Egg producer Farmlay has hatched a plan to almost double productivity for 2025 with a £2.4m investment in a state-of-the-art grader. AI-based Computer Vision technology is at the heart of the new grading equipment that will be rolled out at Farmlay, Scotland’s second biggest egg producer, in January next year. Iain Chapman, Farmlay Managing Director, confirmed the new system is being shipped over from the Sanovo Technology Group factory in Holland. “Our current egg grader is giving us 500 cases an hour and this second one will give us 400, so almost double our output,” he says. “We were at a crossover as to whether - with demand for eggs at such a high - to simply run our existing grader longer hours. However, doing that wouldn’t have been a long-term solution and could have been risky with no back up machine if there was a problem." “We have been keenly watching the research and development going on and the Sanovo machine we are getting has been proven to be amazingly efficient, using AI to analyse high-resolution images of the eggs.” Farmlay is a Scottish farming success story, with Iain’s grandparents starting to rear poultry back in 1946, going on to market their own eggs in the 1970s. The business, which supplies Aldi, Lidl, Morrisons and Spar with its own - and a growing stable of contract producers’ eggs - is still based at the family’s Cockmuir Farm, near Strichen, Aberdeenshire, which has expanded from the original 130 to 2,500 acres. The investment figure of around £2.4m includes building alterations and bucks the usual trend of modern technology being detrimental to employment levels as once at full output this second grader will generate around ten new jobs, dealing with the increased number of eggs. “Getting the new grader installed in January will be a great way to start the New Year,” said Mr Chapman. “There is a real buzz about eating eggs, with lots of posts on social media platforms such as Instagram with celebrities talking about how they are a healthy way of getting protein into the diet. There are definitely more young people eating eggs now than there have been for a very long time.” Computer vision grading systems utilise advanced algorithms and deep learning techniques to analyse high-resolution images of eggs, enabling them to differentiate between normal eggs and those with cracks. They can also detect variations in colour, texture and shape - all the time absorbing new data to become ever-more proficient. Latest egg industry data from global shopper and consumer behaviour experts Kantar World panel shows that between 2004 and 2023, retail egg sales increased by more than 20 per cent. While all population sectors are eating more eggs, growth is acknowledged as particularly strong among the 18 to 44 age group. Overall, consumption has risen from 1.6 eggs per person per week to 2.1 eggs per person per week, equating to 110 eggs per person - a rise of almost 30 eggs a year. Free range sales have risen sharply and now represent almost 75% of retail egg sales - more than double their level in 2004 (32%). Shortages of eggs seen at supermarkets, during both covid and because of bird flu, prompted many retailers to offer five-year rolling contracts to producers. “In many ways those empty supermarket shelves were a blessing,” says Mr Chapman. “No retailer wants to see a repeat of the egg shortages and that - together with the increased consumption figures - has given them the confidence to show more long-term support. This really is a golden age for egg production." “Numbers enquiring about coming on board as contract producers are at a high, with eggs being seen by many as a new venture or wonderful way of enabling a younger generation to come home to a family farm. Amazing when you think it’s a sector that people might not have even considered just a few years ago.”

With over 40 years of experience, Superior Catering, an independent family-owned business based in Widnes, has established itself as one of the North West’s leading corporate catering providers. Known for its high-quality food and exceptional service, the company has partnered closely with Sabert Corporation Europe to enhance its food presentation through innovative packaging solutions. We spoke with Dan Whitley, Operations Manager at Superior Catering, who explains that "Our food and its presentation – which very much includes the packaging – consistently receives great feedback from our customers.” “Superior Catering is one of the North West’s largest and most well-known sandwich distributors, delivering thousands of high-quality sandwiches, pies and pastries to offices every day,” says Dan Whitley. “A major element of successfully delivering on-the-go and takeaway food is choosing the most appropriate packaging." “We chose to work with Sabert, because they are a reliable supplier, and so easy to work with. Plus, they always seem to be one step ahead of other suppliers and they’re steadily introducing new packaging solutions which deliver great food presentation." “We use a tremendous amount of sandwich platters and plates, plus bowls for salads and pastas. The Superior brand is very important to us, so the fact that the majority of Sabert’s packaging can be printed is a real bonus. We’re even now looking at getting our recyclable paper cutlery branded, as we take every opportunity to reinforce our image. First impressions count and this is a very competitive market, so a high level of consistent branding gives us a definite edge." “Packaging has been through a difficult time, with single-use plastic bans and taxes, and our customers are smart and are well informed about sustainability and ethical issues. Working with Sabert has ensured we have always stayed ahead of changing legislation and been able to offer our customers a consistently high-quality range of sustainable products." “Operating in the most sustainable ways we can is a priority for Superior Catering and alongside choosing packaging which has material provenance – such as being FSC® approved – and ensuring that it can be either recycled or commercially composted, we have begun to focus on reducing food waste." “Our food and its presentation – which very much includes the packaging – consistently receives great feedback from our customers, so we are also beginning to think about ways to involve them more in our sustainability story. So that’s another benefit of being able to print messages as well as branding on our packaging." “Choosing the correct packaging is an operational necessity for all food service businesses. Food preparation and our whole back-of-house operation is where so much time can be saved. Sabert supplies practical, functional, stackable, nestable, easy-to-use packaging, which makes food look great and gives the consumer a positive experience, which is essential. Alongside the branding benefits I mentioned earlier that kind of sums up what packaging from Sabert delivers for us.”

The latest stage of the partnership between HMG Paints and FC United has been completed with the successful refurbishment of the St. Mary’s Road End (SMRE) Bar floor at Broadhurst Park. The bar, known for its unique display of club memorabilia and its vibrant community atmosphere, has been refreshed by staff and volunteers with a new grey finish using HMG’s Polyurethane Floor Paint. The project is the latest phase of the club's commitment to creating a welcoming and versatile space for fans, players, students and community groups alike. The SMRE Bar painted in FC United’s traditional colours of red, black, and white, not only honours the club’s history but also provides a comfortable environment for fans to gather before and after games to enjoy a pint and watch bands, poets and comedians together. Beyond match days, the SMRE space serves a dual purpose. The far end can be isolated to create a classroom space for the FC United Academy, where young players continue their education before hitting the club’s 3G pitches. Additionally, the versatile room is regularly used by community groups on both evenings, weekends and during school holidays, providing a safe and functional space for various activities. Paul Haworth, FC United’s Commercial Manager, expressed his gratitude, stating “Thanks to the help of HMG Paints the floor looks great. The fresh flooring and updated paintwork across the bar adds a professional touch to the space, making it more inviting for fans, staff, students and community groups." "We appreciate the support from HMG Paints and the hard work of our volunteers.” HMG’s Polyurethane Floor Paint, which was used in the project is a single-pack, versatile, and durable floor coating. Suitable for internal and external use, the floor paint provides good resistance to oils, grease, and thankfully beer spilt by celebrating supporters, and is designed for areas subject to light to medium foot traffic. The paint is easy to apply, touch-dry within 2 hours, and can be recoated after 16 hours. For added safety, the paint can also be formulated to be low-slip, with the addition of HMG’s Low Slip Additive. James Burton of HMG Paints added “It’s great to see the bar looking so good, and it’s a great showcase for Manchester and the community nature of the club. Supporters can enjoy the new look bar knowing the paint is made locally by fellow fans and enjoy a pint of Joseph Holt beer which is also brewed in Manchester." "The integration between local people, businesses and the club are what helps make FC United such a special club and we’re proud to partner with them.” Polyurethane Floor Paint is just one of the products featured in HMG’s new Sport Venues Coating Guide, which features a whole portfolio of products and useful information. To see a full list of HMG Paints products, all of which are proudly manufactured in Manchester under an ISO 9001 management system and bear the Made in Britain accreditation visit www.hmgpaint.com .

Nottingham garden room firm Cabin Master has reported huge interest in its sauna cabin range in response to a growing UK home leisure and self-care trend. The new range of cabins is an extension of the brand’s long-established luxury garden room business, which manufactures its bespoke products in Ilkeston and installs them across the UK. In recent years, health-conscious Brits have increasingly placed their focus on physical and mental wellbeing. From gyms to cold water plunge pools, UK households have honed-in on the ‘therapy at home’ trend. Now, Cabin Master’s home saunas are fast becoming the “hot” product since the firm launched them earlier this year. Kay Pollard, digital marketing manager for Cabin Master, said: “Our sauna cabins are completing the work-life balance equation, especially for home-workers. Alongside home gyms, they are fast becoming a ‘must have’ addition for the health conscious.” Saunas have been credited with a range of health benefits for the body and soul. In a recent article by Women’s Health UK 11 benefits were listed as being attributed to regular use of a sauna. These included improvements to circulation, blood pressure, stress levels, muscle stiffness and respiratory issues. Additional benefits were related to mood, sleep and cardiovascular health. Cabin Master, one of the UK’s leading manufacturers and installers of high-quality, bespoke garden rooms, branched out into designing sauna cabins after the Covid pandemic changed working practices and placed the emphasis on health and personal well-being. Kay said: “Covid changed many aspects of UK life but one of the positives that came out of the pandemic was the focus on self-care. This has rolled over into how households view their homes and gardens.” Launched for the first time this year, Kay said that sales of its sauna cabins had steadily increased as more people became aware of how easy it was to have one installed in their garden. Cabin Master, which has a show sites in Studley, Warwickshire, and Toton Lane, Stapleford, just off Bardills island, works directly with its customers to design and install bespoke sauna cabins. A typical sauna will only require an overall space of 3.7m x 3.9m so will fit neatly into most gardens. The timber building specialist said that a sauna of this size would comfortably accommodate five people on its integrated two-tier bench seating. Made in the UK from solid slow-grown Redwood, and using the very latest Thermwood technology, they are fitted with a Finnish-made 6kw electric heater. Kay said: “Customers are ditching the gloom of long winter nights ahead in exchange for Scandi-inspired sauna cabins that promote health and wellbeing regardless of the weather." “Not only are they warm and welcoming, ready to rid you of the day’s stresses, with regular use, they are proven to improve heart and mental health, relieve chronic pain and, of course, aid relaxation and lower stress.” The family run firm offers a free site survey, design drawings to customers’ own specifications, and finance options if required. Each building comes with a 10-year guarantee as standard on building materials, workmanship and labour. Cabin Master provides a range of insulated garden rooms. Its range includes annexes, garden offices, bars, gyms, photographic studios, barbecue cabins, additional school rooms and Arctic-style lodges. To find out more about the range of buildings on offer, visit the Cabin Master show sites in Nottingham and Studley or their website here

Business will bear the brunt of Labour’s record tax raising UK budget and need more government support, Scotland’s business leaders have warned. The Scottish Chambers of Commerce has urged both the UK and Scottish governments to find additional solutions to ease significant cost pressures. SCC Chief Executive Dr Liz Cameron CBE said: “While we accept the principle behind these budget changes and acknowledge the tough fiscal challenges the government faced, we were looking for a fairer and more balanced approach." “The increase in employer NICs and the reduction in the payment threshold will push costs even higher for our 12,000 member organisations. Combined with the rise in the minimum wage and the new Employment Rights Bill that’s likely to lead to cost cutting, lower pay increases, and fewer jobs at a time when we need more growth and investment.” The SCC called for the additional £3.4 billion of consequential funding for Scotland to be used to provide support for economic growth and the business community. “In particular, we hope the Scottish budget will deliver long overdue reform of business rates and bring relief for the hard-pressed hospitality sector in line with the rest of the UK,” said Dr Cameron. The SCC shared the disappointment that will be being felt by Scotland’s whisky industry at the increase in Alcohol Duty. “It is disappointing that despite the Prime Minister’s commitment to back Scotch producers to the hilt, we have yet another increase in alcohol duty. The last government’s hike cost the Treasury more than £300m in lost revenue while this latest rise takes the minimum UK tax burden on a bottle of whisky to over £12 for the first time – and the highest of any G7 country." “Clearly lessons are not being learned and we would urge the Chancellor to either re-think this decision or provide the whisky industry with additional support to enable future growth and investment,” said Dr Cameron. The SCC welcomed the increase in Employment Allowance from £5,000 to £10,000 saying it will support Scotland’s micro and small businesses with less than ten employees. However, Dr Cameron called for further measures and support. She said: “Rachel Reeves’ budget promised growth and investment and while there are many excellent measures they don’t seem to be bold enough or fast enough to counter this tax raid on businesses." "We need a faster, more proactive approach to support Scotland’s ambition, entrepreneurship, and innovation." “The budget boost for the Cromarty Green Hydrogen and Whitelee Green Hydrogen projects will help Scotland become world-leaders in alternate energies and boost international investment and jobs in a growing sector." “Together with the Argyll & Bute Growth Deal and the extension of the Innovation Accelerator Programme in Glasgow, these are the kinds of initiatives and support we need to see more of." “Glasgow’s achievement as one of the most innovative cities globally, and its status as the second leading emerging tech destination in the UK, underscores the region’s potential. Extending the programme will build on these strengths and create high-value jobs.” The SCC has also welcomed the £750,000 funding boost for the Scotland Office in 2025/26 to champion Brand Scotland. Dr Cameron said: “We urge the UK Government to expand this further and would welcome further engagement with the UK Government on working in partnership with business to promoting Brand Scotland across the globe.” The SCC is the leading voice of business in Scotland and represents firms from start-ups to major employers. Dr Cameron said: “The Chancellor’s move from short to long-term decision making will enable the retention and attraction of investors to Scotland, while schemes like the Enterprise Investment Scheme are the global gold standard and have put the UK at the forefront as an incubator of innovative start-up." “Extending such schemes is vital for the founders and workers generating the growth that is important to the government’s goal of restoring public finances.”

The key difference between the majority of family-owned businesses and publicly limited companies lies in the structure of ownership. Where publicly listed companies are concerned, the ultimate owners are the investors, with the day to day running and management of the company placed in the hands of the management and the board. Shareholders have the chance to influence matters to a degree at annual shareholders meetings, but the ultimate form of control lies in the fact that shareholders are free to sell their shares if they are less than satisfied with the operation of the business. The situation in a private family business is completely different, with ownership in the hands of what is usually a small number of family members. This ownership model is both a huge strength and a potential weakness. The strength of a family business lies in the commitment to long-term thinking and the creation of a lasting legacy that family members bring to running a business. The ethos of many family businesses lies at the heart of the success they manage to achieve, with customers buying into a set of values as much as a particular product or service. They have a personal as well as financial stake in driving growth and creating something they can pass on to future generations. The potential downside of this emotional investment, however, is that it can lead to decision making which isn’t wholly based on a rigorous analysis of the facts and which doesn’t draw on a sufficient number of external voices. The antidote to this risk lies in creating ownership and governance models which are robust and effective, and having a clearly defined expectation of what the family business will regard as success. Ownership Model The first choice the owners of a family business will need to make applies to the model of ownership, which essentially covers issues such as who is entitled to own the business and – if there are multiple owners – how the control over the business will be shared. What needs to be remembered is that the ownership model of a family business is intended to create a structure which can successfully be passed on through the generations for many years. This means that it needs to be chosen very carefully, with reference to the strengths and weaknesses of each potential model, and, once chosen, legally enshrined within documents such as articles and agreements. In some cases, the creation of a family constitution will enable the owners to clarify issues such as what is meant by ‘family member’, who actually owns the business, how decisions will be made within the business and how the question of succession will be handled. Formulating a family constitution helps to crystallise the aims, practices and processes of the business at the same time as creating a reference point if disputes arise at some point in the future. The various ownership options include the following: Sole Ownership – one individual owns the business and has responsibility for all decisions, a model which works when firm and decisive leadership is required, and when the business as a whole creates sufficient income to satisfy those members of the family who don’t have a say in how things are run. The biggest risks of the sole ownership model arise when considering how succession will be dealt with. The question to be answered will be whether succession is based on merit or birth-right, with the risk in either case being that the expertise and talent responsible for the success of the business will depart with the sole owner. Partnership – in this model the ownership of the family business is restricted to family members who actively work within the business. This model only works if clear rules are in place to deal with issues such as how individuals can leave or join the ownership group, and how those family members outside the group will be treated. The benefits of this model include the active engagement of the owners in day to day operations (and thus a clear understanding of how the business is functioning), with more resilience than the sole ownership model, as the load and responsibility are shared. The risks of a partnership model include the chance of conflict arising over which individuals are admitted to the ownership group. Distributed Ownership – in this model any member of the family is entitled to be an owner and take part in decision making. For some families this is as much a cultural choice as a business issue, and is particularly effective when the bulk of a family’s wealth is contained within the business. The risks of this model are that some members of the family entitled to be part of the ownership group may be less engaged than others, with dividing lines opening up between those family members who operate and run the business, and those who are investors. It is also important for this ownership structure to have an exit route set out for those family members who wish to sell their shares in the business and exit the ownership group. Concentrated Ownership – in this ownership model any member of the family is entitled to be an owner, but a specified smaller group are in control of making decisions and running the business. This deals with some of the issues often faced with the distributed ownership model, such as decision-making being slow when decisive action is needed. In many cases, the structure dictates that consensus may be sought on big decisions, but ultimately the CEO has a casting vote. The majority of family businesses will make use of one of these ownership models, or a hybrid combining two or more. It should be noted, additionally, that an ownership structure isn’t set in stone, as it may need to adapt when the business grows or when a choice is made to bring in third-party decision makers. Governance The ownership of a family business is important, but the governance structure which is in place is equally important. In the case of sole ownership, for example, the ability to make quick decisions can be hugely advantageous, but if the leadership is ineffective, it can be difficult for the business to drive growth and to attract and retain the kind of talent needed to compete. The ideal governance structure will be one which occupies a middle ground between the owners having total control and some responsibility being passed over to others, and hitting this sweet-spot becomes more difficult and complex as the business – and the family itself – grows. One simple template for an effective governance structure is to divide decision making into four: Owners – sets the overarching goals of the family business and elects the board The Board – oversees the operation of the business and hires the CEO Management – handles business strategy and direct operations on a day to day basis Family – maintains clear and transparent communication with the owners This model creates clear levels of decision making, and should be bolstered by a written constitution stating clearly which of the four branches of the business are entitled to make which types of decision, and who needs to be consulted before major changes are carried out. Other issues which need to be decided and set out through the ownership and governance structures include a definition of what the business will regard as success, and the degree to which this will include matters above and beyond earning power, such as links with the wider community, a commitment to sustainability and the creation of a long-term legacy. This definition of success needs to be communicated clearly across the business and the wider family, with concrete goals put in place alongside key metrics such as debt levels and return on investment. Last but by no means least, a successful family business is one which has a clear succession plan to deal with the issue of handing over to the next generation. A continuity plan needs to be in prepared long before the issue of succession becomes urgent, with conversations taking place amongst all interested parties in the family to create a framework for succession which has buy-in from all levels of the business. An approach which involves the current owners simply handing down their plans for succession is likely to cause conflict. Should you require  assistance or support in any aspect of structural, governance or succession planning for your family business , the team at Buckles  can offer impartial, experienced guidance on all aspects of ownership transferal. Contact us now to discuss the options available.

Chancellor Rachel Reeves’ budget promises greater investment in innovation but some of the proposed changes are already causing concern for many UK family businesses. Chancellor Rachel Reeves’ budget promises greater investment in innovation but some of the proposed changes are already causing concern for many UK family businesses. Here at Family Business United we appreciate the concerns but also recognise that family firms have weathered many changes over their lifetime and have a resilience as organisations that is part of their very DNA. We want to gauge the views of the nation on the key issues that we know are causing concern in order to prioritise the resources we develop and deliver to support family firms as they seek to plan appropriately for their future. Please select the most pressing concern for your family business and help us to determine the new agenda for UK family businesses in order to develop materials to help them address these concerns. As Paul Andrews, Founder & CEO of Family Business United explains, "Family firms are the engine room of the UK economy and operate in all sectors of the economy and need support to ensure they survive for generations to come, continuing to generate income, create wealth and employment and support the communities in which they make a positive impact each and every day." "For many, some of the announcements will come as a real shock and be causing immediate concerns and as an organisation that champions what they do and celebrates their contribution to the national economy each and every day, we need to do something to help them plan for the future. We will use the findings to create our agenda to develop resources, share new insights and innovations in terms of moving forward and continue to support them in every way possible." "For many, this will be a worrying time and our community needs to pull together and continue to develop frameworks and have conversations to plan for the future and minimise the potential impacts of some of the changes that were announced today."

A Gloucestershire travel company has added ten new coaches to its fleet following £3.9m of funding from Lombard. Bennetts Coaches, one of Gloucestershire’s leading coach operators, has significantly enhanced the sustainability of its operations by acquiring the energy-efficient, lower-emission coach models. This move aligns with the company's commitment to reducing its carbon footprint and supporting greener travel options. The new coaches are the latest Euro 6 engine models, meaning they have better fuel efficiency than the eight-year-old models they replaced. They are also customised to meet National Express requirements, featuring luxury amenities such as leather seats, charging ports, air conditioning, heating, and TVs. The business provides coaches for school transport as well as private hire for school trips, weddings, days out and corporate events. It is National Express’s chosen provider of coaches for the Heathrow Airport route—a crucial contract that has driven the need for more modern, environmentally friendly coaches. The business regularly works with the local men’s and women’s rugby teams, and has previously seen high-profile contracts for major US presidential visits, including a visit from Donald Trump in 2018. Lombard supported the business through deals worth a combined £3.9m to fund the new coaches. Gavin Bennett, Managing Director of Bennetts Coaches said: “We are incredibly grateful to Lombard for the funding towards our new coaches and for helping us to fulfil our biggest contract with National Express. Making our fleet greener was a key deliverable for us, so to have Lombard’s support was essential." “This marks a significant step forward for Bennetts Coaches, reinforcing our position as a leader in sustainable transport solutions in Gloucestershire, while continuing to serve our wide-ranging customer base.” Jason Holness, Senior Relationship Manager at Lombard said: “It’s been great to support Bennetts Coaches to become a greener business through the introduction of these new energy-efficient coaches. Lombard’s funding is helping the business to thrive as well as improving its sustainability. Who knows what big names the business will have on its brand new coaches!” Lombard is the UK’s largest asset finance provider. The company has been supporting businesses for over 160 years; whether investing in vehicles, equipment or cutting-edge technology, Lombard's business finance solutions give businesses the tools to help them grow and thrive. Part of the NatWest Group, Lombard has been funding renewable energy projects since 2010. It has a dedicated team providing specialist funding support for businesses looking to invest in renewable energy projects. Please contact sustainability@lombard.co.uk to learn more about the funding support available.

An ornate piece of artwork created by a world-renowned sculptor has found a new home in the grounds of a spa hotel on the shores of Windermere. The hand carved statue ‘Mr Valiant for Truth’, originally sculpted from French Limestone by Josefina De Vasconcellos, has been acquired by English Lakes Hotels and relocated to the gardens at Low Wood Bay Resort & Spa. The sculpture had previously been in situ at Lakeside YMCA for the past 30 years. In a bid to find a new site for its installation, the statue has been secured by the hotel group to ensure it remains in the Lake District. The catalyst behind the sculpture’s move is Josefina’s protégé, Cumbrian sculptor Shawn Williamson. Mr Valiant for Truth was completed in 1983 while Mr Willamson was working with De Vasconcellos. The jaded white limestone sculpture had originally been earmarked as a memorial carving for Josefina’s late husband, the painter Delmar Banner. Josefina had started the unfinished figure, over six feet high, at her studio in Little Langdale. She had ceased to work on it around 1970 but a new plan was hatched for its completion and location when Mr Williamson started working with her a decade or so later. Shawn Williamson explains: “When Mr Valiant for Truth was moved to Lakeside in 1985, I was working for Josefina as an assistant sculptor. The plan was to hoist it up by crane and set it out over Windermere to realise her husband’s vision of the man that looked over the burning lake in John Bunyan’s book ‘Pilgrim’s Progress’. “I feel privileged to have helped carry out some of the work on the statue under her direction at the time. It’s an incredible piece of art and I was just so pleased to be learning from her and working with hand tools in the traditional way. She has been a huge influence on my work.” Having first moved to the Lake District during the second world war, Josefina’s strong connections with Cumbria have been a feature of her historic works. One of her last stone carvings, Escape To Light, is located on the coast at Haverigg. And her war memorial carving called ‘The Hand’ is at St Bees' School. She lived much of her later life in the Langdale valley and Ambleside. English Lakes Hotels Resorts & Venues executive chairman Simon Berry explains: When we discovered that the search was on for a new installation site for Mr Valiant for Truth, we were determined to keep it here in the Lake District and give it a new home where it will be open to view for hotel guests and visitors to Low Wood Bay." “My Late father was a close friend of Josefina and I know he would be very pleased that this important work has now found this new home.” Josefina De Vasconcellos (1904-2005) first learned to carve at a stonemason’s yard in Manchester before winning a scholarship to London’s Royal Academy of Arts. She later studied in Paris under Antoine Bourdelle and also under the tutelage of Guido Calori and Libero Andreotti in Florence. Her sculpture works have featured all over the world, including at the Royal Academy, St Paul's Cathedral and the Paris Salon. Her most internationally famous sculpture, Reconciliation, originally installed at Coventry Cathedral, has seen subsequent versions established in Hiroshima’s Peace Park, at the Reichstag, Berlin, and on the Stormont Estate in Belfast. She was awarded an MBE in 1985. Low Wood Bay Resort & Spa is becoming a hub for local heritage, arts and culture around Windermere. As well as the new sculpture installation, other features include an ornate Victorian limestone rockery, the hotel’s Art in the Atrium display series and a print trail featuring a host of British artists. Photo: Simon Berry (left) from English Lakes Hotels and Shawn Williamson with the sculpture Mr Valiant for Truth at Low Wood Bay Resort & Spa.

Good Travel Management (GTM) and CT Travel Group (CTTG) have joined forces to establish a new £85m turnover travel group. This strategic move, backed by the now majority investor in both businesses, the John Good Group, has been completed to accelerate each business' aggressive growth plans in the Business Travel, Incentive, Groups & Events, Trade Missions and Leisure Travel markets. GTM, already a John Good Group business, acquired Wexas’ corporate travel business in 2023, has set out to be the partner of choice for business travellers who want to deal with a traveller-focused partner. CTTG brands, CT Business Travel, CT Groups Conferences & Incentives, CT Trade Missions and Pettitts Travel, have ambitious plans to continue growth in both the corporate and leisure travel markets. The recent investment in several key appointments has demonstrated its ongoing commitment to growth. Mark Kempster, founder of CT Travel Group, commented, "I am delighted that we are joining with Good Travel Management. We see a great opportunity to grow our combined position in the market and share values around our people." "GTM has a long-standing reputation within the industry. It has been operating in travel since the late 1800s and is known for its client-focused service. " "It has been an amazing journey since I founded CTTG in 1988, to the proud position we find ourselves in today. That journey has been enhanced by the support of my business partners Tom Kempster, Clare Collins and David Bevan all of whom have played a key role in the success of CTTG. I’m pleased to say that Tom and Clare will be joining me as shareholders, alongside the John Good Group, in this new combined travel business." "Over the last 37 years, I have had many experiences and made many friends within the industry, and I am now excited to continue that journey with the team at Good Travel Management and the John Good Group. We will be stronger together.” Combining GTM and CTTG creates a comprehensive global offering for existing and prospective clients seeking genuine, service-focused travel expertise. This will accelerate growth opportunities, expand the range of services available to clients, and combine expertise in tech, service, and industry knowledge. Clare Collins, COO of CTTG, emphasised the benefits of the aligned growth ambition and what the wider team’s capacity and capability can bring to its customers, "The alignment of like-minded ambition combined with our passion for growth on a global scale makes this the perfect DNA to take the merged businesses to the next level." "Our teams of talented and loyal people, along with our robust supplier relationships, will continue to provide rich content, innovation and competitive pricing." "We value our clients and promise to maintain and enhance our personable approach; this will not be waived. The combined travel group have established physical office locations in London, Kent and Yorkshire, allowing us to attract the best talent in the industry to our already passionate and talented team. We will continue to invest in our remote and hybrid teams, allowing them to thrive and this is something we are looking to enhance as we move forward with GTM.” As the integration process unfolds, the merged entity will focus on leveraging the strengths of both organisations to deliver unparalleled service to clients. Adam Walsh, CEO of John Good Group, shared his thoughts: “I’m delighted to have completed this deal to bring these two brilliant organisations together within the John Good Group. We are so well aligned in terms of growth ambition and outlook. It’s in both businesses’ DNA to deliver the best possible service to travellers." "Mark, Tom, Clare, Dave and the rest of the CTTG team have been on an impressive journey over the last 37 years in building the group of businesses we see today, and they should be congratulated for their successes. It’s a real credit to their dedication, entrepreneurial spirit and can-do attitude, and these characteristics resonate strongly with us." "Our business has been in the travel industry for more than a century, and this is another historic moment in its development. We want to be the travel company of choice for businesses and consumers." "We’re very focused on growing domestically and abroad and are committed to delivering an experience for clients where they feel the quality of our service. We’re not stopping here.” This reinforces the three pillars at the core of GTM's philosophy: People, Planet, and Performance. As a travel management company that delivers purpose with profit, the new entity is committed to creating a positive social impact for internal and external stakeholders. The company will maintain its planet-first approach, operating operationally carbon neutrally, with Business Travel, Incentive, Groups & Events, Trade Missions and Leisure Travel management teams trained in sustainability to advise clients on best practices for environmentally conscious business and leisure travel. This deal aims to set a new standard for travel businesses by uniting two respected names in the industry. It promises a future of innovation, sustainability, and exceptional service in the travel sector.

It is fair to say that family businesses, which are rightly described as the backbone of our economy, have not fared well in Rachel Reeves’ first Budget as Chancellor. Such businesses seem to have taken a disproportionate brunt of the burden and there is genuine concern that, in long term, these changes will have an impact on the survival of multi-generational family businesses. For context, the statistics from the IFB Research Foundation Report prepared by Oxford Economics in 2021, tell us that there are 5.3m family businesses in the UK and between the top 100 of these, turnover exceeds £138m. These businesses are said to employ 14.2m people and pay more than £200bn in tax each year. And yet, it seems that this contribution is not enough for our Chancellor! The headlines from the budget that will have a direct impact on family businesses on a day-to-day basis are that from April 2025: Employers NI contributions will increase from 13.8% to 15% and the threshold from when contributions become payable will reduce from £9,100 to £5,000. The National Living Wage will increase by 6.7% to £12.21 an hour (with increases for those under 20 as well). These increases are going to hit businesses hard when they follow the cost-of-living crisis, the inflationary wage pressure faced over the last few years and not forgetting the increase in corporation tax in 2023 from 19% to 25%. If this wasn’t all bad enough, the Chancellor is making changes to Business Asset Disposal Relief (already capped at a lifetime limit of £1m by the previous government), which effectively phases it out over the next couple of years. Rates are rising from 10% to 14% and then 18%. The big punch, though, comes from the restriction on the availability of inheritance tax relief. From April 2026, qualifying business and agricultural assets worth more than £1m will no longer attract 100% relief from inheritance tax. They will subject to a charge to IHT at a reduced rate of 20%. This includes AIM listed shares (but these do not benefit from the £1m tax free allowance). Introducing a 20% IHT charge to business owners (and farmers) is extremely punitive and likely to be damaging to the longevity of family businesses. Business Relief was introduced in the 1976 Finance Act to ensure that family businesses could survive as trading entities following a death, without having to be sold or broken up to pay IHT. And yet we are now facing a landscape where that is going to be unavoidable for some. Extracting money from a business to pay the IHT bill on the death of an owner will have its own tax implications or in the alternative, the deceased person’s estate will have to take the burden and meet the liability. And if you are reading this and struggling to feel sorry for the business owner and their family, what about the people they employ? All my business owner clients feel the responsibility they have to their employees, who in most cases are viewed as extended family. If these businesses can’t survive the increased tax burden on them on a day-to-day basis and then on the death or an owner, the implications will be further reaching that I think the Chancellor has considered. We will be keeping a close eye out for further detail as it emerges – and in the absence of any anti-forestalling measures, our advice to business owners is to take advice on the available planning opportunities pre April 2026 which might safeguard the family business for the longer term.

Six children with disabilities from Parkview Primary School in Summerston have been able participate in an eight-week block of horse-based therapy with the Glasgow Group of the Riding for the Disabled Association (RDA), thanks to a donation of over £3,000 from the Allied Vehicles Charitable Trust. The funds will support the group’s mission of improving the lives of disabled children and adults through equine therapy, enabling them to build confidence, improve physical health and enjoy new activities in a supportive and inclusive environment. As the only large Riding for the Disabled centre in the West of Scotland, and the sole centre in Glasgow, the RDA provides physical and mental health benefits to over 170 disabled participants each year, and have been delivering these life-changing services for over 50 years. The one-hour weekly sessions are designed to improve muscle tone through riding exercises such as obstacle courses and horseback games. Instructors and volunteers help riders develop their skills, building confidence and creating meaningful connections with their four-legged companions. Additional preparations prior to the sessions ensure horses are well-balanced and responsive to riders’ needs, while volunteers undergo specialised training to assist participants effectively. Supported by 100 volunteers and 12 coaches, participants take part in fun activities like horse riding and stable management which promote therapy, fitness, skill development, and personal achievement. The centre welcomes people of all ages and abilities, including those with additional physical support needs, disabilities, Autism, ADHD, and mental health challenges. Marianne Prentice, the Trusts & Foundations Manager at RDA Glasgow Group, said: “RDA Glasgow Group is about more than pony rides. Participants are welcomed as they are and feel a huge sense of accomplishment on being presented with rosettes that recognise the new skills they have learned." “We know how much our riding at RDA Glasgow Group means to our riders and the great benefit to their wellbeing. Their favourite place to ride is the sensory trail through woodland paths that curves round a duck pond. Novice riders are supported by RDA volunteers and coaches to build confidence in their own riding ability, and they can thrive with additional support." “We really appreciate the thoughtful and caring donation from the Allied Vehicles Charitable Trust to enable disabled participants to enjoy their own adventures on horseback.” David Facenna, Corporate Culture Director at Allied Vehicles said: "We’re thrilled to support the Glasgow Group of the Riding for the Disabled Association. Equine therapy offers significant physical and emotional benefits, and it’s inspiring to see the positive impact that these sessions have on the participants and their families." "We’re delighted that our donation will provide a fun, memorable experience for these children." Photo : David Facenna, Allied Vehicles Group's Corporate Culture Director.