St Austell Brewery has announced the launch of Extra Special Tribute (EST) in over 250 Waitrose stores nationwide. Available from October 13, 2025, it is the first time this limited-edition beer has been available in supermarkets. A supercharged 7.4% ABV strong ale, EST is a bold reinterpretation of the independent, family-owned brewery’s flagship pale ale, Tribute (4.2% ABV). First brewed in 2023 to mark the coronation of King Charles III, EST has since become a special annual release, crafted in small batches and individually numbered. Each edition of EST is brewed to a unique recipe, bottle-conditioned and matured. The 2025 release celebrates English hops and honours two other longstanding St Austell Brewery beers celebrating milestone anniversaries this year - Hicks Special Draught (5% ABV) and Gem amber ale (4.8% ABV). Georgina Young, Brewing Director at St Austell Brewery, said: “The idea for Extra Special Tribute came from wanting to brew something unique to mark the return to ‘normality’ after the Covid lockdown, which also coincided with the coronation of the King. It felt like the perfect moment to craft a beer that was both celebratory and rooted in our brewing heritage." “EST 2025 is a rich, moreish brew. It pours a deep gold, almost amber, hinting at the richness within. It delivers sweet notes of caramel and toffee, gentle spice, and subtle hedgerow fruit from the British hops. The flavours pay homage to two of our other much-loved beers, Hicks - which turns 50 this year - and Gem, to mark its 30th anniversary." “Whether enjoyed now or stored for future tasting, EST 2025 is a celebration of craftsmanship – distinctive, indulgent and memorable.” A limited run of 13,000 individually numbered and boxed bottles will be available in Waitrose across the UK, with an additional 7,400 bottles sold via St Austell Brewery’s online shop. As the beer conditions in its bottle, drinkers can expect emerging notes of orange and sherry to enhance its complexity - just in time for the festive season. Ryan Crisp, National Account Manager - Off Trade at St Austell Brewery, said: “We’re incredibly proud to see Extra Special Tribute land on shelves in Waitrose for the first time. This listing brings one of our most characterful and premium brews to a wider audience. Waitrose customers value quality and provenance, and EST delivers both in abundance.” Jourdan Gabbini, Waitrose Beer & Cider Buyer, added: "I’m excited to add the 2025 vintage Extra Special Tribute from St Austell Brewery to the premium ale range at Waitrose." "We know that our customers are always looking for new ales to try, with sales up in this segment since a year ago. This 2025 edition is robust and malty - a moreishly drinkable experience, pairing well with rich foods. It’s perfect for the upcoming winter season."

Twenty-five years ago, Gebrüder Weiss opened its first branch in Croatia, just as the country was beginning its economic transformation. The international logistics company looks back on this journey with pride. Wolfram Senger-Weiss, CEO of Gebrüder Weiss said, on the occasion of the company’s anniversary: “We recognized Croatia’s potential early on, and that foresight has paid off. The country’s economic development since joining the EU, along with its integration into the Schengen area and the Eurozone, have been decisive catalysts for our business." Since entering the Croatian market in 2000, Gebrüder Weiss has consistently invested in infrastructure, digitalization, and the expansion of its service portfolio. With three locations in Zagreb, Rijeka, and Split, the company offers comprehensive solutions in land transport, logistics solutions, and air & sea freight. Established in 2019, the logistics terminal at its Zagreb headquarters has recently been expanded, increasing total capacity to more than 20,000 square meters. This expansion addresses rising customer demand in both international and domestic freight forwarding. Fuelled by the e-commerce boom, the home delivery segment has grown particularly rapidly, with demand for last-mile delivery remaining especially strong across Croatia’s Adriatic coast tourism hotspots. To meet this need, an additional cross-docking facility is currently in planning near Split (Dalmatia). Thomas Schauer, Regional Manager for Central and Southeast Europe at Gebrüder Weiss commented: “Croatia not only offers a strategically advantageous location for freight flows between the EU and the Western Balkans, but also provides an attractive investment climate. With access to major Adriatic ports such as Rijeka, Koper, and Trieste, and supported by solid transport infrastructure, Croatia is a high-performing logistics hub with significant growth potential for multimodal transport,” Going forward, Croatia is expected to play an even greater role as a transit hub for shipments to neighbouring countries. Modern, Digital, and Sustainable Logistics Solutions To ensure long-term growth, Gebrüder Weiss is also combining economic performance with ecological responsibility in Croatia. This includes efficient building and energy management systems powered by photovoltaic systems and heat pumps, as well as further expansion of e-mobility. Currently, five electric vans are in operation in Zagreb, while two electric cargo tricycles serve the islands of Rab and Lošinj. In addition, investments in digital services, automated processes, and workforce development continue to strengthen Gebrüder Weiss’s market position in Croatia. Barbara Bujačić, Country Manager of Gebrüder Weiss Croatia said: “Our goal is to deliver modern, digital, and sustainable logistics solutions to our customers while also creating attractive career opportunities in the region."

