Rudell The Jewellers is proud to announce an exciting new chapter in the brand’s story with the official unveiling of Rudells as a title sponsor of British racing talent Raef. This special partnership brings together two names united by shared values of precision, passion, and ambition, marking a meaningful collaboration. For Rudells, a family-run jeweller with Black Country roots dating back to 1938, supporting emerging talent has always been a natural extension of the brand’s ethos. Much like the meticulous artistry found in fine watchmaking and jewellery design, motorsport demands discipline, attention to detail, and a commitment to excellence. These qualities are embodied in Raef Virdee, whose remarkable journey in competitive karting has already captured national attention. From a very young age, Raef has demonstrated extraordinary natural ability behind the wheel, earning recognition as one of Britain’s youngest racing drivers with aspirations firmly set on the pinnacle of the sport. His talent, confidence, and fearless approach on track reflect a maturity far beyond his years, while his enthusiasm and humility continue to inspire those who follow his progress. As a Birmingham-born racer, Raef’s story resonates strongly with Rudells’ own regional heritage, making the partnership all the more fitting. Throughout the upcoming season, Rudells will proudly support Raef as he continues to develop his racing career, providing encouragement on and off the circuit. This partnership symbolises Rudells’ commitment to nurturing ambition and investing in the future, championing individuals who reflect the same standards of excellence that have defined the jeweller for generations. Speaking on the announcement, Jon Weston, Managing Director of Rudell The Jewellers, shared his enthusiasm for the partnership: “We are incredibly proud to support Raef at such an exciting stage in his journey. As a jeweller with deep roots in the local community, we are always drawn to stories of ambition and passion. Raef embodies both of these qualities, and this partnership allows us to celebrate talent at its earliest stages while looking confidently toward the future.” As Raef’s racing career builds pace, this sponsorship signals the start of a partnership defined by ambition, inspiration, and shared achievement. United by a commitment to excellence and performance, Rudell The Jewellers and Raef demonstrate that passion and perseverance are values that resonate far beyond any single discipline. Always looking ahead, Rudell The Jewellers remains committed to supporting excellence in all its forms.

GAP Hire Solutions is delighted to announce the opening of its brand-new Milton Keynes Depot, reinforcing the company’s commitment to delivering high-quality hire solutions and outstanding customer service across the region. Located at 2 Postley Road, Kempston, Bedford, MK42 7BU, the depot consolidates GAP’s Milton Keynes Plant & Tools and Cambridge Survey depots, into one modern, strategically positioned site. Customers can expect the same trusted service and friendly team, now with improved accessibility and efficiency. By bringing Plant, Tools and Survey divisions together under one roof, the Bedford depot offers a wider range of equipment and specialist expertise from a single location. This integrated approach ensures customers benefit from faster response times and comprehensive support for projects of all sizes. Richard Dey, Managing Director – South, commented, “This fantastic new location not only gives our team a great working environment but also acts as a wonderful platform to take the business to the next level whilst supporting our customers in delivering their projects.” GAP Hire Solutions looks forward to welcoming customers to the new Milton Keynes depot and continuing to build strong partnerships through reliable hire solutions backed by an experienced and dedicated team. For more information contact Milton Keynes Plant & Tools on 01908 646 691 or email miltonkeynes@gap-group.co.uk or contact Milton Keynes Survey on 01767 690 038 or email milton.keynessurvey@gap-group.co.uk

One of Scotland’s leading hotel groups, the Crieff Hydro Family of Hotels, has announced a landmark partnership with a trailblazing sleep and relaxation app, further strengthening its wellness offering across its portfolio. Founded by Scots Karen and Graeme Kerr, the partnership will see the introduction of the Tethered sleep and relaxation app in each of the Family’s hotels in Perthshire, the West Highlands, and Scottish borders. Inspired by Scotland’s landscapes, the app blends long form sleep stories, folklore, calming soundscapes and relaxing music into a soothing audio experience rooted in Scottish culture and connection. The move builds on the hotel group’s wellness heritage, which dates back to 1868, when Dr Thomas Meikle founded Crieff Hydro as the Strathearn Hydropathic Establishment - created to help guests cleanse, rest and rejuvenate. Guests staying at each hotel within the Crieff portfolio will be granted access to a ‘dreamscape’ bespoke to each property, carefully curated to promote deeper rest and relaxation, with the sounds of the surrounding nature, wildlife and distinctive atmosphere of each location. Production on the bespoke dreamscapes are now underway and are expected to be launched in early 2026. Charlie Leckie, Associate Director of Crieff Hydro Family of Hotels, said: “This partnership reflects our long-standing commitment to wellbeing in its broadest sense. Crieff Hydro began life in 1868 as a hydropathic and this is a modern way of bringing that same spirit to guests across our hotels." “Rest, sleep and reconnection