In a world where a smartphone can unlock a bank account, summon a taxi, or run a household, security no longer begins at the front door. It starts in the invisible architecture of code, networks and data that underpins modern life. Cybersecurity is the discipline devoted to protecting that digital world, and it has become one of the defining challenges of the 21st century. At its simplest, cybersecurity is about safeguarding computers, servers, mobile devices and networks from unauthorised access or attack. In practice, it is far more than antivirus software or strong passwords. It is a constantly evolving field that blends technology, human behaviour, law, geopolitics and risk management, all in response to threats that change by the day. The Threats We Face Cyber threats come in many forms. Some are familiar: phishing emails that impersonate banks, ransomware that locks files until a payment is made, or malicious software designed to spy on users. Others are more sophisticated, targeting supply chains, cloud services or critical national infrastructure. The 2017 WannaCry attack offered a stark illustration. Exploiting an unpatched vulnerability, it spread rapidly across the globe, disrupting hospitals within the National Health Service and forcing cancellations of appointments and operations. The episode demonstrated how digital weaknesses can have very real, physical consequences. More Than A Technical Problem One of the most persistent myths about cybersecurity is that it is purely a technical concern, best left to IT departments. In reality, people are often the weakest link. Poor password habits, lack of training, or simple human error can open the door to attackers just as easily as flawed software. For organisations, cybersecurity is therefore as much about culture as it is about code. Clear policies, staff awareness, incident planning and leadership engagement are all essential. At a national level, governments increasingly treat cyber resilience as a matter of public safety. In the UK, bodies such as the National Cyber Security Centre work to support businesses, public services and individuals in managing digital risk. Why It Matters To Everyone Cybersecurity is no longer a niche concern affecting only large corporations or governments. Individuals are custodians of vast amounts of personal data, from photographs and messages to financial and health records. A single breach can result in identity theft, financial loss or long-term privacy harm. For businesses, the stakes are even higher. Cyber incidents can halt operations, damage reputations, incur regulatory penalties and erode customer trust. In an economy increasingly driven by data and connectivity, robust cybersecurity has become a prerequisite for growth and innovation. A Moving Target Perhaps the defining feature of cybersecurity is that it never stands still. As technologies such as artificial intelligence, the Internet of Things and quantum computing develop, so too do the opportunities for exploitation. Defenders must continually adapt, anticipating threats rather than merely reacting to them. Cybersecurity, then, is not a single product or solution. It is an ongoing process, a balance between convenience and caution, openness and control. In a digital age where the line between online and offline has all but vanished, understanding cybersecurity is no longer optional. It is part of being a modern citizen.

One of the UK’s fastest growing suppliers of architectural and sustainable tiles is celebrating a record twelve months, with news of a major showroom upgrade on the way. Solus, which was founded by Peter Bentley in the family home in 1995, has seen sales soar from £16m in 2021 to £26m last year, with high profile projects currently being completed at Kensington Olympia and Finsbury Dials. The company’s commitment to ‘people’, ‘product’ and ‘planet’ has seen it develop an international network of trusted suppliers that provide unique ranges of sustainable tiles for architects, designers, commercial contracts and retail. With strong growth seen across its satellite showrooms in London and Manchester, the company is also nearing completion of a significant upgrade to its Birmingham HQ and showroom on Warwick Road in Birmingham. CEO Marcus Bentley, who is the son of founder Peter commented: “Last year was our 30th birthday and it gave us the perfect opportunity to celebrate what we’ve achieved in that time and, importantly, how we want to move forward over the next decade." “We’ve been based at our HQ in Tyseley since 2008 and felt it was the right time to press the button on a complete transformation of the showroom, creating a unique space that will appeal to the residential market, as well as being a fantastic hub for architects and the design community.” He continued: “The layout has been carefully designed to deliver a clean, intuitive, and enjoyable customer journey. Thoughtful features, such as slab walls, cross-section displays, a free sample wall, and a fast quotation service, make it easy for clients to explore options and make confident decisions." “We’re just putting the finishing touches to the ambitious project and will look at holding a special launch event in early March.” Solus, which holds the Investors in People Gold’ standard, has built its success on strategic partnerships with leading factories and collaborations with top architects, designers and developers. Its current portfolio of high-quality tiles spans more than 300 different ranges, including LoopCrete and LoopStone (both incorporating 63% of pre and post-consumer recycled content) and its recently launched ‘carbon zero’ Caldera and Masso. Since 2019, the company has supplied over 2.5million sq metres of tiles and has been involved in prestigious locations with Porsche, Five Guys, BMW and Aston Villa Football Club. Sam Frith, Creative Director at Solus, went on to add: “In the retail space and certainly in the West Midlands, we are probably the home improvement market’s best-kept secret." “Our reputation is strong with architects, designers and big corporate specifiers and we can bring that same quality, attention to detail, innovation and customer service to the local public." “The new HQ and showroom will display a carefully curated product range that blends exceptional quality with accessibility across all budgets. And this will be reinforced by our friendly and knowledgeable team that will be on hand to help homeowners choose the ideal tiling solutions for homes and gardens.” For further information, please visit here . Photos: Solus Garden Centre: Solus’ Construct range can create a seamless transition between indoor and outdoor spaces. Ryan and Marcus (Solo): (l-r) Ryan Bennett (Managing Director) with CEO Marcus Bentley.

