EMR, a global leader in circular materials, has joined the newly launched Circularity in Practice initiative as a founding member, supporting a nationwide effort to turn circular economy thinking into practical action across UK industry. Circularity in Practice, inspired by His Majesty King Charles III, brings organisations together to rethink how materials are used in the places where we live and work – keeping valuable resources in use for longer through reuse, remanufacturing and high-quality recycling. For EMR, the initiative reflects a simple reality: tomorrow’s products depend on today’s materials. Every day, materials sitting in workshops, factories, vehicles and landfills hold the potential to power the next generation of vehicles, buildings, wind turbines and infrastructure. At EMR, our role is to keep those materials in use. Working with businesses across construction, manufacturing, infrastructure and many more, we recover metals and plastics that would otherwise be lost. Across EMR sites, those materials are sorted, processed and prepared for reuse or recycling before returning to supply chains as high-quality circular materials for tomorrow’s products. By keeping those resources in use – again and again – we help reduce carbon, cut waste to landfill, strengthen the UK’s long-term resource security and protect the resources we all depend on. We also work with manufacturers to design products with recycling in mind — because the circular economy starts long before a product reaches the end of its life. It starts at design, ensuring the materials in today’s products can be recovered and recycled into the next generation of products. Bill Firth, General Manager Business Development at EMR, was a guest speaker at the Circularity in Practice launch event yesterday (16th March). Bill Firth said: “It is a great honour to be a Founding Member of Circularity in Practice initiative. It’s inspiring to be part of turning circular economy thinking into real-world action and changing how we value and manage our finite resources." “At EMR we see every day that tomorrow’s products depend on today’s materials. But achieving true circularity will only happen if we work together — sharing not just resources, but knowledge and experience too." “Being part of this initiative gives us the opportunity to learn from others across industry and share what we’ve learned from decades of recycling and resource recovery. We look forward to strengthening those relationships, building new ones and solving tomorrow’s challenges together.” Chris Sheppard, CEO at EMR added: “The circular economy is at the heart of everything that we do at EMR. We create circular materials from our recycling activities which are then supplied back into manufacturing supply chains to ensure that we do not need to extract resources from the planet." “We are extremely proud to be a Founding Member of Circularity in Practice Initiative. We look forward to working with other signatories to promote and raise the adoption of circular economy practices across the UK, learning and sharing with other likeminded companies and organisations.” The initiative, inspired by His Majesty King Charles III’s lifelong commitment to environmental stewardship, encourages businesses to pledge to plan, act, partner and share progress as they embed circular thinking into their operations. Founding signatories include organisations from across construction, manufacturing, property, materials, recycling and professional services. By sharing practical examples and working together across supply chains, the initiative aims to unlock the commercial and environmental value of circular systems. With more than 150 sites and around 4,000 colleagues worldwide, EMR already processes millions of tonnes of materials each year – returning high-quality recycled metals and plastics to global supply chains and quietly powering the circular economy at industrial scale. As industries look for ways to reduce carbon, secure materials and keep pace with changing regulation, initiatives such as Circularity in Practice show what’s possible when businesses work together to make the most of what we’ve got before it’s gone. For more information visit EMR.

