A third-generation New Forest family business that sells Christmas trees is marking its 45th consecutive season by giving away free hot drinks to customers at weekends. Strawberry Fields Christmas Tree Farm in Lymington near Boldre has teamed up with Green Bean Coffee which provides barista coffee and deluxe hot chocolate from its converted horse box. The festive tree business was launched by Albert and Henry Cooper in 1979, with 1980 being its first festive season. It is now run by Albert’s grandsons Billy and Charlie Cooper who have turned the site into a Christmas wonderland. Billy said: “When my grandfather and his brother set up the business they grew their own trees, but soon demand was too much. We are now supplied by two British sustainable farms and this year we have the Nordmann Fir, the Norway Spruce and the Fraser Fir." “The Fraser Fir is quite new to us and has great needle retention, sturdy branches for holding ornaments and a wonderful smell." “This year to mark our 45th Christmas we decided to give hot drinks away at weekends as a thankyou to our customers, many of whose families have been buying from us since we started." “Green Bean Coffee serves from a converted horse box in our marquee and uses Bad Hand Coffee, which is a Bournemouth-based company." “We also offer to cut tree trunks down to size and we can deliver locally. Customers can also buy wreaths, tree stands and stock up on kiln-dried logs and kindling from Lymington Firewood." “It’s our belief that for many families buying a Christmas tree is a tradition - it’s not just a purchase, it’s an experience. And we want to make it the best experience we can." “Our father Michael is still very much involved with the business and we have customers who visit us on the Brockenhurst to Lymington Road just to chat to him.” The Christmas Tree Farm is open from 9am and 5pm seven days a week. Photo:   Charlie Cooper (left) and Billy Cooper (right)

Family businesses have long been celebrated for their resilience, personal touch, and deep-rooted customer relationships. Yet many continue to negate to maximise two critical disciplines, sales and marketing, which, if understood and aligned, can unlock extraordinary growth and sustainability. While both are essential to business success, their objectives, time horizons, and methods differ. Appreciating these distinctions, and leveraging the synergy between them, is particularly crucial for family-owned enterprises, where legacy, culture, and long-term stewardship intersect with commercial ambition. Understanding the Distinction: Sales vs Marketing At its core, marketing is about creating awareness, building reputation, and positioning the business in the minds of customers. It is strategic, long-term, and often intangible. In a family business, marketing might focus on telling the story of the brand, highlighting the company’s heritage, demonstrating craftsmanship or quality, and cultivating customer trust. It involves understanding markets, competitors, and customer behaviours, and translating those insights into campaigns, content, digital presence, and product positioning. Sales, by contrast, is tactical, immediate, and measurable. It is the process of converting interest into transactions, negotiating terms, closing deals, and nurturing relationships that generate revenue. In a family business, salespeople are often deeply embedded in communities, leveraging personal relationships, word-of-mouth reputation, and trust built over decades. While marketing sets the stage, sales closes the performance, turning strategy into cash flow. The Risks of Misalignment When sales and marketing operate in silos — a frequent challenge in family firms — several problems can arise. Marketing campaigns may generate leads that the sales team does not pursue effectively, leading to wasted effort and frustration. Conversely, sales teams may rely on instinct and personal networks while ignoring broader marketing strategies, resulting in inconsistent messaging or missed opportunities for market expansion. Misalignment can create internal tension and prevent the business from fully capitalising on its brand strength, ultimately limiting growth and sustainability. The Importance of Integration The key to maximising the potential of both functions lies in integration. In a family business context, this means creating a feedback loop where sales insights inform marketing strategy, and marketing initiatives support sales execution. For example, a sales team interacting daily with customers can provide valuable intelligence about shifting preferences, competitor activity, or potential market gaps. Marketing can then tailor campaigns, digital content, and product messaging to reflect these insights, amplifying the effectiveness of the sales team. Conversely, marketing campaigns generate leads, establish credibility, and nurture potential customers over time, making it easier for sales to convert prospects into loyal clients. When sales and marketing collaborate effectively, each function strengthens the other, creating a virtuous cycle that drives sustainable growth rather than short-term wins. Family Values as a Marketing and Sales Advantage Family businesses have a natural advantage in bridging sales and marketing: their values and legacy. Customers often trust family firms because of their history, authenticity, and personal approach. Marketing can articulate these strengths, while sales can embody them in direct interactions. For instance, storytelling about multi-generational craftsmanship can be amplified through social media and campaigns, while sales teams reinforce it in face-to-face conversations, building credibility and loyalty simultaneously. This alignment also extends internally. When family members involved in management understand both disciplines, they