Nearly 6,000 high-growth business owners left the UK in just two years between 2024 and 2026, with the greatest proportion working in tech sectors, according to new analysis commissioned by Rathbones, one of the UK’s leading wealth and asset management groups. The findings reflect a marked rise in international mobility among UK business owners and amount to a significant outflow of entrepreneurial talent from the country, underscoring wider concerns about economic competitiveness, tax pressures and the attractiveness of alternative jurisdictions. The analysis of filings at Companies House show that 5,940 business owners left the UK between January 2024 and January 2026. During this time, 3,182 business owners also came into the UK creating a net outflow of 2,758. The data also shows that 8,423 companies in total saw a business owner leave the UK, as many business owners work across multiple firms. UAE was the most attractive destination for those leaving the UK, with Spain in second and the US in third. Portugal and France completed the top five. Certain industries were more affected than others by the exodus, with 10% of companies in software, more than three times the number of the next largest sector, property development, followed by marketing. The departures were also skewed geographically, with nearly half (46%) leaving London and 14% from the South-East, the next highest proportion. While the UAE, Spain and the US were attractive destinations, the analysis showed, the UK saw its strongest inward mobility from Hong Kong, Pakistan and France, followed closely by the US; Hong Kong, Pakistan, Türkiye and China were the only net importers. The data does not show the sectors in which these owners work. Commenting on the research, Michelle White, Head of Private Office at Rathbones Group said: “International mobility among business owners and wealth creators continues to accelerate, and these findings show a clear shift in where UK entrepreneurs choose to base themselves.” “We are talking to more individuals and families – particularly younger business owners – considering relocation in search of better opportunities, more favourable tax environments, and more optimism about long-term growth prospects. While the UK remains a strong global centre, these trends highlight the importance of ensuring that our economy, talent pathways and tax system remain internationally competitive.” These macro trends are mirrored in the experiences of internationally mobile individuals and families seen by Rathbones. One recent example involved a UK born senior professional working at a multinational technology company who relocated from London to New York to take up a global leadership role but still holds UK and international investments managed by Rathbones from the UK. William Luttrell-Hunt, Senior Investment Director who provides discretionary services to US resident clients through Rathbones’ Securities and Exchange Commission (SEC) licence, said: “We are seeing more clients, including many Americans, looking to manage their tax, regulation, currency exposure and long-term financial planning across multiple jurisdictions. They include people leaving the US or wanting to manage at least some of their wealth elsewhere.” Earlier this year, coinciding with the opening of the World Economic Forum at Davos, Camilla Stowell, CEO Wealth, warned of the increasing and complex risks facing internationally mobile professionals and business owners. Rathbones has been developing its services to meet rising demand in this area.

Conflict within family businesses is often viewed with apprehension, yet it is a ubiquitous aspect of their dynamics. Unlike purely corporate entities, family firms merge personal relationships with business interests, creating a unique environment where conflict can be both a source of tension and an opportunity for growth. In fact, many see conflict as an inevitable component of family businesses but also something that can potentially drive the business forward. The Nature Of Conflict In Family Businesses Family businesses are inherently complex, blending familial bonds with professional obligations. Conflicts often arise from overlapping roles, divergent visions, and differing expectations. Unlike non-family firms, where conflicts might be more procedural and impersonal, family businesses frequently deal with issues that are deeply personal and emotional. Common sources of conflict include succession planning, decision-making authority, and resource allocation. For instance, disagreements over who should lead the company or how profits should be reinvested can escalate into significant disputes. These conflicts are further complicated by the family’s emotional investments and long-standing relationships. Is Conflict Inevitable? Given the unique intersection of personal and professional spheres in family businesses, conflict is often considered inevitable. The merging of diverse family interests with business goals naturally creates friction. Differences in vision between generations, variations in management styles, and personal rivalries can all contribute to conflict. However, while conflict may be inevitable, its nature and impact are not predetermined. The way a family business manages and resolves conflicts can significantly influence whether these disputes become destructive or constructive. Conflict As A Driver Of Innovation And Improvement When managed effectively, conflict can be a powerful catalyst for growth and innovation. Engaging with differing viewpoints and addressing underlying issues can lead to more robust decision-making processes and creative solutions. For example, family disagreements over strategic direction might result in more thorough evaluations of business strategies, ultimately leading to more innovative and effective approaches. The process of navigating these conflicts can encourage families to rethink outdated practices, explore new market opportunities, and enhance overall business performance and ultimately drive the path towards long-term sustainable success. Building Resilience And Unity Successfully managing conflict can also strengthen family cohesion and business resilience. Through conflict resolution, families often develop better communication skills, establish clearer boundaries between personal and professional roles, and implement more effective governance structures. Structured conflict resolution mechanisms, such as family councils, mediation, and formal governance