Investment in a Nottingham based motor dealership is driving sales, service and recruitment through the roof after a newly launched van centre achieved 60 sales in just six weeks, smashing its annual target. NK Motors, which has new and used car centres in Nottingham and Derby, was exclusively selected at the end of January 2026, to become one of only 50 Kia PBV Van Centres in the UK. The Chilwell dealership in Eldon Road Business Park is the only site in Nottinghamshire where drivers can view and test drive Kia’s first dedicated electric van line-up – including the Kia PV5 Cargo and the new 7-seater passenger vehicle. Now, the dealership has revealed it has smashed the manufacture-set target of selling 60 vans annually, by making 60 sales in just 6 weeks. Sanj Kumar, group managing director, said: “Our success has been phenomenal. We’ve smashed our annual target and are motoring onward – literally going from 0-60 in 6-weeks." “Our reputation, investment in our people and places, plus the five-star service we provide, has never been doubted, but the speed at which these vehicles have driven off the forecourt is outstanding, surpassing even our expectations.” NK Motors has made considerable investments in its people and infrastructure over the years, but its latest cash injection has driven the dealership to further success. In November 2025, it announced £1m would be splashed at its Chilwell site. The expansion came in response to rapid growth in sales and service operations. As NK Motors in Chilwell shifts up a gear, the car showroom has now doubled in size, the dedicated van centre, which opened just one month ago, has expanded, and the accident repair centre and body shop has been fully upgraded with state-of-the-art equipment. Sanj said: “As a BSI-approved facility, (British Standards Institute) it is our priority to maintain the highest standards of quality and safety. Investment has been focused on acquiring the latest equipment and technology, ensuring our team can deliver efficient, precise, and reliable work." “This ongoing investment reflects our commitment to providing customers with a top-quality experience and maintaining our position as a trusted, industry-leading body shop." “No wonder our body shop and accident repair centre is fully approved and trusted by most major insurance companies and manufacturers to repair their vehicles.” Going on to praise the team at NK Motors, Sanj said: “We have a tremendous team of long serving and newly recruited staff who are valued for their loyalty and commitment to customer service." "As a family-run company, we cultivate a culture where colleagues support one another, celebrate successes together, and genuinely care about each other’s growth and wellbeing. This ethos supports high staff retention. However, thanks to our expansion, we now have a flurry of job opportunities.” The team of around 130 staff include 65 at the Chilwell site. It is Sanj’s intention to boost that figure to 80 by the end of the year. Current vacancies include roles for additional vehicle buyers, a dedicated van sales manager, a van service manager and a service advisor. Sanj added: “These roles reflect the strength of our growth and our commitment to building a team that can support our expanding sales and service departments." “We genuinely value our customers’ loyalty and by continuing to reinvest in our facilities and operations, we are ensuring that customers benefit from improved services, enhanced surroundings, and a team equipped to deliver the highest standards of care.”

Timings For The Day (Subject to Change): 8.30 - Registration & Coffee 9.00 - Welcome & Introduction 9.20 - Opening Keynote – Cybersecurity 9.50 - Family Business Insight (Crieff Hydro) 10.20 - An Audience with Polly Staveley (TL Dallas) 10.45 - Family Business Insight (Hainsworth) 11.15 - Coffee and Networking 11.45 - Family Business Matters 12.15 - Panel Discussion (Culture in Family Firms) 1.15 - Lunch and Networking 2.00 - Workshops 3.00 - Afternoon Tea and Networking 3.20 - Closing Panel Discussion (The Family Business Agenda) 4.15 - Closing Remarks 4.30 - CLOSE The Programme For The Day 8.30am Registration and Coffee 9.00am Welcome and Introduction - Paul Andrews, Founder & CEO, Family Business United 9.20am Opening Keynote - Cybersecurity: The Single Biggest Risk To Your Family Business: Daniel Teacher, Managing Director, T-Tech Daniel is the CEO and Founder of T-Tech and has spent the past 14 years transforming the accounting industry through cutting-edge technology. T-Tech is a leading MSP and Cyber Security provider, driving digital transformation for accountants and SMEs to achieve peak efficiency, lower risk, and maximise value. Featured as a technology expert on BBC News and Global News, Daniel also a recognised keynote speaker at accounting events across Europe. My expertise spans Accountancy, MSPs, Cyber Security, Tech, AI, Business Systems, and Change Management. Daniel will share with us his insights on cybersecurity and why it could be the single biggest risk to your family business. 