Scotland's top hospitality operators will have to find a staggering £3* million after today’s Budget announcement by Chancellor Rachel Reeves. The decision by the UK Government to raise National Insurance Contributions and the National Living Wage has dealt a body blow to businesses across the country with hospitality one of the worst affected. Stephen Montgomery spokesperson for the Scottish Hospitality Group, which represents the largest group of independent, family-owned hospitality businesses in Scotland, comments, “Today's announcements are a blow to businesses across the country, but it is particularly concerning for the hospitality industry. It is estimated that it the Chancellors plans will add 10% to operating costs and it could certainly cost jobs." He explains, “The rise in National Insurance Contributions for employers at 1.2%, and the reduction from £9,100 to £5,000, will see most of our members paying an additional £160,000 a year and that’s before the 6.7% and 16% increase in the National Minimum Wage is included or the added costs implementing the Employment Rights Bill. For the larger businesses in our group, those with 700+ employees, it will add a staggering £3 million of costs when you factor in the National Living Wage increase." “SHG cannot see how this budget addresses the Government's ambitions of a 'dynamic, modern and growing economy.' The effect on hospitality, a key sector to growing the economy, will be to stifle growth and investment, the very opposite of what has been promised.” “With £3.4 billion in additional Barnett consequentials, the Scottish Government now has the funds available to make good on its commitment to support the hospitality sector and deliver an immediate reduction of the business rates poundage to 35p in the coming Holyrood budget." “This is particularly the case given the Chancellor of the Exchequer has extended business rates relief for the hospitality sector in England and has also indicated the UK Government will reform the entire business rates system from 2026." “Reducing the business rates poundage to 35p in the Holyrood budget would help the hospitality sector to boost economic growth, create jobs and support Scotland’s communities and high streets, while also ending the inherent unfairness that sees hospitality businesses taxed at a higher rate than retail businesses.” *The £3m quoted is made of National Insurance and NMW increases it excludes Pension Contributions increase and cost implementing the new Employment Rights Bill.

UK Warehousing Association (UKWA) Chief Clare Bottle has expressed her grave concern that the Government’s commitment to major infrastructure improvements has not factored in the increased pressure on supply chains. The warehousing sector will necessarily take the strain, she says, but where is the additional support from Government? “While we welcome the Government’s commitment to major growth-related projects, including massive investment in rebuilding the NHS, additional funding for the HS2 London Link, £1.4bn to rebuild 500 schools and £5bn for housebuilding, it is frustrating in the extreme that the role of supply chains – particularly warehouses – have neither been understood nor acknowledged, let alone helped with funding. From building materials to hospital beds and scanners, all will all require a functional supply chain for transport, storage and delivery." "Successful infrastructure projects depend on efficient, well connected supply chains. While the budget has announced funding for road and rail, yet again warehousing has been overlooked. We had hoped that the new Government would recognise that logistics is the fundamental backbone to growth of the UK economy and listen to our key ‘asks’. However, from that point of view, this budget feels like déjà vu." "The announcement of hundreds of new planning officers is very encouraging, as is the Government’s commitment to £240m investment in Trailblazer projects aimed at getting people into work. Warehousing has long faced challenges with labour and skills shortages, and UKWA has been closely involved with Trailblazers in the past. We await further details, but hope our sector is included in plans and will benefit from this funding opportunity." "On Business Rates, we note that there will be relief for retail, hospitality and leisure businesses, but not for warehousing. This is deeply disappointing as the basis for rating assessment of warehouses is intrinsically unfair, and we will continue to make this clear to policymakers." "Finally, the ‘double whammy’ of increasing employers’ National Insurance (NI) by 1.2% (which was expected) and reducing the threshold at which employers pay it from £9,100 to £5,000 (not expected), will hit warehouse operators hard, along with most other industries." "In summary, we support the capital investment plans outlined today by the Chancellor but believe that without investment in the supporting supply chains, successful delivery of such huge infrastructure projects is compromised. This budget simply goes to prove we need a Logistics Minister!”