Family Business United (FBU) has today released its annual report celebrating the UK’s top family business apprentice employers, highlighting the crucial role family firms are playing in supporting the next generation of skilled workers. Now in its fourth year, the report recognises the outstanding commitment of 24 family-owned businesses across the UK to apprenticeship schemes, showcasing their investment in future talent, skills development, and long-term workforce sustainability. Key Highlights from the 2025 Report: Bagnalls named the Top Family Business Apprentice Employer in the UK. JCB recognised for employing the highest number of apprentices. Scot JCB holds the highest proportion of apprentices in its workforce. The top 24 employers collectively support 776 apprentices across the UK. 369 new apprenticeships were created in the year to June 2025. 354 apprentices successfully graduated during the same period. Celebrating Excellence in Apprenticeship Programmes Submissions were received from family businesses operating in all regions of the UK. The final list represents those who demonstrated exceptional dedication to creating new opportunities, supporting apprenticeship completions, and embedding learning and development within their operations. The Top 10 UK Family Business Apprentice Employers for 2025 Bagnalls Shepherd Neame Scot JCB JCB Ernest Doe & Sons JW Lees & Co Harrison Catering Services The Clancy Group GAP Group Arco The full report published lists 24 family business apprentice employers and these organisations span a wide range of industries, including construction, manufacturing, food and drink, motor retail, marine services, and more—illustrating the breadth of apprenticeship opportunities now available beyond traditional sectors. A Growing Commitment to Apprenticeship Excellence “Family businesses are innovative and entrepreneurial, and it is great to see so many providing apprenticeships within their organisations,” said Paul Andrews, Founder and CEO of Family Business United. “This is our fourth report, and it clearly highlights the growing importance of apprenticeships to family firms across the UK. These businesses are not only creating jobs but are investing in the skills and careers of future leaders.” He continued: “There are significant apprenticeship opportunities in the UK’s family business sector, offering fantastic pathways into lifelong careers—some even leading to board-level roles." "It is a privilege to shine a light on the positive contribution family businesses are making to apprenticeships, workforce development, and the wider economy.” Download the Full Report here: For sponsorship opportunities for the 2026 campaign, or to contribute data for next year’s report, please contact the team at FBU using the form here

Family Business United has compiled a list of the Top 15 Family Business Apprentice Employers for 2023 to demonstrate the contribution that family firms across the UK are making to employing apprentices and their investment in the next generation of employees. Submissions were received from all corners of the UK and the top 15 represent the best in terms of number of apprentices, the creation of new apprenticeships and the number of apprentices completing and graduating from their apprenticeship programme in the year to June 2023. Key findings: Bagnalls come out on top as the overall top family business apprentice employer in the UK JCB top the list when it comes to employing the most apprentices in the UK by a family business The top 15 family business apprentice employers in the UK collectively employed 798 apprentices with 473 starting an apprenticeship and 164 concluding their course in the year to June 2023. Hodgkinsons have the highest proportion of apprentices amongst their workforce. The top family business apprentice employers in the UK are: Bagnalls Hodgkinsons Builders JCT600 Bell Contracting Ltd Simpsons Malt Limited Hendy Group JCB Arco Ltd The Clancy Group GAP Group Sound Leisure ltd Frederic Robinson Ltd Bailie Group WH Malcolm Allied Vehicles Group As Ellie Jobes, HR Director at Bagnalls is delighted to be top of the list adding: "Bagnalls have been employing apprentices since 1877. Our recent intake of apprentices means that we now have around 13% of our workforce studying for apprenticeships. These include those undertaking their Level 2 Painting and Decorating apprenticeship, as well as staff undertaking apprenticeships in HR, Accountancy, Construction Site Supervision and Project Management, amongst others." "Apprenticeships are a proven method of recruiting and training a dedicated and skilled workforce, with many generations of the same family often starting their careers with us as apprentices." "30% of our employees are current or former Bagnalls apprentices. These include two members of our Board of Directors, and half of our Branch Managers." "We are delighted to be the top family business apprenticeship employer. This underlines our commitment to supporting our employees into long-term, worthwhile careers through apprenticeships," concludes Ellie. Ben Tucker, Learning & Development Coordinator at Simpsons Malt Limited is in full agreement. As Ben explains: "Our apprentices bring wealth and value to our business, allowing us to grow as a company and take important steps towards becoming a learning organisation." "Apprenticeships are fantastic platforms that allow individuals to upskill while continuing their daily work, and the broad range available allow us to apply apprenticeship programmes to all aspects of our diverse business." Apprenticeships are seen as a rich source of craftsmanship, worthy of ongoing investment and it is great to see the number of apprentices in the top report increasing year on year. As Ian Hodgkinson, Managing Director of Hodgkinson Builders continues: "Our apprentices are an investment in our future. By hiring youngsters at the start of their career, we are safeguarding not only future skills, but also the long-term growth of our business. I am proud to say that a quarter of my team, both men and women, started as apprentices with Hodgkinson Builders, and they are truly invaluable." The businesses in the report represent sectors of the economy that include property and construction, manufacturing and engineering, motor retail, consulting services and food and drink mirroring the growth and availability of apprenticeships in sectors away from where they may have been more traditionally aligned in the past. As Paul Andrews, Founder and CEO of Family Business Untied concludes: "Family businesses are innovative and entrepreneurial and it is great to see so many providing apprenticeships within their organisations." "This is our second report and it clearly highlights the growing importance of apprenticeships to family firms across the UK and the continuing commitment from leading family businesses to continue to invest in the ongoing development of the next generation of their staff. There are significant numbers of apprenticeships opportunities available within the family business sector in the UK today and as outlined below, they provide a fantastic stepping stone into a career with long term development opportunities that may even take you to a board position in the future." "It is a privilege to be able to highlight the positive contribution that family firms are making by way of apprenticeships and to shine a light once more on the fantastic way that the family business sector is embracing learning and development within the way that they operate." Download and see the full 2023 report here:

Family Business United has compiled a list of the top family businesses employing apprentices to demonstrate the contribution that businesses are making to employing apprentices and their investment in the next generation of employees. Submissions were received from all corners of the UK and the final top 10 represent the best in terms of the number of apprentices, the creation of new apprenticeships and the number of apprentices completing and graduating from their apprenticeships. Entries were open to family businesses employing more than five apprentices and and they were analysed and rank on a number of different factors which were consolidated to determine the final listing. As Paul Andrews, Founder and Managing Director of Family Business United adds, “Family businesses are innovative and entrepreneurial and it is great to see so many providing apprenticeships. This inaugural report has clearly demonstrated the commitment of family firms to invest in the next generation of their staff and that there are a significant number of apprenticeship opportunities within the family business sector.” The Top 10 Family Business Apprentice Employers Hodgkinson Builders Novus Solutions JCT600 Bagnalls Sound Leisure JCB The Malcolm Group The Clancy Group Portakabin Ltd Arco As Chris Black, Managing Director of Sound Leisure explains, “Sound Leisure has benefited from welcoming apprentices into our business for decades and we now have various members of the team in management levels and throughout the business that started with us as apprentices.” “There is nothing more rewarding in business than to see a young person enter the business with little knowledge and grow into an adult full of confidence and with a skill that they will be able to use for the rest of their working career.” Ellie Jobes is the HR Director at Bagnalls, another Yorkshire based family businesses that recognises the value of apprentices. As she explains, “We have been employing apprentices continually since 1899. Each year we recruit more than 20 apprentice painters and decorators, as well as offering existing employees the opportunity to expand their skills through an apprenticeship.” “Recruitment and development of apprenticeships is key to ensuring that we continue to provide skilled tradespeople to our customers. Many of our Branch Managers and Directors joined the business as apprentices, demonstrating that apprenticeships give a solid foundation on which to build a long-term career. We continue to promote the value of apprenticeships within our industry and more widely wherever we can,” concludes Ellie. Rose Bamber is one of the apprentices at Bagnalls, the specialist painting and decorating contractor. As Rose explains, “Being an apprentice for Bagnalls is important to me as it has provided the opportunity to gain valuable real-world work experience, whilst also giving me the support and training to develop my skills and confidence as a painter and decorator.” Dave Boot, is the Branch Manager of the Wolverhampton Branch of Bagnalls and himself a big fan of apprenticeships. “An apprenticeship is a great way of gaining experience whilst training and I decided that was the route for me.” “When I left school I wanted to get a trade and stumbled across Bagnalls and I applied due to the fact it was a family company, the type of projects that the business is involved with and the length of time the business had operated were all a huge factors that influenced my decision to apply.” “I really enjoyed the 3 year apprenticeship and at the end of it was approached to be a management trainee. I had wanted to progress into a management position from an early stage and jumped at the opportunity. Bagnalls promote from within and support good people and have helped me to progress to my position today,” concludes Dave. Nicola Tordoff-Sohne is the Head of Colleague Experience and JCT600, another Yorkshire based family business that recognises the benefits that apprentices afford their business. “‘It means so much to us as a family business to help nurture the future generations of our business. Our apprentices bring so much at every stage of their journey. Starting with a fresh perspective and lots of enthusiastic energy. As they grow and develop their careers with us, they bring a level of skill and expertise that helps us deliver our mission of ‘just being the best at what we do’ here at JCT600,” she adds. Ben Collinson is one of the JCT600 customer service team who recently qualified with a Level 3 in Customer Service. He really appreciates the apprenticeship programme and adds that “The apprenticeship has given me a sense of purpose, a good base and opportunity for a rewarding career. It’s improved my confidence massively. I have enjoyed such support from both the Academy and my colleagues on site. I have picked up a mix of skills from them and I wouldn’t change a thing.” Craig Wilson is a Workshop Trainer for The Malcolm Group. Historically, The Malcolm Group has always been an employer of apprentices across most aspects of the business, and he started as an apprentice HGV Technician with the company when leaving school in 1999. Craig explains, “Whilst I served my time mostly in our logistics depot at Newhouse, I helped at other locations from time to time which gave me the opportunity to travel and meet new people, which is something I enjoy. As time progressed, I always took an interest in the new apprentices coming through and tried to help in any way I could by sharing my experiences, whilst they completed their apprenticeships.” “Now in my current role as Workshop Trainer, part of my remit is to help recruit suitable new apprentices for our workshops and keep track of their progress both in the workshop and when they attend college, which is something I have enjoyed immensely. Watching them progress from sometimes shy sixteen/seventeen-year-olds to completing their course with help from myself and others along the way is very fulfilling and rewarding. We as a company see apprentices as our future and invest in them