frameworks, can facilitate constructive discussions and prevent conflicts from escalating. Challenges And Risks Despite its potential benefits, conflict in family businesses also carries risks. Unresolved disputes can lead to long-term damage to relationships, reduced morale, and even the disintegration of the business. Family members may become entrenched in their positions, making compromise difficult and potentially jeopardising the firm's stability. The emotional intensity of family conflicts can sometimes cloud judgment and lead to decisions driven by personal vendettas rather than the best interests of the business. Therefore, addressing conflict requires a delicate balance between managing emotional dynamics and focusing on objective business outcomes. Strategies For Managing Conflict To harness the positive aspects of conflict while mitigating its risks, family businesses can adopt several strategies: Implement Governance Structures : Establishing formal governance structures, such as a family council or advisory board, can provide a neutral forum for addressing conflicts and making decisions. These structures help separate family issues from business operations and ensure a more objective approach to conflict resolution. Promote Open Communication : Encouraging transparent and open communication helps family members express their concerns and viewpoints constructively. Regular family meetings and discussions can facilitate better understanding and collaboration. Seek Professional Mediation : Engaging external mediators or consultants can provide an unbiased perspective and help resolve conflicts that may be difficult to address internally. Professional mediators can assist in navigating complex disputes and finding mutually agreeable solutions. Focus on Shared Goals : Emphasising common goals and the long-term vision of the family business can help align interests and foster a collaborative mindset. By focusing on the bigger picture, family members can work together to overcome conflicts and drive the business forward. Global Perspectives The approach to managing conflict in family businesses can vary significantly across cultures. In some cultures, family harmony and hierarchical respect may take precedence over direct confrontation, leading to more subtle methods of conflict resolution. In contrast, cultures with a more confrontational approach might emphasise direct communication and negotiation. Conflict in family businesses is both inevitable and potentially beneficial. While it can pose significant challenges, it also offers opportunities for growth, innovation, and improved family cohesion. By adopting effective conflict management strategies and focusing on shared goals, family businesses can navigate disputes constructively and harness them as a driving force for progress. Ultimately, how conflicts are managed can determine whether they become obstacles or catalysts for the enduring success and evolution of the family firm.

Tough conversations are part of any business, but when family is involved, they can be even more complex and charged with emotion. In a family business, discussing finances, roles, and succession planning can be difficult because, in addition to business interests, personal relationships are on the line. However, when handled correctly, these challenging discussions can become a way to grow, create stronger bonds, and to becoming a more resilient business. In family business, tough conversations can be challenging but, when approached thoughtfully, they can transform into valuable opportunities for growth, unity, and long-term business success. Create A Culture Of Open Communication I talk about open communication often. This is intentional as it is critical for success in any family business. Establishing a foundation of open communication is essential for managing difficult topics. Families that cultivate an environment where everyone feels heard and respected can approach tough subjects with less tension. Open communication means encouraging every member, whether family or non-family, to share their thoughts without fear of judgment or backlash. To enable this, consider setting regular meetings dedicated to open discussion on key topics, such as business performance, individual concerns, and future goals. These sessions allow family members to express their views early, helping to avoid misunderstandings and fostering a proactive approach to resolving potential conflicts. Use a neutral facilitator if needed. For sensitive topics, bringing in a family business advisor can help family members communicate openly and resolve issues before they escalate. Separate Emotions From Business Discussions In family business, emotions can run high due to long-standing relationships and personal histories. Recognising when emotions are affecting a conversation and consciously separating personal feelings from business objectives is crucial. This doesn’t mean ignoring emotions altogether; rather, it involves addressing and acknowledging feelings while still focusing on making the best business decision. Acknowledging that emotional responses are natural helps family members approach conversations with empathy and patience, minimising the risk of conflict. A good strategy is to set ground rules to keep conversations productive. For instance, agree that discussions will focus on solutions rather than assigning blame and that everyone will be given an opportunity to share their perspective. Use Tough Conversations To Clarify Roles And Responsibilities One common challenge in family businesses is blurred lines between personal and professional roles. Difficult discussions about performance, contributions, or future roles can be uncomfortable, but they are also opportunities to clarify responsibilities. Addressing these issues head-on allows each family member to understand where they fit into the company structure and the expectations attached to their role. While your role within your family will never change, your role within the family business can change and evolve over time. For instance, if there’s a tough conversation around leadership succession, it can serve as an opportunity to evaluate who has the necessary skills, experience, and vision to lead the company forward. Having these conversations can prevent misunderstandings, resentment, and rivalry, allowing for smoother transitions when the time comes for leadership changes. It is important to document each role, responsibility, and