A.C. Whyte is delighted to have commenced a £6m contract to deliver a major refurbishment project across three phases in Bingham, Edinburgh. This contract was awarded through a competitive tender as part of the City of Edinburgh Council’s CEC framework. The extensive works include roof strengthening and replacement, external wall insulation, cavity extraction and refill, loft insulation, window and door replacement, ventilation improvements, and common area upgrades such as lighting and close painting. Additional elements include disabled access improvements and electrical upgrades. These upgrades will significantly enhance the thermal performance of the buildings, ensuring greater energy efficiency and comfort for residents. In partnership with key stakeholders from the Bingham and Magdalene community, A.C. Whyte will also deliver a Community Benefit plan, bringing lasting positive outcomes to the area. Commenting on the project, A.C. Whyte’s Construction Director, Steven McNellis said: “We look forward to continuing our strong partnership with the City of Edinburgh Council. Having successfully delivered across multiple projects in recent years, this new opportunity at Bingham reinforces our commitment to providing high-quality, sustainable solutions that benefit both residents and the wider community.” We are proud to continue this partnership as we work to improve the lives of residents through transformative works in the months to come.

Understanding the interplay between imposter syndrome and family dynamics is crucial for both the wellbeing of family members and the future success of the business. We asked our Global Family Business Think Tank Panel if they thought imposter syndrome is a real challenge for the next generation on their family business journey. Over half of the panel agree that imposter syndrome is a real challenge that needs to be addressed by the next generation on their family business journey. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “It is important in any business to have clear goals, purpose and values and even more so for a family business where the relationships extend out from the boardroom and are impacted by the business family, some of whom may not work in or own shares in the business. Forward planning, clarity and transparency, using tools such as a family charter, help to secure future success and can assist in paving a smoother road to success by getting the business family on board.” Joanna Millar Legal Director, Anderson Strathern LLP “Imposter syndrome is a real challenge for the next generation, especially for women in family business. There is so much pressure on the next gen and so much on women in family businesses. Not being ‘able to be like Mum and Dad’ is I am sure a common concern from next gens which highlights those imposter feelings.” Kyler Gilbert Vice President, Business Consulting Resources “Imposter syndrome is one of the dynamics that requires more focus on when developing the family governance and the succession/legacy planning, to ensure that each generation is provided the freedom to build their own identity and legacy.” Creagh Sudding KPMG Private Enterprise “Many next gen family business members suffer as most others do (including their parents) from fear of failure. If they are lucky and have good people around them to connect and share with, they might lose some of this feeling over time.” John Broons Managing Director, John Broons Advisory “Imposter syndrome is over-rated. I would talk about imposter moments.” Daniel Kertesz Owner, Kertesz AG “Imposter syndrome is sometimes a challenge for the next generation. It helps if they can work with someone outside the immediate family circle, who can help in determining whether they are suffering from imposter syndrome or whether they need further professional development before joining the family business.” Claire Seaman Professor Emerita, Family Business, Queen Margaret University 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 below and is free to Family Business United members and digital subscribers (simply log in to access). If you are not yet a member or digital subscriber and wish to obtain access to the report, you can 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 Download the Global Family Business Think Tank Report, Autumn 2024 here

JCB has marked a major manufacturing milestone with the production of its one millionth engine. Production started in 2004 at JCB Power Systems in Foston, Derbyshire, and expanded to JCB India in 2010 with the opening of a dedicated plant in Ballabgarh, Delhi. From three engines a day 20 years ago, JCB now produces around 500 a day, becoming a world leader in the design, development and manufacture of diesel engines and is now pioneering development of hydrogen combustion engines. JCB Chairman Anthony Bamford paid tribute to the JCB teams around the world who have played a part in the engine’s success. Lord Bamford said: “To have made one million engines in 20 years is quite some achievement. This really is a significant moment for our teams around the world, a real achievement. The JCB engine is very well respected around the world for its reliability and very well appreciated by our customers. JCB machines work in dirt and hot and cold climates, and from the moment they go to a customer, they are working hard and doing a full day’s shift. The engine really is the beating heart of that reputation for reliability." “It was a major decision at the time to make our own engines and I was directly involved in that; it has paid off and I’m very pleased we made the decision. As we hit the milestone of producing one million engines, the time is right to acknowledge the part my father played in the design, not only of this engine, but other engines which he designed with other people in the past. My father died in 2001 so our engines were running as prototypes by that time, and he had a lot to do with it. I’m thankful he was involved in this engine so many years ago.” JCB Power Systems’ engines have been instrumental in helping set world records – firstly when the JCB Dieselmax streamliner, powered by two JCB engines, became the fastest diesel-powered car in the world in 2006 when it reached a speed of 350.092mph on the Bonneville Salt Flats, USA – a record that still stands. In 2019, JCB’s Fastrac tractor stormed into the record books as the world’s fastest tractor with a speed of 135.191 mph – thanks to JCB’s 7.2 litre, 6-cylinder Dieselmax engine. A team of more than 150 engineers is currently engaged in developing hi-tech hydrogen combustion engines for use in JCB machinery as part of a £100 million investment. More than 120 engines have come off the production line so far and many machines powered by these super-efficient engines are currently undergoing evaluation. Photo: Employees at JCB Power Systems in Foston, Derbyshire, celebrate the production of JCB’s one millionth engine.

Family businesses are a cornerstone of the global economy, contributing significantly to employment and GDP in many countries. Despite their diversity in size, industry, and geographical location, family businesses share a common set of values that drive their success and longevity. These values are deeply embedded in their operations and influence how they navigate challenges, seize opportunities, and plan for the future. One of the most fundamental values in family businesses is integrity and ethics. Upholding high ethical standards is crucial for building trust among stakeholders, including employees, customers, suppliers, and the broader community. Trust is a vital currency for any business, but it holds particular importance for family enterprises where personal reputation is closely tied to business practices. By maintaining integrity, family businesses can enhance their reputation and ensure sustainable growth over the long term. This commitment to ethical behaviour often translates into transparent business practices, fair treatment of employees, and responsible sourcing of materials. Another key value is the emphasis on a long-term vision. Unlike publicly traded companies that may prioritise short-term financial results to satisfy shareholders, family businesses often focus on long-term goals and stewardship of the business that spans generations. In fact, many family business owners will openly state that they see their role as custodian of the business for the future generations of the family that will follow them. This perspective allows them to invest in innovation, build enduring customer relationships, and weather economic fluctuations with resilience. The long-term orientation is usually driven by the desire to pass the business on to future generations in a stronger position than when it was inherited. This generational thinking encourages prudent financial management and strategic planning that prioritises sustainability over immediate profits. Purpose and community engagement are also central values for many family businesses around the world. These enterprises often see themselves as integral parts of their communities and take pride in contributing positively to society. This sense of purpose goes beyond profit-making; it encompasses social responsibility initiatives such as supporting local charities, investing in community development projects, or implementing environmentally sustainable practices. By engaging with their communities meaningfully, family businesses can strengthen their brand identity and build a lasting legacy that extends beyond financial success. Cohesion within the family unit is another critical value that supports the stability and continuity of family businesses. Shared values among family members promote unity and facilitate effective conflict resolution when disagreements arise. This cohesion is essential for maintaining harmony within the business and ensuring that all members are aligned with its mission and objectives. Moreover, a strong sense of unity helps in succession planning—a crucial aspect of family business management. Successful succession involves preparing the next generation to take over leadership roles while preserving the core values that have guided the business thus far. Family businesses around the world thrive on a set of core values that include integrity and ethics, a long-term vision, purpose and community engagement, and familial cohesion. These values not only contribute to their economic success but also ensure their resilience and adaptability in an ever-changing global landscape. By prioritising these principles, family businesses can continue to play a vital role in their communities and economies for generations to come.

World-leading experts Alfredo De Massis and Emanuela Rondi have published a new book that provides a roadmap to navigate the complexities, relationships and challenges for entrepreneurial families to prosper across generations. The Family Business Book is your comprehensive guide to building a strategy for your entrepreneurial family to prosper now and thrive across generations into the future. With a practical roadmap, you’ll discover how to understand the subtle nuances, complexities and key challenges of the journey undertaken by entrepreneurial families across generations, how to disentangle complicated family dynamics, and how to build a strategic plan to ensure long-term success and a lasting legacy for future generations. Full of practical templates, worksheets, reflection questions and actionable strategies, you will be guided in the development of a roadmap that allows your family to prosper across generations and in taking action to implement the roadmap. “Expert advice on how to maintain family unity and financial prosperity across generations.” Prof. Kimberly A. Eddleston, Editor-in-Chief of FamilyBusiness.org, Senior Editor of EIX, Schulze Distinguished Professor of Entrepreneurship, D’Amore-McKim School of Business, Northeastern University, and Academic Scholar, Cornell University, US “This book is essential for families looking to manage their wealth and business with wisdom and foresight.” Prof. Nadine Kammerlander, Chair of Family Business and Director of the Institute of Family Business and Mittelstand, WHU - Otto Beisheim School of Management, Germany Why This Book Matters: Entrepreneurial families collectively own a huge proportion of the world’s wealth and have an outsized impact on society It is challenging for family business to succeed across generations. The Family Business Book draws upon 20 years of research to explore the complex relationships and dynamics that entrepreneurial families navigate and highlights these as opportunities. The authors are professors with both academic rigor and hands-on experience as mentors, advisors, and directors at top university family business centres A groundbreaking exploration of family entrepreneurship, this book is a must-read for anyone involved in the intricate dance of family business and wealth management.” Prof. Eric Clinton, Director of the Dublin City University (DCU) National Centre for Family Business Families are the most prevalent type of business owners in any global economy. They collectively control a huge proportion of the world’s wealth and play a significant role in shaping wider society. However, succeeding across generations is difficult. Family dynamics and emotions add an extra layer of complexity to leadership and decision making, and only few family businesses continue to prosper beyond the first generation. So why is it that some families are able to build a legacy that will last far into the future, while others fade away? Now a new book, written by professors and world-leading experts in entrepreneurship and family business Alfredo De Massis and Emanuela Rondi, provides a practical roadmap to help families navigate these challenges and thrive across generations. The Family Business Book blends over 20 years of research with practical, real-world experience, to provide a unique combination of academic rigor and actionable insights. Readers will discover how to understand the subtle nuances, complexities and key challenges of the journey undertaken by entrepreneurial families across generations. Through its entrepreneurial family galaxy concept, the book shows how to disentangle complicated and emotionally charged family dynamics, to build a strategic plan that will ensure long-term success and a lasting legacy for the future. The book is full of practical templates, worksheets, reflection questions and actionable strategies to guide readers in the development of a roadmap that allows their family business to prosper. The Family Business Book takes a deep dive into the complex world of family business and is an essential read for family entrepreneurs, managers, professionals, business students and anyone interested in the dynamics of entrepreneurial families. Find our more and order your copy here

One of Scotland’s most successful hospitality operators, Buzzworks, has been recently named as one of the UK’s fastest-growing businesses for 2024. With 21 venues under its belt and plans for further expansion, the group has secured its position on the prestigious UK Fast Growth Index, which celebrates the top 50 fastest-growing companies across the UK, selected from over 5.6 million businesses nationwide. The recognition follows Buzzworks' continued expansion and success in the hospitality industry, where it has developed a portfolio of 21 venues across Scotland. Its success is driven by its dedication to delivering exceptional dining experiences while providing industry-leading staff benefits and fostering an inclusive workplace culture. Kenny Blair, Managing Director of Buzzworks, said: "We are delighted to be recognised as one of the fastest-growing businesses in the UK. This achievement is a testament to the hard work, passion, and dedication of our entire team." “Our approach—investing in local communities across Scotland and bringing our signature blend of food, drink, style, and service—remains a key part of our success. We’re proud to offer unique experiences that resonate with our guests and contribute to the vibrancy of the areas we serve." “We are committed to continuing our journey of growth, both through venue expansion and by investing in the wellbeing and development of our staff.” The official rankings will be revealed at the UK Fast Growth Awards on November 28 at the Bloomsbury Big Top in London. The awards celebrate the outstanding contributions of businesses across seven UK regions, spotlighting their role in driving economic growth. Professor Dylan Jones-Evans, the founder of the UK Fast Growth Index, said: "The businesses listed in this year’s UK Fast Growth Index represent the best of British entrepreneurship. Their collective contributions are driving significant economic growth, creating jobs, and shaping the future of the UK economy. We are proud to celebrate their success and look forward to revealing their place on the lists at the awards ceremony this November." In 2023, Buzzworks also earned its place in the prestigious Best Companies to Work For list for the eighth consecutive year, further solidifying its reputation as an industry leader not only in growth but also in employee engagement. The group was ranked 66th in the UK, 15th in Scotland, and 8th in the UK Leisure and Hospitality sector for its exceptional workplace culture. With plans for further expansion in 2025, Buzzworks remains dedicated to its ethos of delivering outstanding hospitality while creating a positive, supportive environment for its team members. The award-winning company offers an aspirational dining and entertainment experience across Scotland through its other stylish brands – Scotts, Lido, House, Vic’s & The Vine, The Duke, Thirty Knots, The Bridge Inn, The Fox and Herringbone.

Global engineering steel specialist, William Hare Group, has launched a major recruiting campaign to take on 50 new welders across two sites in Wales and Somerset. The jobs have been advertised with the goal of ensuring all new staff are in place by the end of this year, with 30 MMA (construction) welders required at Hinkley Point C and a further 20 fabricators and welders needed at the site in Risca, Newport. William Hare is providing innovative steel solutions for Hinkley Point C, where EDF Energy is constructing two new nuclear reactors to supply zero-carbon electricity for around six million homes. As a result of an increase in demand for heavy and complex fabrication, the Risca factory has this year expanded its operations to add a second factory shift and is now recruiting within the local community to maximise the output capacity of the facility. Welders at Hinkley would be expected to work an average of 48 hours a week, on a 10 days on/ four days off working pattern at £27.12 per hour while fabricators and welders at Risca would operate on a 37.5-hour week from Monday to Friday at £17.37 per hour. Candidates for Hinkley must have welding certificates using the MMA welding process to BS EN ISO 9606-1 standard, covering all positions and all material thickness. The Risca jobs are being targeted at the local Newport region, with the hope that all available roles could eventually be offered to people living within a ten-mile radius of the facility. Head of HR & Training at William Hare Group, Kirsty Brennan comments: “This is a great opportunity for anyone who is looking to come and work for one of the most respected businesses in the construction industry, and indeed, on one of the most significant projects of a generation at Hinkley." “The Hinkley Point C nuclear generator is the first of its kind to be built in the UK for 30 years and we are looking for highly motivated MMA Welders, with extensive knowledge and experience, to join our construction team on what is a most prestigious project. “We are looking to recruit the Risca welders from the local community. Securing long term employment opportunities for people in Newport demonstrates our social impact commitment to the area. It also means that we can look at developing the number of mentors within the facility and continue to grow our investment in apprenticeships for people in the area too.” The fabricators and welders needed at Risca will work on structural steel of varying grades and thicknesses, with both fillet welding and butt welding a part of the role. Applicants must be either time served or at NVQ Level 3&4. William Hare Group was established in 1945 and provides value-engineered steel solutions to some of the world’s most innovative and sustainable construction projects. A family-owned and run business, it has a turnover of c£300 million and employs 2,000 people worldwide. Or send your CV to: recruitment@hare.com

Family businesses are known for their unique blend of long-term vision, community-oriented focus, and personal involvement. Often, these companies go beyond profit to deliver social benefits, be it through community development, sustainable practices, or philanthropic activities. Measuring their social impact can be complex, but it’s essential for understanding their contributions to society and guiding future decisions. Here’s how family businesses can measure their social impact: 1. Define Social Objectives Clearly Before any measurement begins, it’s crucial for family businesses to define what "social impact" means to them. This can vary widely based on the nature of the business, its values, and the community it serves. Common social impact objectives for family businesses include: Job creation and employee well-being: Offering stable employment with good wages and benefits, especially in local communities. Community development: Supporting local initiatives such as education, healthcare, and infrastructure. Sustainability and environmental stewardship: Implementing eco-friendly practices and reducing carbon footprints. Philanthropy and charitable giving: Donations or corporate social responsibility (CSR) programmes that support social causes. By establishing these goals, businesses create a framework to measure their social contributions against specific, predefined outcomes. 2. Use Social Impact Metrics Once the objectives are clear, businesses can develop key performance indicators (KPIs) to track progress. Common social impact metrics include: Job creation and retention: Track the number of jobs created, local employment rates, and employee retention rates. Employee satisfaction and welfare: Use surveys or focus groups to assess employee well-being, job satisfaction, and access to benefits such as healthcare, pensions, and training opportunities. Environmental impact: Measure energy use, waste production, and carbon emissions to assess environmental sustainability efforts. Community investment: Track the amount of money or resources donated to local causes, the number of volunteer hours contributed by employees, or the reach of educational and healthcare programs sponsored by the business. Family businesses should collect data regularly to monitor trends over time, ensuring they understand their ongoing impact. 3. Engage Stakeholders in Feedback Stakeholders—customers, employees, community members, suppliers, and shareholders—offer valuable insights into a family business’s social impact. Engaging with them through surveys, interviews, or community forums helps to understand how the business is perceived and where it can improve. For instance, family businesses can gather feedback from employees about work conditions or invite community members to share how the company’s initiatives have affected their lives. This feedback is qualitative but vital, offering stories and experiences that show the real-world outcomes of the business’s efforts. 4. Use Social Return on Investment (SROI) Social Return on Investment (SROI) is a powerful tool for quantifying the value of social impact in financial terms. SROI assesses the broader socio-economic outcomes generated by an activity compared to its investment. For family businesses, SROI can capture both tangible and intangible benefits, such as: Economic value created by employing locals or supporting small businesses in the supply chain. Non-financial benefits like improved community well-being, better environmental practices, or enhanced education outcomes. The calculation typically involves assigning a financial proxy to social outcomes, such as estimating the cost savings to public health systems from community healthcare programmes sponsored by the business. This gives businesses a ratio that compares their social impact value to their financial investment. 5. Benchmark Against Industry Standards Family businesses can compare their performance with industry benchmarks or standards to contextualize their social impact. This may involve aligning with frameworks such as: Global Reporting Initiative (GRI): A widely recognised set of standards for reporting sustainability and social impacts. B Impact Assessment: A tool used by B Corporations to measure their impact on workers, customers, community, and the environment. UN Sustainable Development Goals (SDGs): Specific targets such as "Decent Work and Economic Growth" or "Reduced Inequalities" can guide a family business in measuring its contributions towards global challenges. By benchmarking, family businesses can see how they stack up against peers and identify areas for improvement. 6. Regularly Report and Communicate Impact Transparency is key to building trust with both internal and external stakeholders. Family businesses should regularly report their social impact through annual sustainability or CSR reports. This not only highlights achievements but also shows the business’s commitment to long-term social objectives. These reports should be comprehensive, including both quantitative data (e.g., number of people employed, funds donated) and qualitative stories (e.g., case studies of employees or community members who have benefited from the company’s initiatives). Sharing these reports through various channels—company websites, newsletters, or community events—ensures the business’s impact is visible. 7. Adjust Strategies Based on Results Measuring social impact is not a one-time exercise. Family businesses should use the data gathered to refine their strategies. If a specific social initiative is not delivering the desired results, businesses can reallocate resources or redesign programs to increase effectiveness. For example, if a business’s environmental initiatives aren’t reducing waste as expected, they might invest in new technologies or partner with experts to improve efficiency. Continuous improvement helps to ensure that social impact efforts are as meaningful and effective as possible. Measuring the social impact of family businesses requires a mix of quantitative metrics and qualitative insights. By setting clear objectives, engaging stakeholders, using appropriate metrics, and regularly reporting results, family businesses can ensure their efforts go beyond profits to make a lasting difference. In doing so, they strengthen their ties to the community, foster employee loyalty, and position themselves as leaders in social responsibility.

This November, Robinsons, Stockport’s oldest brewery celebrates 125 years of Old Tom, their original craft beer. The family brewers reveal Old Tom tributes dedicated to their fans and share how to get hold of a free sample. The dark 8.5% strong ale, developed by Head Brewer, Alfred Munton, was named after the brewery’s cat, Tom. In fact, the young tom cat found himself etched into eternity as Alfred’s hand sketched drawing became the first logo for the beer. This first sketch is on display at Robinsons Brewery Visitors Centre. Since its creation in 1899, the beer has won countless awards, including World’s Best Ale and Champion Beer of Britain Gold award. Over the years the brewers have continued to innovate with Old Tom, introducing special brews such as Chocolate Tom, Blonde Tom and Ginger Tom which have appeared on bar tops and supermarket shelves across the UK. There is no doubt the rich and malty ale has touched the lips of thousands of Stopfordians as well as further afield, finding its place across many family homes and cosy pub corners. To celebrate the milestone and recognise the heritage and loyalty of Old Tom’s drinkers, the family brewers have dedicated the momentous birthday to Old Tom drinkers across their home counties. Old Tom’s fans were encouraged to share their memories, stories and feelings about the beer that has been around longer than any of its drinkers before being gifted their memories back in the form of a poem on an iconic Stockport building, a stone’s throw from the brewery. Robinsons commissioned local writing group, The Writing Squad to bring to life over 60 memories through four written poems. You’ll find the poems across a selection of pubs who are celebrating Old Tom Day on 2nd November, including a special wall tribute in Stockport city centre. The contributors of the poem were invited to Robinsons Brewery Visitors Centre to toast to 125 years of Old Tom. As well as celebrating Old Tom through the memories of its drinkers, Robinsons will be giving away samples of Old Tom at October’s Foodie Friday in Stockport. Look out for their pop-up stand where you can get try free samples of Old Tom. You can find Old Tom in Robinsons pubs across the Northwest throughout November and in selected Asda, Co Op, Booths and Sainsburys stores.

UK consumer sentiment towards Electric Vehicles (EVs) is gathering significant momentum while buying intent for petrol and diesel vehicles continues to decline, according to EY’s latest Mobility Consumer Index. Key Findings: 59% of UK respondents intending to buy a vehicle in the next two years are prioritising alternative powertrain technologies, up from 54% in 2023 Only 36% of UK respondents in the market for a new vehicle are intending to purchase an Internal Combustion Engine (ICE), down from 41% last year 23% of UK respondents are eyeing a fully electric vehicle as their next purchase, up from 19% in 2023, and significantly up from just 6% four years ago 27% are intending to buy a hybrid next, up from 25% last year, while 10% are most interested in purchasing a Plug-In Hybrid, in line with 2023’s figures EY’s Mobility Consumer Index surveys 19,000 respondents across 28 of the world’s top auto markets Fifty-nine per cent (59%) of UK respondents intending to buy a vehicle in the next two years said their preference would be a Battery Electric Vehicle (BEV), Hybrid Electric Vehicle (HEV) or a Plug-in Hybrid Electric Vehicle (PHEV), up from 54% in 2023 and marginally above the average across the major auto markets surveyed (58%). Specifically, 23% said they were most likely to buy a BEV next, up from 19% last year, and 27% said they would opt for an HEV, up from 25% last year. Meanwhile, 10% of respondents said they were most interested in purchasing a PHEV, in line with last year’s figures. In contrast, only 36% of respondents intending to buy a vehicle said they would prefer to purchase an Internal Combustion Engine (ICE) vehicle, down notably from 41% in 2023 and slightly lower than the average across the major auto markets surveyed as part of EY’s latest Mobility Consumer Index (37%). Overall, 56% of UK respondents said they were either extremely likely or somewhat likely to purchase a vehicle in the next two years, up significantly from last year’s figure of 45%, and the highest figure of any European country. According to UK respondents, the leading factor driving increased interest in EVs is environmental concerns, with 35% citing this as a key reason for wanting to purchase one. Meanwhile, 31% cited high fuel prices, and 27% identified rising penalties on ICE vehicles such as additional taxes as a key concern driving increased preference towards EVs. David Borland, EY’s UK & Ireland Automotive Leader, said: “Following the remarkable resilience shown by the UK’s automotive sector over the past couple of years with consistent growth in new car registrations, it is encouraging to see EY’s latest Mobility Consumer Index suggesting that the nation’s forward-looking car buying intent is also on the rise. This is particularly pleasing given the challenges the UK has seen in declining private retail demand for vehicles in recent times, with fleet sales playing a crucial role in driving new car registration growth." “A particularly interesting finding from this year’s survey is that consumer interest in purchasing petrol and diesel vehicles is declining quite significantly – a trend which could prove a crucial support to the UK’s EV transition, especially in light of the Department for Transport’s intention to revert the ICE sales ban back to 2030." "This is particularly significant given some of the well-documented recent reports around the challenges that EV demand continues to face. Going forward, it will be critical for key players across the automotive ecosystem to collaborate in providing adequate incentives to consumers to make the switch to ensure the UK’s increasing EV buying intent follows a consistent upward trajectory and is converted into increasing sales.” Despite the uptick in EV buying intent among UK respondents to EY’s latest Mobility Consumer Index, there are still several concerns deterring some consumers from purchasing an EV. According to the Index, the top concern is expensive upfront purchase costs, with 37% of survey respondents citing this as a reason they may not opt to purchase an EV, up marginally from 36% in 2023. Meanwhile, a lack of charging stations was the joint-second most cited concern, with 23% of respondents unconvinced by the number of charging facilities in their locality and/or on their travel routes. However, this marks a significant improvement on 2023, when 37% cited a lack of charging stations as a key deterrent from making an EV purchase. With a focus on alternative powertrain technologies, a lack of adequate charging infrastructure emerged as one of the key reasons respondents were considering an HEV or a PHEV rather than a BEV. The other joint-second most noted deterrent around EVs was expensive battery replacement – marking the first time this has emerged as a leading issue for respondents. Importantly, attitudes towards the overall EV experience in the UK appear resilient according to the Index, with a significant proportion (88%) of current EV owners in the market for a vehicle saying they would likely buy another EV, similar to last year’s figure (90%). Maria Bengtsson, Head of Mobility at EY UK, said: “The EV story in the UK has been mixed of late. On the one hand, growth in sales of alternative powertrain vehicles so far in 2024 has represented encouraging progress. However, the Zero Emissions Vehicle (ZEV) Mandate requires automakers to ensure at least 22% of their sales are accounted for by ZEVs in 2024." "The fact that the UK’s year-to-date BEV market share as of September was only 17.8%, according to the Society of Motor Manufacturers and Traders (SMMT), is therefore a concern from a compliance perspective, and faster, more widespread uptake is needed. This is a particularly marked issue given the substantial penalties facing manufacturers for non-compliance." “EY’s latest Mobility Consumer Index indicates the UK is making in-roads with its EV transition, but there is room for improvement to ensure a smooth and effective transition while minimising teething problems. It’s important that policymakers work closely with manufacturers and retailers to help improve perceptions further around all-electric vehicles. Another key challenge will be addressing consumer reluctance around being wholly reliant on charging infrastructure. Expensive battery replacement is also a key concern for UK respondents, so offering solutions like competitive Battery as a Services (BaaS) options could help boost adoption.” In terms of the purchase experience for consumers, physical dealerships continue to play a crucial role. Fifty-five per cent (55%) of respondents said they would prefer to purchase a new car from a dealership/showroom with a slightly lower number (49%) for used cars. Meanwhile, 33% of UK respondents said their preferred vehicle purchase method was online, while 14% say they would evaluate all options, highlighting the ongoing need for both physical and digital retail experiences.