heavily to give them and us the best opportunities going forward.” “In an industry where recruiting the right people is not always easy, having a steady flow of apprentices coming through reduces the need to look elsewhere too,” concludes Craig. Nathan Black is another one of The Malcolm Group apprentices. He is an HGV Apprentice Technician having started as an HGV Apprentice Technician in the Logistics Division earlier this year, aged 17. “This was my first job since leaving school and I am grateful for the opportunity to learn new skills through ongoing training, such as gaining my HGV licence. The role has helped me to become a more independent and confident individual, with financial stability. I have been given a great opportunity to develop a secure progressive career within a forward-thinking company,” adds Nathan. “Due to the variety and volume of work, I genuinely enjoy all aspects of my job. It has been great meeting new people and I like the balance of working within a team and on my own. Every day is different, with the opportunity to learn different skills. I particularly enjoyed my shunter training within the yard. The Malcolm Group has depots throughout the UK, and this gives me the opportunity to visit other locations. As part of the workshop team, I enjoy socialising with my colleagues as well as working alongside them, which gives me a good work life balance,” Nathan concludes. “Family business continue to offer excellent career opportunities for those in the next generation looking for the chance to learn skills and apply them directly in the workplace. It is refreshing, but not unsurprising, that a significant number of family firms across the UK are providing apprenticeships and reaping the benefits too. Family firms are renowned for being good places to work and retaining staff for many years so the increasing role that apprenticeships have to play is yet more testament to the long term view taken by family firms with a desire to invest in their people too. This inaugural report shines a positive light on family firms continuing to make a difference and we look forward to seeing how the trend continues in years to come,” concludes Paul. The full findings are summarised in the report below:

UK family businesses are more confident in their ambitions for growth than the global average, according to the 11th PwC global Family Business Survey. 79% of respondents to the survey indicated they expect to grow in the next two years, 16% of whom expect to grow quickly and aggressively. In comparison, 73% of global respondents expect growth over the same period. Businesses based in the UK were also more likely to have experienced growth in the last year: 68% had achieved growth in the last financial year – 9% above the global average. The survey, which interviewed 1,325 family businesses across 62 countries and territories was conducted in collaboration with the John L. Ward Center for Family Enterprises at Northwestern University’s Kellogg School of Management in the United States. In response to market disruption or industry changes, UK family businesses are likely to avoid risk, with 37% taking a cautious approach, sticking to familiar decision-making processes and 32% experimenting selectively with new approaches in certain areas while maintaining stability in others. While a cautious approach suits many right now, 68% of family business leaders are confident their decision-making agility helps their organisations to adapt to change. When asked which global megatrends had the most impact on their family businesses over the last year, UK respondents pointed to economic volatility (68%), workforce challenges (45%) and geopolitical issues (42%). 74% singled out tax challenges, more than double the global average. Opportunities For Growth The survey also gathered views on the areas of opportunity and risk for private businesses. In the UK, 55% of respondents regard technological advancements, digital transformation and automation and AI as the greatest areas of opportunity, and economic conditions, regulation, supply chain and the battle for talent as the greatest risks. Tellingly, when measured against their global peers, UK respondents were more likely to see these factors as risks, rather than opportunities. Alan Gasser, Head of Private Business, PwC UK, said: “Privately-owned businesses contribute around half of UK economic output, so their stability is vital to the resilience of the wider UK economy, anchoring it in periods of market volatility. Their continued success is a combination of deep expertise, agility and strong leadership and a mindset of stewardship that sees the business as a legacy and a priority family asset." "Given the responsibility to hand down a healthy, competitive business to younger family members, it’s understandable to see a degree of caution as family business leaders consider the future shape of their companies." "One of the key advantages of family businesses is their strong, centralised leadership and agility in the face of external change. Our survey highlights the continued importance of that adaptability, with the potential of technology, digital transformation and AI as levers for growth and ongoing success.” Agile And Purpose-Driven Family Business Firms Outperform Their Peers There is also a powerful link between purpose and core enablers of sustainable performance. Globally, businesses with a clearly articulated purpose are twice as likely to pursue aggressive growth (18% v 9%), and significantly more likely to prioritise innovation (23% v 16%) and long-term goals (35% v 26%). A third (33%) actively foster a culture of experimentation and innovation, compared to just 24% of the total sample. AI Seen As Top Growth Priority As family businesses contend with navigating a challenging macroeconomic landscape, they are also looking for new growth opportunities. Globally, just over three-fifths (61%) cited experimentation with AI as a growth opportunity. In roundtables with family business leaders, some noted enhanced customer engagement and improvements in their dynamic pricing response times, even though they made relatively modest capital investments in GenAI deployment. They are also seeing output from AI -- while around one-third of CEOs from non-family businesses report increased revenue (29%) and profitability (32%) from GenAI, the returns among public family businesses are markedly stronger. According to family business data in PwC’s 28th Annual Global CEO Survey, nearly half (46%) of these firms report that GenAI has boosted both revenue and profitability. New and emerging technologies are key priorities – with technological advancements and digital transformation the top priorities for nearly two-thirds (65% and 64% respectively), particularly for mid-sized firms that are scaling up.