can set realistic goals, allocate resources wisely, and create a culture in which commercial objectives and brand reputation are mutually reinforcing rather than competing priorities. Leveraging Technology for Collaboration Modern technology provides family businesses with tools to synchronise sales and marketing more effectively. Customer relationship management (CRM) systems, marketing automation, analytics platforms, and digital dashboards allow both teams to share data, track performance, and measure ROI. By having a single source of truth, family firms can avoid duplication, optimise resource allocation, and make informed decisions that balance immediate revenue generation with long-term brand building. For example, tracking which marketing campaigns produce leads that convert most effectively can inform future spending decisions. Similarly, insights from sales conversations can guide content creation, social media strategy, and customer engagement initiatives, ensuring that marketing efforts resonate with real-world customer needs. Training and Cross-Functional Exposure Family businesses often rely on multi-generational leadership, with members taking on various operational roles. Creating cross-functional exposure — where marketing professionals shadow sales teams and vice versa — can foster mutual understanding and respect. Sales teams gain an appreciation for the strategic intent behind marketing campaigns, while marketing professionals develop a grounded understanding of customer interactions and challenges. This knowledge exchange also helps future family leaders understand the critical balance between nurturing the brand, preserving the family legacy, and meeting short-term revenue targets. It instils a culture of collaboration that extends beyond sales and marketing to other functions such as product development, customer service, and operations. Building a Sustainable Sales-Marketing Ecosystem Sustainability in a family business is not just about finances; it’s about enduring relevance, reputation, and customer trust. Achieving this requires a deliberate ecosystem where sales and marketing are aligned, data-informed, and values-driven. Clear communication channels, shared metrics of success, and regular strategic reviews can ensure that both teams are moving in the same direction. Leadership must champion this integration. In family businesses, where hierarchical dynamics and emotional ties can complicate decision-making, modelling collaboration, celebrating joint wins, and addressing misalignment early are essential. Over time, a harmonised sales-marketing approach creates resilience, drives predictable growth, and protects the brand for future generations. Harmony as a Competitive Advantage For family businesses, sales and marketing are two sides of the same coin. Marketing sets the stage, communicates the story, and nurtures potential customers, while sales translates engagement into tangible revenue and builds lasting relationships. The companies that succeed in the long term are those that treat these functions as complementary, invest in alignment, and leverage their unique family heritage as a differentiator. By embracing collaboration, harnessing technology, and creating a culture where both perspectives are respected and integrated, family firms can maximise the potential of sales and marketing, not just to drive short-term profit, but to build a sustainable, resilient business that honours the past while preparing for the future.

A local voluntary group that has planted the seeds of success for dozens of Bulwell residents has received a donation from a local packaging firm, which has secured its immediate future. Bulwell Forest Garden is a community garden in the heart of the town, but hit hard times last year when its funding was pulled and many feared that the project would need to close. This week a cash injection by The Wilkins Group has ensured it can continue its valuable work. Run by local volunteers, the Bulwell Forest Garden grows fruit, vegetables and social connections by organising a range of community activities. Now, the team has landed a £1,000 donation from The Wilkins Group, a home-grown packaging firm that works for many of the UK's leading brands and now operates on an international stage. Justin Wilkins, joint managing director at The Wilkins Group, said: “We are so proud to support this project and have been blown away by the great work the community does to promote health, wellbeing and connection." "It is truly inspiring, and we’re genuinely impressed by the passion, dedication and hard work of the entire Bulwell Forest Garden team.” The community garden first opened its gates in 2012 after turning a disused piece of land into what has become an oasis in the centre of Bulwell. The garden provides not only a recreational green space for local communities to grow and cook their produce, it also acts as a social hub which in turn helps tackle a range of issues including those facing loneliness, bullying, mental health issues and SEND needs. Barbara Bates, operational manager and Forest School practitioner, said: “The garden is a beautiful place for all the community to enjoy. We know that in the past Bulwell has been tarnished with a bad reputation. But there are some amazing people here doing great work in the community. I hope that Bulwell Forest Garden and the work that the team do here will help to counteract that narrative.” “This is a fabulous community space that brings nature to the lives of children and adults in our local area. “ As well as growing, sharing and cooking produce from the garden, the team runs various activities including hosting music and nature groups for toddlers, an after-school forest school for ages 6-11, and an eco-group for teens ages 11-16. Barbara said: “The garden offers something