are incredibly important to our guests, and Tethered offers something genuinely distinctive in this space. By working with a Scottish-founded brand that draws so deeply on our landscapes and stories, we are able to create experiences that feel authentic and aligned with who we are as a business." “Our hotels are set in some of the most remarkable locations in the country and this collaboration allows guests to not only carry that sense of place with them into the quiet moments of their stay, but when they return home, too.” Karen Kerr, co-founder of Tethered, added: “We created Tethered to help people slow down, switch off and reconnect, and there is no better setting for that than the places where the Crieff Hydro Family’s hotels are located." “Each dreamscape is being crafted to reflect the character, history and natural environment of each of the hotels, creating an experience that is both deeply calming and unmistakably Scottish." “We’re proud to be collaborating with a family business that shares our values and our belief in the restorative power of Scotland’s landscapes with a global audience.” As well as bespoke dreamscapes for each hotel, guests will also have unlimited access to a specially curated playlist designed to transport each listener back to the surrounding area of each venue. Karen added: “Even after guests return home, each track will allow them to revisit the feeling of being there. It's about extending the experience beyond the stay itself, giving guests a way to reconnect with the sense of peace and place, even when they’ve returned to the pace of everyday life.” Guests staying at Crieff Hydro Hotel and the Murraypark Hotel in Perthshire, the Isles of Glencoe Hotel, Kingshouse Hotel and the Ballachulish Hotel in the West Highlands and Peebles Hydro Hotel and The Park Hotel in the Scottish Borders will enjoy unlimited access to the dreamscape of the property they have visited and the playlist, as well as one-month free access to the Tethered app. To learn more and explore the range of hotels within the Crieff Hydro Family of Hotels, and to book, visit here .

A family charter or constitution, documents the shared vision and values of the family and its policies regarding the ownership and operation of the family business. It acts as a tool for establishing and maintaining the balance between the best interests of the business and the well-being of the family. Although it is not a legally binding document, it contains several statements of intent which reflect the consensus view of the family shareholders and it should be viewed in the context of the overall framework of governance for the business, supporting the business plan and the shareholders or partnership agreement. How Does A Charter Help The family charter covers key areas that families have to address when they work together helping to establish a framework for addressing the different roles that family members have within the business. However, the content of the family charter is key and it is not simply about having one, but more importantly, having been through the process of considering the different areas and determining a united approach to the issue for the family going forward. It is about what it can do for the family business, ironing out some of the grey areas, and providing a framework for the family going forward, as well as helping those not involved in the day-to-day running of the business keep in touch and make sure that their views are heard. It is essentially all about the family planning today for tomorrow’s predictable problems and the best time to consider writing a family charter is when the family is harmonious and time can be given to thinking about the future without too much emotion and anxiety. They also help to add openness to proceedings and avoid some of the issues that can manifest themselves in the family business – deferring discussions on matters that are potentially difficult, avoiding discussions on certain topics that are ‘taboo’ and avoiding topics that are just not talked about, inheritance, death, passing on the business to the next generation. It is not set in stone and needs to be regarded as a ‘living’ framework, updated as appropriate but staying with the family for many years to come. Things To Think About… There are a number of key questions that the family need to be able to review and discuss in order for the journey to be valuable, including: Have the protocols of the family ever been debated and written down? Would the family benefit from having some clear guidelines outlining the basis upon which the business will be run and owned? What impact will there be on the family when the next generation start to join the business? What governance mechanisms would be beneficial? Who should be involved with creating the new family protocols? Would an external facilitator help with the discussions? What goes into a family charter? All families and businesses are different and as such, there is no single solution as to what goes into the family charter, but the process that the family go through to create a charter encompasses understanding the different perspectives from different family members, developing unity and shared family goals and defining the culture and code of conduct for the family too. In essence, the family charter defines goals, articulates the values of the family and the business, establishes channels of communication to allow effective communication to take place between family members, identifies methods for decision making, and sets a framework for making decisions too. Some of the things that are encompassed in the family charter include: Defining the