Leading glass packaging supplier Croxsons has expanded its European operations with the appointment of Hakan Bicak as business development manager - Europe. In this role, Hakan will focus on strengthening Croxsons' presence in all European countries and will report directly to sales director Paul McGrane. Bringing nearly 20 years of sales and marketing experience, Hakan has an extensive background in the glass packaging industry. Having worked for a glass manufacturer for several years, he was responsible for building and managing export sales and marketing activities, as well as overseeing export logistics procedures. His experience also includes in-depth knowledge of all stages of glass production. Hakan’s key objectives include expanding Croxsons’ customer and supplier portfolio within the region, increasing brand awareness across Europe and beyond, plus overseeing logistics procedures to ensure operational efficiency. Commenting on his appointment, Hakan said: “I am passionate about glass packaging - it is a vibrant and diverse industry and I thrive on building relationships with customers and suppliers, solving challenges and finding innovative solutions. What drew me to Croxsons is its strong ethical values, trust and the sense of being part of a professional, family-led business." “The teamwork, short decision-making paths and collaborative atmosphere make it an exciting place to work. I look forward to driving growth and further developing Croxsons’ European presence.” Croxsons CEO, Tim Croxson, added: “As we continue to grow our international presence, Hakan’s experience and expertise make him a valuable addition to the team. His knowledge of the European market and his enthusiasm for the glass packaging industry align perfectly with our vision. We look forward to the impact he will have in strengthening our operations across the region.” For more information about Croxsons, visit here.

The LEGO Group have announced a DKK 19 million commitment towards four carbon removal projects in partnership with Climate Impact Partners and ClimeFi. The initiatives will support biochar, enhanced rock weathering and reforestation and will deliver carbon removal credits between 2024 and 2026. They will expand the company’s portfolio of carbon removal initiatives which includes a partnership with Climeworks direct air capture and storage solution. By building this portfolio, the LEGO Group is developing its understanding of emerging carbon removal and climate mitigation approaches beyond its value chain and how best to support them. KIRKBI, the family-owned holding and investment company behind the LEGO® brand, has also made commitments valued at DKK 5 million with the same initiatives. Annette Stube, Chief Sustainability Officer at the LEGO Group, said: "We are proud to support these climate initiatives which we believe will have a positive impact on the wider environmental ecosystem. Innovative, high-quality carbon removal projects and emerging technologies have the potential to play an important role in supporting a more sustainable future, while reforestation has the potential to support improved biodiversity." "These partnerships allow us to build our understanding of new technologies and practices to support a healthy planet for future generations.”    Engineered Solutions: Biochar and Enhanced Rock Weathering  In partnership with ClimeFi, the LEGO Group is supporting two biochar initiatives and one enhanced rock weathering solution. Biochar carbon removal involves turning waste biomass into biochar, a process which stabilises carbon and stores it long-term. Enhanced rock weathering speeds up the natural process of rock weathering, by spreading rock powder over agricultural fields, permanently removing carbon from the atmosphere. Both solutions have additional benefits beyond carbon sequestration, notably for improving soil health. Paolo Piffaretti, Co-Founder and CEO at ClimeFi said: “We're excited to partner with the LEGO Group on this robust and durable carbon removal portfolio. The projects were carefully chosen based on ClimeFi's strict quality standards and underwent thorough technical review." "The LEGO Group’s early adoption of these high-quality carbon removal solutions will help catalyse the growth of the Carbon Dioxide Removal industry and help achieve our shared climate goals.” Nature-Based Solutions: Reforestation in Lower Mississippi Alluvial Valley  The LEGO Group has partnered with Climate Impact Partners in support of the large-scale reforestation project in the Lower Mississippi Alluvial Valley (USA) through the purchase of carbon credits. The project is being developed and managed by the GreenTrees platform and aims to reforest more than 400,000 hectares (one million acres), in a region that has experienced significant deforestation. Reforestation aims to enhance biodiversity, restore ecosystems and remove carbon from the atmosphere. The project also aims to enhance flood protection, protecting against hurricanes and flood damage, and improve water quality in the Mississippi River by reducing nutrient run-off. Sheri Hickok, CEO, Climate Impact Partners, said: “We are proud to partner with the LEGO Group on its climate action ambitions, helping to turn them to tangible impact. This is a leading example of how the private sector can drive real impact – taking steps to reduce value chain emissions and simultaneously channelling finance to solutions, like reforestation, that deliver beyond value chain impact.” A holistic approach to sustainability   The LEGO Group remains dedicated to reducing greenhouse gas emissions within its value chain, focused on minimising the carbon footprint at every stage. The company’s efforts to explore solutions outside its value chain, align with its goal to support the global transition to net zero.