9.50am - Family Business Insight: Stephen Leckie, Chief Executive, Crieff Hydro Stephen is Chairman and Chief Executive of Crieff Hydro and the fifth generation of his family to run this hotel and estate since 1868. The company is now the oldest trading registered company in Scotland which owns seven hotels with 1,000 staff. He is currently Chair of Visit Scotland, Past Chair of the Scottish Tourism Alliance, Immediate Past President of the Scottish Chambers of Commerce, a committee member for UK Hospitality and Lord-Lieutenant of Perth and Kinross. Stephen has a broad background as an operator of hotels, self-catering and attractions across different parts of rural Scotland, and is well versed in the challenges and opportunities on the ground. As a longstanding Chair of various companies Stephen is also familiar with working to maximise the impact of boards and organisations. Stephen’s wife Fiona is a Director of Crieff Hydro and Head of Projects and Interiors, who with their family of four share Stephen’s varied interests - classic cars, Land Rovers, piping, skiing, trials biking and sailing. 10.20am An Audience With Polly Staveley, Managing Director, TL Dallas Polly started her career as a Graduate Trainee in Corporate Finance at Yorkshire Bank after graduating from Newcastle University. After several happy years at the bank she joined the family business, TL Dallas Group in 1999 and has worked her way through the business and is now Group Managing Director. Polly will share her journey in the family firm and the emphasis that they place on mental health and wellbeing within the business. Along with her brother Mackenzie they are the fourth generation to run the business, started by their Great Grandfather in Bradford in 1919. 10.45am - Family Business Insight: Balancing The Old With The New & The Next Era Of Growth - Amanda McLaren, Managing Director, AW Hainsworth Amanda McLaren is the non-family Managing Director of AW Hainsworth, a 242 year old Textile Manufacturing Business, based in Pudsey, near Leeds, where she is charged with leading the Business through a new era of growth. Backed by family shareholder investment, Amanda was appointed in April 2021, to establish and implement a long-term sustainability strategy for the business, which would ensure it would continue to thrive, for many generations to come. Amanda has spent over 35 years working across UK Manufacturing – gaining experience in Mechanical Engineering, Electronics, Automotive, Leisure and Textile Sectors. For over 20 of these years’, she has operated at Board level. She will share with us the story behind AW Hainsworth and their plans to futureproof the family firm for generations to come. 11.15am Coffee and Networking 11.45am - Family Business Matters An update on the latest developments from Family Business United, key research findings and all the latest news including the National Family Business Lifetime Achievement Awards. 12.15pm Table Talk - Crafting A Family Business Culture Our experts will discuss the ways in which they have used the very essence of being a family business to create the culture within their organisations, the nature of the underlying values and the steps they have taken, the programmes they have introduced and share the challenges they have faced and the outcomes and benefits that have resulted from their endeavours. Our presenters include: Nick Hipkiss - Commercial Director, Furniture Village Luke Consiglio - CEO, The Pantry UK Bev Mitchell - Founder, Beverley Mitchell Consulting Louise Croce - People & Culture Director, AV Dawson   1.15pm Lunch and Networking with lunch including cheesecakes from The Pantry. 2.00pm Workshops Each delegate is able to select and attend one of the workshops that run concurrently. -------------------------------------------------------------------------------------------------------------- Workshop 1 - Creating The Legacy You Want To Leave Behind. COUNCIL ROOM Facilitated by Dan Cushing Your family story is your superpower and capturing it well can become a real source of competitive advantage, driving the family business to new heights. This session will be facilitated by Dan Cushing, Founder of Para Familia, an agency working with family businesses and challenger brands to capture the real essence of who they are as a business as they plan their evolution. -------------------------------------------------------------------------------------------------------------- Workshop 2 - Building Trust In Your Family Enterprise During Difficult Times. SUNLEY ROOM Facilitated by Mairi Mickel This session will be facilitated by Mairi Mickel, Founder of Mairi Mickel's Business Families. Family Businesses have been hit with many obstacles in the past 5 years - a global pandemic, tax rises, Business Relief changes, pension Raids and tariffs to name a few - and difficult times often exacerbate the underlying tensions in a family business. In this session you will learn how to create a