amplify underrepresented voices and open up accessible pathways into the music industry. Still in development, with a hopeful launch date toward the end of 2026, the studio’s progress has received a welcome boost in the form of a £530 donation from the Allied Vehicles Charitable Trust, which will cover the cost of some microphones and an external hard drive – equipment crucial for getting the studio running. Beth Black, Director of Girls Rock Glasgow said: “We're so grateful for this money from Allied Vehicles and we're excited to be able to start setting up our studio to allow our bands to record the amazing tracks that they're writing. Look out, music industry: the Girls Rock Glasgow rockstars are coming!” David Facenna, Corporate Culture Director at Allied Vehicles Group, said: “Girls Rock Glasgow is doing brilliant work making the music industry accessible to young people who might otherwise be excluded. We’re proud to support their new studio and can’t wait to add their first community album to the office playlist.” With the studio development underway, the young starlets of Girls Rock Glasgow are ready to turn their creativity – and their futures – up to 11!

Environmental, Social, and Governance (ESG) reporting has emerged as a vital practice for businesses of all kinds, offering a structured way to assess and communicate their impact on society and the environment. For family firms, often characterised by their long-term vision, deep community ties, and intergenerational continuity, ESG reporting is especially significant. It aligns with their core values, strengthens their market position, and ensures their sustainability in an increasingly conscientious global economy. One of the most compelling reasons for family firms to embrace ESG reporting is its compatibility with their inherent focus on legacy and longevity. Unlike publicly traded corporations that may prioritise short-term gains, family firms often operate with a generational perspective, aiming to build a sustainable future for their descendants. ESG reporting supports this outlook by encouraging businesses to consider the long-term implications of their environmental and social impact. For instance, reducing carbon footprints or investing in community well-being not only addresses immediate ethical concerns but also secures the firm's viability in a world increasingly threatened by climate change and social inequality. Moreover, ESG reporting enables family firms to strengthen their reputations and foster trust among stakeholders. Family businesses are often seen as community pillars, valued for their personal connections and ethical practices. By transparently disclosing their ESG performance, they can reinforce this perception and differentiate themselves in a crowded marketplace. In an era where consumers and investors increasingly prioritise sustainability, a robust ESG strategy can serve as a powerful tool to attract loyal customers, committed employees, and socially responsible investors. This transparency is particularly crucial for family firms, where the reputation of the family name is often intricately tied to the business itself. Additionally, ESG reporting offers a framework for aligning the interests of diverse family members and external stakeholders. In multigenerational family firms, differences in values and priorities can sometimes lead to tension. The younger generation, for example, may be more attuned to environmental and social issues than their predecessors. ESG initiatives provide a shared platform for addressing these concerns, fostering unity, and ensuring that the firm evolves in step with societal expectations. Regulatory compliance is another critical driver for ESG adoption in family firms. Governments and international organisations are increasingly mandating sustainability disclosures, particularly in industries with high environmental and social risks. By proactively implementing ESG reporting, family firms can not only avoid potential penalties but also position themselves as leaders in compliance. This foresight can be particularly advantageous in industries where early adopters of sustainable practices often gain a competitive edge. From an operational perspective, ESG reporting can also enhance a family firm's internal processes and decision-making. The systematic evaluation of ESG metrics enables firms to identify inefficiencies, mitigate risks, and uncover new opportunities for innovation. For instance, a firm that invests in renewable energy may reduce its operational costs while simultaneously improving its environmental performance. Similarly, attention to governance practices can minimise internal conflicts and ensure that the firm adheres to ethical standards. These improvements not only strengthen the firm's resilience but also enhance its appeal to external partners. ESG reporting is not just a trend but a strategic imperative for family firms. It aligns with their long-term vision, bolsters their reputations, and helps them navigate an evolving regulatory landscape. By embracing ESG practices, family businesses can reaffirm their commitment to ethical leadership, ensure intergenerational continuity, and secure their place in a sustainable future. In a world where stakeholders increasingly demand accountability and transparency, ESG reporting offers family firms a pathway to thrive while staying true to their values.