Haulage business, AV Dawson Transport has signed a partnership with a national service provider to accelerate its carbon reduction plans. The transport firm, which is part of the AV Dawson Group of companies, has signed a new contract with nationwide tyre service provider, Central Tyre. Central Tyre is part of Europe’s largest tyre wholesale, distribution and retail company – European Tyre Enterprise Limited. Central Tyre, which has been working with AV Dawson Transport for the last 12 months, is responsible for all tyres, repairs, maintenance and end-of-life tyre recycling for AV Dawson Transport’s fleet. This includes 40 heavy goods vehicles (HGVs) and over 150 trailers, as well as plant equipment at Port of Middlesbrough and across the AV Dawson Group. The core focus of the Central Tyre work with AV Dawson Transport is proactive tyre maintenance to extend the life of every tyre possible via regrooving, repairing and repositioning. Another key focus is the recycling of end-of-life tyres via Murfitt’s Industries, which reprocesses the material in the tyres and recovers it for products used in 4G football pitches, playgrounds and many other sustainable initiatives. Paul Scott, head of operations at AV Dawson Transport, said: “We are delighted to have extended our relationship with Central Tyre and established this new contract. Working with such a forward-thinking company, particularly one with the environment at the forefront of their business, has been really rewarding. Being in the transport and logistics industry, we realise the journey to net zero may not be straightforward and some challenges may arise." “The work Central Tyre does to the tyres to continue a tyre’s lifespan and contribute positively to the planet is fantastic. In just twelve months alone, we have saved 267 tyres which equates to 21.4 tonnes of carbon dioxide emissions (C02e).” The AV Dawson Group recently launched its environmental, social and governance (ESG) strategy and its roadmap to Net Zero. AV Dawson group managing director, Charlie Nettle said: “This new partnership agreement with Central Tyre really supports our ESG strategy and helps us progress on our roadmap to net zero. Our ESG strategy is not just about policies but it’s also about making clear promises to our colleagues, customers and community." ”We are also accredited by the Good Business Charter (GBC), which promotes responsible business practice through ten components. This is not only focused on being environmentally focused and reducing carbon emissions, but one of the components assesses how you work with your suppliers. The partnership working that we have embraced with Central Tyre really supports this.” The new contract comes off the back of a strong year of collaboration between the two companies. Paul Scott, head of operations AV Dawson Transport Limited commented: “We’ve created a strong partnership in the short time we’ve been working with Central Tyre. They’ve offered us greater efficiencies for our business, such as moving the tyres from different positions and regrooving them to get a longer lifespan out of them." It’s not purely about profits and loss with Central Tyre. Our values align closely with the firm, and they think the same way as we do. Working with them over the last year has been a pleasure, and long may it continue.” Values aligned: Both AV Dawson Transport and Central Tyre have similar values, which makes the partnership even stronger. Alex Whittle, Divisional Director at Central Tyre, said: “It’s been refreshing working with AV Dawson Transport over the past twelve months. “Since our initial contract in August 2023, AV Dawson Transport made its intention clear from day one – it was looking for a long-term partner – and that’s precisely the type of customer we want to engage with." “Whilst cost is always an important driver, our collaborative way of working looks past upfront tyre cost and focuses on the total cost of ownership across the entire fleet. AV Dawson Transport challenged us to implement the correct policy by vehicle operation and extend tyre life by embedding a proactive service policy." “The entire Central Tyre team has enjoyed working with AV Dawson Transport, and we hope to continue the partnership for many more years!” Learn more about AV Dawson Transport visit here . Top Photo: Partnership: (Left-right) Paul Scott, head of operations, AV Dawson Transport and Alex Whittle, divisional director at Central Tyre.

M&S Food announced another step forward in its Reshape for Growth strategy by appointing A.F. Blakemore & Son Ltd, one of the UK’s largest family-owned businesses, as its new primary wholesale partner for third party branded products. The new strategic partnership will help deliver a more consistent and reliable shopping experience for customers as M&S continues its journey to become a shopping list retailer. Blakemore will deliver directly to M&S’ regional distribution network with a new seven day a week service ensuring freshness and exceptional quality. Under the multi-year agreement, A.F. Blakemore will supply a selection of premium branded goods to complement M&S’s own brand offer. The new daily delivery service, with consolidated chilled and ambient supply, will improve product availability and increase operational efficiency. Partnering with family-owned A.F. Blakemore & Son, based in West Midlands, reflects a shared commitment to excellence, care and responsibility behind every product. The move underlines M&S Food’s longstanding commitment to family-owned businesses, with around 20% of its suppliers being family owned and operated. Alex Freudmann, Managing Director at M&S Food, said: We are thrilled to be backing another British family business, working with A.F Blakemore & Son as our new, trusted wholesale partner. Blakemore will be providing an improved wholesale solution with a full seven days a week service that will increase availability for our stores and customers. As we reshape our business for growth and focus on improving availability and efficiency, choosing the right, trusted partners who can deliver on that is key." Carol Welch, CEO of A.F. Blakemore & Son Ltd, said: “At A.F. Blakemore & Son we are committed to delivering consistent quality, agility, and service, and it’s a privilege to partner with M&S to help accelerate growth of their Food business." "This partnership reflects the advances made in our wholesale and food service capabilities and the significant investment in our infrastructure, and product ranging. I want to take this opportunity to recognise the teams at AFB and M&S who have made this a smooth transition, and I look forward to building a strong, rewarding and high growth partnership.”

For many family businesses, shares in a trading company form a core part of long-term family wealth. Importantly, they’ve historically provided a tax-efficient way to pass on wealth via inheritance. Simply keeping hold of shares until you pass away has been an effective form of inheritance tax planning for many years. This is because, shares in qualifying trading companies have usually benefitted from full relief from inheritance tax. But under new legislation, that’s set to change From the start of the new tax year in early April 2026, new inheritance tax rules will significantly limit the reliefs available on shares in trading companies. For some families, the impact could be substantial. The key point is that there is still a window of opportunity to act, but this window is closing quickly. In this short article, we’ll examine the changes, what they mean for you, and what you can do to structure your affairs efficiently. What the rules were and what’s changing from April 2026 The current position Under the existing rules, shares in an unquoted trading company typically qualify for 100 percent Business Property Relief (BPR) once they’ve been held for two years. In practice, that means: no inheritance tax is payable on the value of qualifying shares on death the relief is uncapped, regardless of the size of the shareholding the same relief can apply to certain lifetime transfers. For many business owners, this has made shares in a trading company one of the most inheritance tax-efficient assets to hold and a particularly good option when passing on significant asset value in excess of the usual inheritance tax thresholds. The new rules from April 2026 From 6 April 2026, Business Property Relief will be capped. Originally it was proposed that the first £1 million of qualifying business property (e.g. shares in a trading company) would continue to receive 100 percent relief and that allowance could not be transferred on death to a spouse. However, the government announced just before Christmas that this amount would be increased from £1m to £2.5m and the £2.5m allowance could be transferred between spouses when one passes away (which effectively means a couple can, if structured correctly, have a £5m allowance). This means shares in a trading company are still a good option for values below that £2.5m threshold (or potentially £5m where that value is shared between spouses). However, any value above £2.5 million will only receive 50 percent relief. The remaining 50 percent will be subject to inheritance tax at 40 percent, creating an effective tax charge of 20 percent on the excess over £2.5m. This is a fundamental shift in how trading company shares are treated for inheritance tax purposes and will likely affect estate planning for many with shares in excess of £2.5m. A representative example To illustrate the impact, consider shares in a trading company valued at £4 million. Under the current rules £4 million qualifies for 100 percent BPR meaning no tax is paid on those shares at all. From April 2026, that same amount will see £1.5 million (i.e. the excess over the £2.5m allowance) taxed at a 50% rate. With inheritance tax at 40%, the 50% discount equates to a 20% tax on that £1.5 million, resulting in a total tax bill of £300,000. That is a six-figure tax bill on an asset that would previously have passed tax-free. Whilst HMRC are allowing this liability to be paid interest-free and in equal annual instalments over a period up to 10 years, paying an inheritance tax liability like this will often mean either having to use other liquid assets from the estate, which would ordinarily have ended up in the hands of beneficiaries effectively reducing their inheritance. Alternatively, the company itself may have to have to fund this over time. However, extracting cash out of a company to meet any such liability will incur its own tax liability, meaning the amount the company needs to find would need to be grossed up – effectively double taxation (a consequence the government appear to have glossed over). This may also be an overhead the company simply can’t afford, or which will wipe out its profits. The question that jumps to mind is how can you structure your affairs to be as tax-efficient as possible? The best approach to take is to act before the changes come into effect in April at the start of the 2026/2027 tax year. Structuring your shareholdings before the April deadline For shareholders with more than £2.5 million in qualifying trading company shares, the most effective planning opportunities are those taken before April 2026. Inter-spouse gifting of shares Given the changes announced in late 2025, which now allow the £2.5m allowance to be transferred between spouses, one simple thing that can be done is to move shares between spouses, so both spouses hold shares in the company. Gifts like this between spouses are usually treated as “no gain, no loss” and, as a result, are generally tax neutral. By way of example, if one spouse own shares worth £4m and passes away, then under the new rules, inheritance tax would be payable at the effective rate of 20% on the £1.5m excess over the £2.5m allowance. This is a tax charge of £300,000. If the spouse holding the shares were to transfer half of those shares to their spouse now, then when they pass away, they would only be holding shares worth £2m, so no inheritance tax would be payable. The surviving spouse would then inherit those shares as well as the deceased’s £2.5m allowance. This means when the second spouse passes away, they would be holding shares worth £4m (i.e. the £2m worth of shares gifted to them and the £2m worth of shares inherited) with an allowance of £5m at that point (i.e. their original £2.5m allowance plus the £2.5m allowance inherited from their late spouse). This means that no inheritance tax would be payable when they pass away as the £4m falls within the £5m allowance. This simple act alone would save £300,000 in inheritance tax. Lifetime gifting of shares Another option to take before the deadline is a lifetime gift of shares. Shares in a trading company can be transferred during lifetime rather than on death. If the person making the gift survives for seven years, the value of the shares falls completely outside their estate for inheritance tax purposes. Crucially, under the current regime: Business Property Relief can apply immediately to lifetime gifts that means no inheritance tax charge at the point of transfer full 100 percent relief applies where the shares qualify and the transfer structure is appropriate. For business owners with shareholdings above £2.5 million, gifting shares before April 2026 can lock in the current, more generous treatment. This approach is particularly relevant for: family businesses with adult children involved in the company owners already thinking about succession shareholders comfortable with reducing personal ownership over time. It does, however, require careful planning around control, valuation and future growth so it’s important that you engage with financial and legal professionals to take advice and to execute your plans. Why timing matters If this option is a good fit for you, you should take action as soon as you can before the deadline. Once April 2026 has passed, the same gift will not qualify for full relief if the value exceeds the new £2,5m cap. For many families, these simple changes on their own will be enough to justify reviewing their structure now rather than later. If you’ve already gifted or are planning to make a gift, the rules around the 7 years and the reliefs available will depend on when the gift was made (pre 30th October 2024 or after 30th October 2024 but before 5th April 2026) and when the person making the gift eventually passes away. As such, it’s important to get advice to understand exactly where you stand (or could stand in the future) if you have or are planning to go down this route Other options to consider as part of wider planning While transfers between spouses and lifetime gifting are often the starting point, it is not the only option available. Other approaches may be appropriate depending on your business, family and long-term objectives. Share reorganisations You may choose to reorganise your share capital to separate the current value of the business from its future growth. In practice, this often involves restructuring the company’s shares so you as the founder retain shares reflecting the current value of the business. You then issue a separate class of shares that carry rights to future growth, which are then transferred to the next generation. These are commonly known as “growth shares”. The benefit of this approach is that: the value built up to date remains with you, the founder any future increase in the company’s value sits with the new shareholders (usually the next generation) that future growth is removed from the founder’s estate while Business Property Relief is still fully available. This type of planning is particularly relevant if you’re a growing businesses where a significant proportion of the value is expected to be created in the years ahead. It requires careful valuation and robust documentation, but it can be an effective way to reduce long-term inheritance tax exposure without stepping away from the business. Use of trusts Trusts continue to play an important role in succession planning for shares in trading companies, especially where you want to balance tax efficiency with control and protection. Whilst many of our clients express concerns over using trusts, mainly borne out of news headlines about people in the news (usually for the wrong reasons) using trusts to “hide” assets, when structured correctly, you can transfer shares that qualify for Business Property Relief into certain trusts without triggering an immediate inheritance tax charge. You then appoint trustees to ensure the shares are managed in line with your wishes. Such trusts can provide long-term protection for your family members, including younger or vulnerable beneficiaries. In these instances, the trust is then the shareholder, so issues and inheritance tax liabilities as a result of the death of a key person become less of an issue. As things currently stand, you can transfer an unlimited amount of qualifying assets (i.e. shares) into a trust without triggering a tax charge providing everything is structured correctly. However, from the start of the 2026/2027 tax year, there will be a lifetime limit of £2.5m worth of qualifying assets that can be placed into trust with any excess triggering an immediate tax charge. For those whose shareholdings are above the £2.5m allowance (or £5m for a couple where the shares are split between the couple), trusts can also help manage how and when value is passed on, rather than making outright gifts at a single point in time. While trusts bring additional reporting and administrative responsibilities like registration with HMRC, a 10 yearly tax charge on the value of the assets in the trust (albeit at a rate significantly lower than inheritance tax rates), annual accounts to be prepared and filed with HMRC etc, trusts are still a useful option for you if you want to plan ahead of the April 2026 changes while retaining oversight of how the business is owned and controlled. Spreading ownership across family members As the new £2.5 million Business Property Relief allowance applies per individual, you may want to review how company shares are held within the family group. This may involve: transferring shares to your spouse or civil partner as above bringing your adult children into ownership earlier as part of a wider succession plan. The aim here is to ensure that more than one individual can potentially benefit from the £2.5 million allowance, rather than having all shares held by a single owner. Any changes must reflect genuine commercial and family arrangements and be supported by proper governance. However, when aligned with the long-term direction of the business, this approach can form part of a sensible and tax-efficient ownership structure. Life insurance as mitigation It may be that transferring shares is not a desirable option for you and your business. Perhaps you want to retain full ownership and control, or perhaps the business isn’t ready for succession. In this case, life insurance can be used as a mitigation strategy. This works by taking out a policy to cover the expected inheritance tax liability on the value above the new £2.5 million cap. This policy is typically written in trust so the proceeds will fall outside of the estate on death. Your family can then use the payout to meet the tax liability without requiring shares to be sold or the business to fund the bill. This approach doesn’t reduce the inheritance tax itself and the premiums for these types of policy can be expensive, but it can provide certainty and protect your business from disruption at a critical time. The bottom line If you have shares in a trading company in excess of £2.5 million and are concerned about succession planning, the time to act is now. If you fail to do so before the deadline, you could looking at hundreds of thousands, or even millions, of pounds in additional inheritance tax that someone somewhere will have to pay. Many of the most effective options are only available, or most effective, if done before April 2026. Waiting too long will narrow your choices considerably. Undertaking any of the routes referred to above will require formal tax and legal advice from your accountant and solicitor, or maybe even a formal tax clearance application to HMRC, to make sure everything is done correctly and other tax liabilities (such as capital gains or income tax) are not accidentally triggered.

Artificial intelligence has moved from innovation topic to boardroom agenda item in record time. For many organisations, the question is no longer whether they will use AI, but how quickly they can integrate it into products, operations and decision-making. What is less discussed is what that shift means for cyber security leadership. AI does not simply introduce new technical considerations. It changes how organisations think about risk, trust and accountability. The challenge is not just protecting systems. It’s now about governing how new technology is adopted, monitored and understood at senior level. Amy Lemberger, former FTSE-250 Chief Information Security Officer and founder of The CISO Hub , says the conversation around AI is revealing something far deeper about how organisations approach cyber risk. “AI is exposing whether security is genuinely part of leadership thinking,” she says. “When adoption moves quickly, governance must keep pace. That requires senior level judgement and thinking, not just tools.” Recent global risk reports show AI rising sharply on corporate risk registers alongside cyber disruption and operational resilience. Boards are asking new questions about data usage, model integrity, third-party exposure and decision transparency. Those questions are not purely technical. They sit at the intersection of legal, operational and reputational risk. For many organisations, this is a turning point. AI adoption forces a clearer view of data quality, access control, supplier risk and oversight structures. Weak governance becomes visible faster. Strong governance becomes a competitive advantage. Lemberger argues that the response should not be to slow innovation, but to strengthen leadership maturity. “AI isn’t something security teams can just bolt on at the end,” she says. “It changes how entire global organisations operate. That means leaders need absolute clarity about accountability, risk appetite and oversight.” In practice, this means boards need structured reporting, clear lines of responsibility and a realistic understanding of how AI interacts with existing systems. It also means security leaders must communicate in business an commercial terms, not technical ones. AI is accelerating digital transformation across the UK economy. As organisations integrate AI into customer services, analytics, supply chains and internal workflows, expectations around trust and resilience significantly rise alongside it. The shift underway is less about defending against a new category of threat and more about evolving governance to match technological ambition. As Lemberger puts it, “AI is not just testing systems anymore. It’s testing leadership.” For organisations willing to treat AI as a governance issue rather than simply a technical upgrade, the opportunity is clear. Strong security leadership becomes an enabler of innovation, not a brake on it.

Before we get into the nitty-gritty execution of preparing heirs, let us define the goal of preparation. From a wealth perspective, the goal is to carry on the family legacy and build upon it. From a family perspective, the goal is to develop family members who can confidently navigate life. We want to have antifragile family members who can weather any storm and grow. Heirs who are not crushed by the weight of their own surname. People who are content with who they are and the life they live. People who can make choices in life, also the hard ones. You can add anything else that you perceive as important. “The gem cannot be polished without friction, nor man perfected without trials.” Confucius Reading the list above, we can quickly surmise that educating the next generation is not a simple task. It is also not a task that we can fully outsource. What we can outsource and what we need to get our hands dirty will be the topic of today. More importantly, we shall look at examples of how this is done. What Should Heirs Learn? Each of the topics heirs need to learn is an essential ingredient of the five family capitals as outlined in the diagram below: Image credit - Octavian Pilati Entrepreneurship Most family fortunes were built through entrepreneurship. While the mindset and skills behind an entrepreneur and an investor differ, it is paramount for the next generation to have some entrepreneurial experience. And entrepreneurship is not learnt at school or university. Yes, I know there are courses where you are supposedly taught how to be an entrepreneur. However, they are nothing like the real thing. Your family members need to get some experience under their belt. So make this part of your curriculum. Encourage them at an early age to take risks as entrepreneurs. With every generation, the family grows in numbers. Inflation increases the costs of living. Every generation that does not practice entrepreneurship forgets the hardships that have created the wealth in the first place. To stop all of these, each generation needs to be behind growing the wealth accordingly. Leadership Every family member is in a position of leadership. It might not be a formal position of leadership, yet everyone is in an informal position. We have authority and influence that constitute leadership. This also applies to the in-laws. You can keep them out of the board room, but you cannot keep them from influencing their spouses and children. You can try to keep people out through structure; however, you cannot stop them from having influence. Train them, or their influence will be unguided. You might as well teach every family member how to be a good leader. Because they will be one, whether you want it or not. And also, ideally, your family members have leadership experience before they have to step into a leadership position for the family (be it in a family council, in a portfolio company, or the family business). Family History Knowing the family history is not just a nice-to-have; it is essential. I used to think it was unimportant. It took me till I was about 30 years old to understand its gravitas. Knowing your family’s history helps with integrating the family wealth into one’s identity. Storytelling is the key here. The family’s history is part of who you are. And if the history is noted down, it becomes a treasure trove. There are so many lessons from our ancestors that we can utilise. Knowing the stories behind each actor also helps to put things into perspective and not to suffer from the looming shadows that they cast upon us. Family Culture & Values “Sub Umbra Alarum Tuarum Protege Nos.” The Pilati Family Slogan. Not every family has a family slogan. We in the Pilati family do, however, have one. We do not impose a specific meaning to it. Maybe this used to be the case, but it was lost to the centuries. However, now everyone finds their own meaning in the slogan. “Under the shadow of thy wings protect us.” My personal interpretation is that we have a responsibility to stand up for others and take them under our protective wings. This gets us further into culture and values. Family culture and values serve as a north star to each member. How do we as a family want to be seen, and how do we see each other? Negotiating Heirs will be faced with negotiations at every corner. With wealth comes responsibility, reputation, and power. All three increase the stakes. Not only outside the family but also within negotiations are daily business. Depending on the size of the family and the degree of dispersion of control, family members must constantly negotiate with one another. Business in general is all about negotiations with counterparties. If an heir cannot negotiate their position, they will inevitably become a passenger in their own legacy. Problem Solving & Decision Making This is part of entrepreneurship; however, being entrepreneurial is not enough to learn this. With wealth and the responsibility comes a lot of problems. Wealth can mean a lot of freedom, but at the same time, it means constant problems. That is the paradox you face, and that requires knowing how to solve problems. Not only that it require being able to make decisions. Not just day-to-day decisions, but handling critical pivots. Some of your decisions change other people’s lives. Business partners, employees, stakeholders, and family depend on your judgment. It is ludicrous to send an heir into this without ever teaching this. There are great decision-making frameworks and problem-solving frameworks out there. Gut feeling needs to be developed, just like you have developed it. This can be intentional, and it should. Specific Industry Knowledge This depends on the kind of industries your family operates in. Your heirs don’t need to hold a degree in pharmacy if your business is pharma. However, a certain understanding and basic knowledge of the trade is paramount. You can send them on courses, or you can design your own program to teach them. Often, what you learn in a course is not the specific knowledge that is needed. I often see people giving their children a choice in what they learn. And rightly so, your next gen’s career is their own choosing. However, if they become owners, they have to learn the ropes. This needs to be mandatory. They can go off and do their own thing, as long as they also acquire industry knowledge. Financial Literacy Financial literacy is huge. Not just understanding how to invest and markets etc., but the psychology behind money. So many heirs come of age and have terrible money scripts. They throw money around, they don’t know how to keep an eye on expenses, nor do they understand what their allowance is for. Teach them the worth of money. Teach them how to invest properly. Teach them budgeting. What are stocks and bonds? What is venture capital? What is the difference between price and value? How is price determined? The list is long, but the goal is simple: You must understand the difference between spending power and staying in power. “A wise person should have money in their head, but not in their heart” Jonathan Swift. Social Skills (networking, power dynamics, etiquette, etc.) If there is one thing aristocracy gets right to this day, it is teaching social skills. I was tortured with this as a child. I hated it. The memory makes me shiver. Mostly because I struggle with social interaction. However, learning this was very important. If you don’t know how to move in a room, every event is terrible. If you don’t know how to make polite conversation, you are isolated. Being able to get your point across to people in a direct yet polite manner is crucial. Finding a way for you to network can be hard, yet it is rewarding in the end. Understanding power dynamics can be the difference between success and failure. To learn etiquette, you won’t have to sit and eat soup with a book under each arm and on your head, like I had to do. Anyone who knows me can imagine how successful this was. To this day, I laugh at my mother and me being splattered in soup, till she gave up. Health In wealthy families, there often is an obsession with money and the skills needed to make it or preserve it. Being healthy is the most important thing. You only have one body and one mind. If that gets broken, no money in the world can fix it. Or at least it will be very painful, expensive, and arduous to do so. I know what I am speaking about. Overexploitation isn’t cool in nature, and neither is it for your body. Family members should understand the value of physical movement, of resting properly, sleeping enough, having a good time with friends, and working on their mental capacity & health. The basics here are dead cheap and simple. Take a look at yourself and ask yourself if your lifestyle is good for you. How do you feel when you get up and when you go to bed? Could you do a better job? And how are your heirs behaving? To have an antifragile family, your family members need to be antifragile through and through.

For founder-led and family-owned businesses, eCommerce has become one of the most powerful engines of growth. When it’s working well, it delivers reach, resilience and direct customer relationships, often alongside long-established channels. But sustaining that momentum over time requires more than energy and new ideas. Many family businesses are highly active online. New products are launched, channels are tested, campaigns are refined and partnerships explored. This activity often signals ambition and entrepreneurial drive, hallmarks of successful family enterprises. The challenge comes when growth begins to feel harder to maintain. Not because the opportunity has disappeared, but because the underlying eCommerce engine hasn’t been strengthened at the same pace as the activity around it. The businesses that continue to grow with confidence are those that periodically step back, check the basics, and ensure their foundations are strong enough to support the next phase of ambition. Activity Doesn’t Always Translate Into Progress We often see businesses investing heavily in eCommerce initiatives: limited-edition launches, new digital channels, refreshed campaigns running in parallel. Each initiative generates a short-term spike in traffic and a handful of orders, enough to suggest success. But nothing repeats. Revenue doesn’t build. Customer growth is inconsistent. Each new initiative requires fresh effort. The business is busy online, but momentum never quite takes hold. The Warning Signs Leaders Tend To Overlook When leadership teams step back and review eCommerce performance holistically, the same patterns often appear: Website traffic is increasing, but traffic quality is declining Conversion rates fluctuate week to week Customer lifetime value remains flat Launches create noise rather than lasting growth This isn’t a failure of effort or capability, it’s a sequencing issue. Why Doing More Often Makes Things Worse When eCommerce growth slows, the instinct is to add more: A website redesign Increased digital advertising spend Loyalty or subscription programmes Influencer or partnership expansion All sensible ideas, but only when the fundamentals are already working. If traffic quality is weak, more traffic amplifies inefficiency. If conversion is unstable, more campaigns increase confusion. If data is fragmented, decisions become reactive rather than deliberate. In eCommerce, complexity layered onto weak foundations rarely scales. When Past Success Hides The Problem This challenge isn’t limited to smaller businesses, many larger family-owned brands experienced strong direct-to-consumer growth during COVID. For several years, momentum came easily, then growth flattened. Traffic continued to rise, conversion quietly declined and digital spend increased, with little incremental return. On paper, the strategy still looked sound, in reality, the engine had changed. Diagnose Before You Invest Before committing to new eCommerce initiatives, the most valuable step is diagnosis, not execution. Key questions include: Has the quality of our eCommerce traffic changed? Where exactly is conversion breaking down? Are we comparing like-for-like customers and channels? Is the issue demand-side or supply-side? Is our online positioning still aligned with who we attract today? Most family businesses already have this data, it’s just spread across systems and teams, making it hard to see clearly. Without a shared view of the customer, decisions quickly become guesswork. The Three Ecommerce Levers That Must Work First Before adding complexity, three fundamentals need to be strong. 1 - Traffic quality Not all traffic has the same value. Shifts in acquisition mix can quietly erode performance long before leaders notice. 2 - Conversion reliability Understanding where customers drop out, product pages, basket or checkout is essential. Without this clarity, teams debate opinions instead of fixing problems. 3 - Repeatability If growth relies on constant launches or promotions, it isn’t sustainable. Strong eCommerce businesses build systems that convert demand consistently and encourage repeat purchase. Only once these levers are dependable does expansion make sense. Doing less… …deliberately In many cases, the most effective decision is to pause new initiatives temporarily. Not to reduce ambition, but to strengthen the foundations first. The focus shifts to improving traffic quality, stabilising conversion and building repeatable systems. The result isn’t just better metrics, but clarity and confidence about where to invest next. A simple diagnostic for family business leaders Before launching the next initiative, pause and check: Is traffic growing faster than sales or conversion? Do teams agree where conversion is breaking down? Are we promoting what customers want or what we want to sell? Would growth continue without constant campaigns? Do teams trust and share the same data? Is our positioning aligned with today’s customer? If several of these raise concerns, the message is clear: fix the basics first. Turning ambition into lasting eCommerce momentum For family businesses, eCommerce success is rarely about chasing the next initiative. It’s about creating an engine that can support growth with confidence, clarity and control. The businesses that sustain momentum over time are the ones that know when to lean in, and when to pause, simplify and strengthen the basics. They share data to guide decisions, ensure their foundations are fit for purpose, and invest in complexity only when it will genuinely pay back. Choosing clarity before complexity isn’t a step backwards, it’s a strategic advantage! By periodically stepping back to check traffic quality, conversion reliability and repeatable systems, family businesses protect what they’ve already built, and create the conditions for the next phase of growth to stick. Strong foundations don’t limit ambition. They turn it into lasting momentum.

Lidl GB has announced a further £29m investment in colleague pay, which will – once again - make it the highest paying UK supermarket. The changes will benefit all 35,000 colleagues, salaried and hourly paid, across the country. The news marks the seventh pay rise announcement from the discounter since 2023, as Lidl continues to invest in its colleagues. From 1st March, entry-level hourly pay will rise to an industry-leading £13.45 nationally, increasing to £14.45 with length of service. In London, hourly pay will increase from £14.35 to £14.80, rising further to £15.30 with length of service. Lidl colleagues become the only employees within the industry to benefit from the Real Living Wage nationwide and the London Living Wage, continuing the discounter’s long-time commitment to match this benchmark. As the UK’s fastest-growing bricks-and-mortar supermarket for over two years running, Lidl continues to expand its presence, opening hundreds of new stores and creating jobs nationwide. As the business continues to grow, rewarding colleagues fairly remains central to its approach as a responsible employer, recognising that its growth plans depend on the dedication of those who deliver every day. Alongside pay, Lidl is also doubling paternity leave from two to four weeks’ full pay. After five years of service, colleagues will be entitled to eight weeks’ full pay, making it one of the most competitive paternity leave offers in the industry. This enhancement builds on the discounter’s existing credentials as the first supermarket to introduce 28 weeks full pay for colleagues on maternity or adoption leave. Lidl also offers paid leave for those undergoing fertility treatment and those affected by pregnancy loss. Stephanie Rogers, Chief People Officer at Lidl GB, said: “Our colleagues are the backbone of our business, and their success is our success. This is why I couldn’t be prouder that we’re able to offer the highest wages in the industry to reward our colleagues for their incredible work." "We are continuing to mark unprecedented growth across Great Britain, creating thousands more jobs along the way, while continuing to invest in our people." "This also means supporting our teams during key life stages so we’re also excited to announce our latest updates to our family leave policies, including a doubling of paid paternity leave.” Since becoming the first UK supermarket to provide a Living Wage in 2015, Lidl has remained committed to being a first-choice employer. The discounter was named DE&I Retailer of the Year at the Retail Industry Awards 2025 and recently certified as a “Top Employer” once again by the Top Employers Institute, highlighting Lidl as one of the best employers in the country.

Aldi is set to invest over £300 million in upgrading and extending existing UK stores in 2026, as part of its continued commitment to investing in Britain. The investment will support a wide-ranging programme of improvements, including store extensions and enhancement upgrades. Changes will vary by location but will include creating more space to shop and introducing more sustainable features. These include energy-efficient technology such as fridge doors to reduce energy use, and natural refrigerants to help cut carbon emissions. Further improvements include updated fixtures and signage, and redesigning store layouts. This announcement comes on top of Aldi’s recent £370 million commitment to opening 40 new stores in 2026 and reflects the supermarket’s continued focus on strengthening both its new and existing store estate. Stores set to receive an extension in the coming months include: Beck Road, Huddersfield Glamorgan Vale RP, Llantrisant Bebington Road, Bebington Springbank Road, Stirling Smithdown Road, Liverpool Brooks Road, Lewes Other stores across the UK will also benefit from upgrades this year, including locations in Chester-le-Street (County Durham), Handsworth Road (Sheffield), Haverhill (Suffolk), Tybridge Street (Worcester) and Chorley (Lancashire). Giles Hurley, Chief Executive Officer, Aldi UK and Ireland, said: “As well as opening new stores, we’re also investing in existing ones to make sure everyone can get what they need from Aldi." “By extending some stores, and by upgrading and improving others across the country, we can serve even more customers while creating even better shopping environments for our colleagues and shoppers. Together with our new stores, that will mean more people can access Aldi’s high-quality products at unbeatable prices.” Last month, Aldi was named the UK’s cheapest supermarket by consumer champion Which? for the fifth consecutive year, reinforcing its position as the best value option for British shoppers. On the monthly Which? analysis of 89 popular branded and own-brand products, Aldi also started off the year winning the title of January 2026 Which? Cheapest Supermarket.

Bechtel has announced that John Platt, a Bechtel Senior Vice President, has been appointed to lead EPC transformation for the company’s enterprise-wide efforts to improve EPC productivity through advanced digital technologies, artificial intelligence, automation, and robotics. This role builds on a multi-year strategic investment to advance Bechtel’s industry-leading quality and execution capacity to take on more of the world’s most significant projects. “Our customers’ ambitions continue to grow, and advances in technology are creating new opportunities for our industry to improve productivity and speed, increasing our capacity to deliver more projects and meet the world’s biggest challenges,” said Craig Albert, Bechtel President and COO. “What sets Bechtel apart is our combination of best-in-class work processes, the quality of our execution data, the maturity of our digital EPC tools, the competence of our people, and the magnitude of the investment we are making across the EPC value chain. John has the technical depth and leadership experience to lead our efforts in real‑world execution.” Bechtel has been integrating digitization, robotics, and automation into project delivery for many years, with active deployments across job sites, a growing portfolio of proven use cases, and continued investment in research and development. AI has matured to the point where it can fuel this work further, and Platt’s appointment brings all our efforts together under centralized leadership to accelerate adoption and scale the impact across the company’s global operations. “By integrating AI and robotics more deeply into our execution model, we’re evolving our processes — building on more than a century of experience while embracing modern approaches that unlock greater value and productivity for our customers,” said John Platt, Senior Vice President, EPC Transformation. “We are committed to leading this transformation at scale — just as we always have. Our customers expect us to see farther, move faster, and push the boundaries of what’s possible, and that is what we will accomplish for them.” Platt brings more than 25 years of experience at Bechtel, including leadership roles across engineering, construction, and project management worldwide. His recent experience includes: General Manager, Bechtel’s New Energies, Chemicals & Fuels business line, with responsibility for olefins, refining, chemicals, pipeline, water, and low-carbon programs, where he led the organization through shifting market dynamics while maintaining a strong focus on execution. Senior project leadership roles, including Project Director for the National Nuclear Security Administration’s Uranium Processing Facility, Senior Project Manager for Shell’s Pennsylvania Chemicals Project, and Senior Project Manager for ExxonMobil’s Baytown North American Growth Olefins Recovery ethane cracker project. Platt joined Bechtel in 2000 as an electrical engineer in the Power business and has since held leadership roles across multiple global business units and regions. With Platt in this role, Bechtel is formalizing capabilities it has been building for years — scaling AI-enabled EPC delivery to meet the next generation of global infrastructure demands.

One of Nottingham’s most historic green spaces has received a cash boost thanks to local packaging giant The Wilkins Group. As part of its ‘12 Months of Giving’ initiative, the Colwick-based company has donated £1,000 to St Ann’s Allotments, a unique city centre haven where gardening meets community care and connection. St Ann’s Allotments are no ordinary gardens - they date back to 1551 and are recognised as the largest surviving area of detached Victorian town gardens in England. Spread across 75 acres with more than 700 plots, the site is Grade II listed and dotted with historic summerhouses, glasshouses and even a Grade II listed shed. Today, the allotments remain a nationally important green space, combining centuries of heritage with a thriving community hub in the heart of Nottingham. Under the care of dedicated manager Paul Paine, the gardens have become a sanctuary for people from all walks of life, many of whom are facing challenges such as loneliness, those recovering from addiction, mental health issues, ADHD or autism. Paul, who has been involved in the project for 25 years, said: “Our allotments are about so much more than growing food. Every day we see people arrive here low in mood, stressed or isolated, and leave feeling lighter, calmer and more connected. Gardening and nature have an extraordinary power to heal. This donation will make a real difference, helping us to buy seeds, tools and materials that keep the gardens thriving.” The allotments are famous for producing not just the traditional apples and plums, but also lesser-known fruits such as quince and edible hawthorn, as well as herbs, nuts and plants often unfamiliar in the UK. The produce is used in their innovative ‘Dig and Dinner’ project, where community members forage, cook alongside professional chefs, and share nourishing meals, which are often the only hot dish some participants will eat that day. Alongside food growing, the site offers classes in basket weaving with willow harvested on-site, and activities in its eco-friendly straw bale building with a woodburning stove at its heart. Justin Wilkins, joint managing director of The Wilkins Group, said: “Nottingham is our home, and our year of giving is all about shining a light on the small charities and community groups that make a huge difference right here on our doorstep. St Ann’s Allotments is a hidden gem, a place of calm, creativity and care that changes lives every single day. We’re proud to play a small part in supporting Paul and his team.” The £1,000 donation is one of 12 being made by The Wilkins Group during 2025, with each month dedicated to a different Nottinghamshire charity or community cause. The Wilkins Group, a family-run firm founded in 1963, produces food packaging for leading names such as Pukka, Pizza Express, Harrods and Cadbury. Alongside its Nottingham headquarters, it operates plants in China, Bangladesh and Sri Lanka, and has won awards for its innovations in reducing single-use plastics across the industry.