family vision, mission and values Setting out the family code of conduct in terms of their rights and obligations as owners and employees Defining the rules regarding family employment, remuneration, performance and appraisal Setting out guidelines for leadership and management succession Identifying the procedures for the appointment and role of the Chairman and any family Directors Clarifying the roles, responsibilities and powers of the Board of Directors Making clear the methods of educating the family and the next generation Clarifying areas that could lead to uncertainty in the future such as the rights and position of in-laws Documenting what to do in the event of a family disagreement. Setting out the family guidelines for charity and philanthropic activities Paving The Way For Future Success Family charters play an important role in the successful governance of the best and well-known family businesses around the world and although not always formally documented, the families that have discussed the issues and formulated an approach to deal with them should they arise are better placed to successfully navigate their way through them. In many instances, the experience and time spent as a family debating and drafting a family charter is more valuable than the actual document produced at the end of the process, and it is then established as part of the framework to help future generations to deal with the issues at hand. They clearly lay down the ground rules for the family and help to put in place plans to alleviate the adverse impact of issues on the family and the business, helping to ensure that success of the family business for future generations.

Thousands of Aldi colleagues are set to receive market-leading rates of pay as part of a £36 million investment in pay and benefits by the UK’s fourth-largest supermarket. From Sunday 1st March 2026, starting pay for Store Assistants will rise to £13.35 per hour nationally, and £14.71 per hour within the M25, rising to £14.30 per hour and £15.03 within the M25 based on length of service. Aldi is also increasing pay rates for Store Apprentices to £12.02 per hour outside the M25, and to £13.22 per hour inside the M25. These rates are significantly higher than the minimum wage for a first-year apprentice. Giles Hurley, Chief Executive Officer of Aldi UK and Ireland, said: “Our colleagues are at the heart of everything we do. Their hard work and dedication is what allows us to offer customers the quality, value and service they expect from Aldi. That’s why we’re making such a significant investment in our promise to never be beaten on pay for our colleagues.” All Aldi colleagues will see their pay rise over the coming months, as well as receiving enhanced family-friendly benefits, with maternity pay extended to 26 weeks at full pay. Aldi also remains the only supermarket to offer paid breaks to all its store colleagues – a benefit worth up to £1,470 a year to store colleagues. Those interested in a career with Aldi can visit here for more information.

Lidl GB has announced it’s set to open 19 stores in just 8 weeks as part of its continued expansion across the country. The discounter is also investing over £40million in modernising more than 70 existing stores, bringing more value, choice, and jobs to communities nationwide. Equating to one store opening every other day, Lidl will be creating up to 640 new roles nationwide. The store openings will expand the discounter’s presence into new parts of Great Britain, including locations in Calne, Wiltshire, to Brough, Yorkshire. On each opening day, shoppers can look forward to complimentary food sampling as well as some special Lidl prizes up for grabs. These openings mark a continued period of rapid growth, as the retailer strengthens its position as the UK’s fastest-growing bricks and mortar retailer1. Lidl reaches over 60% of British households and contributed £14.5bn in Gross Value Added (GVA)2 to the British economy in FY24. In addition, Lidl has announced plans to refurbish over 70 existing stores from Dundee to the Isle of Wight, ensuring customers benefit from the same high standards wherever they shop. The £43million investment will enhance these much-loved stores for the communities they serve with changes including new tills and larger freezers to offer a greater range of products. The discounter is also introducing energy-saving features as part of the modernisation like chillers that use natural refrigerants and smart lighting systems that reduce electricity use. These improvements will help lower the environmental impact and support Lidl GB’s journey toward Net Zero. Richard Taylor, Chief Real Estate Officer at Lidl GB, said: “We’re starting the new year as we mean to go on, with a major investment that reinforces our commitment to delivering the best experience for customers and creating a positive impact for the communities we serve. With this push, we’re set on winning more shoppers across the nation and claiming an even bigger share of the market.” These investments build on what Lidl describes as ‘the Lidl Effect’, where the benefits of its growth extend beyond the shop floor and into the communities it serves. New stores will also benefit from the retailer’s community investments from day one. Through its surplus food donation scheme, Feed it Back - delivered with charity partner, Neighbourly – Lidl provided 18.5 million meals last year, supporting 6.8 million people across Great Britain. 1 Worldpanel by Numerator, 52 w/e 28 December 2025 2 The Lidl Effect: Lidl GB Socioeconomic Impact Report Store openings Basildon, Laindon Birmingham, Kingstanding Brough, Welton Road Burntwood Calne Chester, Caldy Valley Rd Dereham Havant, Purbrook Way Hereford, Belmont Road Horley Hucknall, Watnall Rd London, Stamford Hill London, Walworth Road Reading, Tilehurst Royal Wootton Bassett Salisbury, Churchill Way West Sandford Sutton High Street Tring

