Navigating the ups and downs of financial markets can be daunting. Remaining invested when markets fall may seem counter intuitive, but it can be the best way to not crystalise losses and avoid your portfolio underperforming over the longer term. Trying To Time The Market Can Seriously Damage Your Investment Returns Amidst heightened volatility, it is understandable that you may be concerned about the impact on the value of your investments. But, while sharp declines in markets can naturally be disconcerting, if you want to give your investments the best chance of earning a long-term return, then it’s a good idea to practice the art of patience. Events Through Time Source: Bloomberg, MSCI World £ Price Index (MSCI: please see important information). Logarithmic Scale. 01/01/1971 – 07/04/2025. Past performance is not a reliable indicator of future results. A logarithmic scale represents data by showing proportional changes rather than equal increments. It progresses in multiples of 10 instead of linear steps. This approach is used here to effectively display both small initial returns and larger long-term growth within a single chart. When markets fall and fear dominates, it can be difficult to resist the temptation to sell out of the financial markets and switch to cash, with the idea of reinvesting in the future when feeling more positive about market prospects – trying to ‘time the market’. But this is a strategy that carries with it the risk of missing out on some of the best days of market performance. And this could have a devastating impact on long-term returns. Remaining invested may be an emotional rollercoaster during times of market stress, but research shows time and again that this is the best investment approach over the long term. For example, one study of US equity mutual fund investors showed that their tendency to try and time the market was a key driver of their underperformance (Dalbar, 2019)1. In the current environment, it is understandable that many people are concerned about geopolitical risks, and how this is being reflected in the value of their investments. Despite temptations to switch into cash, data shows that missing out on just the 10 best market performing days can have a big impact on long-term returns. Staying ‘fully invested’ during the ups and downs has resulted in an initial £100,000 portfolio, for example, having an ending value of £468,000, compared to £258,000 for those that missed the 10 best days in previous 25 years. This effect also highlights the powerful effect of ‘compounding returns’ over time. If, for example, the 50 best days are missed, the long-term returns are indeed negative. Timing The Market Source: Bloomberg, MSCI AC World TR £ (MSCI: please see important information), Dates 01/01/2000 to 09/04/2025. Chart shows performance of a £100,000 investment. Past performance is not a reliable indicator of future results. A different way of delivering the same message, where staying invested over the 25-year period generates annualised returns of 6.1%, compared to 1.1% annualised returns if one misses the 30 best days: Staying Invested Source: Bloomberg, MSCI AC World TR £ (MSCI: please see important information). Dates 01/01/2000 to 09/04/2025. One of the most common reasons investors lose money is when they try to time the market, trying to avoid the worst days of the stock market by cashing out and then re-investing when they think the market is going to pick up. However, as the chart below shows, the best and worst days of the stock market cluster. Try to miss the lows and you’ll probably miss the highs too. Missing the best days during the downturn and subsequent upturn can again have a large impact on the returns generated over the subsequent period. Best And Worst Days Tend To Cluster Source: Bloomberg, MSCI World £ TR (MSCI: please see important information), Dates 01/01/2000 to 09/04/2025. Chart shows 50 worst and 50 best days of one-day performance. Past performance is not a reliable indicator of future results. With the benefit of hindsight, we are now fully aware of the global impact of COVID-19, and the rapidity in which it has hit equity markets. While markets rivalled the speed of the virus in trying to price-in the near-term damage, we expected they could also be swift to act when a tipping-point was seen to be close- at-hand. World equity markets returned to highs around 120 days following 2020 lows. The current market meltdown appears politically driven, sparked by President Trump’s tariff policies rather than any inherent weakness in the economy. If history is a guide, recovery could unfold as swiftly as the decline once trade tension de-escalates. By keeping to an established and proven investment framework, we can look to take advantage of short- term volatility as we continue to seek out longer- term investment opportunities. We look to avoid behavioural biases that may result in decisions that negatively impact long-term return potential. Yes, the journey may not be smooth, but generally it is important to look through the noise, and remain invested during times of market stress. Important information Investors should be aware that the price of investments and the income from them can go down as well as up and that neither is guaranteed. Past performance is not a reliable indicator of future results. Investors may not get back the amount invested. Changes in rates of exchange may have an adverse effect on the value, price or income of an investment. Investors should be aware of the additional risks associated with funds investing in emerging or developing markets. The information in this document does not constitute advice or a recommendation and you should not make any investment decisions on the basis of it. This document is for the information of the recipient only and should not be reproduced, copied or made available to others. The MSCI information may only be used for your internal use, may not be reproduced or re-disseminated in any form and may not be used as a basis for or a component of any financial instruments or products or indices. None of the MSCI information is intended to constitute investment advice or a recommendation to make (or refrain from making) any kind of investment decision and may not be relied on as such. Historical data and analysis should not be taken as an indication or guarantee of any future performance analysis, forecast or prediction. The MSCI information is provided on an “as is” basis and the user of this information assumes the entire risk of any use made of this information. MSCI, each of its affiates and each other person involved in or related to compiling, computing or creating any MSCI information (collectively, the “MSCI Parties”) expressly disclaims all warranties (including, without limitation, any warranties of originality, accuracy, completeness, timeliness, non-infringement, merchantability and fitness for a particular purpose) with respect to this information. Without limiting any of the foregoing, in no event shall any MSCI Party have any liability for any direct, indirect, special, incidental, punitive, consequential (including, without limitation, lost profits) or any other damages. (www.msci.com) Brooks Macdonald is a trading name of Brooks Macdonald Group plc used by various companies in the Brooks Macdonald group of companies. Brooks Macdonald Group plc is registered in England No 4402058. Registered office: 21 Lombard Street, London, EC3V 9AH. Brooks Macdonald Asset Management Limited is regulated by the Financial Conduct Authority. Registered in England No 3417519. Registered office: 21 Lombard Street, London, EC3V 9AH.

Leading national maintenance contractor Novus Property Solutions has mobilised a significant contract with Anchor in the North West of England, closely following commencing work for another contract with Anchor in the South West. Last year, Novus was awarded two lots on the Anchor Outsourced Responsive Repairs and Asset Investment Works programme, which features a series of deals worth a total of around £1.7 billion over 15 years, as England’s largest not-for-profit provider of housing and care for people in later life pioneers the digitisation of its operations. The contractor’s work with Anchor in the North West covers a wide geographical spread including Merseyside, Cheshire, Greater Manchester and Cumbria. As part of the initial five-year contract, which has the potential to be expanded for a further five plus five years, Novus’ expert team will be carrying out a series of responsive repairs and voids as well as planned improvements across Anchor’s portfolio in the region. Collaboration between Novus and Anchor has played a vital role in the successful mobilisation of the programme, which was meticulously planned and featured regular progress meetings. As part of the mobilisation process, Novus’ team made around 20 scheme visits across the North West to identify potential social value projects for the duration of the contract. Furthermore, the contractor’s successful regional recruitment drive and week-long induction for around 50 local roles ensured staff were in place and engaged ready for the contract to go live. Steve Gayter, Executive Director at Novus Property Solutions, said: “We’re proud to have recently begun our work with Anchor in the North West, marking the next stage of our partnership with the organisation. The successful mobilisation of both projects with Anchor – located hundreds of miles apart – demonstrates our team’s dedication and skill, and further cements our position as a maintenance contractor of choice across Great Britain." “We look forward to further building our relationship with Anchor’s team in the North West, as well as making a real difference to communities across the North West through local employment and social value projects.” Anchor’s Chief Executive, Sarah Jones, said: "We are pleased to be working with Novus in the North West and South West. Completing repairs and planned property works on time, to a good standard, at a price that represents value for money, is central to our residents’ experience of their homes and it is vital that we get this right. We will work in partnership with our new contractors and our technology provider to achieve this outcome for residents, and make the process more efficient for colleagues.” About Anchor Anchor began more than 60 years ago and today is England’s largest not-for-profit provider of housing and care for people in later life. It provides housing to rent and to buy and residential care homes, including specialist dementia care. In total, Anchor serves more than 65,000 residents in almost 55,000 homes across almost 1,700 locations. Its residential care services employ the majority of the 10,000 strong workforce, providing services to residents at more than 120 care homes. Anchor operates in more than 85% of local councils in England. Anchor is an accredited real Living Wage employer – a mark of recognition awarded by the Living Wage Foundation.

Family-owned business, Little’s Chauffeur Drive has announced its expansion into the Aberdeen market through the acquisition of Vigilant Chauffeur Services. This strategic acquisition brings together two highly respected names in the industry and marks an exciting new chapter. Whilst Little’s has supported clients in Aberdeen for nearly 60 years through its established operations in Glasgow and Edinburgh, this move represents a significant local investment – including the introduction of a dedicated fleet based in the North East. Vigilant Chauffeur Services (Vchauffeur) has built a strong reputation for exceptional service and local expertise. To ensure a smooth transition and maintain the high standards both companies are renowned for, Little’s will work closely with Vchauffeur Director, Mark Cochrane, over the next year. His in-depth knowledge of the local market and long-standing client relationships are expected to be instrumental in further developing Little’s presence in Aberdeen and the surrounding areas. With this acquisition, Little’s will now offer its full suite of award-winning services directly from Aberdeen, and clients – both new and existing – can expect 24/7 access to a world-class service, not only in Scotland, but across the UK and internationally. Heather Matthews, Managing Director of Little’s Chauffeur Drive, said: "This acquisition is a great step forward for both businesses, combining strengths to enhance our service in Aberdeen. As we near Little’s 60th anniversary, it reflects our continued growth as a proud family business with a strong heritage and commitment to excellence." Mark Cochrane, Director of Vchauffeur, commented: "After an exciting five-year journey building the Vchauffeur brand and reputation, our recent acquisition by Little’s made perfect sense. We share the same principles of providing our clients with exceptional service, discretion, and professionalism. I now look forward to working closely with Little’s to further develop and enhance their presence within the North East of Scotland." About Little’s Chauffeur Drive Little’s is a highly respected luxury chauffeur company established in 1966. Headquartered in Scotland, the company operates in over 125 countries, delivering unparalleled travel support to ensure clients experience five-star service wherever they are in the world. From VIP airport transfers and large-scale events to bespoke chauffeur-driven tours of Scotland and more, Little’s caters to a wide range of travel needs with professionalism and care. Services are available 24/7, with every call answered directly by the team – no automated systems or recorded messages. Little’s is known for its personal touch, commitment to discretion, and seamless delivery, making it a trusted supplier for exceptional travel experiences.

St Austell Brewery’s first-ever low-alcohol IPA has taken the low/no alcohol scene by storm, winning its second award in just six months since its launch. Proper Job 0.5%, which was modelled on the business’s renowned flagship Proper Job IPA, scooped a silver award at the prestigious World Alcohol-Free Awards 2025. The World Alcohol Free Awards is the only international competition aimed exclusively at judging non-alcoholic drinks, from beers, wines and spirits to soft drinks. At the blind tasting, judges described Proper Job 0.5% as having "enticing colour, with a classic hop-driven nose, and flavours of pine, grapefruit, and caramel. Medium-bodied, with good richness of flavour, firm bitterness, and a long finish. Refreshing, sessionable, and pairs well with full-textured dishes.” Proper Job 0.5%, which made its debut in October 2024, is the result of over two years of careful development and taste testing. Led by Brewing Director Georgina Young, the team worked tirelessly to create an authentic low-alcohol version of its flagship Proper Job IPA. The result is a crisp, refreshing beer brewed with the same hops – Cascade, Willamette, and Chinook – as the original Proper Job, delivering the signature citrus, grapefruit, and pineapple notes that have made it a favourite among beer lovers. Georgina Young, Brewing Director at St Austell Brewery, said: "It’s amazing to see the rapid success of our first low-alcohol beer. While it took time perfect the recipe, that has clearly paid off, resulting in a well-balanced IPA that offers exceptional flavour without the alcohol. Launching Proper Job 0.5% was a proud moment in itself, and receiving this award celebrates the craft, quality and excellence that went into creating it." Following its successful launch in bottle, and with demand for low/no alcohol products ever-growing, the beer was also launched in a convenient can pack this month. The beer won its first award earlier this year, taking home a gold in the beer category of Taste of the West. The awards are run by the UK's largest independent regional food group which promotes and supports food and drink from the South West of England.

Social care providers across the UK are "sleepwalking over a cliff edge" according to Dr. Robert Kilgour, Founder and Exec Chair at Renaissance Care, one of Scotland's leading businessman and social care sector legend who founded Four Seasons (which became one of the largest care home groups in the UK) in 1989. Speaking on Newcross Healthcare's,Voices of Care podcast, Kilgour delivered a stark assessment of the sector's precarious financial position following Budgets in England and Scotland, warning: "Care homes will close, and vulnerable elderly will die as a direct result of these budgets." Kilgour pointed to recent financial pressures that have created what he described as a "triple whammy" for care providers in England centred on increased costs arising from rises in the national living wage and changes to national insurance. He was critical of Ministers claiming that over £800m was being given in extra funding for the sector stating: “That’s an outright lie. They’re not doing that.” This was funding given to local authorities he explained and “it's not ring fenced” for social care. “And by the time it does get to the front line of social care, it's a vastly smaller number." Kilgour said Government really needed to understand the real-life effects on business of their measures adding pointedly that: “When you look at the current Labour Government front bench there’s nobody with any business experience.” For Renaissance Care alone, which operates 19 care homes with 900 registered beds across Scotland, these "unbudgeted and unexpected" changes will cost £900,000 annually, putting severe pressure on the company's finances despite its relatively strong position in the market. He also called out commissioning practices in Scotland highlighting how the private sector provides care at half the cost of public sector care home provision. The consequences of the added financial pressures above, according to Kilgour, will be far-reaching: "My worry is certainly in Scotland, second half of this year and the first half of next year, I think is going to be a lot of care homes that are going to close." He added that some smaller care home groups have indicated "they're going to have to go cap in hand to their bank because they will be likely to breach banking covenants." Kilgour was also particularly critical of recent reform attempts, including the proposal for a Scottish National Care Service, which he initially welcomed but which he pointed out has "spent £30 million without one single hour of extra care being delivered." Kilgour outlined how the promise of a National Care Service fell apart in Scotland. “Perhaps something Wes Streeting needs to learn from given such a service was a part of the Labour Government Manifesto?” says Voices of CareHost, Suhail Mirza. Kilgour remains a strong believer in the social care sector adding that “... the demographics for the sector are really, really good.” Despite creating one of the largest care home groups (Four Seasons had over 100 homes by the time Kilgour exited) Kilgour is wary of the very large care home model’s sustainability given current market and fiscal conditions; these require greater investment in clinical governance and technology even as margins are lower post Covid. At Renaissance Kilgour explains he has sought to “grow in clusters” and this specialist regional approach also allows for “bolt on acquisitions." To address the issues for the sector and promote new thinking, Kilgour has launched the Social Care Foundation with former Deputy Prime Minister Damian Green as Chair, creating what he describes as "a platform and something cross-party to encourage and support meaningful reform of social care across party." Arguably only such a consensus can truly address the sector’s long known and perennial challenges? The Voices of Care podcast, hosted by Suhail Mirza, continues to provide a platform for sector leaders to address critical issues facing health and social care across the UK.

Over the years, I’ve sat in dozens of briefing meetings about senior hires in family businesses. On the surface, they often start the same way: a job title, a list of desired qualities, maybe a comment about wanting someone who can “hit the ground running.” But the conversations that stick with me — the ones I find myself thinking about long afterwards — tend to come a little later, once the room relaxes and there’s permission to say what’s really on people’s minds. Like the founder who said, quietly: “We’ve never hired outside the family before. How do we know someone else won’t just come in and try to change everything?” Or the board member who sighed and said: “We want someone exceptional, but let’s be honest — we’re not paying at that level. How are we going to make this work?” These are the moments where the real brief starts to emerge. Because hiring in a family business is never just about finding a set of skills — it’s about legacy, relationships, and trust. When The Pay Question Hangs In The Air One of the most common tensions is around what the business is prepared — or able — to pay. In many family firms, senior leaders have been with the business for years. They’ve grown alongside it. Their packages reflect loyalty, not market trends. So when the family decides to bring in new leadership — someone with external experience or specialist skills — the expectations around pay don’t always align with the reality of the market. There’s often a moment when someone says: “I know we’re asking for a lot, but I just don’t think we can go above £X. It wouldn’t sit right with the others internally or even what the family earn.” And that’s a fair concern. Because it’s not just about the budget — it’s about the message it sends. How will it land with the long-serving FD who’s been steadying the ship for 15 years? Or the sibling who’s been quietly underpaid for a decade? These are sensitive conversations, but they’re essential. That’s why we often start with benchmarking — not just to understand what the market says, but to give the family a clearer sense of what’s possible, and how to approach it in a way that feels fair. “They Must Fit” — But What Does That Really Mean? Perhaps the most common phrase I hear is: “They’ve got to fit.” And they’re right — fit is everything. In a family business, the wrong hire can create friction fast. But when I ask, “What does fit mean to you?” — there’s often a pause. One client said: “They just need to ‘get us’… but I’m not quite sure how to define that.” Another said: “We’re a bit of an odd bunch — you either click with us or you don’t.” Often, “fit” comes down to emotional intelligence. It’s about how someone listens, how they handle grey areas, whether they can build trust without demanding it. But unless that’s unpacked and defined, it becomes a moving target — and that’s not fair on the candidate or the business. Helping families put language around this — to get clearer on what kind of leader will thrive in their environment — is a big part of the value we try to bring. When Not Everyone Agrees In many cases, the family isn’t fully aligned on what they want — and that’s OK. One sees the role as strategic, another wants someone who’ll stay close to the detail. One thinks it’s time to hand over more responsibility, another isn’t quite ready to let go. As one founder put it, in a moment of real honesty: “I want to step back a bit… but not totally. I still want to be involved.” It’s a completely understandable position — but if that isn’t clear from the outset, it can lead to confusion and frustration later on. Is the new person there to lead? Or to support? Are they expected to take charge, or to defer? These differences aren’t a problem — unless they’re left unspoken. That’s why one of the most powerful questions we ask early on is: “What will success look like 12 months after this person joins?” It’s amazing how often that opens up something new. Not just about the role, but about the business more broadly. Sometimes, it even leads to a rethink of what they’re hiring for in the first place. This Is Where The Real Work Begins At TWYD, we’ve learned that the real value in any senior appointment lies in the conversations before the search begins. We take time to understand the personalities, the history, the points of tension, and the ambitions that don’t always get said out loud. We ask the questions that create clarity — about role design, expectations, pay, fit, and family alignment. Sometimes, we help shape the role. Sometimes, we suggest a Viability Assessment before diving into recruitment. And sometimes, we say: “Not yet. There’s a bigger conversation to have first.” Why It Matters The right hire can be a turning point for a family business. But only if the process is thoughtful, honest, and grounded in a shared understanding of what’s needed — and what’s possible. That’s why the conversations that stick — the ones about identity, trust, culture and care — are the ones that matter most. They’re where the real work begins. And they’re why I do what I do. About the author - David Twiddle is the Managing Partner of TWYD & Co , a leadership advisory firm working exclusively with family businesses and family offices. With over 30 years’ experience in executive search and leadership advisory, David brings a commercial mindset, a calm, considered approach, and a deep understanding of the unique dynamics at play in family enterprises. He works closely with clients to make confident leadership decisions — whether that’s planning succession, hiring a non-family executive, or building alignment at board level.

Artificial Intelligence (AI) isn’t just about chatbots and sci-fi robots, it’s already making countless decisions in our daily lives, often without us even realising it. From curating the music we listen to, protecting our bank accounts, and even helping us avoid traffic jams, AI has seamlessly integrated into our routines. With AI’s influence growing faster than ever, Payman Taei, founder and CEO of Visme, reveals seven surprising ways AI is quietly shaping our everyday lives: 1. AI decides what you watch and listen to: Ever wondered how Netflix, Spotify, or YouTube seem to know exactly what you’ll love next? AI tracks your preferences and suggests content, creating a highly personalised experience. 2. AI powers Alexa, Siri and Google Assistant: Voice assistants like Alexa, Siri, and Google Assistant use AI to recognise speech, understand context, and execute commands, such as setting reminders and adjusting your smart home. 3. AI shields your inbox from spam and scams: If you rarely see spam emails in your inbox, thank AI. Platforms like Gmail use machine learning to filter out unwanted and malicious emails, protecting users from phishing and scams. 4. AI maps your route before you even leave: AI is the backbone of navigation apps like Google Maps and Waze, analysing real-time traffic to predict delays and suggest the fastest routes. 5. AI knows what you want to buy: Online retailers like Amazon use AI to study your browsing habits and recommend products you might like, leading to those eerily accurate shopping suggestions. 6. AI protects your bank account: Banks rely on AI-powered fraud detection to flag suspicious transactions in real-time, helping prevent fraud before it happens. 7. AI organises your digital life: AI is behind facial recognition in your photo gallery, auto-tagging friends on social media, and categorising memories, making it easier to find photos without endless scrolling. Payman Taei, founder and CEO of Visme, added: “Most people don’t even realise how much they depend on AI daily, from entertainment and security to personal convenience.” “The rapid evolution of AI means that these tools will become even smarter and more intuitive. As AI grows, it’s reshaping industries, businesses, and everyday experiences in ways we couldn’t have imagined a decade ago.”

A Scottish home improvement specialist is celebrating a major birthday this week when it turns 150 years old. R Mitchell (Glass) Ltd, which was launched in Hawick by Robert Mitchell in 1875, is looking to mark the significant milestone by hosting a special open day at its Currie Road showroom in Galashiels on Thursday April 10th. The company is Scotland’s oldest glazer, providing a large range of conservatory, orangery, double glazing windows and doors in Edinburgh, the Lothians and the Scottish Borders. Built on a strong customer service focus, these founding principles still run through the business today under the ownership of fourth generation Lewis Roden. In addition to the open day, Mitchell Glass is planning to give itself a perfect birthday present with the £75,000 modernisation of its showroom getting underway shortly. “We’ve come a long way since Robert ran away from home at 14 and honed his glazing skills in Edinburgh,” explained Lewis, who joined the business in 1999. “He used to ride his bike to installations with the glass on his back – I’m not sure we’d get away with that these days! Mr. Mitchell was a big character who, despite not finishing school, went on to have a successful career in politics. He became a town councillor at the turn of the century and helped secure funding for a critical local bridge and library.” He continued, “It remained under Mitchell family ownership until 1947 and came into my family when my great-grandfather, James Fisher, was asked by the Mitchells to run the business during the war." “After serving his apprenticeship in Hawick, my grandfather Bill Fisher opened premises in Gala Lane, Galashiels, before converting shops and houses in Market Street (into what is now Quins). In addition to glazing, they sold paint, tools, and wedding gifts before commencing aluminium window manufacture in the basement. The move to our current purpose-built factory in Currie Road took place in 1978." “My father, Peter Roden, was taken on in 1983, and following my grandfather’s death, he and Bill’s daughter, Susan (my mum), successfully ran the company for twenty-six years before retiring and leaving me at the helm." “Family is really important to the way we run the company. Our founder made the business all about delivering personalised service and the best possible customer experience, and that’s exactly what we’re still about – achieving a Net Promoter Score of 88 and winning 92% of new orders from ‘word of mouth’ and recommendations.” Mitchell Glass, which is part of the Conservatory Outlet network, is launching several special offers at its Open Day tomorrow, including a double chance to win a free front door (worth up to £3000) and ‘get an exact day quote for your project’ - with a discount on the day or pay £150 now and pay the rest in six months. With it being the school holidays, the company has also arranged a bouncy castle and face painting for children, whilst a ‘design the door’ competition will give people the chance to win a Family Cinema voucher. Lewis went on to add: “2025 is going to be a great year for the business. As well as our showroom redevelopment, we’re really excited to be showcasing the new ‘Extreme’ window range that is due to launch later this year." “This new range features ‘Super-Vault’ locking technology, which promises to deliver the most secure and airtight solution on the market and features the UK’s first and only 12mm wide super-bolt that’s 4x bigger and tougher than other options. This new window will make your home more efficient and, importantly, safer than ever." “We’ve got exclusivity on this product, and we can’t wait to bring it to market later this year.” Mitchell Glass was the first Scottish retailer to join the Conservatory Outlet (CO) network in 2011 and has been one of the organisation’s most consistent performers. Greg Kane, CEO of CO, continued: “A massive happy birthday to Lewis and the team up in Galashiels; it’s a massive achievement to trade for more than 150 years." “We have been part of the company’s history for nearly 25 years, first under Peter Roden and now his son. It is a fantastic business that excels in customer service, and we can’t wait to help it write the next chapter in its successful history.” As it celebrates 150 years, Mitchell Glass remains committed to evolving with the times, adapting to new technologies, embracing sustainability, and continuing to deliver the personal service that has kept it at the heart of homes across the Borders for generations. Caption for pics: Mitchell Glass (Staff): Lewis, Peter and his mum Susan (centre) with the Mitchell Glass team in 2000 Robert Mitchell: Robert Mitchell, founder, outside his store in 1875 Mitchell Glass Steve Scott: (l-r) Susan, Peter and Lewis Roden (front) with some of the Mitchell Glass team in 2023.

Jonathan Neame, Chief Executive of independent family brewer and pub company Shepherd Neame, was officially appointed as High Sheriff of Kent. Guests and dignitaries including the outgoing High Sheriff of Kent, Dr Gill Fargher, attended the Declaration Ceremony at St Mary of Charity Parish Church in Faversham. The ceremony was conducted by Reverend Simon Rowlands and the Bishop of Dover The Rt Revd Rose Hudson-Wilkin, and the Declaration was led by the Resident Judge His Honour Judge Julian Smith and the President of the Supreme Court The Rt Honourable Lord Reed. It was followed by a reception in The Old Brewery Store events venue at the Faversham Brewery. The Office of High Sheriff is a non-political Royal appointment for each county in England, Wales and Northern Ireland. High Sheriffs represent the Sovereign within their county in respect of matters relating to the judiciary and maintenance of law and order. Most practical tasks are delegated to the legal courts and the Chief Constable of Police, but formal responsibilities include ensuring the well-being of High Court Judges on circuit, being present at Royal visits, acting as returning officer for parliamentary elections, proclaiming the accession of a new Sovereign and attending various ceremonial functions. High Sheriffs serve for a year, and receive no renumeration for their work. Jonathan Neame is the fifth generation of his family to run Shepherd Neame, and has been Chief Executive since 2003. His recent industry positions have included Master of the Worshipful Company of Brewers from 2022 to 2023, and he has also held a number of roles in Kent including Chairman of Visit Kent from 2015 to 2020, and serving as Deputy Lieutenant of Kent in 2013. He was also awarded an Honorary Doctorate from the University of Kent in 2016 in recognition of services to Business and Kent. Jonathan Neame said: "It is an incredible honour to be appointed High Sheriff of Kent. I am proud to take on this role and look forward to serving the people of Kent during the coming year.” At the end of the Declaration Ceremony, candles were lit by representatives from Kent Volunteer Police Cadets and HMPPS Community Payback Team, along with Victim Support and Porchlight, the two Kent charities which Jonathan Neame has chosen to support during his year in office.

Harrison Spinks’ Technical Manager Ethan McGuigan has secured a top title in an awards programme from national trade body the British Furniture Association (BFA). Ethan won the Award for Sustainability Champion - recognising an individual who has gone above and beyond to champion sustainability in the workplace. He joined Leeds-based Harrison Spinks in 2022 as part of the sustainability team, with the task to further improve the company’s self-sufficient, vertical marketing ethos. The company designs and manufactures its own springs in-house at its Leeds site, as well as rearing sheep and growing natural hemp fibres and linen flax on its very own Yorkshire farm. Ethan McGuigan was nominated for the award for his impactful green- thinking strategy in the company’s sustainability journey. The Future of Furniture Awards recognise excellence in sustainability and education, in the furniture industry - and the award was announced and presented to Ethan at the trade body’s Furniture Components Expo, held recently at the Telford International Centre. BFA MD Phil Spademan said: “Our Future of Furniture Awards are recognised as a hallmark of businesses that are forward-thinking and recognise the importance of sustainability in the workplace." “Ethan has made a significant impact throughout his company, delivering business-wide sustainability training and improving employees’ understanding of its sustainability strategy. “He has created a more sustainable future in the furniture industry.” In 2023 Ethan joined a panel at ISPA EXPO in the United States, the world's largest tradeshow exclusively for the sleep products industry. He highlighted how sustainability should be integrated into good business practices and that sustainability is not just about environmental responsibility, but also looking after employees and community. Ethan said: “I was delighted to win this award and am committed to making Harrison Spinks the UK’s most sustainable bedmaker. The better informed we are about our production processes, the better we can tailor our solutions to improve." “Sustainability is not about drastic change - but focusing on responsible business and being more flexible to the changing business environment.” Harrison Spinks was the first bed manufacturer to win a Queen’s Award for Enterprise in Sustainable Development in 2013 and was recognised again in 2019, and more recently in 2024 with a King’s Award.

STEP, the professional body for trust and estate practitioners, has today launched a major report Attitudes to Wealth – the first STEP survey of its kind capturing the insights of global clients’ attitudes to wealth and tax from more than 900 private client advisors across 86 countries. This report comes at a critical time as multiple countries contend with rapid economic, political, and tax policy transformations. It offers a clear snapshot of the evolving attitudes toward wealth, taxation and social responsibility. Why This Report Matters Now Debates over wealth taxes gained unprecedented momentum at the World Economic Forum in Davos last year following calls from 250 billionaires and millionaires under the alliance of the Patriotic Millionaires to introduce wealth taxes to help pay for better public services around the world. This was followed by bold proposals at the G20 to tax the wealth of billionaires by at least 2 per cent annually. STEP’s report provides clarity on what matters most to today’s ultra-high-net-worth clients. It reveals that, beyond the heated public discourse, securing financial stability for future generations remains the key driver for clients, but new generational perspectives are starting to influence priorities. In an era marked by technological disruptions and geopolitical risks, this insight is highly pertinent. Attitudes to Wealth demonstrates the importance of avoiding assumptions and the need to fully explore each client’s values and objectives to develop a truly personalised approach. Key Findings: Future-focused wealth planning : Financial security for future generations tops the list of priorities. Advisors report that today’s clients are increasingly informed and intentional about setting up enduring legacies that safeguard their families’ futures. Increasing awareness of social responsibility : Social responsibility is becoming a key consideration, especially among younger clients, but it has yet to translate into meaningful action. Balanced tax strategies : While taxation remains a key concern, mitigating tax exposure is not the most influential factor for clients and there is a shift towards an approach that balances efficiency and compliance with long-term wealth planning. Generational differences may drive new approaches to tax planning and a change in language around tax. A need for enhanced education : There is a pressing need for greater public and professional education on trusts and related structures. Clear, accessible knowledge is crucial for clients, policymakers and the broader public to dismantle misconceptions. Breaking family taboos : The persistent reluctance to discuss wealth openly within families remains a significant hurdle to proactive planning. Overcoming these barriers is essential for early and effective wealth management. Holistic, values-driven advisory : A significant number of advisors are now engaging clients in comprehensive discussions about responsible wealth stewardship, integrating philanthropic interests and personal values into tailored planning strategies.   Catherine Grum TEP, a spokesperson for STEP, said: "Safeguarding legacy for current and future generations overwhelmingly remains a priority for clients. What is also apparent is that attitudes are not uniform with some clients taking steps to limit their wealth accumulation. The same is true in relation to their views of taxation." "In the main clients have a more negative than positive attitude to tax which may not be surprising but more than one in 10 reported a more positive attitude towards taxation. A significant number of practitioners had clients who actively declined tax reliefs. It’s therefore increasingly important to take the time to ascertain where your clients stand." "There's a clear rise in social responsibility, particularly among younger clients. It's encouraging to see advisors routinely broach philanthropic giving. There remains significant potential to embed these discussions at the core of wealth planning, aligning financial decisions with personal values and purpose." "Over the next decade, we are likely to see a significant shift in client attitudes, amid rapid technological advances, geopolitical risks and evolving tax policies. The challenge for practitioners is to adapt and position themselves to support clients across the spectrum. With increasing reliance on AI and automation, maintaining strong client relationships while promoting responsible wealth stewardship will become more critical." Strategic Implications For Practitioners The report outlines actionable steps for wealth advisors: Empower through education : Enhance client financial literacy and guide them through complex family dynamics. Adapt to new priorities : Tailor strategies to meet the evolving expectations of younger, more socially conscious clients. Stay ahead of change : Proactively monitor legislative shifts and advise on cross-border tax issues, ensuring compliance while achieving client end goals for their wealth and family security. Champion sustainable investments : Assist clients in navigating sustainable investment opportunities, effectively balancing impact goals with financial returns. Avoid misleading information : Ensure a sound understanding of climate change and social justice issues to avoid pitfalls like greenwashing, while adapting to increasing demand for transparency and accountability. Demonstrate global expertise : Provide expertise in cross-border tax, immigration policies and international laws to help clients navigate increasingly complex global scenarios. Deliver personalised, trusted advice : Emphasise the irreplaceable value of personalised, human-centric advisory services in an era increasingly driven by AI and automation.   To read the full Attitudes to Wealth report, visit the STEP website here

One of Scotland’s leading hospitality operators celebrated their long-serving team members at a special ceremony in Ayrshire. Buzzworks, which was recently named the UK’s ‘Best Managed Pub Company’ at the prestigious Publican Awards, raised a glass to the members of the team who have been with the organisation for over five years during a glittering ceremony at The Vine in Prestwick. Members of the Buzzworks team from across the company - including kitchen and front-of-house teams, members of the maintenance and project departments, and those based at the central support office in Kilmarnock, were lavished with a theatrical dining experience, show stopping entertainment and fireworks. Invitees were personally welcomed on a red carpet by Buzzworks founders Colin, Kenny and Alison Blair and the company’s Head of People, Nicola Watt, with members of the team receiving a personalised gift and touching hand-written message, thanking them for their service. Of the award winners, nearly 40 were commemorated for ten or more years’ service and were given personal recognition by Colin, Kenny and Alison. A special nod was given to three members of the team who have marked over 20 years with the company, including Danny Poli, 2nd Head Chef at Scotts Troon; John Winton, Sous Chef at Lido Troon and Debi Bradford from the Customer Services team. Debi said: “Being part of Buzzworks for so many years has been an incredible journey, and I’m so proud of everything we’ve achieved as a team." “We’ve been through so much together, and it truly feels like a family. The whole evening exceeded my expectations - I didn’t expect such a spectacular celebration, and it really made me feel special.” She added: “I appreciate the lengths Buzzworks went to in recognising us.” Nicola Watt, Head of People at Buzzworks, added: “Our people are at the heart of everything we do, so we’re incredibly proud to celebrate the dedication and passion of our long-serving team members." “The evening was truly emotional and filled with so much pride as we came together to celebrate those who have helped make Buzzworks the success it is today. To have so many individuals who have been with us for five, ten, or even twenty years is a remarkable achievement for any employer, but to achieve this in hospitality is truly exceptional." “A special mention must go to those who have been with us for over a decade – and especially Danny, Debi and John who have been with Buzzworks since its inception in 2002 – they have helped our company grow to where it is today and have contributed hugely to its success thus far." “We love to recognise our great team and this event, which will be held annually, is a perfect opportunity to appreciate our long serving members.”