for everyone, whatever their age. Providing friendship to volunteers who may not chat to anyone for days at a time, a lunch club, children’s groups... the list goes on. In December, we will be hosting nine local primary schools for a special festive themed event." “We would like to thank the Wilkins Group for their generous donation and for securing the good work of our community garden for another year.” The inspiring work of the team of volunteers is reliant on funding from outside sources. Hit by Nottingham City Council cuts, the project nearly came to an end last year. However, it managed to survive and, thanks to The Wilkins Group's donation, has now secured another year for the project. The donation forms part of The Wilkins Group’s ‘12 Months of Giving’ campaign, which sees the Colwick-headquartered company donate £1,000 each month to a different Nottinghamshire charity or community organisation throughout 2025. Justin Wilkins added: “We chose to support Bulwell Forest Garden because we love that this wonderful community space, right in the heart of our city, has brought the community together through gardening and wildlife conservation. What was a disused corner of Bulwell has been transformed into a thriving area that connects the generations and passes on essential skills. It even has an outdoor classroom where local people can enjoy cookery lessons." “We know times are hard for so many people and organisations across the country at the moment. Our 12 months of giving campaign has shone a light on so many amazing people, projects and the great work they do. It has been a privilege to get a glimpse of this work.” The family-owned firm has already donated thousands of pounds this year to good causes across the city and county, including Green’s Windmill Trust in Sneinton, Papplewick Pumping Station, Hedgepigs in Beeston, Walesby Forest, Nottinghamshire Beekeepers Association, Nottinghamshire Wildlife Trust, Gedling Conservation Trust, Canalside Heritage Centre, Eco Works and Stonebridge City Farm. The Wilkins Group produces food packaging for the likes of Pukka Pies, Pizza Express, Harrods, and Cadbury. It also is credited with producing bespoke and award-winning items such as eco-friendly coat hangers and the iconic M&S light-up glitter gin bottles. The company also won at this year's Business of the Year Awards for the East Midlands. For more information on The Wilkins Group, visit here . Photo: The team at the Wilkins Group handing the cheque to Barbara Bates, operational manager and Forest School practitioner (centre).

The small change to inheritance tax (IHT) for farm businesses is nowhere near enough to protect many family farms and does nothing to remove the cruel impact of the policy on elderly and vulnerable farmers, says the NFU. Since changes to Agricultural Property Relief (APR) and Business Property Relief (BPR) were first announced, there has been mounting opposition to this family farm tax. More than 275,000 members of the public have called on the government to make changes; trade associations representing 160,000 family businesses wrote to the Chancellor calling for reform to the policy; MPs from across the political divide have told the Chancellor about the impact it will have on the rural communities they represent; and independent tax experts have suggested changes to make it more targeted.  The Chancellor announced a small change to the rules which will allow those farmers who are married, or have deceased spouses, to transfer their inheritance tax allowance to one another if one of them dies having not used their allowance.  NFU President Tom Bradshaw said: “It’s good to see the government accepts its original proposals were flawed. But this change goes nowhere near far enough to remove the devastating impact of the policy on farming communities." “It’s only right that agricultural allowances can be transferred between spouses and it’s something we’ve been calling for, but it doesn’t go anywhere near far enough in protecting the working people of the countryside. It does nothing to alleviate the burden it puts on the elderly and vulnerable." “It is also a huge smack in the face to the Labour MPs who have been working so hard to find a way through this for their local farmers. To them, we say thank you." “The Chancellor said she wanted to ‘back working people not make them poorer’ and to ‘increase investment not cut it’. To do that, government must look again at the multiple solutions that have been put forward by industry and tax experts.” The minimal movement on the family farm tax comes alongside a range of other announcements in the Budget that could increase inflationary pressures on our food system.  Mr Bradshaw continued: “Several other announcements in the Budget will hit farming and growing businesses hard. The increase in the National Living Wage, which will have risen 12% in two years, puts further cost pressures on agricultural and horticulture businesses and further inflationary pressures on our food system. At a time when the government has an ambition to get the country eating more fruit and vegetables, it will hit the horticulture sector hardest." “The increase in the autonomous tariff quota (ATQ) for sugar cane undercuts British growers at a time when this government says promoting growth and investment at home is its priority." “However, we believe farming may benefit from the announcements on apprenticeships and it could help bring the next generation into our food and farming sector. " “Public support over the past year has been incredible. We will need this support to continue from all sides to create the change needed to protect those people caught up in this unjust, unfair policy. The fight continues; we cannot give up and we will work with the wider industry, supply chain and MPs on next steps.”