high-trust family business culture, handle conflict with more ease and learn to lead with love and logic. -------------------------------------------------------------------------------------------------------------- Workshop 3 - Balancing The Needs Of The Family & The Family Firm. DRAYSON ROOM Facilitated by Nick Mayhew This session will be facilitated by Nick Mayhew, Co-Founder and CEO of Alembic Strategy and will be an interactive session looking at communication and the needs of family members and the role of the family with the business, and the business with the family members, where needs often differ and are not met. It will look at some of the practical processes to enable family members to communicate more effectively in order to create certainty, understanding and better communication. -------------------------------------------------------------------------------------------------------------- Workshop 4 - Apprenticeship Reforms, Succession & Capability: Who's Ready To Lead? MAIN AUDITORIUM Facilitated by Sara Taylor Family businesses rarely fail because of markets — they fail because succession is messy, emotional and often starts shaping itself years before anyone talks about 'taking over.' Apprenticeship reforms, succession and capability: Who’s Ready to Lead? uses the world of Succession to explore the real behavioural patterns that begin in childhood, adolescence and early career, and continue into the leadership pipeline. From founder shadow to entitled heirs, overlooked siblings, reluctant successors and the outsider CEO, delegates will diagnose their own succession dynamics and uncover the capability gaps that quietly form long before the moment of handover. The session will translate those gaps into practical development actions that strengthen emerging leaders at every stage — whether they are already in the business or still watching from the sidelines. And because capability-building doesn’t happen by accident, the session also includes a clear, up to date briefing on the apprenticeship landscape and the reforms shaping it. Delegates will see how structured, externally validated pathways can build capability early, de-risk succession, and support both family and non-family leaders in complex family systems. This session is fresh, honest, and designed to help you future proof your leadership pipeline with confidence and will be hosted by Sara Taylor, Head of the Executive Development Network. -------------------------------------------------------------------------------------------------------------- 3.00pm Afternoon Tea and Networking 3.20pm Closing Panel Discussion - The Current Family Business Agenda Given the current economic and political climate it is not easy running a family business. Things are constantly evolving in terms of rules and regulations and plenty of conversations are taking place in board rooms the length and breadth of the country and our final panel will come together with plenty of insights, ideas and thoughts on some of the prevailing issues that are high on the agenda. Our panellists include: Andrew Malcolm, CEO, The Malcolm Group Duncan Jackson, CEO, Buckles Simon Brewer, CEO, Brewers Decorator Centres Kate Nicholls, Chair, UK Hospitality 4.15pm - Closing Remarks - Paul Andrews, Founder & CEO, Family Business United 4.30pm - Close

Independent family brewer and pub company Shepherd Neame is proud to announce that it is supporting historic 80ft Thames sailing barge Greta for another year. Built in 1892, Greta was charted by the Ministry of Supply during World War II and is one of the few surviving – and oldest still sailing – ‘Little Ships’ that took part in the Dunkirk evacuation in 1940, bringing Allied soldiers back across the Channel. Shepherd Neame has sponsored Greta, which is based at Hollowshore Moorings in Faversham, near the home of its historic brewery, since 2005. The barge’s 1,500 sq ft red ochre mainsail features the logo of Shepherd Neame’s award-winning Whitstable Bay collection of beers. Greta has been operating as a private charter barge for over two decades, sailing throughout the summer season offering trips to the Red Sands Forts or into the Swale Estuary to see rare wildlife including local seal colonies. She spends her winter in Faversham for essential maintenance and repairs, and then is moored in South Quay Whitstable Harbour from April until October. Skipper Steve Norris, 65, who lives in Faversham, has been sole owner of Greta since 1990. The father-of-two said: “Shepherd Neame has been supporting our ‘Little Ship’ for almost two decades now, and we are incredibly grateful to have its sponsorship for another season. The funds will ensure that we can keep her on the water and allow more people to enjoy a truly unique sailing experience with us.” Shepherd Neame’s Brands Marketing Manager Rose Davis said: “We are thrilled to be able to support Greta for another season, and help preserve this iconic part of marine history.” To find out more about Greta and book a trip, visit here.

