Veritage International has published a new global research report highlighting significant, often overlooked risks facing business families during wealth and ownership transitions.   Titled The Missing Link in Family Business Transitions: How Emotional Disconnection Threatens Family Legacy, the report reveals a substantial disconnect between founders or current owners and the rising generation. The findings point to persistent gaps in communication, trust and emotional alignment that undermine effective succession planning and long-term family cohesion.   Drawing on patterns reported by families of wealth worldwide, the research explores how both generations prepare — or fail to prepare — for the transfer of wealth and ownership. It examines concerns around letting go and taking over, alongside the emotional challenges that frequently remain unaddressed within affluent families.   The report stresses that success in family enterprises cannot be measured by financial performance alone. Instead, it argues that enduring success depends equally on family wellbeing, unity and a shared long-term vision. According to the research, a family’s vision and its wealth strategy are inseparable, and both must be intentionally designed to support and reinforce one another.   Veritage’s analysis identifies several categories of risk, including inadequate succession preparation, strained family relationships, unclear individual roles, questions of personal value, and low emotional engagement across the family system. These pressures, the report warns, can distort decision-making as family members react from unresolved emotional wounds rather than shared objectives.   The study introduces the concept of “emotional governance” — the ability to regulate emotions so they become an asset rather than a liability — as a critical factor in sustaining both business continuity and personal wellbeing. It also highlights the consequences of generational disconnection, noting that a majority of next-generation members do not feel that a clear role has been defined for them in future ownership or wealth decisions.   The findings suggest that families in which members feel heard and respected experience less internal friction and are better equipped to manage complex transitions and disputes with confidence and alignment. Veritage positions the report as a practical resource for advisers, family offices and business families seeking data-driven insights and tools to create safe environments for meaningful intergenerational dialogue.   Veritage International says the research is intended to spark open discussion around the emotional challenges that are frequently avoided in families of wealth, particularly during periods of transition. The firm plans to share its findings through events, private briefings and educational sessions with families and advisers worldwide.   Francesco Lombardo, Founder and Managing Director at Veritage International, described the report as a catalyst for change. “The biggest message is that there is a clear disconnect in communication between the generations,” he said. “A lack of honesty and integrity in these conversations due to a lack of emotional safety — or the absence of conversations altogether — is one of the greatest enemies of family businesses and family offices.”   He added that, despite an unprecedented wave of intergenerational wealth transfers on the horizon, families are struggling to discuss what inheriting wealth truly means. “Both the retiring and rising generations often see the other as unprepared for the transition, yet the conversations needed to address this are simply not happening.”   According to Lombardo, traditional governance structures alone are insufficient. “Governance systems do not handle emotions thoroughly enough to facilitate these transitions successfully,” he said.   Thomas Clark, COO at Veritage, echoed this view, warning of a growing sense of disenfranchisement among next-generation family members. “The result is a generation that does not feel listened to,” he said. “There is a broader issue for the family business community in understanding the scale and impact of the emotional challenges currently at play.”   Clark argued for a balanced reliance on conventional governance and greater focus on emotional dynamics. “By addressing the emotional layers and bringing generations together, advisers can then build detailed plans rooted in shared values, alignment, purpose and mutual respect.”   The report concludes that a meaningful shift in advice and practice is needed, beginning with greater personal awareness of emotions and a willingness to address them openly. In some cases, it notes, families may need specialist support to move conversations forward constructively.   “As advisers, we must help families feel safe to express what they truly want,” Lombardo concluded." “The first step is admitting there are communication issues, putting them on the table and being willing to address them honestly." "Only then can families put emotional governance into action and successfully navigate the intergenerational wealth transfers that will define the coming years.”   Download the research report here:

The fun and games of psychology, intelligence, deception detection and human communication are the focal point of a new experience jointly devised and hosted by two North Lancashire businesses. Lancaster House Hotel has introduced ‘Betrayal’, a treachery themed game night for guests, in a new partnership with local company Lancaster Escape Rooms. With some similarities to the highly popular TV series ‘The Traitors’, these special hotel nights for guests and participants provide an immersive experience with the jeopardy of deception, secrecy, suspicion and strategy. The multi-layered game is designed to test the acting skills, social perception and behavioural instincts of participants, whilst presenting the opportunity to forge new friendships and connections. Lauren Brady from Lancaster House Hotel explains: “Betrayal is an interactive game of social deduction which gives participants an intriguing evening of mystery, fun and mayhem." “We’ve dabbled in the past with murder mystery nights as we’re always looking for opportunities to put on entertaining events for both guests and locals, but with Betrayal there is that extra layer of the psychological battle between contestants, as well as an element of competitiveness and a canny ability to mislead!” The Betrayal game evenings commence with an ice breaker drinks reception at the hotel for those taking part, followed by a two course dinner before the fun and games commence. It’s a chance for contestants to get to know each other and perhaps learn early on who has a ‘poker face’ and who has the latent ability to read the behaviour and motives of others. The guided experience also includes interludes after each elimination stage, with spin off games and puzzles before the next set-piece section. The question is whether the ‘Betrayers’ can gain the upper hand and strength of numbers to outwit the rest of the group before their identities are revealed. Philip Stubbins from Lancaster Escape adds: “Certain members of the group are selected as ‘Betrayers’ while the rest must figure out which among them can and cannot be trusted. It’s a race against the clock to identify and eliminate these pretenders before they have the chance to bump them off!” Lancaster House Hotel is running ‘Betrayal’ night events on Friday 8 May, Friday 10 July and Friday 18 September 2026. For further information, visit here .

Drivers in and around Bournemouth will have the opportunity to get behind the wheel of Kia’s latest all-electric car, the compact new Kia EV2, before it officially arrives in UK showrooms. Hendy Kia Bournemouth is hosting a special ‘First Drive Weekend’ from Thursday 16th to Saturday 18th April, giving local customers early access to test drive and explore the new model. The Kia EV2 is a compact electric SUV, offering a combination of space, efficiency and everyday practicality, making it well-suited to both city driving and longer journeys. With limited spaces available, book your place now to avoid missing out by visiting here : Bookings are arranged in dedicated one-hour slots, giving customers the opportunity to take the EV2 out on a guided test drive and experience it for themselves. Each session includes a one-to-one introduction with a product specialist, followed by an accompanied drive on local roads, allowing customers to get a feel for how the EV2 performs in real-world conditions. The event is an opportunity for customers to experience electric driving first-hand, with a dedicated team available to answer any questions. UK pricing and full specifications for the Kia EV2 will be confirmed ahead of its arrival in showrooms later this year. Find out more visit here , or visit Hendy Kia Bournemouth, 516 Wallisdown Road, Bournemouth, BH11 8PT

Britain’s brewing landscape has changed beyond recognition over the past two centuries. Thousands of breweries that once served local communities have disappeared, victims of industrialisation, consolidation, changing tastes and, more recently, global competition. Yet a small number of long-standing, family-owned breweries continue not only to survive, but to thrive. Their endurance is no accident. It is the product of patience, adaptability and an approach to business that values stewardship over short-term gain. Rooted in Place, Not Passing Trends One defining characteristic of Britain’s oldest family breweries is their deep connection to place. Brewing was never just a commercial activity; it was a civic one, tied to local water sources, agriculture and pubs that acted as social anchors. Take Shepherd Neame, founded in 1698 and widely regarded as Britain’s oldest brewer. Based in Faversham, it has drawn water from the same artesian wells for centuries and maintained a strong presence across Kent and the South East. While many competitors chased rapid expansion or sold out during periods of consolidation, Shepherd Neame focused on incremental growth rooted in its heartland. This sense of place creates loyalty that is difficult to replicate. Customers may experiment with new beers, but they return to brands that feel part of the local fabric. Long-Term Thinking In A Short-Term World Family ownership changes the rhythm of decision-making. Where publicly listed companies often operate under quarterly pressure, family brewers think in generations. Samuel Smith, established in 1758, exemplifies this philosophy. Still owned by the Smith family and based in Tadcaster, the brewery is known for its independence and idiosyncratic approach. It has resisted trends that might dilute its identity, continuing to use traditional brewing methods and maintaining control of its estate of pubs. This long-term outlook allows family brewers to weather downturns that might cripple more leveraged businesses. Debt is approached cautiously, reinvestment is steady rather than speculative, and resilience is prioritised over rapid scale. Adaptation Without Abandoning Tradition Survival over centuries requires change — but the most successful family breweries adapt without abandoning their core values. Cornwall’s St Austell Brewery, founded in 1851, offers a modern example of this balance. While