A Derbyshire bakery with over 100 years of family heritage is kicking off a new monthly tradition with the launch of its Maple & Walnut Scone. Stacey’s Bakery, which has shops in Ilkeston, Heanor and Eastwood, has created a sweet, spiced winter treat that has been quietly in the development stages for several months. The bakery team has combined walnuts, sultanas, and warming winter spices, including cinnamon, nutmeg and ginger, before finishing the scone with a glossy maple glaze. Priced at just 85p, the new flavour is the first to be unveiled as part of Stacey’s Bakery’s new ‘Scone of the Month’ initiative. David Stacey, managing director of the family-run bakery, said: “We’ve been working on this recipe for quite a while. Getting the balance right between the spices, the sweetness of the maple and the crunch of the walnuts took time. We wanted it to be perfect before putting it on the shelves." “Over the past couple of weeks, the feedback has been fantastic. It’s also led to some fabulous reaction on social media.” “Winter is when people really want those homely, cosy flavours. This scone tastes just like the season. It’s the kind of treat you want with a hot cuppa after coming in from the cold.” The new range reflects the bakery’s long-standing commitment to taking traditional products and giving them a fresh twist. David continued: “We may be introducing new flavours, but the way we make our scones hasn’t changed for generations. Everything is mixed by hand, baked fresh every day, and made with the same care that has kept customers coming back for decades.” Stacey’s Bakery bakes around 140,000 scones a year with some organisations ordering hundreds each week. Store customers have made the sultana scone the firm’s top selling flavour, closely followed by the cherry scone. The Maple & Walnut Scone is now available across Stacey’s Bakery shops and marks the launch of the ongoing ‘Scone of the Month’ campaign. With December on the horizon, the bakery hints that the next flavour could be even more festive. “All I can say is keep your eyes peeled,” David said with a smile. “Our Christmas scone is something special.” For more information, visit www.staceys-bakery.co.uk

The Royal Institution of Chartered Surveyors (RICS) has released its 2025 Sustainability Report, revealing a slowdown in global demand growth for sustainable buildings and a concerning lack of progress in carbon measurement across construction projects. The report, based on insight from more than 3,500 real estate and construction professionals across 36 countries, warns that momentum behind sustainable development risks stalling without stronger policy intervention and accelerated skills development. Despite continued appetite for green and resilient real estate, demand growth has notably weakened, particularly across the Americas. Europe, the UK, and Asia-Pacific (APAC) have also seen a softening in interest, while regions in the Middle East and Africa (MEA) remain the only markets to show strengthening momentum. The research finds that while investors continue to value green certifications and climate-resilient assets, high initial costs and uncertainty about returns remain the biggest deterrents to investment. A lack of investor awareness, especially across MEA and APAC, also emerged as a significant barrier. 46% of construction professionals report not measuring embodied carbon, a figure that has risen in the past year. This underscores the widening gap between climate commitments and practice. Only 16% say carbon measurement meaningfully informs material choices in project design. RICS warns that without mandatory whole-life carbon assessment and reporting, the sector will not be able to achieve national and global decarbonisation targets. The report highlights the critical need for capacity building, skills development and climate literacy. Whilst over 70% of respondents believe they have some knowledge of sustainable construction, familiarity with circular economy practices and whole-life carbon remains low. To accelerate climate progress, RICS urges policymakers to: Introduce mandatory whole-life carbon reporting for all construction projects Set national emissions limits aligned to net-zero pathways Expand incentives and financing for green retrofits and low-carbon materials Harmonise global standards and definitions for low-carbon and resilient buildings Prioritise investment in sustainability skills and training Strengthen biodiversity legislation and reporting requirements Nicholas Maclean OBE RD FRICS IRRV (Hons), Acting RICS President, said: “Transformation across the built environment is necessary if we are to meet the challenge of climate change. This important RICS research shows progress, but also clear signs of fatigue and uncertainty." “In our 2025 report, the MEA region has emerged as a strong performer, indicating demand growth outpacing all other regions studied." "These developments offer valuable insights for global efforts in sustainability practices and provide an important example for the rest of the world. Governments, industry and professional bodies must work together urgently to unlock investment, strengthen policy and scale up skills to deliver a truly sustainable future.”