The drawings and paintings of a renowned artist who has made North West England his home are being exhibited in the latest art gallery at Low Wood Bay Resort & Spa near Windermere. The works of Milan Ivanič have featured in numerous prominent international galleries in the UK, Europe, USA and Australia. His large-scale pen and ink drawings were selected for the Royal Academy Summer Exhibition, and his portrait ‘The History Men’ was included in the 2015 National Portrait Gallery’s annual exhibition. Milan’s latest exhibition in the ‘Art in the Atrium’ gallery at the spa resort is called ‘Capturing the Northern Landscape’. It celebrates the love he has for his adopted home. He settled in the north of England in 1986 and ever since, the dramatic landscapes of Cumbria, Lancashire and Yorkshire have been his inspiration. Many of the area’s vistas, rivers and walks are featured in his drawings and paintings on display. English Lakes Hotels Resorts & Venues has partnered with Gavagan Art to showcase Milan’s drawings and paintings to a wider Lake District audience and give hotel guests and visitors the chance to see his work in the free, open exhibition. Milan’s work derives from close engagement with the landscape and culture of the British Isles, while retaining an accent of central Europe and reflecting a respect for the traditions of classical European art. Some of his favourite Cumbrian landscapes feature in the Low Wood Bay exhibition, including views from Brantwood, Borrowdale, Killington, Lyth Valley and the Langdales. Executive chairman at English Lakes Hotels Resorts & Venues Simon Berry says: “This is another wonderful local artist to introduce to our guests here at Low Wood Bay. Milan’s compositions over the past six decades consist of what he calls ‘drawing-paintings’ with a wide range of subjects, from spectacular landscapes through to portraits and figures depicting family life. His focus is on the interplay between struggle and celebration, often in abstract form, but always with a foothold in reality.” Mary Gavagan from Gavagan Art adds: “Milan’s wife Roz says he was ‘the boy who couldn’t stop drawing’. His talent was recognised at an early age by his teachers in the former Czechoslovakia and he was encouraged to apply to the Hollar School of Art. From there he gained a place at the highly selective Academy of Fine Arts in Prague. Had he completed the course there, he would have become an ‘akademický malίř’, a state-recognised artist." “His life then took the most romantic of turns when he met Roz, who was studying in Prague, and he came to England with her in 1970. Roz and I both started working at Lancaster University in the mid-1980s, but it wasn’t until 2012 and a chance meeting with her and Milan that I discovered he was a talented artist of some renown.” The latest exhibition in the ‘Art in the Atrium’ gallery at Low Wood Bay runs through to the New Year. The display also includes various works from the Woolwich based Dockyard Ceramics Studio, a London co-operative of artists. It features an array of sculptural and functional ceramics created by artists Jonquil Cook, Caroline Nuttall-Smith, Madeline Herbert and Richard Dickson. Milan Ivanič grew up in the village of Sebuzín, where the river Elbe travels north through the mountains between the former Czechoslovakia and Germany. This was the landscape he loved and the subject of many of his early graphic works. Before making his home in Lancaster with Roz, Milan lived and worked in Devon, Sussex, London and California. His artwork features in private collections in the UK, USA, Australia, Canada, Denmark, Norway, the Czech Republic and Slovakia. Roz Ivanič has written a book about her husband which is due to be published in November 2025. ‘Fields of Marks: The Life and Work of Milan Ivanič’ is his life story, illustrated with over 150 of his drawings, prints, paintings and other works. It starts with the day they met in Czechoslovakia in 1968, when Milan was 21. Early chapters describe his upbringing with his parents, who moved from Slovakia to the Sudetenland at the end of World War II and worked on the railway and in a factory there. The book tells how Milan left everything behind and came to England to marry Roz, and how he began a new life as a freelance artist from scratch in a different country. Every page of text is illustrated by one or more examples of Milan’s art. For further information, visit here .

Britain’s high streets face a critical moment, the Co-op has warned, as new research reveals 60,000 small shops and 150,000 jobs could disappear without urgent business rates reform. The findings, released ahead of the Autumn Budget, show around 7 in 10 UK adults (69%) lack confidence that the Government will deliver on its promise of relief for small businesses - despite repeated pledges in previous budgets. If reforms are not delivered, 10% of small high street business owners say they would need to lay off staff, and 1 in 8 say they would be at risk of closure. That equates to tens of thousands of closures nationwide, with significant economic and employment consequences. YouGov research also reveals that over 1 in 2 UK adults (56%) – equivalent to over 30 million people – see local shops as important to their wellbeing. Without them, 3 in 4 people say they “feel their community would lose part of its identity” (74%). Co-op’s 6.9 million members are clear: they want thriving local shops, safer high streets and stronger communities. The On Your Corner, In Your Corner campaign responds to this mandate. Insight from Co-op's Big Survey shows 67% believe their high street is dying, 78% say it’s worse than five years ago, and 83% see it as vital to community wellbeing. Members are calling for more independent shops and community spaces—proof that protecting local retail is about identity and belonging, not just economics. Shirine Khoury-Haq, Co-op Group CEO, said: “As we approach a critical Autumn Budget, there’s a real danger that the voices of small shops—and the communities they serve—are not being heard. Local shops aren’t just businesses; they’re part of the social fabric of Britain. For some, a visit to a local store is one of the few chances they have to chat to someone and feel connected." “This research shows a clear public mandate for action. Regardless of how they vote, the majority of people want the Government to do more to protect their high streets. This is an opportunity for the government to really prove to people that they will do what it takes to make a difference to people’s communities and to their wellbeing." “The proposed system would improve the financial situation of 99% of retailers. How much they are protected from tax rises depends on decisions made in this Budget. To boost local economies, create jobs and provide community cohesion, we need inclusive growth. That means supporting the businesses on the corners, in the precincts, on the parades and the high streets of every community. In order for them to not only survive, but to thrive, the Government has to commit to the maximum levels of relief.” Association of Convenience Stores chief executive James Lowman said: “In the last year alone, business rates bills for convenience stores have increased by over £100m. These essential local shops are now facing significant further increases with the expected reduction of the 40% Retail and Hospitality Relief, coupled with next April’s revaluation, unless the Government commits to the full use of new powers to introduce a permanently lower multiplier for local shops." “We’ve been calling on retailers throughout the summer to write to their MPs on the impact that business rates increases are having on their investment plans and have engaged directly with the Treasury to outline the difficult decisions that retailers are already having to make as a result of higher bills. It’s essential that the Budget includes a meaningful long term reduction in rates bills for convenience stores to incentivise investment and provide much needed certainty for the future.” Benedict Selvaratam, owner of Freshfields Market in Croydon, Surrey, said: “The high street still matters. It’s where people meet, work, and live. Without rates relief and reform, we’ll see more closures, more risk-averse owners, and less investment in our towns. We were expecting government to follow through on their manifesto commitments, to look at redistribution, to ensure online giants pay their fair share, and to support bricks-and-mortar businesses.” Jack Matthews, owner of Bradley’s Supermarket in Quorn, Leicestershire, said: “We’ve always played an important role in the community. For many elderly people, sometimes we’re the only conversation they have in a day, and we’re proud to play that role. We need the government to deliver rate relief in the autumn budget. Losing a convenience store in a rural community could have a huge impact - and those are the stores that need government support the most.” Economic and policy context: 77% of small high street shop owners say business rates reform is essential for survival. Nearly half (44%) would struggle to grow without protections; 36% would freeze pay rises; 26% would halt hiring. 77% back an online retail tax to level the playing field with online giants. The Government’s current proposal is to provide permanent business rates relief for small retail properties, replacing temporary pandemic measures. Co-op is urging the Government to commit to the maximum levels of relief in the Autumn Budget and to implement swiftly to give small shops certainty. The member owned retailer operates 2,300 Co-op shops across the UK and a wholesale network supporting 8,000 more, over 4,000 which are smaller independent retailers, placing it at the heart of thousands of neighbourhoods every day. On Your Corner, In Your Corner is part of Co-op’s Social Value Strategy—a commitment led by 6.9 million members to stand firm on climate, opportunity and community. Since 2016, the Co-op Local Community Fund has shared £115 million with 39,000 community projects nationwide, supporting places where people can connect, access opportunities and thrive. Whilst, Making a Difference Locally (MADL) has raised over £18m for local charities and good causes through Co-op own-label product sales and in-store fundraising, ensuring funds stay within local communities.