Make UK survey shows collapsing domestic demand and rising costs weigh on confidence and recruitment, even as output and investment hold steady. UK manufacturing has begun 2026 on a fragile footing. Output and investment are boosted following a weak end to 2025, but collapsing domestic orders and rapidly rising costs, likely to be worsened by higher oil prices and Middle East tensions, are weighing on growth, margins, and business confidence. Key findings: UK orders drop sharply in Q1, suggesting domestic demand has collapsed Businesses hike prices at the fastest pace since 2023, driven by rapidly escalating costs As a result, recruitment is lagging behind expectations and confidence has fallen for the third consecutive quarter However, output growth is steady following a recent slump While investment intentions continue to gradually increase Manufacturing forecast to grow by 0.9% in 2026, after contracting in 2025 Make UK’s latest Manufacturing Outlook report, published, shows that while production edged up in the first quarter of 2026, after a post-Autumn Budget slump at the end of last year, the recovery remains modest and fragile amid persistent uncertainty around orders and costs. The survey suggests the sector is set to grow by 0.9% in 2026, a slight rebound after contracting by 0.2% in 2025, but the outlook is precarious. Escalating tensions with Iran, and related disruption to shipping routes through the Strait of Hormuz, could push energy prices even higher and further upset global supply chains. For a sector already facing some of the highest industrial energy costs among major economies, any sustained increase in oil and gas prices could add further pressure to business margins and input costs. Manufacturers are also closely monitoring potential knock-on impacts on shipping costs and delivery times, which could affect access to raw materials and components. At the same time, rising employment costs following the passing of the Employment Rights Act and increases to minimum wages announced in the Autumn Budget are adding further pressure, helping explain why business confidence has dipped for a third consecutive quarter. Fhaheen Khan, Senior Economist, Make UK said: “UK manufacturers have started 2026 on a fragile footing. While output and investment show some improvement after a challenging end to last year, rising costs and weakening domestic demand are creating real pressures for businesses." “With UK industrial energy costs among the highest in the developed world, any sustained increase in oil and gas prices could quickly push up input costs, squeezing margins and limiting investment." “Now, more than ever, the Government must act swiftly to deliver its Industrial Strategy and associated measures, including the British Industrial Competitiveness Scheme. These steps are critical to narrowing the UK’s industrial energy cost gap and giving manufacturers the confidence they need to invest, grow, and compete in a volatile global environment.” According to the Manufacturing Outlook survey, the balance on output in Q1 2026 increased to +21% from +13% in the final quarter of 2025, with the forward-looking balance for the next quarter set to improve further to +35%. Total orders followed a similar pattern, rising to +21% in the early part of this year and are expected to reach +37% over the next three months. The balance between export and UK orders was less balanced than the previous quarter, with the former dropping to +18% and the latter to +9%. Both were expected to bounce back in Q2 (export orders to +33% and UK orders to +26%), though this outlook could be affected by developments in the Middle East. UK prices rose at their fastest rate in nearly three years, with a balance of +31% of manufacturers increasing prices - the highest since Q2 2023. While export prices sit at +34%, a two-year high. Both are expected to increase further in the next quarter. Recruitment intentions showed signs of recovery from their significant fall to +3% in Q4 2025, rising to +8% in Q1, though high employment costs are slowing this recovery. The modest increase in investment intentions has also continued, rising from +19% to +20%, having bounced back considerably from its +5% level a year ago.