As part of a commitment to alleviate food insecurity in its communities, Perdue Farms has provided thousands of its neighbours the access to high-quality protein to help ensure children, seniors and families have nutritious food on the table this Thanksgiving. It’s all part of the company’s Delivering Hope To Our Neighbours® outreach to improve quality of life and build strong communities. Kevin McAdams, CEO of Perdue Farms said: “Providing access to nutritious protein is central to our commitment to combat food insecurity in the communities where our associates live, work and raise their families." "In this season of giving thanks, I’m reminded of the incredible impact we can make when we come together to help our neighbors struggling to put a meal on the table. It reflects are ongoing commitment to deliver hope to our neighbours — one meal, one family at a time.” Leading into the Thanksgiving holiday, teams across the company helped thousands of children, seniors, and families enjoy high-quality protein meals at their holiday tables and strengthen the places Perdue calls home. Here are some examples: 2,000-plus families and individuals benefited from protein donations in partnership with the Gwinnett County Sheriff’s Department’s fifth annual Thanksgiving Giveaway near Atlanta. 1,000 children and families received meals boxes supplemented with Perdue chicken in partnership with the Harry K Foundation and the Food Bank of Delaware’s “Thanksgiving for All” meal distribution through schools and nonprofit partners. Working with two inner-city public schools in Baltimore, 650 families benefited from protein to support the Ed Reed Foundation founded by the former Baltimore Ravens safety. In the company’s hometown of Salisbury, Maryland, associates joined the city’s police department and a host of generous community organizations to deliver meal bags, including chicken, to more than 500 families in need through a distribution event. In Sioux City, Iowa, protein donations and associate volunteers provided more than 7,000 meals through a mobile pantry in partnership with Sunnybrook Hope Center and the Food Bank of Siouxland. In Cambridge, Maryland, Perdue helped serve 350 families struggling with food insecurity in partnership with the Cambridge Police Department and Delmarva Community Services. The Perdue AgriBusiness team in Cofield, North Carolina joined the Food Bank of the Albemarle to deliver meals and protein to more than 260 families during a mobile pantry distribution. In Rincon, Georgia, the company provided protein to support Stronger Together, an initiative from Savannah Feed the Hungry, helping deliver more than 1,000 meals across Chatham County.   Perdue Farms hunger relief programs have provided more than 100 million pounds of protein – the equivalent of more than 85 million meals – to food banks and community outreach programs throughout the company’s footprint and beyond since 2000.

After months of anticipation in Westminster and beyond, the Chancellor has finally lifted the curtain on the government’s latest tax and spending plans in the Autumn Budget. Framing her approach as “fair and necessary choices to deliver on our promise of change,” she set out a package that attempts to strike a delicate balance between driving economic growth and easing the strain on households. From frozen thresholds to new surcharges, here’s a comprehensive look at the major changes affecting individuals and businesses. WHAT IT MEANS FOR INDIVIDUALS Income Tax and National Insurance: Frozen Thresholds and New Rules The Chancellor confirmed that the income tax personal allowance and key thresholds—£12,570 for the personal allowance, £50,270 for the higher-rate limit and £125,140 for the additional-rate band—will remain frozen until April 2031. Equivalent National Insurance (NIC) thresholds follow the same path, with the NICs secondary threshold of £5,000 also locked in until 2031. Scottish taxpayers should note that their own system of bands and rates already differs. From April 2029, salary-sacrificed pension contributions above £2,000 a year will become subject to employer and employee NICs. Meanwhile, tax relief on non-reimbursed homeworking expenses disappears from April 2026. Changes to Investment and Savings Taxation Dividend tax rises are on the horizon: from April 2026, basic-rate taxpayers will pay 10.75% (up from 8.75%) and higher-rate taxpayers will pay 35.75% (up from 33.75%). Savings and property income will also face an increase of two percentage points from April 2027. Other noteworthy shifts include the abolition of voluntary Class 2 NICs for individuals living abroad and the removal of the dividend tax credit for non-UK residents from 2026. Investors in Venture Capital Trusts will see income tax relief reduced to 20% from April 2026, and image rights payments linked to employment will be brought squarely into the scope of income tax and NICs from April 2027. Capital Gains Tax: Reliefs Tightened CGT relief on disposals to employee ownership trusts will drop from 100% to 50% from November 2025. Incorporation relief will no longer apply automatically from April 2026, requiring an active claim. Anti-avoidance rules around share exchanges and reconstructions will also be strengthened. Inheritance Tax: Allowances on Ice The government is freezing the inheritance tax nil-rate band (£325,000), residence nil-rate band (£175,000), and the forthcoming £1 million agricultural and business property relief allowance for an additional year, stretching to April 2031. That combined APR/BPR allowance will be transferable between spouses and civil partners. A £5 million cap will be introduced for relevant property trust charges in historic trusts created by former non-doms. O ther Personal Finance Changes A new High Value Council Tax Surcharge, commonly being referred to as the 'Mansion Tax' will hit owners of English homes worth £2 million or more starting in 2028, costing between £2,500 and £7,500 annually and rising with inflation. Cash ISA holders under 65 face a reduced allowance of £12,000 from 2027, although the overall ISA cap remains £20,000. New London Stock Exchange listings will enjoy a three-year exemption from Stamp Duty Reserve Tax. Additional measures include expanded Air Passenger Duty