Fifth-generation luxury bedmaker, Harrison Spinks, has published its 2025 Impact Report, which celebrates record progress in sustainability and social impact, including reducing emissions, planting thousands of trees and handcrafting hundreds of beds for children in poverty. The report’s publication follows Harrison Spinks being awarded ‘Bed Manufacturer of the Year 2025/26’ at the National Bed Federation Awards – the company’s second consecutive win and fifth overall – recognising its leadership and significant advances in sustainable bedmaking and responsible manufacturing. Highlights from the 2025 Impact Report: Enhancing the environment – At its Yorkshire farm, a historic orchard has been restored and 3,000 metres of native hedgerows planted, with more trees and songbird feed being introduced to increase biodiversity and wildlife. Over 160 volunteer hours were spent restoring rare Yorkshire wildlife and habitats through Yorkshire Wildlife Trust’s Wild Ingleborough restoration project – including a record 2,365 trees planted in one day. Supporting local communities – Mattress donations to local children's charity Zarach increased by 50%, delivering 360 beds for children living in poverty this year. The business also supports St George’s Crypt in Leeds, helping the homeless and people in recovery gain skills and employment – including hiring its first colleague through the charity. Colleague welfare – With the business now part employee-owned*, Harrison Spinks continues to prioritise colleague wellbeing through investments in training and long-term career development, including being involved in events to support women in the traditionally male-dominated industry. Reducing emissions – The company reduced direct (Scope 1) emissions by 10% and indirect (Scope 2) emissions by 37% in the last financial year, achieved by investments in infrastructure, improving heating systems and switching to renewable energy contracts. Waste reduction – Having achieved its goal of zero-production waste to landfill by 2025, Harrison Spinks has launched an ambitious new waste strategy to minimise incineration. Planned machinery upgrades will enable post-production waste to be repurposed into new mattress fillings. Responsible sourcing – Further initiatives to source traceable, certified natural materials, prioritising British fibres where possible, such as British wool, and traceable alpaca fibre, plus replacing horsehair with coir. Nick Booth, Managing Director at Harrison Spinks, said: “This year has been one of real milestones. From our responsible sourcing strategy to supporting local families and restoring the Yorkshire landscape, we’re proving that the industry can create social value and positive change." “Charities like Zarach and St George’s Crypt remind us that a good night’s sleep is a basic right, while projects like Wild Ingleborough show the power of protecting nature on our doorstep." “Being named Bed Manufacturer of the Year for the fifth time is further recognition of everyone's hard work and commitment to doing things the right way. We're really proud of the progress we've made in sustainable bed making and responsible manufacturing, and we hope we can inspire others on their own sustainability journey.” Read more achievements and commitments by the business in the full report here.

Deloitte’s latest survey of UK Chief Financial Officers (CFOs) – which took place between 17th and 30th September – shows that CFO expectations for operating costs have risen to the highest level in more than four years. A net 84% of finance leaders expect operating costs to rise over the next 12 months. Growing Concerns Over Productivity Geopolitics has rated as a top concern for CFOs in all but two quarters since the invasion of Ukraine. However, CFOs now attach a slightly lower risk rating to geopolitics, with an average score of 62, down from 71 in the previous quarter. Meanwhile concerns about UK productivity and competitiveness have risen to the highest level since Deloitte began asking this question in 2014 and now rank joint first with geopolitics on the CFO risk list, with a weighted average rating of 62. Ian Stewart, chief economist at Deloitte UK, said: “The focus for CFOs has shifted, with geopolitical anxieties, a dominant concern for some time, moderating in the wake of a series of US trade deals. Domestic challenges have moved centre stage, with costs rising and mounting concerns about UK competitiveness. CFOs have responded by strengthening balance sheets through a focus on cost control, building cash reserves, and reducing debt." Margins Set To Decline A net 47% of CFOs expect to see a fall in operating margins over the coming 12 months, the highest reading since Q2 2023 where it was 57%. CFOs report a slight acceleration in wage growth, with average wages at their own businesses rising 3.5% over the past 12 months. Finance leaders also expect inflation to stand at 3.2% in a year’s time, an increase from their average expectation at this time last year, which was 2.4%. Cost Control Remains Top Priority Finance chiefs continue to assume a defensive strategy stance, with cost reduction and cash control their top two priorities for the coming 12 months. CFOs have shifted away from expansionary strategies, with a lesser focus on introducing new products or services (25%), increasing capex (12%) and expanding by acquisition (11%). The proportion of CFOs who report that expanding by acquisition is a strong priority is, with the exception of the early days of the pandemic, at its lowest level since at least 2010.