expectation to provide clarity and accountability. This can reduce friction and prevent conflicts arising from misunderstandings or unmet expectations. Focus On Shared Values And Long-Term Goals In family business, shared values are often what binds the company together. During challenging conversations, it’s essential to reframe discussions around shared goals and values. Emphasising common objectives, like ensuring the longevity of the family business or maintaining the company’s reputation, can help family members stay focused on what truly matters. This shared focus can prevent discussions from becoming overly personal and remind everyone of the bigger picture. If family members disagree on strategic decisions, like expanding into new markets or reinvesting profits, anchoring the discussion to the shared goal of creating a legacy can help them find common ground. Even if members don’t agree on every detail, aligning with the company’s vision and values provides a framework for decision-making that benefits everyone. Encourage Ongoing Learning And Development Tough conversations can reveal skills gaps, differing perspectives, or even weaknesses in the business model. For instance, if a difficult conversation uncovers that one family member lacks certain skills for a role, it can be an opportunity to encourage training or mentorship. Family businesses that embrace learning as part of their culture can use these insights to enhance the overall capabilities of their team. By encouraging ongoing education, family members can approach tough conversations with a growth mindset, seeing challenges as opportunities for improvement rather than threats to their position. You might want to consider creating a development plan for each family member based on their goals and skills. Investing in professional development not only strengthens the business but also demonstrates that growth is valued at all levels. Embrace Accountability And Transparency In any business, and especially in a family business, transparency is essential. When tough conversations arise, it’s important to hold each other accountable to ensure follow-through on agreed actions. If, for example, a family member has committed to taking on a new responsibility, ensure that everyone is aware of this commitment and has access to the progress being made. This transparency helps family members see that everyone is contributing fairly, reducing the risk of resentment and promoting trust. A great tip is to establish clear action steps and timelines after each conversation. Keeping these transparent ensures everyone is held accountable, demonstrating fairness and respect for all contributions. Turn Conflict Into Innovation Difficult conversations often bring different ideas and opinions to the surface. Instead of seeing these disagreements as obstacles, view them as a breeding ground for innovation. Different perspectives can lead to new solutions that might not have been considered otherwise. For instance, a discussion about diversifying the business might spark ideas for a new product or service that no single family member had previously envisioned. Embracing conflict as a source of innovation not only resolves issues but may also propel the business forward with fresh ideas. Encourage brainstorming and respectful debate during challenging discussions. By asking each member to contribute their ideas, you create an environment where innovation can flourish. While the process of turning tough conversations into growth opportunities may be uncomfortable, these conversations can ultimately strengthen the business and the family bond. Difficult conversations are often where breakthroughs happen. For family businesses willing to embrace these discussions, they can lead to deeper trust, greater understanding, and a more unified approach to achieving shared goals. With the right mindset and strategies, tough conversations can become a powerful force for growth, both for the business and the family. About the Author - John Broons is a globally awarded family business expert. One of only three people in Australia to hold the coveted title of Fellow of Family Firm Institute (Boston, USA), John has dedicated his working career to answering the question: how do I guide and support families in business to a place where they’re thriving? Find out more by visiting his website here

Those with family assets to protect are keen to ensure that they pass down the bloodline rather than face claims from a spouse, which may involve other family members if they too hold shares. Where the couple's assets are in excess of their respective needs, the starting point is a 50:50 share of the marital assets. In order to meet a spouse's claim, the Family Court has the power to order a sale of a family-owned company (if owned wholly by one or both spouses) or a sale of shares in a family-owned company. Alexandra Hirst, Senior Associate, Boodle Hatfield shares here thoughts on safeguarding the future and how normalising pre-nups can safeguard family businesses in divorce. We have seen a huge increase in the use of Pre-nuptial agreements (PNAs), particularly with a view to protecting assets such as family businesses. The case law in this area highlights that where an agreement has been properly negotiated and completed, it is likely to be upheld by the Court and represents a significant break on the claims of the financially weaker party. PNAs do not, however, oust the jurisdiction of the English Family Court which retains discretion to depart from its terms. To give a PNA the best chance of being upheld, it must be fair to the financially weaker party. Therefore, it would not be possible for the financially stronger spouse simply to ring-fence all the assets in their own name and provide nothing to the financially weaker spouse. This raises the question that if the shareholder has little to nothing in the way of assets outside their shares in any family business, from what resources will they provide for the spouse? Equally challenging is a situation where a party has not yet inherited any shares but expects to do so in the future but has little or no other wealth at the time of signing the PNA. When raising the idea of entering into a nuptial agreement, it is easier for the person seeking the agreement to be able to present the concept as a standard policy which applies across the family. If they understand that the agreement is a standard family - wide protocol that has been put