fiercely proud of traditional beers such as Tribute, the business has embraced contemporary brewing styles, invested heavily in its pub estate and diversified into hospitality, food and tourism. Rather than seeing tradition as a constraint, St Austell has treated it as a foundation on which to innovate. This willingness to evolve, while remaining recognisably itself, has allowed it to prosper as consumer tastes have shifted. Independence As A Strategic Advantage Many historic breweries disappeared during the twentieth century as the industry consolidated into fewer, larger players. Those that remained independent often did so because family shareholders were unwilling to sell, even when the financial logic appeared compelling. Wiltshire-based Wadworth, founded in 1875, retained its independence while much of the industry merged around it. The business invested in its pubs, people and brands rather than chasing national dominance. That independence enabled Wadworth to take a measured approach to change, responding to market shifts without being forced into aggressive restructuring. Similarly, Harvey’s Brewery, founded in 1790, remains proudly family-owned and locally focused. Its beers are distributed selectively, reinforcing a reputation for quality and authenticity rather than ubiquity. Culture, Craft And Custodianship At the heart of these enduring businesses is a shared sense of custodianship. Family owners see themselves not merely as operators, but as temporary guardians of something larger than themselves. This mindset influences everything from employee relations to sourcing decisions. Staff loyalty tends to be high, skills are passed down, and quality is protected even when cheaper alternatives exist. Mistakes are viewed as lessons for the next generation rather than failures to be punished by the market. It is telling that many of Britain’s surviving family breweries invested early in apprenticeships, training and community engagement, quietly reinforcing the human capital that sustains them. Why Others Fell Away By contrast, many vanished breweries suffered from overexpansion, underinvestment or an inability to adapt. Some became overburdened with debt; others lost their local relevance as tied estates declined or consumer habits changed. Without patient capital or a unifying sense of purpose, they were absorbed or closed. Family ownership alone is no guarantee of survival. But where it is combined with discipline, adaptability and a respect for heritage, it can be a powerful advantage. A Living Legacy In a fast-moving, globalised market, Britain’s long-standing family-owned breweries offer a compelling counterpoint. Their success lies not in resisting change, but in shaping it on their own terms, guided by history, anchored in place and focused firmly on the long view. As new breweries rise and fall, these family firms remind us that endurance is brewed slowly, with care, and with an eye on those who will one day inherit the kettle.

Family Business United is proud to announce the launch of Bitesize , its new official digital magazine, created to deliver timely insight, inspiration and practical thinking for the family business community. Published three times a year and distributed widely across the Family Business United network and the broader family business ecosystem, Bitesize has been designed as an accessible and engaging resource for family business owners, leaders, next-generation members and professional advisers. Insightful, Relevant And Easy To Digest Each edition of Bitesize brings together a carefully curated mix of expert insight and real-world experience. The magazine reflects the realities of family enterprise, combining practical thinking with thought leadership to support informed decision-making across generations. Content within each issue of Bitesize includes: Features sharing the journeys and experiences of family businesses Insight and commentary on key topics such as custodianship, legacy, long-term stewardship, next-generation engagement and succession planning Perspectives and guidance from family business leaders and trusted advisers Designed with busy readers in mind, Bitesize delivers high-quality content in a format that is both informative and easy to consume. A Platform For The Family Business Community Bitesize has been created to inform, connect and support the family business community. It provides a platform to share experiences, highlight challenges and celebrate the diversity, resilience and long-term contribution of family enterprises. Through a combination of storytelling, expert insight and practical guidance, the magazine aims to strengthen understanding and foster collaboration across the sector. Bitesize is available in digital format and will be published three times annually. If you want to find out more about advertising and sponsorship opportunities in the magazine please do not hesitate to contact us . Check out the inaugural issue of Bitesize here