In the world of school catering, few stories are as inspiring as that of Luke Consiglio and The Pantry UK—a family business that has grown from modest beginnings into one of the leading independent contract caterers in the country. It is a tale of ambition, values, and a belief that food is far more than just sustenance. Humble Beginnings & Big Dreams The story begins in 2006 on Hayes High Street in West London, where Luke bought a small sandwich shop. At first, it was simply a local business: people coming in for lunches, sandwiches made with care, and a commitment to freshness. But from early on Consiglio had a wider vision: he wanted The Pantry not just to serve food, but to bring something different to contract catering—a mix of quality, personal service and innovation. Within two years of launching, The Pantry expanded into buffets and event catering for both local and national businesses including DHL, Amazon, Hertz among others. Their first big contracted job came at Hillingdon’s Civic Centre, where they were asked to run a daily coffee shop and hot‑food service for over 1,000 staff. That served as a showcase of what the young company was capable of. Soon after, they started supplying school lunches—hand‑made packed lunches—for a local school. From that point, schools became a central part of the business. Growth, Values & What Sets Them Apart The Pantry UK has grown in both reach and reputation. Today, it supplies meals to around 170  schools, feeding roughly 40,000  pupils per day, with most of its work in primary schools. Turnover has reached close to over £20 million, while the team is fast approaching 1,000 employees. What has driven this growth is not just scale, but consistent attention to values. From its early days, The Pantry has insisted on high standards—fresh food, nutritional leadership, sustainable sourcing, an emphasis on employee well‑being, and close client care.  They are not just about providing food but educating a generation and providing positive food memories that will last a lifetime. Luke has spoken frequently about wanting the business to be “more than food” for its clients and staff—offering more than just meals, but engagement: innovation in meal ordering, responsible supply chains, good nutrition, and attention to the customer experience. Recognition has followed. The Pantry has won a number of accolades in recent years: Supreme Champion Family Business of the Year, Growing Business of the Year, Innovator of the Year, Contract Caterer of the Year, Education Caterer of the Year among them. Awards have become a signal not only of commercial success but also of the values and mission that the company stands for and recognition that they are pushing boundaries in their sector too. The Family Business Element Though The Pantry has grown quickly, it remains very much a family business. Luke sees every team member as part of the Pantry family—not just staff.  The business started with the support of his family, his Mum Tracey working long hours in the sandwich shop to make sure everything was completed before doing it all again the next day, rolling her sleeves up and getting involved as the business scaled and took on contracts that were too big for them at the time, and together the family got through the early days.  Family are integral to the business with Luke’s Dad, brothers, cousins and father-in-law all having active roles in the business. His management style is rooted in this family ethos: care for employees, a sense of shared mission, and loyalty and is driving the business to new heights. Family appears in more than name: his leadership, the company culture, and the way they present themselves all emphasise personal connection. Recent Achievements & Where Things Stand In recent years The Pantry has hit several milestones. They now operate across over 170 schools. Over the past four years, the firm has grown “exponentially,” introducing innovative systems in ordering, enhancing sustainability, and pushing nutritional standards as central to its offer, raising the bar and exceeding expectations of those involved in the sectors in which they operate. Luke has also been recognised individually: in 2023 he was named the UK’s ‘Most Ambitious Business Leader’ in the LDC Top 50 scale, and The Pantry took home several major industry awards. Challenges, Ambitions & What's Next Of course, The Pantry’s success hasn’t come without its challenges. Scaling a food business—especially one operating in schools—brings logistical, regulatory and cost pressures. Ensuring high take‑up in school meals, meeting nutritional guidelines, maintaining supply chains, working to incredibly tight budgets, recruiting and retaining staff—all these are ongoing hurdles. But Luke seems to view these less as obstacles than opportunities. His ambition is clear: to become the biggest in his industry, feeding more children every day than any other company in the sector and doing it by putting healthy, nutritious meals on the table to help create a positive experience for the children they feed, hopefully maximising their engagement in school and creating positive food experiences at the same time. The Pantry aims to continue growing organically, keeping its core values intact, extending its reach with more school contracts, possibly going beyond the education sector, enhancing sustainability further, improving nutrition and innovation in meals, and importantly preserving its family‑business identity even as it scales up. Reflections & Legacy Looking back, The Pantry’s journey demonstrates what can be achieved when passion, ambition and ethical purpose are combined with good business discipline. Starting with nothing more than a small sandwich shop, Luke has built an organisation that has transformed school food for thousands of children, created employment for hundreds, and achieved recognition across the industry—not by cutting corners, but by building up standards. As the business forges ahead, its legacy so far is already substantial: showing that family values don’t have to limit growth; that doing good can go hand in hand with doing well; and that small beginnings can lead to real impact. For many pupils, parents, and school staff, the meals The Pantry provides are more than food—they are a statement about what care, quality and community can mean in practice. Long may their growth journey continue.