in place by a family office, founding shareholder parents and/or trustees long before their relationship even began, it is often a more palatable conversation to have. The English Family Court should give effect to a PNA that is freely entered into by each party with a full appreciation of its implications unless in the circumstances prevailing it would not be fair to hold the parties to their agreement. Dynastic family businesses should therefore seriously consider introducing a policy of PNAs for family members as a standard matter of good practice. The essential questions that need to be answered in relation to a PNA are:- Did both parties understand it? Were both parties properly advised as to its terms? Did either party put the other party under pressure to sign it? Was there full disclosure? Did each party willingly sign the agreement? Did either party exploit a dominant position either financially or otherwise? Was the PNA entered into in the knowledge that there would be a child or children? Has any unforeseen circumstance arisen since the agreement was made that would make it unfair to hold the parties to it? Family business owners can be concerned about disclosure requirements. It is often the case that the family office, parents and/or the trustees of a potential spouse do not want that individual to know the extent of the likely future inheritance or benefit coming to them. The party to the PNA can only disclose assets that are known and to which they are entitled. Where there is a potential inheritance the party can only disclose what they know. It may therefore be that the most the party can say by way of disclosure is that they may benefit from the demise of a member of the family and/ or from a trust but the extent of their potential benefit is presently unknown to them. Where a family adopt a "low profile" as to their wealth, they are understandably nervous about communicating details to a third party who is not a lineal member of the family. In such cases a pre-disclosure confidentiality agreement can form part of the process. There may also be a concern that disclosure is a large and complicated exercise which will involve significant work. This does not have to be the case. It is essential that both spouses are represented by solicitors who regularly deal with PNAs of this nature. This means that they are not likely to see the disclosure exercise as a massive accounting exercise and instead, will deal with it pragmatically, ensuring it captures the salient aspects of the wealth and potential wealth. It is also the case that the certificate that each solicitor signs about the advice is generally of much greater value and persuasion if the Family Court recognises the solicitor as one who has significant experience in this area. The key advantages of entering into a PNA are: Certainty and transparency Protection of family members and business partners Minimises acrimony on divorce Parties have autonomy to agree their own terms and come to flexible agreements Saves money Improves communication The law on PNAs is now mature and developed. If compliant with the criteria noted above, an agreement ought to be regarded as binding. Dynastic family businesses should therefore seriously consider introducing a policy of PNAs for family members as a standard matter of good practice. About the Author - Alexandra Hirst, Senior Associate, Boodle Hatfield. Find out more about the work they undertake with family businesses by visiting their website here

Cost-effective alternative to ocean, air, and rail freight: Weekly transport service moves goods from across China via Central Asia to Tbilisi – ideal for smaller shipments.   Gebrüder Weiss is expanding its transport services between China and Georgia. Effective immediately, a truck departs weekly for Tbilisi. The service is designed for companies in the South Caucasus that regularly import products from China, including electronics, consumer goods, and spare parts for machinery and vehicles.   Goods are picked up nationwide across China and consolidated at several Gebrüder Weiss locations – from Shanghai in the east to Urumqi in the west. The shipments are then transported by truck to Khorgos at the Chinese-Kazakh border. From there, the route continues through Kazakhstan, across the Caspian Sea (via ferry), and through Azerbaijan to the Georgian capital. Transit time for the section from Khorgos to Tbilisi is approximately 22 to 25 days.   Thomas Moser, Director and Regional Manager Black Sea/CIS at Gebrüder Weiss said: “The Caucasus region has been one of the fastest-growing import markets for Chinese goods in recent years. With our weekly groupage service, we are offering our customers an additional transport option. Compared to ocean freight, trucking offers shorter transit times, greater flexibility than rail, and significantly lower costs than air freight.”  Designed for smaller shipments The new service is specifically tailored to smaller shipment volumes. Goods from multiple customers are consolidated in China and transported together, enabling cost-efficient shipping even for smaller consignments. Yongquan Chen, General Manager China at Gebrüder Weiss said: “We offer nationwide pickup across China and consolidate shipments through our key hubs in Shanghai, Shenzhen, Suzhou, and Urumqi. With a dedicated weekly truck departure to Tbilisi and the flexibility to scale frequencies as demand grows, we provide exporters with a reliable and competitive gateway to the Caucasus region.” At the company’s logistics terminal in Tbilisi – expanded for the third time in 2024 – shipments are distributed throughout Georgia and onward to neighboring Armenia and Azerbaijan, including customs clearance.   Alexander Kharlamov, Country Manager Georgia at Gebrüder Weiss added: “Many companies are looking for stable transit times and predictable costs. Our groupage service provides a reliable solution that operates independently of fixed rail schedules or limited wagon capacity.” Strengthening the Central Asian Trade Corridor With this new connection, Gebrüder Weiss continues to expand its activities along the so-called Middle Corridor – a key trade route linking China and Europe via Central Asia and the Caucasus. The goal is to provide businesses in these growth markets with additional transport options and more diversified supply chains.   In addition to its locations in China and Georgia, Gebrüder Weiss operates branches in Armenia, Kazakhstan, Turkey, and Uzbekistan.