STEP, the professional body for trust and estate practitioners, has published its STEP Barometer 2026: Global trends in family wealth and succession planning. The report highlights the value of expertise in a complex world and reveals the key challenges, trends and priorities facing family wealth and succession advisors and their clients globally. The STEP Barometer 2026 reports on findings from STEP research with more than 500 legal, financial and wealth practitioners around the world, and the views of more than 6,000 citizens from the UK, Singapore and Australia. It lifts the lid on the impact of AI and misinformation, the challenges of the great transfer of wealth from baby boomers to younger generations, the complexities associated with changing family dynamics, an ageing population and greater global mobility, and the uncertainties caused by geopolitical upheaval and a growing regulatory burden. Emma Lovell, CEO of STEP, said: "The Barometer points to a sector stepping up to meet the shifting demands of increasingly complex and internationally mobile families at a time when trusted expert advice, guidance and open communication within families is needed now more than ever. It highlights how the role of practitioners is adapting to meet these changing demands – from offering traditional legal and tax advice towards providing more holistic, values-driven coaching and guidance, helping clients navigate key milestones throughout their lives." You can read the full STEP Barometer 2026, which is sponsored by Utmost here The findings below highlight the six key themes from the practitioner research: 1. Modern Families And Succession Planning: Family Friction And The Great Wealth Transfer The Great Wealth Transfer of trillions of dollars among high-net-worth (HNW) families is happening. More than three quarters (77%) of practitioners agree they have seen evidence of this in the past 12 months. But succession planning is being hampered by conflicts within blended families, concerns about future care, and the older generations’ lack of confidence in younger people’s ability to handle inheritance wisely or to run the family business successfully. Blended families are the leading cause of legal or planning challenges to business succession or inheritance, according to 71% of practitioners, with 41% seeing an increase in disputes within blended families in the past 12 months. 2. Mental Capacity And Financial Abuse: Silver Tsunami Brings A Tide Of Vulnerable Person Abuse A growing ageing population, rising dementia rates and incidence of cognitive decline, and loss of capacity is impacting professional practice worldwide. While 74% of practitioners surveyed are confident they can spot the signs of financial abuse, 44% report that they have seen instances of actual or suspected vulnerable person financial abuse. The report reveals that adult children are the most common perpetrators of this abuse, according to 67% of practitioners, although some highlight that this abuse can sometimes be unintentional. The findings emphasise the urgent need for better safeguarding and greater public awareness – actions that STEP has long been calling for. The findings back this up, with 73% of practitioners agreeing there is a lack of public awareness, education or vigilance of financial abuse of the elderly and vulnerable. 3. Evolving Client Values: Changing Client Profiles Drive Shift Towards Values-Driven Planning The personal values and beliefs of clients are now the primary motivator for philanthropic giving, according to over half of practitioners surveyed (56%) – far outstripping tax advantages in life (17%) or death (19%). These changing attitudes to wealth are influenced by new types of clients seeking advice, including more internationally mobile clients, women leading family wealth decisions, and younger high-net-worth individuals. As clients become more open to conversations about responsible wealth stewardship, and motivations for wealth planning move beyond tax mitigation and asset protection, more than a third of practitioners (36%) agree they have changed how they frame discussions about wealth and purpose. 4. Changing Technology And The Role Of AI: Human Touch Matters As AI Misinformation Starts To Bite When asked about their main source of professional satisfaction, 32% of practitioners selected human connection with clients. While 60% of practitioners feel confident they can use AI responsibly without undermining ethical standards or client trust, most feel strongly that AI can never replace human interaction. The impact of AI is also biting, with 15% of practitioners saying they have seen wills with errors drafted by AI. Practitioners also say they are increasingly having to correct client misunderstandings arising from AI-generated advice. 5. Regulatory Pressures And Global Mobility: Wealthy Families On The Move As Regulatory Burden Grows Trust and estate planning practice is increasingly dominated by compliance. The majority of practitioners surveyed (85%) report seeing an increased regulatory and compliance burden on their practice in the past three years. High-net-worth families are also becoming more internationally mobile – with 60% of practitioners saying they are seeing more internationally mobile clients. The rise in multi-jurisdictional families creates significant wealth planning challenges, according to 63% of practitioners. More than half (51%) of practitioners have observed an increase[1] in wealthy families, including business owners, relocating abroad for tax reasons. 6. Professional Standards And Consumer Protection: Counting The Cost Of Incompetent Advice And Misinformation The report looks at the financial and emotional costs of poor advice from unqualified and rogue advisors, as well as the growing consumer risks from AI and false claims from online influencers. Nearly half of practitioners (47%) have encountered wills with errors drafted by unqualified will writers in the past year, leading to family disputes, significant tax bills, and litigation. Misinformation is also on the rise, with 37% of practitioners confirming they have come across online ‘influencers’ making false claims and spreading misinformation about estate planning. As Emma concludes: ‘While the headlines often focus on family conflict, inheritance disputes, AI risks and a wealth exodus, a much more nuanced story is in play. The STEP Barometer looks behind the scenes at the key themes, highlighting what expert and trusted practitioners are seeing and doing in reality as they support the most vulnerable people and families to navigate new and complex challenges." "More open conversations are being encouraged, and the role of the advisor is changing as clients seek help, advice and support that goes far beyond technical legal and tax advice."

Small businesses spend billions of pounds and millions of hours on red tape - but regulators and the Government rarely design rules with them in mind, research by the Federation of Small Businesses (FSB) shows. FSB’s new report, Playing by the Rules: How to reduce the cost and time small businesses spend on regulatory compliance, sets out the frustrations and costs that small businesses and self-employed people have to contend with as they try to navigate the thicket of regulation that surrounds their business. The research indicates that the annual cost of compliance for the small and medium-sized business community is a staggering £36 billion, while the time spent grappling with compliance issues uses up 379 million hours. These vast amounts represent countless lost opportunities for growth, as well as a week-in, week-out regulatory toll that makes just continuing to trade more difficult than it needs to be for many small firms. The report finds strong evidence that regulators and the Government could and should be doing more to help small businesses and self-employed people find the answers and the guidance that they need. Two in five small businesses (41%) disagree that the guidance provided by regulators is easy to understand, with a similar proportion (40%) disagreeing that guidance is easy to locate. Only one in seven small firms (14%) agrees that they get a quick response from regulators when they need help, while two fifths (41%) disagree; likewise, just one in 10 (10%) say it is easy to resolve complaints or concerns, with two fifths (40%) disagreeing. The confusion and stress that this causes is a hidden cost of doing business, but one that should not be underestimated, as it causes immense harm to the small business and self-employed community’s ability to innovate and expand. The Government has set a target of reducing the regulatory burden by 25 per cent over the course of this Parliament. Achieving this target could save around £9 billion in financial cost and return 95 million hours to small businesses to invest in their operations and futures. A smaller regulatory load could also help even the odds for small businesses looking to compete with their larger peers, whose greater in-house compliance resources allow them to stay a step ahead of their would-be competitors. Meanwhile, the pernicious growth of regulation in some industries is gradually forcing many smaller players to retreat from the market, reducing consumer choice and driving up costs. To tame regulation and make compliance far less of a headache for small firms and self-employed people, FSB recommends the following, among other proposals: HMRC and Companies House should have all of their activities included within scope of the 25 per cent regulatory burden reduction target. Currently tax administration – a major source of administrative cost – is not included in the target. The Regulatory Policy Committee, an independent body that scrutinises regulations, should have its role strengthened, including by requiring regulators to submit an impact assessment to it prior to bringing in any new regulations. Small business guidance, and examples of real-life situations, should be available from all regulators. For areas where there are lots of overlapping regulators and different sets of rules, the Government should bring relevant regulators