Robert Scott has become the first company in the UK cleaning sector to incorporate a biodegradable plastic additive into its mop socket design. This innovation means that Exel® sockets are designed to biodegrade in managed landfill environments, eliminating the environmental impact of traditional plastic components polluting the planet for hundreds of years. As Europe’s largest mop manufacturer, Robert Scott has long led the way in sustainable design, first re-using waste fabric back in the 40’s to manufacture mopheads. Today, Robert Scott manufactures 25 million mops a year in the UK. Of these, the cotton-rich fibre is recycled from 100% post-consumer waste, while the Big White fabric is re-using industrial waste. A recent redesign to the socket is now saving 137 tonnes of plastic each year. In addition, the socket is made from durable polypropylene (PP); a type five plastic which can be recycled continuously into new products. However, Robert Scott understands that products that can be recycled aren’t always recycled, especially considering regional discrepancies in recycling methods and complexities of waste streams. In many instances, these will be disposed of and can end up in landfill. That’s why Robert Scott is now adding an innovative additive called BioSphere® to Exel® sockets, which speeds up the biodegradation process in managed landfill conditions. Plastics treated with the additive still have unlimited shelf life and are non-toxic. Reusable, recyclable and now biodegradable Alastair Scott, sales director at Robert Scott, said: "We scrutinise every component of our products and every aspect of our operations to meet our sustainability commitments. While a mop socket on its own may seem relatively insignificant, when you consider the 20 to 30 grams of plastic per unit across the millions of mops sold each year, the environmental impact soon adds up." “We know sustainability is a key concern in the commercial cleaning sector, both for our customers and the end-user. By making our sockets both reusable, recyclable and now biodegradable, we're helping address this by reducing plastic waste in the sector." To biodegrade, the socket is simply added to a managed landfill. The polymer attracts over 600 types of microbes, allowing them to colonise the plastic and begin to break down the polymer chain by utilising its carbon backbone as an energy source. Put simply, this creates the opportunity for microbes to utilise plastic as food and this process continues until the only remaining element is nutritional, organic soil without the creation of microplastic. Comparing this to normal untreated plastics, which can pollute the planet for anything up to 500 years, it’s an amazing and revolutionary additive. Independent laboratory tests carried out by Eden Research Laboratory in accordance with ASTM D5511 are ongoing, a commonly recognised test method for assessing biodegradability. After the first 12 months, the sockets have already degraded by 29.6%, which is an incredible performance when compared with untreated plastics that can hang around in the environment for hundreds of years. Tests are ongoing and results will be updated regularly. A similar technology was added to P-Wave’s Slant6 urinal screen in 2019 - the brand is now distributed by Robert Scott - and laboratory tests demonstrate an 89% biodegradation in just six years. Neither technology uses oxo-degradation additive, and both comply with current UK and EU regulatory requirements. The Exel® push-fit socket was originally designed by Robert Scott to accommodate different designs of mop handles, while preventing the chance of the mop unscrewing from an Exel® handle when being wrung out. Since its introduction in the 90’s, this innovation has helped the Robert Scott mop to become the market-leader in the UK’s commercial cleaning sector. Watch this video about Robert Scott’s industry-first biodegradable mop socket here , or visit the website here .

Independent insurance broker, TL Dallas, has appointed Cara Mackenzie as its new regional placement manager for Scotland, a role that will see her overseeing the company’s insurer relationships across the region. In her new position, Cara will be responsible for managing and strengthening relationships with TL Dallas’ extensive network of insurance companies, supporting key clients and partners, and driving the company’s placement strategy throughout Scotland. She will also play an important role in supporting the local broking teams on complex and difficult to place renewals, to ensure clients are properly protected against the ever-emerging risks they face. Cara said: “TL Dallas offers a unique combination of scale yet it’s still an independent, family-run broker with a strong presence across Scotland and beyond. Joining gives me the opportunity to work closely with the teams across Scotland, whilst helping drive growth for the business.” Cara brings more than a decade of experience in insurance broking and relationship management. Prior to joining TL Dallas, she spent almost four years at Accelerant, a risk exchange platform that connects Managing General Agents (MGAs) with risk capital partners, where she managed relationships with multiple MGAs and oversaw complex policy binders. Her earlier career included roles at Marsh Commercial and Clark Thomson in Inverness, giving her comprehensive insight into both client-facing broking and placement management. Chief executive officer, Tim Mortimer, said: “Cara’s extensive experience makes her an excellent fit for this role. Her knowledge of the Scottish insurance market, combined with her ability to support complex accounts and drive placement strategy, to ensure clients are matched with insurers that fit their individual requirements, will be invaluable as we continue to expand and strengthen our regional presence.” Cara will work closely with internal teams and external partners to ensure clients’ insurance needs are met efficiently whilst identifying new business opportunities. Her remit spans all offices in Scotland, including Caledonia Dallas in Inverness and Elgin, Nord Dallas in Orkney, as well as the TL Dallas offices in Shetland, Edinburgh and Glasgow. Founded in 1919, TL Dallas now employs more than 235 people across 15 offices throughout the UK and is a founding member of the UNA national alliance of independent brokers.

Lidl GB has revealed a new food waste reduction target to coincide with the start of Food Waste Action Week and announced new trials to help accelerate progress. After surpassing its FY2025 goal of 40% food waste reduction1, the discounter has now raised its five-year target from 50% to a more ambitious 70% by FY20302. To drive this next phase of food waste reduction, Lidl is extending its current partnership with Neighbourly to trial the charity’s Surplus Saviours3 initiative this summer in the Midlands. This redistribution scheme enables registered individuals - including charity volunteers and customers - to collect unsold surplus food, building on the partnerships Lidl stores already have with registered charities and helping even more people support their local communities. With extended collection times and access to fresh and chilled items approaching their use‑by date later in the evening, the trial is expected to redistribute more than 5,000 tonnes of food to those in need. In addition to community redistribution, Lidl has also further strengthened its circular economy credentials with a new animal feed trial taking place in the Peterborough region. This trial will see the supermarket divert inedible fresh bakery lines, including everything from croissants to bread loaves, to create animal feed. Matt Juden-Bloomfield, Head of Sustainability at Lidl GB, said: “At Lidl, we set ambitious targets that challenge how we operate and inspire innovation when it comes to food waste. We've made good strides, but we know we can do more. With that in mind, we have increased our targets to ensure we remain accountable and also introduced some exciting new trials to take things to the next level." "We remain committed to accelerating our progress in this space and collaborating closely with our industry peers to drive lasting impact for both the environment and the communities we are at the heart of.” Lidl GB works closely with global environmental action NGO, WRAP, to identify practical, data‑driven ways to cut waste. Commenting on the partnership, Estelle Herszenhorn, Director of Food System Transformation at WRAP, said: “For the past 10 years, Lidl GB has been an active and engaged signatory of WRAP’s UK Food & Drink Pact. It has been fantastic seeing them offer loose fruits and vegetables and adopting best practice labelling." "Both practices help shoppers reduce their household food waste. In-store, Lidl GB's initiative on matching bakery products with demand aligns with WRAP's priority of preventing food waste before it occurs. We are delighted to see increased paths for redistribution where food is surplus – a move WRAP also encourages.” Updates to the Lidl in-store bakery have been one of the ways the discounter has achieved its current target. By aligning the amount of products more closely to demand throughout the day, it has reduced bakery-related food waste by 30% last year. To further help prevent food waste, the Lidl Plus app offers customers 20% off all in-store bakery items after 7pm. Since 2016, Lidl GB has also donated 50 million meals by redistributing high-quality surplus food through its Feed it Back scheme, delivered in partnership with Neighbourly. Every Lidl store nationwide is linked to local good causes, with processes in place to ensure as much suitable surplus food as possible is donated. Now into its fourth decade in Great Britain, Lidl has an unwavering commitment to advance its journey towards operating more sustainably. This focus has shaped their sustainability vision of better living every day.

From wineries to traditional manufacturers, some family-run businesses continue to thrive for centuries – and in some cases for more than 1,000 years. The latest study from Payroll Prices uncovered the longest-running family business in every country around the world. Despite the steep economic curve of the first months in business, around 82% of new firms survive past their twelve-month anniversary. However, by their tenth year, only around 35% of new businesses are still active — with the main reasons for closure being low sales, retirement and the sale of the business. As these reasons suggest, the closure of a business is not always an “ending” but a transition. So in our age of technical and social progress, a “golden age of entrepreneurship” and new opportunities, it’s no surprise that businesses come and go. But for those starting a business with the long view in mind, there is plenty of inspiration from family businesses that have lasted decades or even centuries. To that end, Payroll Prices has conducted manual research to find the oldest family business that is still operating in every country around the world. Key Findings The world’s oldest existing family business is Hōshi Ryokan, a hotel and spa in Japan founded in 718 AD. The oldest existing business in the U.S. is Avedis Zildjian Co., a drum equipment company established in Constantinople in 1623 and relocated to the U.S. in 1929. The UK’s oldest business is RJ Balson & Son (1515), a butcher shop that opened during the reign of King Henry VIII. After manually reviewing news reports in each country’s native language, the team identified the oldest existing family businesses in 125 countries, where the founding family still retains or has regained majority ownership. Here is a graphic that shows the oldest family business in each country: The world’s oldest family business still operating is Hōshi Ryokan, a hotel and spa in Komatsu, Japan’s Hokuriku region. The original hotelier, Zengoro, established Hōshi Ryokan at the natural hot springs of Awazu Onsen in 718 AD as “a proper hot spring inn to soothe both the body and mind.” Embedded in nature and attuned to the changing seasons, Hōshi Ryokan has catered to timeless needs and pleasures for over 1,300 years. The second-oldest is the Pontificia Fonderia Marinelli, the Marinelli Bell Foundry, in Italy. Now run by the 26th and 27th generations of founders, the business was started in the year 1000. “It’s a job that dates back to the Middle Ages,” Pasquale Marinelli told Great Big Story. “And today we continue to work in the way they used to in the Middle Ages… It’s an art you carry within yourself and must pass on to those who come after you.” 17th-century drum cymbal maker is North America’s oldest family business North America’s oldest family business is based in the U.S. — although it was established in Constantinople, the city now known as Istanbul in modern-day Turkey, in 1623. The firm’s story began when 17th-century alchemist Avedis Zildjian was trying to fabricate gold but accidentally invented a “secret alloy” that proved perfect for drum cymbals. His family became cymbal smiths and the Avedis Zildjian Co. was born. By 1929, the only living family heir was already living in the U.S., so the company was moved to Quincy, Massachusetts, right in time to cater to the drumming needs of the Jazz Age. Avedis Zildjian Co. continues to manufacture and sell drum instruments and accessories to this day. How To Build A Family Business That Lasts Establishing or taking the reins of your family business can be a highly rewarding way to earn a living, build something to be proud of and strengthen family bonds. However, it comes with risks, so it is worth considering the following tips if you’d like the business to last across generations. Create a shared long-term vision. For full emotional and professional investment from your family partners, it is important to give them a creative stake in the business. Draw clear boundaries. Approach family, ownership and management as separate aspects of the business. Establish a family council to ringfence family interests and ensure that crossovers between the three aspects are planned and intentional. Be professional from the start. It’s easy to slip into bad habits when starting out, particularly when business meetings and family mealtimes are one and the same. Set policies, keep records, and evaluate skill sets: customers and other businesses will take you more seriously if you take your business seriously. Make a succession plan. One day, it will be time to step down, and it’s never too soon to start talking about and planning how to do so. Consider the transfer of assets and roles, and ensure the succeeding generation is trained and prepared as part of a comprehensive continuity plan. In a few generations’ time, it could be your company that is celebrated as a healthy and longstanding family business. Methodology To discover the oldest family-owned business in every country, the team at Payroll Prices manually researched news reports in each nation’s native language. They required that the companies are currently operating and the founding family still retains the majority of the ownership. They allowed for companies to have switched ownership along their history if they are currently the property of the founding family. About Payroll Prices Payroll Prices aims to help businesses simplify payroll solutions and find reliable, cost-effective payroll services. The platform connects business owners with trusted providers, offering unbiased comparisons tailored to each company’s needs and budget. In addition, the Payroll Prices team also produces original research to complement its Payroll & HR resources and provide broader business insights. About NeoMam Studios Founded in 2011 in the UK, NeoMam Studios is a creative studio on a mission to create digital content that online audiences will want to share for months and years to come. NeoMam was commissioned by Payroll Prices to produce and promote this project on their behalf. Data is correct as of October 2025.

The great British retreat from the spare-room office is no longer a boardroom theory; it is a statistical reality. As we enter early 2026, the era of "work from anywhere" has hit a sobering plateau, with the latest market data from Adzuna revealing that remote job vacancies have plummeted to their lowest levels since the first national lockdown in March 2020. What was once heralded as a permanent shift in the fabric of British society is being systematically dismantled by a corporate landscape eager to reclaim the city centre. The shift is driven by a calculated reassertion of employer power. With the labour market cooling and job competition intensifying, the leverage once held by candidates to demand "digital nomad" status has evaporated. According to recent insights from the Office for National Statistics, while hybrid working remains a staple for roughly a quarter of the population, the "fully remote" role is becoming an endangered species. This trend is bolstered by a growing consensus among CEOs—including heavyweights at KPMG—who predict that the traditional five-day office week will be the dominant standard once again by 2027. The rationale behind this push often centres on the intangible "water-cooler effect." Business leaders argue that the cultural glue holding organisations together has thinned, with junior staff missing out on the osmotic learning that occurs in a bustling office. However, there is a more clinical edge to this recall. "Proximity bias" is becoming a documented phenomenon in British firms, where those physically present in the office are significantly more likely to receive plum assignments and promotions than their screen-based counterparts. For many in the C-suite, physical presence is now being used as a proxy for commitment. Yet, this push for "purposeful presence" is meeting stiff resistance from a workforce that has built its life around the school run and the absence of a £5,000 annual rail season ticket. For the average commuter, a full-time return to the office represents a substantial "hidden" pay cut when accounting for transport, lunches, and lost time. Many employees now view flexibility as a right rather than a perk, leading to a tense standoff where strict mandates are occasionally used as a tool for "quiet firing"—encouraging staff to resign voluntarily to avoid the messiness of formal redundancies. As it stands, the UK has settled into a "Tues-Wed-Thurs" compromise. While the five-day office mandate is the ultimate goal for many employers, the hybrid model remains the primary buffer against a total talent exodus. Whether the final remnants of remote work will survive the year depends largely on whether the next generation of workers values their autonomy more than their seat at the corporate table.

Retail sales volumes dropped at a rapid pace in the year to March, marking the quickest decline since April 2020 – according to the latest CBI Distributive Trades Survey. Retailers anticipate the sales decline to continue at a similarly sharp rate in April. Key findings included: Retail sales volumes fell in the year to March at the quickest pace since April 2020 (weighted balance of -52% from -43% in February). Sales are expected to decline at a broadly similar pace next month (-49%). Retail sales for the time of year were judged to be “poor” in March, to a greater extent than last month (-23% from -16% in February). April’s sales are set to fall short of seasonal norms to a slightly lesser degree (-19%). Online retail sales volumes declined in the year to March, following strong growth last month (-11% from +43% in February). Retailers expect internet sales to contract at a modest pace in April (-5%). Wholesale sales volumes fell in the year to March at a slightly softer pace compared to last month (-31% from -36% in February). Wholesalers expect the rate of decline to ease further in April (-27%). Total distribution sales volumes continued to fall in the year to March at a fast rate (-38% from -40% in February). Sales are set to contract at a similar pace in April (-36%). Martin Sartorius, Lead Economist, CBI, said: “Momentum in the retail sector remained poor in March, with annual sales volumes falling sharply and no signs of an imminent recovery. Retailers report that weak economic conditions continue to weigh on household spending, with subdued activity also evident across the broader distribution sector. “Steps taken by the government last week to address youth unemployment challenges – including launching foundation apprenticeships in hospitality and retail – are welcome moves to mitigate rising employment costs." "However, more must be done to lower the cost of doing business, including securing workable outcomes on the Employment Rights Act and delivering a simpler, more competitive tax system. The conflict in the Middle East – which risk fuelling price pressures and squeezing household budgets – underscores the need for the government to take further action to lower the cost of doing business for distribution firms.” In addition, data from the survey showed: Retail orders placed upon suppliers declined at a slower pace in the year to March, following a steep fall in February (-26% from -47% in February). Retailers expect to cut back on order volumes at a slightly quicker pace next month (-30%). Retail stock volumes relative to expected sales were moderately elevated in March, though still below the long-run average (+9 from +11% in February; long-run average of +17%). Stock positions are set to remain broadly unchanged next month (+10%). Motor trades sales volumes  contracted at a slower rate in the year to March (-29% from -47% in February). Motor traders expect sales to decline at an accelerated pace next month (-41%).

For many family businesses, the decision to expand overseas represents both an alluring opportunity and a profound test of identity. Unlike publicly listed companies, whose obligations are framed by quarterly earnings and dispersed shareholders, family-owned firms tend to think in decades. International expansion, therefore, is rarely a mere growth tactic; it is a strategic choice that can reshape the business for generations. The benefits are substantial, but so too are the risks, and the balance between the two is rarely straightforward. The most obvious attraction of overseas expansion is access to new markets. Domestic markets, particularly in mature economies, often impose a ceiling on growth. By moving into faster-growing regions, family businesses can tap into rising consumer demand and diversify their revenue streams. This geographic diversification can smooth earnings over the business cycle, reducing exposure to economic downturns in any single country. For firms that have built a strong niche or brand at home, foreign markets may offer the prospect of scale without diluting the core proposition. Internationalisation can also strengthen the resilience of the family enterprise. Currency movements, while a source of volatility, can provide a natural hedge when revenues and costs are spread across different jurisdictions. Similarly, sourcing inputs or locating production abroad can reduce dependence on a single supply chain, a lesson underscored by recent global disruptions. For family businesses that prioritise survival and continuity, such resilience is often as important as headline growth. There are less tangible benefits as well. Expanding overseas can professionalise a family firm, forcing it to clarify governance structures, formalise processes and articulate strategy more clearly. Operating across borders requires discipline: clearer reporting lines, more robust financial controls and a sharper approach to risk management. In many cases, this strengthens the business at home as much as it enables success abroad. It can also accelerate the development of the next generation, offering family members international exposure and a broader perspective that proves invaluable in leadership roles. Yet the very characteristics that give family businesses their strengths can also amplify the risks of international expansion. Decision-making is often concentrated among a small group of family members, which can speed action but also limit challenge. Overseas ventures demand a deep understanding of local markets, cultures and regulations. Overconfidence in a successful domestic model can lead to costly missteps abroad, from misjudging consumer preferences to underestimating the complexity of local compliance. Governance is a particular fault line. As the business stretches across borders, informal arrangements that once worked can become sources of confusion or conflict. Questions about who has authority over foreign subsidiaries, how profits are repatriated and how risks are shared can strain family relationships. Without clear structures, international growth can exacerbate latent tensions between branches of the family, especially if some members are more directly involved in overseas operations than others. Financial risk looms large. International expansion is capital-intensive and often slower to deliver returns than expected. Family businesses, which may rely heavily on retained earnings rather than external finance, risk tying up capital for long periods. Exchange-rate volatility, political instability and sudden regulatory changes can quickly erode projected returns. For a family whose wealth is largely bound up in the business, such risks are not abstract; they threaten both the enterprise and personal financial security. Cultural and reputational risks are equally significant. Family businesses often trade on trust, long-standing relationships and a distinctive ethos. Transplanting these qualities abroad is not easy. A misjudged partnership, a labour dispute or an ethical lapse in a distant market can damage a reputation painstakingly built over decades. Managing these risks requires a delicate balance between local autonomy and central oversight, something that many family firms find challenging. There is also the human dimension. International expansion can place heavy demands on family leaders, requiring extended travel, relocation or the delegation of authority to non-family managers. This can unsettle established dynamics and raise sensitive questions about control and trust. The introduction of professional managers, often essential for overseas success, may be perceived as a threat to family influence unless carefully handled. Research suggests that the most successful family businesses approach international expansion with a blend of ambition and caution. They are selective rather than imperial, entering markets where their competitive advantages are clear and where institutional frameworks are sufficiently stable. They invest in local knowledge, often through partnerships, while retaining tight control over core assets such as brand and technology. Above all, they align expansion plans with the family’s long-term objectives, not merely short-term growth targets. In an era of geopolitical uncertainty and shifting trade patterns, the calculus of overseas expansion has become more complex. Yet for many family businesses, standing still is itself a risk. Internationalisation, when pursued thoughtfully, can secure growth, resilience and relevance for the next generation. When rushed or poorly governed, it can expose the family enterprise to strains that test both its finances and its unity. The challenge, then, is not whether to expand overseas, but how. For family businesses, the answer lies in recognising that international growth is as much a governance project as a commercial one. Those that appreciate this distinction are more likely to find that crossing borders strengthens, rather than undermines, the foundations on which their businesses were built.