on private jets, relief for charitable goods donations, and a settlement opportunity for those with outstanding loan charge liabilities. WHAT IT MEANS FOR BUSINESSES Capital Allowances and Investment Incentives Businesses will welcome a new 40% first-year capital allowance from January 2026. However, the main writing down allowance rate falls from 18% to 14% from April 2026. Zero-emission vehicles and electric charge-points retain their 100% first-year allowances until 2027, encouraging continued investment in green technologies. Restrictions on surplus Advance Corporation Tax (ACT) will be scrapped from 2026, freeing companies to make greater use of historic balances. Tightening and Simplifying Corporate Tax Rules Transfer pricing, permanent establishment, and Diverted Profits Tax regimes will be simplified for accounting periods beginning in 2026. Multinationals will also need to file an annual International Controlled Transaction Schedule from 2027, increasing transparency around cross-border transactions. Private hire vehicle services will be removed from the Tour Operators’ Margin Scheme in early 2026, and VAT rules will shift to apply the standard rate to certain disability scheme motor-vehicle lease top-ups from July 2026. A welcome development for charities: from April 2026, business donations of goods to charitable organisations for distribution or service delivery will benefit from new VAT relief. Support for Growing Companies The Enterprise Management Incentive scheme will expand in April 2026, offering more companies the chance to reward employees with tax-advantaged share options. Limits on funds raised through EIS and VCT investments will also rise, reinforcing the government’s push to stimulate innovation and entrepreneurial growth. The Bigger Picture The Chancellor’s statement signals continuity in some areas—particularly through long-term threshold freezes—while introducing a suite of adjustments designed to refine the UK’s tax landscape. Households will feel some measures more sharply than others, especially increased dividend taxes and the erosion of allowances over time. Businesses, meanwhile, are offered both carrots and sticks: investment incentives on one side, compliance tightening on the other. Whether this package truly delivers on the government’s promise of “change” remains to be seen. But for now, the direction of travel is clear—and the detail matters more than ever. We do need to see more long term support for family businesses and their growth agenda to enable them to continue to think beyond the short term and plan to create sustainable family businesses for generations to come.

Puredrive Energy is celebrating a landmark achievement as CEO Mark Millar has been crowned Family Business Entrepreneur of the Year at the Great British Entrepreneur Awards (GBEA) 2025. After his previous Scale-Up Entrepreneur win at the GBEA awards in 2024, Mark’s second consecutive win places him among the UK’s most respected leading in the clean-tech and manufacturing sectors. The ceremony which was held last week at the Grosvenor House Hotel, London is the biggest celebration for founders and their businesses in the UK. The Great British Entrepreneur Awards is often described as “The Grammys for Entrepreneurship” and shines a spotlight on the individuals and businesses driving innovation, creating jobs, and shaping the future of the UK economy. The awards honour remarkable stories of entrepreneurial success, perseverance, and vision. Based in Gloucestershire, Puredrive Energy originated as a family-run start-up with four employees. Today it is the UK’s fastest-growing home battery manufacturer, working with over 400 active installers across the UK and Europe. The business is best known for its high-performance Duracell Energy home storage systems, designed in the UK. In 2022, Puredrive secured a brand licence to manufacture, market, and distribute Duracell-branded home energy storage products. This partnership has helped the business scale rapidly while supporting thousands of UK homeowners in storing low-cost, renewable energy to reduce both bills and carbon emissions. Today, the business exclusively supplies Duracell Energy storage products, reinforcing its commitment to quality and reliability. The GBEA judges said that its identity as a true family business is what sets Puredrive apart in the energy sector. Mark heads the company alongside his two sons: Oliver, Head of Marketing, and Daniel, Head of Sales. Their shared vision has shaped a culture built on resilience, innovation, and agility. During a year marked by industry-wide economic, political and environmental pressures, these qualities have proven essential. Despite challenges that have forced several competitors to reduce the scale of their operations or exit the market, Puredrive has continued to grow, increasing its market share and achieving significant revenue uplift. The company credits its success to its ability to adapt quickly to shifting demand and global logistics uncertainty, which is particularly important for a business operating across the UK, Europe, and South Africa. This latest accolade follows an impressive run of recognition for Puredrive in 2025. The company reached the finals at the Gloucestershire Business Awards and secured two UK Contact Centre Forum awards for excellence in customer service. Mark Millar, CEO of Puredrive Energy, said: “This award means a lot to me and to our family team. We’ve always believed that if you stay focused, stay adaptable, and keep pushing for better, good things follow – even in a challenging year like this one. What really matters is that we’re helping more homeowners take control of their energy and become more self-sufficient. That’s what drives us every day." "This recognition is a reminder that we’re on the right path, and we’re excited to keep building, keep improving, and keep supporting people who want a cleaner, more reliable way to power their homes.” Looking ahead, the company is preparing for a milestone year, with business on target to increase by 50%. Puredrive is set to launch a new generation of energy storage products and expand its operations in the Benelux region, further strengthening its position as a leader in the European energy storage market.

Brewers Stockport has donated 70 litres of paint to support a local children’s hair-loss charity. When the founder of children’s hair-loss charity Little Lady Locks, Ashley Higgins, contacted Brewers Stockport for help refreshing her organisation’s premises, Store Manager Mike Ablott didn’t hesitate. With the tinting machine ready to go, the store prepared a large donation to support the much-loved local cause. Ashley, a hair professional specialising in hair loss, founded Little Lady Locks in 2018 after repeatedly hearing distressing stories from adult clients about their own childhood experiences with hair loss, and the lack of accessible, affordable support available at the time. Determined to make a difference, she began creating wigs for children at no cost, and demand quickly grew. Today, the charity provides free hair-replacement solutions to under-18s navigating medical hair loss. Mike Ablott said the request for help was an easy one. “We were approached by a lovely lady called Ashley, who asked if we could donate some paint for her charity premises,” he said. “Ashley sent me a list of what was needed and we agreed to donate everything. We ended up giving 70 litres of Albany paints—50 litres of it pink!” He added that supporting local charities is something he and the Brewers team take to heart: “I love to help small local charities and this one is amazing.” The donation will help Little Lady Locks continue transforming its space, ensuring it remains warm, welcoming, and uplifting for the children and families who rely on its services.

As the development of Collyhurst Village ushers in an exciting new chapter for the community, HMG Paints is proud to play a part in shaping this transformation. As Manchester continues to grow through regeneration, the team at HMG Paints is delighted to welcome new neighbours and support a project that reflects the spirit and heritage of the area. Working collaboratively with FEC UK and Project Furniture Residential, HMG Paints supplied a full range of interior coatings for the Collyhurst Village show home. Drawing inspiration from the company’s iconic Manchester Collection, HMG developed bespoke colour palettes designed to complement the village’s architecture while capturing the warmth, innovation and character of the region’s past. Emmie Tomlinson from Project Furniture Residential said: “The interior design of the Collyhurst Village show home draws inspiration from the area’s natural landscape, industrial heritage and evolving community identity. The concept, described as Modern Luxe with Elevated Elegance, balances sophistication with warmth through refined finishes and organic tones.” A key product used throughout the show home was HMG’s Vinyl Matt Emulsion, a premium water-based interior coating known for its exceptional coverage, smooth flat finish and long-lasting durability. Manufactured at HMG Paints Manchester, the Vinyl Matt Emulsion provided the perfect foundation for achieving the show home’s refined, contemporary aesthetic. Its ease of application and consistent finish ensured a seamless decorating process for the design and installation teams. To support the bespoke schemes created for this project, each batch of Vinyl Matt Emulsion was tinted to order, allowing for precise colour matching across all interior spaces. The product is also supplied in sustainable packaging, aligning with the broader regeneration project’s focus on responsible. For Collyhurst Village, HMG developed exclusive colours and utilised tones from its Essentials Colour Range, a curated selection featured within the Manchester Collection Shade Card. With 35 carefully crafted hues, from archival classics to modern, trend-led tones - this range showcases over 95 years of HMG’s colour expertise. Several key shades were selected for the show home. Angel Meadow was used as a lounge accent wall, paired with a warm off-white inspired by HMG’s original Mancnolia. This combination brings a soft, inviting atmosphere while offering depth and contrast. “The greens, rusts and earthy neutrals reflect Collyhurst’s history as pastureland and its connection to Red Bank Sandstone, while also symbolising growth and renewal within the developing Victoria North area,” added Emmie. In the bedrooms, the colour story evolves to suit individual personalities while maintaining a cohesive feel. The second bedroom introduces a bolder palette, combining a dark teal velvet bed with a vivid blue feature wall designed for a teenager with a dynamic style. Newton Blue was applied to complement a neon focal point, resulting in a vibrant, modern space that mirrors the forward-thinking development of Collyhurst Village. HMG also created a brand-new shade exclusively for this project. Grove - a rich, earthy green with warm undertones which brings balance and calm to the interior, enhancing the home’s modern yet tranquil atmosphere. The decorator’s creative use of this shade further elevated the space, adding depth and natural harmony. A standout moment within the project is the study, highlighted by bold blocks of colour and warm rust accents. Alyssia Thorburn of HMG Paints Ltd, said, “One room we particularly loved was the study, which brings a playful burst of colour and creativity. The shade itself carries special heritage for our team, named after Mr. Herbert Falder, the founder of H. Marcel Guest Ltd. in 1930.” The feature wall includes an abstract off-centre circle painted in Herbert, one of HMG’s most celebrated Manchester Collection shades, paired beautifully with Fitzgeorge to create a distinctive focal point full of character and style. Creating bespoke colours for Collyhurst Village has been an excellent opportunity for HMG Paints to showcase its long-standing colour expertise. The team is proud to have supported this local project - quite literally just up the road - working alongside FEC UK, Project Furniture Residential and all partners involved in bringing the show home to life. For those inspired by the colours featured in Collyhurst Village, the Manchester Collection and Essentials Shade Card are available to explore and order directly from the HMG Paints Shop (Colour Tools - shop.hmgpaint.com). It’s the perfect way to bring a touch of Manchester’s heritage, creativity and colour into your own home.

Sentiment amongst retailers fell at the sharpest rate in 17 years, with a growing share of firms expecting their business situation to deteriorate over the coming quarter – according to the CBI’s latest quarterly Distributive Trades Survey. Retail sales volumes fell at a fast pace in the year to November, extending a period of weakness that goes back to mid-2023. Retailers expect demand to remain subdued heading into December, with sales set to fall again, albeit at a somewhat slower pace. With demand still weak and uncertainty mounting ahead of the Budget, retailers plan to pull back on both investment and hiring. Investment intentions remain historically weak and have now been negative for three-and-a-half years. In the near-term, firms also expect to trim headcount at a slightly faster pace next month. Key findings included: Retail sales volumes fell at a fast pace in the year to November (weighted balance of -32% from -27% in October) but are expected to decline at a somewhat slower rate next month (-24%). By seasonal standards, November’s retail sales were judged to be “poor” (-25%), to a somewhat greater extent than in October (-15%). December’s sales are set to disappoint seasonal norms to a comparable degree (-18%). Sentiment among retailers worsened in November to the greatest extent in 17 years, with firms expecting their business situation to deteriorate over the coming quarter (-35% from -10% in August). Retailers expect to reduce capital expenditure over the next 12 months (compared to the previous 12 months) to the same degree as reported in August (-42%). Investment intentions remained poor by historical standards (long-run average of -3%). Retail employment declined again in the year to November (-19% from -14% in August). Headcount is expected to fall at a marginally quicker pace next month (-23%) Retail selling price inflation fell closer to its long-run average in the year to November (+46%), slowing from a much faster rate in August (+65%), and bucking the trend of accelerating price inflation seen this year so far. Retailers anticipate selling price growth to ease again next month (+40%). Total distribution sales volumes (including retail, wholesale, and motor trades) fell significantly in the year to November at a slightly quicker rate to October (-35% from -30% in October). Sales are set to decline at the same pace next month (-35%). Alpesh Paleja, Deputy Chief Economist, CBI, said: “Retailers continue to grapple with a long spell of weak demand, as households remain cautious around day-to-day spending. With all eyes on the forthcoming Budget, uncertainty in the run-up has meant that businesses are holding back on plans for investment and hiring." “The Chancellor must avoid pulling the business tax lever once again, at risk of further curtailing firms’ efforts to build a more resilient, dynamic economy. Businesses want bold decisions to wrestle back the government’s fiscal headroom and get the economy on a solid path to prosperity. This includes finding a landing zone for the Employment Rights Bill that doesn’t harm job prospects or shortchange economic growth.” In addition, data from the survey showed: Online retail sales volumes grew in the year to November at a moderate pace and for the second month in a row (+13% from +4% in October). Retailers expect online sales to surge in December (+50%), marking the strongest expectation since May 2021. Retailers’ orders placed upon suppliers declined in the year to November at a similarly firm pace to October (-25%, from -28%). Retailers expect to reduce orders at a faster rate next month (-34%). Retailers reported that stock volumes relative to expected demand were broadly in line with the long-run average (+18% from +14%; long-run average of +17%) and are expected to broadly stay in this position in December (+16%). Wholesaling’s annual sales volumes fell in November at the same pace as October (-31%). The rate of decline is expected to remain steady next month (-34%). Motor trades sales volumes contracted at an accelerated rate in the year to November (-55% from -29% in October) and are expected to plummet next month (-66%).