Strong family governance has long been a cornerstone of successful family firms. Across generations, well-governed families have shown a greater ability to grow, adapt and endure, balancing the needs of the business with the dynamics of family life. Yet implementing family governance can feel daunting, and it is easy to lose direction without a clear framework in mind. At its best, family governance provides a structured way for families to work together as a cohesive team within a business environment. It establishes clear processes, defines roles and responsibilities, and helps minimise the risk of conflict by addressing potential issues before they arise. As both families and businesses grow in size and complexity, the development of effective governance structures becomes increasingly critical to managing family wealth, protecting the family legacy and supporting future generations. Our experience consistently shows that families who invest time in building robust governance frameworks are better placed to preserve their wealth and pass on shared values from one generation to the next. The benefits are tangible: improved communication, reduced conflict, better preparation of future leaders, a clearer sense of purpose and a shared vision for the future. Below are three essential ingredients that underpin effective family governance. 1. Giving Every Family Member a Voice At its core, family governance is about joint decision-making. In reality, families practise governance informally every day, through conversations, agreements and shared understandings. Formal governance simply provides a structure for these discussions, creating a safe and constructive forum in which family members can express their views, concerns and aspirations for the future. One of the earliest and most important questions to address is who qualifies as “family” within the governance framework. We often encourage families to take an inclusive approach, involving extended family members and, where appropriate, even teenagers. Experience shows that family members who are not actively involved in the business can still offer valuable perspectives, particularly around family values, reputation and the wider impact of the business on the family as a whole. By ensuring that everyone has a voice, families can foster a sense of belonging and shared ownership, reducing the risk of disengagement or resentment over time. 2. Defining the Family Mission and Values A clear sense of purpose is fundamental to long-term success. One of the most important early steps in establishing family governance is the creation of a family mission statement. This process helps families articulate why they exist as a family enterprise, what they stand for, and what they hope to achieve together. Developing a mission statement provides a powerful opportunity for each family member to share their vision and expectations. The discussions themselves are often as valuable as the final document, encouraging open dialogue and deeper understanding between generations. The end result should be a mission that reflects the family’s shared values and ambitions, and which acts as a guiding compass when difficult decisions arise or the path forward becomes unclear. When aligned with the family’s core beliefs, a mission statement can bring clarity, consistency and confidence to decision-making across both family and business matters. 3. Implementing the Right Governance Structures Families are inherently complex, and no single governance model suits all. Over time, a range of governance structures has evolved, from simple family meetings or committees to more formal arrangements such as Family Councils, Executive Committees, Family Boards and Family Assemblies. Part of the role of trusted advisers is to help families understand the options available and identify which structures will best support their objectives. Often, the level of formality required depends on the size of the family and the complexity of the business. Larger families, for example, may use a Family Council to address broad issues such as succession planning, education or philanthropy, while reserving sensitive commercial decisions for a smaller Executive Committee or Family Board. A crucial principle in designing governance structures is the separation of family matters from business matters. The “business of the family” includes nurturing shared values, planning family meetings, supporting philanthropy and developing the family’s intellectual and patient capital. The “family business”, by contrast, focuses on managing financial capital, commercial performance and long-term business sustainability. Clear boundaries between the two help reduce tension and improve decision-making. Making Governance Work Over Time Even the best-designed governance framework will only succeed if family members engage with it. Encouraging participation, maintaining open communication and fostering trust are essential. Equally important is ensuring that governance structures remain flexible, evolving as the family grows, circumstances change and new generations step forward. As families embark on the next stage of their journey, now is the time to reflect on these essential ingredients. By putting in place a thoughtful, inclusive and adaptable family governance strategy, families can lay strong foundations for continuity, harmony and success for generations to come.