Agreus Group, in collaboration with KPMG Private Enterprise, has published the 2025 Global Family Office Compensation Benchmark Report, drawing insights from over 600 Family Office professionals worldwide. The report indicates a positive economic outlook for Family Offices, supported by a prudent and governance-oriented strategy. Building upon previous research, the 2025 edition emphasizes greater professionalization within the industry, along with a balanced emphasis on both growth initiatives and wealth preservation to support long-term sustainability. The report presents salary benchmarks, career paths, global Family Office demographics, and highlights emerging trends. It covers succession planning, social mobility, wealth transfers, governance differences by region, asset class preferences, and how compensation relates to these factors. Paul Westall, Co-Founder of Agreus, stated: “This report builds upon our previous findings and outlines the evolution of the Family Office in response to current conditions, highlighting increased professionalism and governance. By leveraging industry best practices, the Family Office positions itself for long-term sustainability." "Our collaborative efforts serve as both a valuable research resource and a precedent. The study demonstrates a notably positive economic outlook for family offices, even in the context of recent global instability and economic challenges—a sentiment echoed by all respondents.” Family Offices Embrace Professionalisation And Enhanced Governance In an era marked by geopolitical uncertainty and shifting global markets, Family Offices are demonstrating heightened levels of professionalisation and governance. The 2025 report reveals that Family Offices are increasingly adopting the structures and practices of sophisticated organisations, with a growing emphasis on strong governance frameworks and specialised in-house talent. This rise in professionalisation is particularly evident in regions such as the Middle East and Asia, where Family Offices are leading the way in governance reform. The report highlights an uptick in the appointment of non-family CEOs and a greater prevalence of formalised succession planning. Such measures are equipping Family Offices to better address the challenges of generational transition and long-term sustainability. While most Family Offices worldwide continue to operate with five or fewer employees, nearly 20 percent in most regions now report a headcount of 20 or more—an indicator of the sector’s growth and importance to the families and UHNW individuals they are set up to serve. Dual Priorities: From Wealth Growth to Wealth Preservation Historically, family offices have emphasised wealth creation and investment-led expansion. The 2025 benchmark study, however, highlights a shift toward dual priorities, with wealth preservation now recognised as an essential strategic objective. This evolution is predominantly driven by persistent global uncertainties—ranging from economic fluctuations to geopolitical risks—accentuating the importance of rigorous risk management and comprehensive legacy planning. Family Offices are also actively considering their role in managing generational change, with many re-evaluating how best to support both the current and next generation of family stakeholders. The report notes that the Single Family Office’s we surveyed are now managing assets under management (AUM) in the range of $501 million to $1 billion, emphasising their significance in the broader financial ecosystem. Compensation Benchmarks: Salaries, Bonuses, and Incentives The 2025 report presents a comprehensive analysis of compensation trends, encompassing salaries, bonuses, and long-term incentive plans across a wide array of roles and regions. A significant majority—84% of respondents—reported receiving a bonus, underscoring the sector’s ongoing emphasis on performance-based rewards. Nevertheless, the report notes that family offices are demonstrating caution in recruitment, with only 35% planning to expand their teams, indicative of a conservative posture amid current economic conditions. The findings highlight an increased focus on cost optimisation and strategic hiring practices. Although there remains notable interest in growth, family offices are prioritising talent retention while maintaining careful fiscal management. Global Expansion and Internationalisation One of the most significant findings from the report is the rapid expansion of the global footprint of Family Offices. In 2023, 30 percent of Family Offices operated from a second location; by 2025, that number has increased to 44 percent. This trend reflects not only the increasing mobility of Ultra-High-Net-Worth (UHNW) families but also a more international approach to governance, operations, and investment strategies. The expanding presence of family offices across multiple jurisdictions underscores the importance of cross-border expertise, compliance, and cultural agility among staff. As Family Offices become more global in scope, they are also embracing a more diverse set of practices and perspectives, positioning themselves for resilience and adaptability in a complex world. Challenges: Talent Acquisition, Governance, and Gender Representation Despite the progress made, the report identifies ongoing challenges around talent acquisition, governance, and diversity. The growing demand for specialised skills is fuelling competition for top talent, making recruitment a critical area for family offices seeking to maintain their competitive edge. In addition, the need for stronger governance remains a key focus area, with Family Offices investing in structures and systems that safeguard long-term sustainability. The report also addresses the issue of gender representation within Family Offices, noting that while awareness is rising, there is still meaningful progress to be made in achieving more balanced leadership teams. Institutions that successfully adapt to these challenges are expected to lead the sector and attract the next generation of Family Office professionals. Fellow Agreus Co-Founder Tayyab Mohamed stated, “The results of the 2025 Global Family Office Compensation Benchmark Report demonstrate the continued advancement and adaptation in the sector. We have seen Family Offices adopt Strategic Asset Allocations (SAA) that now accommodate both capital preservation and growth. However, with more than half the respondents not having a reference benchmark for their investments or the lack of Investment Committees to enhance decision making is concerning." "As these organizations navigate complex issues related to talent, governance, and sustainability, those that maintain flexibility and adaptability will be most likely to achieve long-term success.” Greg Limb, KPMG’s Global Head of Family Office and Private Client, stated, “Increasingly we are seeing a growing trend in Family Office’s relocating or expanding their operations into multiple jurisdictions." "This movement is often prompted by the internationalization and movement of the families they serve and the drive for operational efficiency by utilizing key Family Office centers (e.g. London, Singapore). The increasing number of Family Offices operating in at least two locations, as identified in the report, reflects this spread." "Such geographical diversification introduces complexity, heightening the need for families to seek expert advice for successful cross-jurisdictional operations.” Download a copy of the report here: