Research unveiled today has revealed that almost a third (30%) of marketers at global consumer brands admit they don’t yet have a social commerce strategy, despite the growth of social search. Although 86% of marketers say Google is still the number one place where customers search for their brand online, Instagram and TikTok are closing fast at 70% and 44%, respectively. For those that have a social commerce strategy, Instagram was first choice, employed by 40% of brands and ahead of the 34% who use their own e-commerce platforms. Nearly half said they prefer leveraging social platforms like TikTok and Instagram with commerce features already built in. The survey was carried out by SAMY Alliance, the social-first digital marketing agency, among senior marketers at 70 global consumer brands. It also found that Instagram is still the overall marketing channel of choice, as one in four (25%) plan to devote at least a quarter of their entire annual marketing budget to the platform in 2025. The analysis also found that short-form video content is seen as the cornerstone of marketers’ planning efforts for 2025. More than two-thirds think Instagram Reels (69%) and TikTok video (66%) will gain further prominence on social media over the coming year. Patricia Aragón, Global Director of eCommerce Emerging Solutions & Innovation at SAMY Alliance, notes: “Instagram is clearly still the channel that consumer marketers feel will best resonate with audiences. And the rise of short-form video highlights how bite-sized clips captivate audiences with quick, impactful bursts of joy and entertainment, requiring minimal time commitment. We’re seeing more and more focus on ‘shoppertainment’." “However, social commerce strategies will only succeed if they are humanised and handled correctly. Brands must remember their goal is to connect with consumers authentically, build trust, and provide an experience that adds value." “The fact that nearly a third of consumer brands admit to lack a social commerce strategy, when you can see the growth of platforms such as TikTok Shop, is astounding.” The research also highlighted that many brands are still struggling with online community management, a cornerstone of effective social media strategy. Only a quarter (25%) say their brand engages in frequent, proactive interactions with their community. Aragón adds: “When used effectively, online community management can increase brand loyalty and grow authentic connections with followers, making it a vital tool in a brand’s marketing toolbox. Community managers act as brand ambassadors, engaging in discussions with followers, connecting with customers, and creating shareable content." “Brands that sleep on community interactions are missing out on algorithm-boosting engagement, customer feedback, brand loyalty, sales, and product awareness.” Download the full report here

Running a family business comes with unique challenges. Blending personal relationships with professional responsibilities can create tensions that, if left unaddressed, can impact business success and family harmony. One of the biggest hurdles in family enterprises is the reluctance to engage in difficult conversations. Whether it's discussing succession planning, financial concerns, or personal conflicts, avoidance often leads to long-term resentment and business stagnation. So, how can family business owners enable and navigate these difficult conversations in a way that strengthens both the business and familial relationships? Let's explore key strategies to turn challenging discussions into opportunities for growth. 1. Shift the Mindset: Conflict is Not the Enemy Many family businesses avoid difficult conversations because they fear conflict. However, conflict itself is not the problem—how it is handled determines whether it becomes destructive or constructive. Viewing tough conversations as a chance to align goals, improve communication, and build trust can help reshape the approach. Action Tip : Encourage a culture where open dialogue is seen as a strength, not a threat. Regularly remind family members that addressing complex topics fosters transparency and long-term success. 2. Create a Safe and Neutral Space for Discussions The setting and tone of a conversation can influence its outcome. A structured, neutral environment ensures that discussions remain productive rather than emotional battlegrounds. Action Tip : Establish regular family business meetings where sensitive topics can be discussed professionally. Consider bringing in a neutral facilitator to mediate discussions and keep conversations focused if necessary. 3. Establish Clear Roles and Boundaries Blurred lines between personal and professional roles can create friction. Defining roles, responsibilities, and decision-making structures can help prevent misunderstandings. Action Tip : Clearly outline job descriptions, reporting structures, and decision-making authorities within the business. Set boundaries to ensure that personal relationships do not interfere with business operations. 4. Use Structured Communication Frameworks A structured approach to difficult conversations can prevent emotional escalation. Frameworks such as 'The Three Cs: Clarity, Curiosity, and Compassion' can be beneficial: Clarity: Clearly define the issue and desired outcome. Curiosity: Ask open-ended questions to understand different perspectives. Compassion: Acknowledge emotions while maintaining focus on solutions. Action Tip : Before a problematic conversation, plan key talking points and frame them using the Three Cs to keep the discussion constructive. 5. Emphasise Active Listening One of the most common mistakes in difficult conversations is listening to respond rather than listening to understand. When people feel heard, they are more open to finding solutions. Action Tip : Practice active listening techniques, such as summarising the other person's words before responding. This ensures clarity and reduces misunderstandings. 6. Address the 'Elephant in the Room' Early The longer a problematic issue is avoided, the more damaging it becomes. Delaying these conversations only amplifies tension, whether a disagreement over business strategy, succession planning, or compensation. Action Tip : Address key concerns as early as possible, even if they seem uncomfortable. Frame the discussion as a proactive step to ensure the longevity and health of the business and family relationships. 7. Develop a Conflict Resolution Process A predefined process for handling disputes can help resolve conflicts before they escalate. Action Tip: Establish a formal conflict resolution framework that includes: Identifying the issue. Acknowledging each party's perspective. Brainstorming potential solutions collaboratively. Agreeing on a resolution and implement the next steps. Seeking professional guidance when necessary Sometimes, internal discussions reach an impasse. Seeking outside help from business consultants, mediators, or family business advisors can provide fresh perspectives and structured solutions. Action Tip : If a conversation seems unresolvable, consider engaging a professional mediator to guide the discussion and find common ground. 9. Follow Up and Maintain Accountability A one-time conversation is not enough; follow-ups are crucial to ensure that agreements are honoured and improvements are made. Action Tip : Document key takeaways from the conversation and set up check-ins to assess progress. Accountability ensures that difficult discussions lead to tangible results. Final Thoughts Difficult conversations in family businesses are inevitable but don't have to be destructive. By fostering a culture of open communication, establishing clear roles, and implementing structured conflict resolution methods, family businesses can navigate challenging discussions to strengthen both business and family ties. Instead of fearing difficult conversations, embrace them as opportunities to align, grow, and build a legacy that withstands the test of time. About the Author - Kim Adele-Randall is a Business Growth Consultant helping to unlock growth, drive transformation and empower businesses to scale and succeed. Find out more here

GAP Hire Solutions, the UK’s largest independent hire company, proudly announces a remarkable milestone as its charitable foundation, GAP Giving, surpasses £1 million in donations to charities across the UK. Since its inception in 2015, GAP Giving has contributed an impressive £1,122,553, benefiting over 1,000 charities nationwide, ranging from national organisations to smaller, local charities. Established in 1969 by Gordon Anderson, GAP Hire Solutions has long upheld a culture of giving back to local communities. In 2025, the company celebrates the 10th anniversary of GAP Giving, reinforcing its commitment to philanthropy. Through this initiative, GAP donates 0.5% of its annual profits to charities chosen by its employees, ensuring support reaches causes that matter most to its workforce. Douglas Anderson, Joint Managing Director, commented: “Giving back to the community is something that has always been very important to GAP. It’s the reason why we introduced GAP Giving and all of our employees are encouraged to participate by nominating a charity that is close to their heart.” GAP Hire Solutions empowers its 2,000+ employees to take an active role in charitable giving. Team members are encouraged to nominate charities that have made a meaningful impact on their lives, leading to direct donations through the foundation. Additionally, GAP Giving’s ‘Charity of the Month’ scheme enables each region, division, and Head Office department to select a charity to receive a £1,000 donation. Furthermore, through the GAP Match initiative, the company matches funds raised by employees in sponsored events, up to £1,500. Moreover, as part of GAP’s commitment to creating a sustainable impact on both its employees and the wider community, every GAP employee is entitled to take up to one day away from work to volunteer at local charities and community initiatives. As GAP Giving marks this significant milestone, the company remains dedicated to its mission of supporting charities both big and small across the UK, strengthening its legacy of corporate social responsibility.

Fact: Family businesses are the backbone of the economy! A worthy claim when you consider that 80% of UK SME companies are defined as family owned and SME companies deliver 60% of UK employment and 48% of business turnover. Family businesses are known for their resilience, deep-rooted values, and long-term vision. However, as with many businesses they struggle with translating vision into action to achieve their goals. Niki Sterling, a multi-channel growth specialist who expertise is finding those hidden pockets of growth in your business shares her thoughts on the power of strategic planning in family firms. Why Strategic Planning Matters. A strong strategic plan is more than just a document—it’s a roadmap that ensures the business thrives for generations. It provides clarity, aligns family and business goals, and ensures that every decision contributes to long-term success. If we consider that according to Harvard Business Review, 67% of business strategies fail and Kaplan and Norton suggest that up to 90% are not executed successfully across all businesses (public, private or family owned), there must be a missing link, what is that missing link? I’ve worked with senior leaders for over 30 years helping them to understand where the missing links are. The missing link I’ve observed has been a lack of a strategic plan and without a structured plan whatever the type of the business or available resources, even the best idea’s fall flat. A couple of examples of key issues I have found/observed within those businesses all of which have resulted in missed opportunities for growth. Misalignment between the strategy and key enablers Lack of integration and alignment among key stakeholders A disjointed approach to their customer base resulting in missed opportunities for growth. Family businesses, with their unique challenges of succession planning, governance, and balancing family dynamics, in addition to the commercial challenges cannot afford to fall into this trap. Key Benefits of Strategic Planning The levels of certainty that a strategic plan creates drives a team who have a central focus and vision point and will create your opportunities for 20%2 growth in 2025. In addition you will;  Future-Proof Your Business, ensure you can withstand market changes and win in today’s challenging and evolving landscape. Ensure your business strategies are laser-focused, adaptable, and capitalise on new and emerging growth opportunities. Understand your customers' needs and ensure your strategies are aligned. Ensure every metric and performance measure is aligned with your business strategies, to drive your desired outcomes. Strengthen your competitive advantage by identifying and seizing opportunities before your competitors do. When your business has clarity around this you will have the ability to drive an increase of 20% in revenue. It will also preserve your family legacy and values and foster alignment between family and business goals, ensuring that your founding vision and core values continue to guide future decision making. Common Pitfalls with Business Strategies In each organisation where I have worked with my clients who are struggling to delivering their strategies, there is a common theme that I have found and that is that there is a disconnect between the insights, the strategy, the action plan and the execution. This leads to a lack of clarity of expectations, alignment and accountability. The good news is that this can be brought together in a simple and practical cohesive multi-channel strategy that is easy to execute and will deliver your goals in 2025 and beyond. Turning your Strategy into Action Strategy planning does not have to take a long time, but it does require focus and if you follow the steps outlined below you will have a cohesive strategy that is relevant, action focused and will deliver!  Define Clear Business & Family Objectives – What does success look like for both the business and the family? Aligning these goals is crucial. Identify ‘Spaces to Play’ for Future Growth – Where are the greatest opportunities to expand while staying true to your legacy? A multi-channel strategy ensures that you can unlock new revenue streams and optimise existing ones. Develop a Practical, Action Focused, Execution Plan – A great strategy without an action plan is just an idea. Define responsibilities, lead measures, timelines, and key milestones to ensure implementation and enable you to be adaptable and respond to changes. Regularly Review & Adjust – The business landscape changes, and so do family dynamics. A regular cadence and consistency of reviewing your plan will ensures it remains relevant, effective and allow you to course correct if necessary. And don’t forget - Plan for Leadership & Succession Early – A family business must have a roadmap for leadership transitions to ensure smooth generational shifts. Final Thoughts Strategic planning is the foundation of business growth, it provides clarity, structure and alignment whilst helping your business to navigate challenges and seize opportunities ensuring your business continues to grow and succeed in 2025 and beyond. I hope I’ve convinced you of the value, become a strategy plan advocate and join the 10% of business who successfully execute their strategies and take your business to the next level! About the Author - Niki Sterling is a multi-channel growth specialist who expertise is finding those hidden pockets of growth in your business, expanding your Spaces to Play, delivering incremental revenue and profit. Find out more here

Leading European plant and tool hire company BOELS Rental has placed its biggest ever order with JCB as it invests in a new machine fleet worth £65 million (€78 million). Netherlands-based BOELS Rental has ordered more than 700 machines including tracked and wheeled excavators, wheeled loading shovels, Loadall telescopic handlers, rotating telescopic handlers, electric scissor lifts and electric site dumpers. The deal includes the introduction to the BOELS’ fleet of a large volume of the recently launched 145XR X Series tracked excavators. Delivery of the machines will be completed in the next few months. The order also marks a huge milestone for JCB which has now supplied a total of more than 3,000 machines to BOELS Rental since the first was sold in 2012. All the excavators and wheeled loading shovels purchased in the latest deal are largely destined for use in central Europe, particularly in Germany, to support BOELS’ focus on the contractor sector. JCB Global Major Accounts MD, Claudio Fiorentini, said: “We are delighted to secure this major order from one of Europe’s leading plant and tool hire companies, particularly as the deal represents one of the biggest in JCB’s history for excavators and wheeled loaders." "BOELS Rental has been a valued customer of JCB’s for many years and it’s testament to the quality of JCB’s machines, as well as our world-class service back-up, that we’ve secured another valuable order.” Boels Group Chief Procurement Officer, Guy Cremer, said: "BOELS Rental is one of Europe’s leading rental companies and our annual growth is driven by investing in the best machines available. JCB’s range is tailored exactly to the needs of the rental sector which makes them our machine of choice. The high standard of service back up we receive across Europe was also key to our purchasing decision.” Established in 1977, Boels Rental is one of Europe’s leading machinery, tools, modular accommodation, and event equipment rental companies. It operates in 27 countries and has more than 830 branches.

A family and employee-owned insurance broker in Cumbria has expanded with the appointment of an experienced commercial insurance broker. Kelly McCartney has relocated to Cumbria from Dumfries, where she previously worked for James Hallam insurance brokers, to join TL Dallas. The nine-strong team at TL Dallas is based at Lakeland Business Park in Cockermouth and provides independent insurance broking and risk management services to a wide range of commercial and agricultural clients. The close-knit team has quickly grown since TL Dallas expanded into Cumbria with just two people in May 2023. Emma Irving, Lynne Taylor, Philip Jackson, Heather Wood, Karen Coombe, Tracy Hickman and Anna Jones were all former colleagues before they joined TL Dallas alongside apprentice, Talia Frazer. Emma Irving said: “We are in a privileged position to have more than 200 years combined industry experience between us, and we work for a fabulous range of clients who value our expertise and guidance. Through personal recommendations and connections, we have quickly grown in Cumbria and were keen to recruit another experienced and reliable commercial broker to help manage our ever-growing client base.” Kelly said: “I wanted to join TL Dallas as it’s an independent business, with a real client focus and an in-house claims team and I really liked its ethos and commitment to delivering a personal service from 15 regional offices." “Having worked in an account handler role within the schemes division at my last firm, I’ve had clients that operate in varying industry sectors and helped them with every aspect of insurance, from buildings insurance to cyber insurance and everything in between! I’m an Acturis software superuser, so I know the system inside out and am very organised and love working in a busy and friendly environment.” Polly Staveley, managing director at TL Dallas, said: “Our Cockermouth office is a real success story, and it showcases why our commitment to regional offices is important." "Clients like to meet face to face, and deal with people they trust, and we are pleased to welcome Kelly to the team.”

Leading Scottish hospitality operator Buzzworks has unveiled the exciting plans behind its new Herringbone venue, set to open this May in the heart of Barnton, Edinburgh. The expansion – which will bring up to 40 jobs to the region – will offer guests the Herringbone’s cool but casual experience to one of the city’s most vibrant suburbs. Located at 201-205 Whitehouse Road, the new venue sits on a historic site that has previously served as a retail unit, office space, and most recently, a Sainsburys store. With a sizeable six-figure investment being dedicated to a kitchen featuring an Italian Moretti Forni pizza oven, the transformation will create a warm, welcoming space that is both stylish and comfortable. This will be the fourth Herringbone venue to be opened by Buzzworks, with the group already operating sites in Edinburgh’s Goldenacre and Abbeyhill, as well as the original Herringbone in North Berwick. With a capacity of 110 guests indoors and an additional 20 in the outdoor seating area, Herringbone Barnton is designed to be a welcoming, all-day neighbourhood local. Guests can enjoy a central bar with adjacent high tables, a thoughtfully designed restaurant space split into two areas, and an inviting outdoor terrace with heaters and dog-friendly seating. Ash Bairstow, operations director for Herringbone, said: “We are incredibly excited to bring Herringbone to Barnton and to introduce our warm hospitality, seasonally inspired food, and beautifully designed space to the Barnton community." “Herringbone is all about creating a welcoming neighbourhood venue where people can relax, enjoy great company, and experience outstanding food and drink. We can’t wait to open our doors and become part of the local community.” Buzzworks’ internal design team has carefully curated the venue’s interior, blending a cool mix of celadon, teal and sand for a fresh, sleek Scandinavian-inspired design. Guests can expect natural materials, bold lighting, eye-catching murals, and stylish wallpaper. Much of the furniture is custom-made by Buzzworks’ own joinery team, seamlessly paired with modern classics. Building on the success of previous Herringbones, this new Barnton spot is a natural next step — elevated yet effortlessly inviting. The venue will undergo its final transformation in the coming months, with major milestones including bar installation in early March, kitchen completion in mid-April, and final interior styling by late April. The new menu has been carefully developed by operational head chef James Moyle and operations director Ash Bairstow, with contributions from the wider culinary team, to showcase locally sourced ingredients and fresh, seasonal flavours. Herringbone favourites will be on offer, including seared steak slices with rocket and parmesan, wild mushrooms on toast with spinach and crispy shallots, and the famous East Lothian seafood chowder. Guests can also enjoy beautifully crafted cocktails and 30 wines by the glass. Meanwhile, the Barnton venue introduces an expanded all-day menu featuring breakfast dishes and stone-baked Neapolitan pizzas, alongside seasonal highlights. James Moyle, executive chef for Herringbone, said: “Herringbone has always been about fresh, locally inspired dishes with bold flavours, and our new Barnton menu is no exception." “With a focus on seasonality, our menu changes every 6-8 weeks to showcase the freshest ingredients at their best. Every dish has been crafted with quality and attention to detail, ensuring there’s always something special to enjoy.” Herringbone is now hiring for all positions, including chefs, managers, front-of-house, bartenders and kitchen staff, with recruitment events planned for March. Herringbone is part of the award-winning Buzzworks group, which has been recognised as one of the top 100 companies to work for in the UK and is committed to creating a supportive and rewarding work environment. The company offers competitive rates of pay, industry-leading training and development opportunities, and flexible working options to help team members achieve a healthy work-life balance.

Contractor Henry Brothers is celebrating the tenth anniversary of the opening of its first English office with record turnover and growth. Part of the Northern Irish-based Henry Brothers Group, the company set up in Nottingham in February 2015 and following significant success in the North established an office in Manchester in September 2022. It was originally named Henry Brothers Midlands and launched with a handful of staff. Under the leadership of managing director Ian Taylor and fellow directors John Sowter, John Fielding and Justin Hicklin, the company has grown strongly and consistently to become a £65m-a-year-turnover business, with a team of 60. Now renamed Henry Brothers Construction to reflect its work nationally, the business has expanded across the country - delivering key infrastructure developments including schools, university buildings, defence facilities and blue-light schemes. MD Ian Taylor said: “The Nottingham office was opened in 2015 to complement Henry Brothers’ offices in Northern Ireland and Scotland. We started from scratch in the Midlands and have steadily grown to become a key member of the construction industry across the Midlands, into Yorkshire, the North West and further afield." “Our current order book stretches from the East of England across to the West Midlands and up into the North West, supporting our clients with significant infrastructure schemes." “We have delivered major projects for a wide variety of sectors including education, health, blue-light and defence, as well as for public bodies and commercial businesses. Many of these have been repeat contracts. “I am beyond proud of the team we have created at Henry Brothers Construction, thrilled at the growth we have achieved, and look forward to building on what we have already accomplished for both the company and our many clients.” Among the projects delivered by Henry Brothers since launching in the Midlands ten years ago are the joint headquarters for Nottinghamshire Police and Nottinghamshire Fire and Rescue Service, the net zero nursery and forest school at Staffordshire University, Loughborough University’s SportPark Pavilion 4 - the first Passivhaus development on the university campus – and multiple projects at various military bases including a new dye pod facility for the Red Arrows at RAF Waddington in Lincolnshire, plus four schemes delivered for Nottingham Trent University, including the Dryden Enterprise Centre. Henry Brothers Construction is currently on a number of well-established national and regional Frameworks including Crown Commercial Service, Pagabo, Procure23, Department for Education, Ministry of Justice, North West Construction Hub, The University of Manchester and more. It specialises in delivering projects up to £30m in value, working in partnership with clients across a range of sectors including education, defence, blue-light, health, custodial and commercial. With defence projects a significant part of the work undertaken by Henry Brothers Construction, more than 75% of staff are security cleared. “Our ethos has always been to work hard and get the job done,” added Ian Taylor. “Our practical approach ensures integrity, reliability, quality, innovation and sustainability for all our partners and in all we do. These values were in the DNA of Henry Brothers when it was first established and are still very much evident throughout the business today. “We take enormous pride in our work because when we take on a project, we see it as an opportunity to deliver something inspiring that will benefit the community and the environment, long into the future. We are proud that many of our projects are secured through repeat business.” Henry Brothers Construction has an outstanding health and safety record, having been RoSPA Gold Award holders for eight years, with another rating due shortly. Last year, Henry Brothers received a King’s Award for Enterprise for Sustainable Development in recognition of its commitment to responsible business and sustainable practices, which have been at the heart of Henry Brothers’ operations since its inception. The story of Henry Brothers first began in 1976 when Jim Henry set up a small construction business called H&K construction, focusing on small-scale construction projects in Northern Ireland. Trading under this name for ten years, in 1986 the business became known as Henry Brothers. As it continued to flourish, several acquisitions followed during the 1990s, and Henry Brothers - along with the acquired businesses - became part of the wider Henry Group. Henry Brothers is now recognised as a leading construction company with offices in England, Scotland and Northern Ireland. The Henry Group, meanwhile, comprises a number of manufacturing and construction sector companies, ranging from external construction through to interiors fit-out. Photo: John Fielding, Commercial Director at Henry Brothers Construction, David Henry, Group Managing Director, Ian Taylor, Managing Director at Henry Brothers Construction, Clare Swaine, Business Development Manager at Henry Brothers Construction, Justin Hicklin, Construction Director at Henry Brothers Construction, and John Sowter, Design and Planning Director at Henry Brothers Construction.

National Apprenticeship Week, running from 10th–14th February, is a time to celebrate apprentices and their contribution to businesses across the UK. It’s also the perfect chance to find out more about apprenticeships – whether you’re considering doing one or you know someone who is. Statistics published during last year’s National Apprenticeship Week revealed a growth in the number of people undertaking higher apprenticeships, with starts increasing by 6.2%. Advanced apprenticeships are also extremely popular, accounting for almost 44% of all apprenticeship starts. With the majority of apprenticeships in recent years taken on by people aged 25 and up, it’s clear that the idea of apprenticeships only being relevant for those just leaving school is shifting to include a wider range of applicants. However, annual spending on Level 2 apprenticeships has dropped by over £200 million in recent years. One business that is bucking the trend when it comes to these figures is national painting and decorating company Bagnalls, taking on over 70 new Level 2 entrants during the last two years. Bagnalls provides sustainable, high-quality careers for those just starting out in the world of work. The company has also been nominated no less than three times at this year’s Apprenticeship and Training Awards. During National Apprenticeship Week, Bagnalls’ Group Marketing Director, Joanne Gualda, will be joined by HR Director Ellie Jobes and Group Academy Tutor Joel Mortlock at the Houses of Parliament in recognition of the company’s nominations. The three Bagnalls representatives will enjoy an event hosted by Speaker, Sir Lindsay Hoyle MP. It’s clear that the dedication and success levels of apprentices only continue to rise. Bagnalls has seen incredible success among their most recent intake of apprentices, with many of them winning prestigious and notable awards. Bagnalls apprentice Matthew Clayton has won no less than three awards in recent months! He was named Apprentice Painting and Decorating Student of the Year at the York College Construction Awards and Apprentice of the Year at the 2024 REACH Awards. Matthew also took home the York Guild of Building’s Bronze Award. Contracts Manager at Bagnalls, Andy Holt, commented: “Matty has done some fantastic work during his time with us and I’m thrilled that he’s receiving the recognition he deserves!” Another high achiever at Bagnalls is Max Rollinson, who recently won a regional award in the Rising Star category at the National Apprenticeship and Skills Awards. Max is in the process of completing a Management Trainee apprenticeship with Bagnalls, furnishing him with the skills to manage clients, contracts and more. “Max has shown great dedication and determination throughout his apprenticeship with us,” Ellie Jobes says. “It’s fantastic to see that those outside of our organisation are noticing his talent as well.” The Leeds College of Building BIG Awards celebration was another big night for Bagnalls, with four of their apprentices taking home titles. Katie Sanders was named Painting and Decorating Apprentice of the Year, while Khiara Anderson took home the prestigious Principal’s Award. Faith Loynes was awarded the Multi-Skills Student of the Year Award, while Owen Sheldon was named Apprentice of the Year across all disciplines. Kirsty Stokes, HR and Learning Development Advisor at Bagnalls attended the ceremony alongside the four winners. She said, “I’m so proud of all our apprentices! They have each achieved exceptional milestones in their young careers and I can’t wait to see their skills grow and develop." “They should each be very proud of themselves and shout about their excellent awards from the rooftops!” The Painting and Decorating Association’s Junior Apprentice competition was also a successful night for Bagnalls apprentices. Willow Patey was named overall winner of the junior section, with Owen Sheldon taking home the runner-up title. Joel said, “It’s been great to see Willow and Owen’s talent in action during their apprenticeships and it’s lovely that their dedication and hard work is being rewarded. They both show exceptional promise and I’m sure they have fantastic careers ahead of them.” This is just a small snapshot of the recent awards won by Bagnalls apprentices, showcasing the company’s reputation for attracting talented, dedicated and hard-working apprentices. Bagnalls was recently ‘Highly Commended’ regionally at the National Apprenticeship and Skills Awards 2024 for the second year in a row, thanks to their apprenticeship scheme. The company also won the Best Apprenticeship in Construction award at the first-ever Apprenticeship Guide Awards last year – celebrating the excellent opportunities and support that Bagnalls provides its apprentices. Stephen Bagnall, Group Managing Director at Bagnalls, said, “We strive to provide our apprentices with real-world experience, alongside bespoke training via our Training Academy. It’s fantastic to see so many of our apprentices achieve such success – a testament to their hard work and determination." “As we enter our 150th year as a business, it’s brilliant to know that the next generation of painters and decorators are enjoying such success.”

Business property relief (BPR) - and agricultural property relief (APR), together APR/BPR - were very valuable exemptions from UK inheritance tax (IHT). It was announced in Budget 2024 that BPR/APR will be reformed from 6 April 2026 and the 100% rate of relief for qualifying business and agricultural assets will be available for the first £1m of combined agricultural and business property but will be reduced to 50% thereafter. Laura Cullinane, Private Client & Tax Senior Associate at Boodle Hatfield shares her thoughts. This relief has meant that many businesses (and farms) were not taxed on death but now business owners may be considering planning opportunities such as making outright lifetime gifts to the next generation and to transfer shares into trust during lifetime. The Government announced that it would publish a technical consultation in early 2025 . Given the discussions around changes to BPR, this article comments on the impact of proposed changes to BPR on family businesses and briefly considers similar reliefs in some other jurisdictions. Background To The Budget 2024 And Proposed Changes To put Budget 2024 into context, various changes or conditions to restrict reliefs, including BPR/APR, had been considered in an OTS report and an All Party Parliamentary Group report (among others). In 2021, a report was published on how other OECD countries approach inheritance/estate tax and noted equivalent reliefs for family businesses . The effective reduction of the rate of relief announced in the Budget will mean business owners may have an IHT exposure which may not necessarily have been considered or reviewed in any detail. This will have a huge impact on family businesses, which may have otherwise relied on BPR at a rate of 100%, to pass businesses to the next generation. These businesses might have to raise sufficient liquid funds to settle the IHT charge on the death of the shareholder (and this may occur on the transition to every new generation if it is not practical to make lifetime gifts). The instalment option is often cited to assist with payment of IHT which can justify an upfront tax charge but will not necessarily soften the blow for family businesses where there is insufficient liquidity – or reserves – to pay the tax and could have an impact on cash flow and future profits of the business. How Are Other Jurisdictions Approaching The Relief? This relief is not specific to the UK and there are existing reliefs in other jurisdictions to allow for the continuation of entrepreneurship and family businesses. Like BPR/APR these reliefs have conditions to target the relief and to genuinely support business continuity particularly across different generations of the family . These include: Generally, allowing a full or partial exemption for business assets, or offering lower tax rates, preferential valuation rules and deferrals. In Germany, businesses choose between a full or partial exemption and taxpayers can choose between the two exemptions (which have slightly different conditions). Requiring the business to pass to the heirs by having minimum ownership periods and/or control requirements. It should be noted that in many other jurisdictions, tax may be paid by the heirs (and not by the estate which is the case in the United Kingdom). In countries including Belgium, Germany, Ireland and Italy, conditions include requiring heirs to hold the business for minimum ownership period following a transfer/succession event. This is similar to a condition for BPR in the UK whereby shares or the interest in the business must be held for a two-year minimum ownership period for BPR to apply. During this time, heirs continue to be involved in the business, which may constitute carrying out paid work and/or being a member of the managerial team. In Italy for example, there is an 100% exemption from inheritance and gift taxes in the case of business transfers to the spouse and/or descendants, provided that the beneficiary continues the business activity for at least five years following the transfer. Some countries have conditions as to how the business is run - requiring businesses to maintain a share of the wage bill (e.g. Germany), a number of employees or assets invested in the company. In the UK, the business must be trading for BPR to apply i.e. not wholly or mainly of holding investments. Similarly, other jurisdictions do not allow relief for investment businesses such as in Belgium, Ireland and the Netherlands. The design of tax relief can affect behaviour. In the UK, the recent announcements may prompt earlier conversations about the governance of family businesses and how they may involve the next generation to ensure they have a role to play on a business transition event. If ownership of a family business is fragmented as a result of a transition event, then fragmentation of shareholdings can result in discounted valuation, which in turn can reduce values for the purpose of calculating the tax. Conclusion In light of the UK Government overhaul to BPR/APR from 6 April 2026 and the pending consultation, the reduction of the relief will mean that there is an IHT exposure that will need to be considered – and budgeted for. This will have a real impact on family business (and farming) operations which could struggle to raise liquid funds to pay an IHT charge. Considering the above, now is a good time for business owners to be looking at their businesses and forming a succession plan and to consider planning opportunities. About the Author - Laura Cullinane is a Private Client and Tax Associate at Boodle Hatfield. Find out more about the work they undertake with family businesses by visiting their website here

Here at Family Business United we are delighted to announce the launch of our second Global Family Business Think Tank Report which summarises the thoughts of over 100 leading family business owners, experts and advisers from around the world on specific topics that will help to shape family business discussions and strategies going forward including thoughts on managing nepotism in family firms, shirtsleeves to shirtsleeves in three generations and the case for the next generation gaining experience outside of the family firm. Check out the full Global Family Business Think Tank Report here Key Findings: 82% of respondents believe that nepotism still exists today 87% of respondents believe that family firms want to do business the right way 86% think that it is important for the next generation to gain external experience before joining the family business 94% of respondents feel that it is inevitable that there will be a degree of conflict within family firms Only 10% of respondents believe that family firms educate their stakeholders sufficiently about their history, heritage and purpose 94% believe that community is an integral part of the very essence of being a family business Philanthropy and community engagement are important to family businesses around the world Imposter syndrome is a real challenge for the next generation in family firms 46% of respondents no longer believe that the adage of shirtsleeves to shirtsleeves in three generations is relevant in the world of family business today. As well as the top level statistics that highlight areas that need to be on the family business agenda, we have included quotes from some of the global participants and a number of articles too. As Paul Andrews, Founder and CEO of Family Business United who published the report explains, "We hope that the report enables conversations to take place to bring the family business community together to further innovate, drive changes as a force for good and helps provide further support for families in business to continue to flourish for generations to come." "The aim of the report was to harness the collective voice of the family business community around the world and share their thoughts and comments on areas that are certainly being discussed in family business board rooms and there is certainly plenty to think about and for family firms that are looking to plan for the next stage in their journey, areas that they should, if they are not already, be considering." "This is the second of our Global Family Business Think Tank Reports and not only does it highlight key areas for family businesses to consider, it will prove useful in helping us to develop and deliver further resources, insights and thought leadership pieces to address the areas discussed and enable family businesses to continue the conversation." "We could not have compiled the report without the assistance and participation of our friends around the world and we are immensely grateful to everyone who took the time to share their thoughts with us, contributing to a document that will certainly make a difference too," concludes Paul. Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Autumn 2024. A copy of the final report is available to download here  and is free to Family Business United members and digital subscribers. Find out more about becoming a member of Family Business United here or take out a digital subscription to access all areas and content available on the platform including this report here Furthermore, if you would like further details about the report, wish to supply your insights for the 2025 campaign or are interested in sponsoring the next report, please do not hesitate to contact us .

Gebrüder Weiss is simplifying global supply chains for industrial and commercial companies in the Nuremberg metropolitan region. At the beginning of the year, the international transport and logistics company completed the integration of the air and sea freight forwarder B+A, which it acquired in 2023. The new Air & Sea department is now integrated into the Nuremberg branch of Gebrüder Weiss, which previously focused primarily on land transport and logistics. Importing and exporting companies in the region will now benefit from a single point of contact for their international transport needs, thereby achieving greater stability for their supply chains. Glenn Gabler, Air & Sea Branch Manager Nuremberg at Gebrüder Weiss explains: "With this step, we have developed Nuremberg into an all-round logistics location in one of the country's economically strongest metropolitan regions. An export quota of almost 50 percent shows that the goods produced here are in demand worldwide. It was therefore a logical step to combine all national and international transport services – including land transport, logistics solutions, air and sea freight – under one roof." The Nuremberg Metropolitan Region is an urban agglomeration in Bavaria that includes not only Nuremberg, but also cities such as Fürth, Erlangen, Bamberg, Bayreuth and Hof, as well as numerous rural districts in the region. In the Air & Sea sector, Gebrüder Weiss in Nuremberg specializes in weekly container crossings by ship from Asia. Groupage freight containers (LCL) loaded with goods for several consignors or consignees are shipped from Asia to Hamburg and then transported by rail to Nuremberg, where they are picked and delivered to regional companies. The same process applies in reverse. Gebrüder Weiss has been operating in Nuremberg since 2017, employing a total of around 200 people at the location. The company offers its air and sea freight services at central transhipment points throughout Germany: Hamburg, Bremen, Bremerhaven, Düsseldorf, Frankfurt, Stuttgart, and Munich.