Bagnalls’ Management Trainees have successfully completed an inspiring outward-bound development programme at Brathay Trust in Ambleside, located in the heart of the Lake District. Founded in 1946, Brathay Trust has a long-standing reputation for empowering young people through transformative outdoor learning, personal development and community support. The organisation is working towards an ambitious goal of inspiring more than 40,000 young people to transform their lives by 2029. Recognising the value of experiential learning, Bagnalls enrolled its Management Trainees in the multi-day programme to strengthen leadership, communication and teamwork skills. The experience was supported by Bagnalls’ HR Learning and Development Advisor, Kirsty Stokes, who accompanied the trainees throughout the programme. During their time at Brathay, the trainees took part in a range of challenging activities designed to push them beyond their comfort zones and encourage reflection and growth, both individually and as a team. Activities included high and low ropes courses, waterfall scrambling and a night-time scavenger hunt aboard a whaler boat, all aimed at building trust, resilience and effective collaboration under pressure. Kirsty Stokes said:  “Even in my supportive role on the trip, I found myself doing things I wouldn’t have had the confidence to attempt a few years ago." "It was a powerful reminder that leadership isn’t about having all the answers, but about being willing to learn, adapt and challenge yourself alongside your team.” Bagnalls extends its sincere thanks to Cath Hempsall and the team at Brathay Trust for delivering a memorable and impactful development experience. The programme has left a lasting impression on the trainees and will continue to support their growth as future leaders within the business.

Britain’s manufacturers believe the introduction of an Industrial Strategy and individual sector plans will have the biggest impact on their growth prospects in 2026, with a majority of companies believing the opportunities for their business to succeed outweigh the risks this year according to a major survey published today. The findings come from the annual Make UK 2026 Senior Executive survey, in association with PwC UK, which looks at the opportunities, risks and challenges for manufacturers in the year ahead, as well as the outlook for the UK and international economies. Key Findings: Majority of manufacturers believe opportunities will outweigh risks in 2025 Industrial Strategy to have biggest impact on manufacturing growth Almost nine in ten companies expect their employment costs to increase And warning signals for UK as a place to manufacture and invest New products, markets and digital technologies focus of new investment Warning lights flashing red in response to cost increases As well as the benefits from an industrial strategy and sector plans the survey shows that, despite the current challenges from rapidly escalating costs, a majority of companies believe that overall, the UK remains a competitive place in which to manufacture. However, Make UK warned the survey also signals that the significant increases in business cost that manufacturers are facing, especially on employment and energy, are threatening to reach a tipping point whereby investment plans will be cancelled or shifted overseas. In response, Make UK is urging Government to speed up the pace of delivery on industrial strategy, as well as bringing forward the much vaunted business energy support scheme and expanding it to cover the broadest possible range of companies. In addition, Make UK is calling for greater stability and clarity regarding future employment legislation and costs given the impact on recruitment of the increase in NICs and Employment Reform Bill. Stephen Phipson, Chief Executive of Make UK, said: “Manufacturers have demonstrated their resilience over and over again in recent years and those that remain innovative and are prepared to invest in new technologies, expanding markets and, most crucially, their people will continue to thrive." “But, they can only do this if they are operating in the most favourable business environment and, despite the commitment to an industrial strategy, not only is growth anaemic but the warning lights are now flashing red on the UK as a competitive place to manufacture and invest. The Government promised significant change, now is the time to deliver it.” Cara Haffey, Leader of Industrials and Services at PwC UK, added: “The UK’s manufacturers are ambitious in their mission to drive growth. The Industrial Strategy is front and centre of this optimism but, it will take time to reap the rewards from its implementation. Nonetheless, the industry can’t afford to sit still." "Those shifting their focus to product innovation, embracing technology and investing in marketing will be the winners in the battle for growth.” According to the survey, more than half of companies (57%) say a long term industrial strategy and sector plans will have the biggest impact on growth this year, with almost two thirds (63%) saying they will bring forward investment in response. The top priorities for investment are new product development for 4 in 5 companies, with more than three quarters (76%) investing in digital technologies, AI and automation. More than half of companies (55%) are set to expand their product portfolio and 4 in 10 companies (42%) planning to export to new countries. The increased use of AI in particular is linked to more than a third of companies (37%) saying their key area for growth is increased marketing of their business. The biggest challenges companies face are significant cost increases across the board with almost 9 in 10 companies (86%) expecting increases in employment costs, a similar number (79%) seeing increases in material/input costs and two thirds (67%) business rates. In response, Make UK warned that while some increases are a result of global factors, domestic employment and, other business costs, are threatening a tipping point whereby investment plans will either be cancelled or shifted overseas. As an indication of sentiment within the sector, almost two thirds of companies (60%) said they would have decreased or cancelled investment plans if business tax increases had taken place in the Budget, with a similar number (57%) they would have shifted investment overseas. Furthermore, while more than half of companies (57%) believe the UK to be a competitive place to manufacture, more than a quarter (26%) view the UK as uncompetitive. In addition, an equal number of non-UK businesses view the UK as an unattractive location to invest (39%) compared to those who view it as an attractive destination (41%).

Leading British spring and comfort technology manufacturer, Spinks, has announced the launch of a new range of innovative pocket cores, marking a significant step forward in environmentally conscious mattress component design.   Following its recent award wins at Interzum - including the highly sought-after Best of the Best Award - Spinks has introduced three exciting new innovations:   • ECORE – a new family of pocket cores engineered with recyclability and performance at its core. Available in Polypropylene nonwoven with a polypropylene bonding agent, and Polyester nonwoven with a polyester bonding agent, ECORE is offered in multiple heights, coil counts, and wire gauges, with standard boxed or nested constructions for increased coil density and enhanced support. Options for zoning, firm-edge reinforcement, flexible gluing, and framed or unframed configurations give manufacturers the flexibility to create high-performance, customised mattress cores.   • ECORE AIR – engineered to deliver exceptional airflow and improved temperature regulation for a cooler, more breathable sleep experience, ECORE AIR features a perforated polypropylene nonwoven that enhances ventilation throughout the mattress core, combining high-performance comfort with a climate-conscious design for manufacturers and consumers alike.   • INDECORE – a patented pocket spring innovation entering commercial rollout for the first time. Featuring a fully elasticated top sheet, each coil moves independently, overcoming the limitations of traditional pocket cores that rely on top and bottom sheets for stability. The result is superior responsiveness, greater conformity, and a more authentic pocketed-coil experience- helping to minimise filling materials falling into the cavities created by centre-glued cores.   Steve Moffatt, UK & Ireland Sales Manager at Spinks, commented: “The innovations introduced in these exciting new launches mark a significant step forward not just for us, but for the industry. We are introducing viable, sustainable alternatives for the UK and Irish markets, while also bringing forward new innovations that manufacturers will be keen to integrate into future designs."  “Last year was a big year for us, which started with the granting of our 100th patent, winning various industry awards, and now the launch of three innovative new products."   “With these developments, we continue to deliver products for high-quality sleep and comfort, engineering excellence, and genuine product innovation – continuing to reinforce our position as industry pioneers while giving manufacturers practical and customisable solutions to differentiate their offerings in a competitive market.”   These new developments add to a list of over 100 granted patents by the company, including Spinks’ long-standing offering of its innovative spring technology, trusted for years by many manufacturers across the UK and beyond   For more information, visit here .

The family business sector has existed in practice for millennia, yet it was only recognised as a distinct academic and professional field in the latter part of the twentieth century. While families have long formed the backbone of commerce and trade, the systematic study and management of family enterprises emerged much more recently. To understand how this came about, it is helpful to consider both the historical origins of family businesses and their eventual recognition as a specialised area of research and practice. Family Businesses Through History Family businesses represent the oldest and most enduring form of commercial organisation. In ancient civilisations such as Mesopotamia, Egypt, China, and Rome, trade and craftsmanship were typically family affairs. Merchants, artisans, and farmers passed their skills and enterprises down through generations, ensuring both the continuity of expertise and the preservation of wealth within the family unit. During medieval Europe, the guild system further reinforced the centrality of family in economic life. Craft workshops—such as those of blacksmiths, bakers, and weavers—were often run by families, and their names frequently became synonymous with the quality of their work. Notable examples include the Medici family in banking and the Fugger family in trade, whose legacies still symbolise early forms of family enterprise. Beyond Europe, family-based commercial structures have been integral to economies across Asia and the Middle East for centuries. In Japan, the keiretsu and zaibatsu networks, in India the great business houses, and in China the influential family conglomerates and qiaoxiang networks have all played vital roles in shaping economic development. In short, family enterprises have been the norm throughout history, even if they were not explicitly recognised as a distinct sector. The Emergence of the Family Business as a Distinct Field The notion of the family business as something worthy of professional study, management, and advisory services began to take shape during the 1970s and 1980s. Several factors contributed to this evolution. In the post-war period, large corporations and managerial capitalism came to dominate Western economies. Yet by the 1970s, researchers began to recognise that family firms, despite often being smaller in scale, remained powerful drivers of economic activity worldwide. As these enterprises matured, they faced new challenges such as succession planning, governance, and the management of family dynamics. These issues prompted both academics and practitioners to consider family business as a unique organisational form requiring its own frameworks and expertise. The 1960s and 1970s saw pioneering studies published in the Harvard Business Review, exploring the intersection between family relationships and business performance. In 1975, Harvard Business School established the first dedicated Family Business Programme, marking a significant milestone. The 1980s brought further momentum, with the launch of the Family Business Review journal in 1988, providing a formal platform for academic research. By the 1990s, organisations such as the Family Firm Institute (FFI) and European Family Businesses (EFB) helped to professionalise the field, fostering global collaboration among scholars, consultants, and family owners. Today, the family business sector encompasses a broad range of professional services and disciplines, including consulting, education, wealth management, and governance, dedicated to supporting family enterprises through generational transitions and strategic development. Geographic Roots and Global Spread While the academic field of family business management largely originated in the United States, through institutions such as Harvard, Wharton, and Kellogg, its influence quickly spread across the globe. In Europe, particularly in Italy, Germany, and the UK family firms have long been integral to national economies, and the 1980s and 1990s saw the rapid growth of research centres and advisory networks devoted to their study. In Asia and Latin America, powerful family-owned conglomerates such as the Tata Group in India, Samsung in South Korea, the Ayala Corporation in the Philippines, and Indonesia’s Salim Group spurred the creation of regional institutions focused on family enterprise models during the 1990s and 2000s. These developments contributed to a truly global understanding of family business as both a dominant economic force and a distinct field of professional expertise, a sector that continues to be recognised for the significant contribution it makes and gain the reputation and respect that it deserves.

New data from international recruitment firm Robert Half reveals a sharp rise in demand for IT and technology professionals as UK businesses respond to the challenges of the technological revolution and the rapid growth of AI. According to the firm’s latest research, 56% of organisations plan to expand their permanent IT and technology teams in the first half of next year, marking an 11-percentage point increase on H2 2025. Contract hiring is also strengthening, with 39% of employers set to boost flexible technology resourcing to meet rising project and transformation demands. This uptick in tech hiring reflects wider national trends. According to research from the London School of Economics (LSE), the UK technology sector is now valued at £1.2 trillion, with AI attracting nearly 30% of venture investment in 2025, driving rapid expansion in fields such as cybersecurity, cloud engineering and data analytics - all areas where skilled professionals are in short supply and high demand as businesses accelerate digital adoption and transformation initiatives. Craig Freedberg, Regional Director at Robert Half, comments: "The rise in IT and technology hiring reflects the critical role these functions now play at the centre of business strategy." "Organisations are accelerating digital transformation, embedding AI, upgrading legacy systems and strengthening cyber resilience, all of which require highly skilled technical professionals." "As demand rises across infrastructure, data, cybersecurity, software, and cloud engineering, companies are investing in both permanent teams and flexible project-based support to ensure they can deliver at pace." "Demand for tech talent in the UK is showing signs of regaining momentum and employers are already responding." "The companies that prioritise attracting and retaining the right IT talent now will be best positioned to navigate regulatory change, manage organisational risk and unlock competitive advantage in 2026."