Little’s Chauffeur Drive proudly marks its 60th year of service excellence with a major investment in its luxury fleet: the addition of two Mercedes-Benz Grand Tourer Sprinter coaches. Built by specialist company EVM UK, each vehicle is meticulously crafted with 16 luxury seats in bespoke leather, seven of them around two tables. Finished in our traditional burgundy livery, this significant upgrade reflects our long-standing commitment to innovation, exceptional client care, and an unwavering commitment to delivering refined, sustainable, seamless ground transport. Since 1966, Little’s has set the benchmark for reliability, discretion, and bespoke service - ensuring clients feel supported from the moment they depart until their return. This fleet expansion is a testament to the company’s forward-looking vision: combining advanced, eco-efficient technology with the same attention to detail, professionalism and client experience that have defined the business since day one. A Premium Grand Tourer Experience Built on the Mercedes-Benz Sprinter chassis, the Grand Tourer offers an elevated standard of travel, blending practicality with luxury for corporate groups, touring parties and VIP transfers. The model includes: Executive-class seating for 16 passengers + chauffeur Premium leather seating, delivering a refined, comfortable cabin environment, with side-slides on double seats to provide additional seat width and extremely generous leg room Saloon tables ideal for meetings, work on the move, or premium touring experiences Panoramic windows, creating a bright, open interior perfect for sightseeing or executive travel Full-length luggage racks and almost 3.0m³ luggage capacity, ensuring generous space for passenger belongings USB ports at every seat for convenient device charging Fold-down tables providing flexible workspace and improved passenger functionality Magazine pockets for storage of reading materials Small vanity fridge stocked with CanO Water Fully functioning PA system for clear onboard communication A professional chauffeur is provided, and specialist driver-guides or additional tour guides can be arranged for itineraries requiring hosted commentary. Whether clients are travelling for corporate events, golf tours, luxury sightseeing, conference transport, or VIP transfers, Little’s ensures a smooth start and end to every journey with warm, personal, and highly coordinated client care. The Sprinters combine advanced fuel-saving technology with reduced emissions, offering a cleaner and more sustainable option for group travel. The vehicles are available for full-day and half-day reservations, with a professional meet-and-greet service provided as standard when you arrive at an airport or train station. “Celebrating 60 years is a proud moment for our team,” said Heather Matthews, Managing Director of Little’s Chauffeur Drive. “The new Grand Tourer Sprinters represent both our heritage and our future - expanding our fleet capacity while helping us operate more sustainably. As we step into our next decade of service, our commitment to quality, safety, and client experience has never been stronger.” Kenneth Good, Head of Special Operations and Director, added: “Introducing these new vehicles gives us greater flexibility to support our clients’ diverse travel needs. With the option of full-day or half-day hire and our personalised meet-and-greet service, we can ensure every group enjoys a smooth, comfortable and expertly coordinated experience from beginning to end.” High Demand Expected - Limited Availability With only two vehicles added, Little’s expects exceptionally high demand, clients are encouraged to enquire early to secure availability. Enquire Now To book one of the new Mercedes-Benz Grand Tourer Sprinters or to request a tailored travel quotation: Email: enquiries@littles.co.uk

We are pleased to announce the running order for the National Family Business of the Year Awards 2026 which will be presented in the following order, culminating in the Supreme Champions 2026 being announced. Regional Awards No. Award Presented By 1 Yorkshire Ben Fowler Western Pension Solutions 2 North of England David Twiddle TWYD & Co 3 East & East Anglia Jennifer Leeder Birketts 4 Midlands & Central Jane Cowley Buckles 5 London & South East Daniel Bryan Forsters 6 Scotland Mike Kane Turcan Connell 7 South West & Wales Andy Cowie James Cowper Kreston 8 South Of England Julian Harvey & Amber O’Connor Downs Solicitors Sector Awards No. Award Presented By 9 Manufacturing Bev Mitchell Beverley Mitchell Consulting 10 Food & Drink Bev Mitchell Beverley Mitchell Consulting 11 Property & Construction James Munn Buckles 12 Financial & Professional Services Victoria Robinson Buckles 13 Transport & Logistics Lucy Folley Tees Law 14 Homes & Gardens Lucy Folley Tees Law 15 Hospitality, Hotel & Leisure Emma Hannon Brooks Macdonald 16 Retail & Wholesale Jennifer Leeder Birketts 17 Health & Welfare Ben Fowler Western Pension Solutions People's Choice Awards No. Award Presented By 18 Yorkshire Paul Andrews Family Business United 19 East & East Anglia Paul Andrews Family Business United 20 Midlands & Central Paul Andrews Family Business United 21 London & South East Paul Andrews Family Business United 22 North of England Paul Andrews Family Business United 23 Scotland Paul Andrews Family Business United 24 South, South West & Wales Paul Andrews Family Business United 25 National People’s Choice Paul Andrews Family Business United National Awards No. Award Presented By 26 Innovation Jamie Grant Barclays 27 Sustainability Jamie Grant Barclays 28 Entrepreneurship Sam Doo The Opportunity Provider 29 Positive Societal Impact Sam Doo The Opportunity Provider 30 Community Support & Involvement Luke Consiglio The Pantry UK 31 Essence of Family Business Luke Consiglio The Pantry UK 32 Small Family Business of the Year Suzanne McGowan Brooks Macdonald 33 SUPREME CHAMPIONS Suzanne McGowan Brooks Macdonald

Arco, the UK and Ireland’s leading safety experts, has opened a specialist centre to help oil, gas, and renewables sector companies minimise risk and maximise productivity across demanding onshore and offshore operations.   Strategically based in Aberdeen, the new £500,000 centre offers access to Arco’s more than 140 years’ safety experience through best-in-class safety training, face fit testing and respiratory servicing and product decoration services.   The centre also provides offshore kit drops which means any order placed before 3pm can be delivered the same day from its 13,700 sq ft base near Aberdeen airport.   Each week up to 100 kit bags are dispatched from the Aberdeen centre to the North Sea and beyond as Arco supports workers across the globe, including Africa and the Middle East.   The centre’s launch comes after the safety specialists announced in November a 37 per cent rise in pre-exception EBITDA in the past year to £11.4million - a third year of progressive improvement across financial, operational, innovation and service parameters, despite a challenging economic backdrop.   Alex Richards, Arco's  Energy and Export Director, said: “We've been keeping customers in Aberdeen safe for nearly 40 years, and this new centre signifies more than just a move to a new site." "Our £500,000 centre enables access to Arco’s more than 140 years’ safety experience through best-in-class training, respiratory servicing, face fit testing, and same-day offshore kit drops."   “We supply highly certified PPE selected specifically to combat hazards faced offshore, onshore and across complex industrial environments." “Our people are energy sector specialists, with deep understanding of industry regulations, working conditions and operational challenges. That knowledge allows us to provide informed guidance, the right solutions first time, and a level of service customers can rely on.  “By keeping people at the centre, and offering products dedicated to the energy industry, we’ve built long-standing partnerships that help protect workers, reduce risk and maximise productivity across Aberdeen’s energy community.”

The Cybersecurity and Resilience Bill passed its second reading, and has progressed through to the committee stage. This fast-moving legislation marks a significant step forward in the government’s efforts to strengthen national cyber defences. The legislation is designed to modernise existing cyber laws to reflect the scale of today’s digital threats, improve resilience across businesses, and to better help protect the public. Rob Rees, Divisional Director at Markel Direct, the business insurance specialist, explains what the Bill is proposing, how this will affect UK SMEs and what actions should be taken in 2026. What Does The Cybersecurity And Resilience Bill Propose? The Cybersecurity and Resilience Bill’s primary aim is to strengthen the UK’s cyber security framework by expanding who is expected to manage cyber risk, tightening incident reporting and giving regulators stronger enforcement powers. It looks to build on existing Network and Information Systems (NIS) regulations and brings additional sectors, such as data centres and managed service providers, into scope, placing greater emphasis on supply chain security. While the Bill is primarily targeted at larger organisations whose disruption could have widespread economic or societal impact (such as the NHS and transport operators), it signals a broader shift in cyber resilience expectations, making cyber security awareness and action a basic requirement for doing business rather than a “nice to have”. Does The Bill Directly Impact SMEs? Largely, if this Bill becomes law, it will not directly impact most SMEs in a regulatory way. The Bill is not designed to impose the same proposed compliance burden on small businesses as it does on operators of essential services or large digital providers. However, SMEs could instead feel the impact of the Bill indirectly in several different ways: Increased scrutiny of supply chains: The large organisations and regulated entities that will be impacted by the Bill will be required to assess and manage cyber risk across their suppliers, meaning SMEs are more likely to be asked to demonstrate ‘reasonable cybersecurity’ to win or retain contracts. Stricter requirements within contracts: There will likely be an increase in cybersecurity clauses, assurance questionnaires and minimum-security standards within contracts, becoming more common in commercial agreements with larger clients. Higher expectations around resilience: Even where there is no formal compliance requirement, SMEs will face a knock-on effect of rising expectations around data protection, incident response and business continuity. This means that if cybersecurity hasn’t been a consideration by SMEs to date, it will need to become so. Commercial risk of non-compliance: For SMEs that cannot show evidence of having cybersecurity measures or considerations in place, it may be that they are at risk of exclusion from tenders, experience delayed onboarding, or be viewed as higher-risk partners. Greater reliance on third-party IT providers: As larger organisations face tougher cyber rules, many SMEs will need to rely more on external IT support to meet basic security expectations without the cost of building or hiring in-house expertise. What ‘Reasonable Cybersecurity’ Looks Like For SMEs One of the biggest challenges for SME owners is uncertainty about what is expected of them and the potential attached cost. ‘Reasonable cybersecurity’ means taking sensible, practical steps that match the size of the business, what it does, and the type of data it works with. For most SMEs, this simply includes: Keeping systems and devices updated with the latest security patches Using strong passwords and multi-factor authentication Regularly backing up critical data and testing recovery Restricting access to sensitive systems Training staff to recognise phishing and social engineering attacks Having a basic incident response plan These measures help to significantly reduce SME exposure to common threats and demonstrate a responsible approach to cyber risk. How Soon Do SME Owners Need To Act? Despite the fast pace of this legislation (moving from a first reading on November 12th 2025 to a second reading on January 6th), there is no ask of SMEs to invest in expensive, enterprise-grade security tools or in-house cyber specialists; the only request is that there is an awareness of risk and evidence of reasonable effort and preparation to mitigate cyber threats. Small and medium-sized businesses that can demonstrate an understanding of the risks that could affect their operations and the proportionate steps they have taken to manage them are far better placed to meet client expectations and withstand disruption. Practical Next Steps For 2026 With the Bill moving quickly through Parliament, now is a sensible time for SMEs to stay ahead of the curve. Simple Actions Include: Carefully reviewing contracts for any cyber security obligations Identifying what data is held by your business and where it is stored, making improvements where necessary Checking backups, access and updating your own data protection policies Arranging cyber insurance to protect against the impact of a targeted cyber-attack on your business Assigning responsibility for cyber risk at leadership level Carrying out a basic cybersecurity review and considering the ‘reasonable cyber security’ steps, implementing anything that is currently missing. For more information and tips on cyber security for SMEs, visit the Markel Direct website.

North West accountancy firm Lamont Pridmore has raised concerns about how prepared family businesses are for succession, retirement and planning future tax liabilities, with many lacking a clear understanding of what their company is worth. Hymans Robertson recently released survey results revealing that 68 per cent of family businesses have only an informal sense of their value. Graham Lamont, Chief Executive at Lamont Pridmore, says this lack of clarity is unsurprising: “It does not surprise me that so many family businesses do not know their true value, given the realities of running a family enterprise, where commercial decisions are often closely tied to personal relationships." “Businesses need to understand what they are worth and who will run them in the longer term, yet those conversations can be difficult to start.” A formal share valuation is often recommended, although the cost can deter some owners, particularly when the process brings wider issues to the surface. “A valuation tends to unravel other questions that need to be addressed at the same time, especially around succession and future ownership." “For instance, is there anyone in the family who can be the successor? Do they actually want the role and are they capable of it? Sometimes you have to assess skills and potentially choose one family member over another, which can be uncomfortable, but the best way to answer these questions is usually by openly talking about the topic with each other at as early an age as possible,” Graham says. “Families can find those discussions hard because they involve both business and personal relationships, and nobody wants to cause a fallout. So instead, they choose to avoid having the conversations in the first place because they think this is the easier route, but this is one of the most common mistakes I see people make." “If you do have concerns about addressing these questions with your family, a trusted adviser can help guide you through those discussions." “A family constitution or charter can be developed which will support these conversations and help family members agree their shared values, vision for the future and the way both the business and the family relationships should be conducted to provide continuity.” Graham explains that misunderstanding the company’s worth can have serious financial consequences, particularly where owners expect a future sale to fund retirement. “Many business owners assume they can rely on selling the company to support their plans, although in a challenging market that may not deliver the value they expect,” he says. “Planning at least five years ahead gives time to develop a strategy, obtain a valuation, strengthen performance and profits if needed and ensure the business is effectively marketed for sale.” Accurate information is even more essential where most family wealth is tied up in the company rather than held personally. “It is impossible to plan properly without clear information,” Graham says. “Owners need to know whether the business is generating enough to support those planning to retire and those continuing to work in it." “They will also need to answer questions such as how shares will be passed to the next generation, how family and non-family members are appointed to the board and what family members who are not involved in the business can expect." “The answers can be documented in a Shareholder Agreement to avoid confusion and future disputes.” When planning for family succession, Graham also encourages clients to consider how to make the transfer of ownership as easy as possible. “Can the next generation afford to fund the transition, and do they have the right skills or experience? These are issues that need to be considered early so they can be addressed where possible." “For instance, if the future successor lacks the experience required to take the reins successfully, they can work outside the business or shadow the current owner to learn first-hand what they will be expected to handle.” Upcoming changes to Inheritance Tax and Business Property Relief are prompting many higher-value businesses to review their position, particularly where company valuations exceed £5 million. “With the Government choosing to raise the threshold for Business Property Relief to £2.5 million each for husband and wife from the originally planned £1 million, some family-owned businesses may find they fall outside the changes, although higher value firms still need to plan carefully around Inheritance Tax and succession,” Graham says. Decisions such as gifting shares can reduce Inheritance Tax if the owner survives seven years, although this may transfer a pregnant Capital Gains Tax liability to the next generation. “It is important to look at taxes together because they affect one another. An accurate valuation is needed to understand the overall position,” says Graham. A lack of clarity can create serious difficulties if a business owner dies unexpectedly, leaving uncertainty around both tax exposure and the company’s ability to continue supporting family members and employees. Graham shared that enquiries from business owners concerned about Inheritance Tax have significantly increased at his firm. He encourages all family business owners to obtain an accurate valuation and plan early to gain more control over what happens next. “Valuations should be reviewed whenever significant changes are being considered, including restructuring, redistributing shares or preparing for retirement, as well as when trading conditions shift materially in either direction." “Without early planning, some businesses risk having to sell assets or even the company itself to meet unexpected tax liabilities.” Lamont Pridmore is family run firm and offers a full range of accounting, tax, and business advisory services from its offices in Barrow, Carlisle, Carnforth, Kendal, Keswick, Penrith, Whitehaven, and Workington. For more information about the firm, please visit here .