together to carry out theme-based reviews of existing rules, to get to the 25 per cent reduction target. Tina McKenzie, FSB’s Policy Chair, said: “Regulation is a loaded word when it comes to small businesses. We all recognise that rules are needed to ensure that businesses of all sizes have a fair chance to compete, and to protect customers." “But our research strongly indicates that the pendulum may have swung too far in the opposite direction, loading small firms and self-employed people down with swathes of red tape and preventing them from innovating and growing." “If the enormous sums and time spent on compliance – £36 billion and 379 million hours across the small business and self-employed community – could be cut by the 25 per cent target the Government has set itself, small firms would benefit enormously. Think of all the time and money that could be invested in new products or processes, or expansion, rather than being used up trying to work out how an obscure or confusing rule applies to a particular small firm’s situation." “Past Governments have made all the right noises about simplifying and easing regulation, but their efforts have fallen short of what’s needed." “A joined-up approach from the Government would be highly helpful, if perhaps easier said than done. Regulators themselves also have a huge part to play, and their commitment to helping small firms with compliance needs to be more than lip service." “The Regulatory Policy Committee is a vital source of independent scrutiny, and its role in examining proposed regulations and assessing their impact on businesses and growth should be strengthened, to ensure that new requirements are fit for purpose, and not over-burdensome." “If the Government and regulators get it right, millions of hours and billions of pounds will be returned to the small business community to invest in growth and innovation, and helping to get our economy out of the doldrums.”

New research showing the positive financial impact of artificial intelligence on UK businesses highlights a major opportunity for small and medium-sized enterprises - but only if they invest in developing the digital skills of their workforce. That is the warning from Manny Athwal, award-winning founder and CEO of the UK’s largest computing and AI educator, after research suggested UK businesses adopting AI are already seeing measurable improvements in performance.  According to the latest Lloyds Business Barometer, nearly nine in 10 UK businesses (87%) using AI report increased productivity, while almost half (48%) say the technology had boosted profits over the past year. Of those seeing a profit increase, nearly half (48%) reported gains of 11% or more, with a further 38% recording increases between 6-10%. Investment levels also suggest AI adoption is becoming increasingly accessible to businesses of all sizes. Two-thirds of UK firms say they have invested in AI, with most spending less than £25,000 to enhance their capabilities. For SMEs in particular, these findings reinforce that AI is no longer a future technology reserved for large corporations, but a resource that is already delivering tangible commercial benefits. However, according to Manny Athwal, founder of Wolverhampton and Birmingham-based School of Coding & AI, the real differentiator will not be the technology itself, but how organisations prepare their people to use it. “Artificial intelligence isn’t something businesses can simply choose to opt in or out of; it’s something that is already reshaping every sector of the economy,” said Manny, winner of the Trailblazer award in the LDC Top 50 Most Ambitious Business Leaders for 2025. “Whether it’s a multinational corporation or a small family-run business, AI will transform how organisations operate. But the companies that succeed won’t necessarily be the ones buying the most advanced tools, they’ll be the ones investing in the skills of their workforce.” Manny warned that the pace of technological change was currently outstripping the UK’s ability to develop the digital skills required to support it. AI systems are already embedded in everyday processes, from analysing data and predicting behaviour to automating tasks that previously defined entire job roles. Across sectors, the technology is being used to detect fraud in financial services, analyse medical scans in healthcare, and power autonomous transport systems. Alongside developments in cloud computing, data analytics, the Internet of Things and immersive technologies, AI is rapidly reshaping how businesses operate. “The biggest challenge businesses face isn’t the technology itself, it’s the growing skills gap,” Manny said. “If organisations want to remain competitive, they must prioritise education, upskilling and digital literacy. This isn’t just about training software engineers; it’s about giving every employee the confidence to work alongside intelligent systems and use technology to enhance their roles.” Manny said the perception that AI will simply replace jobs risks slowing adoption among smaller firms. “It’s true that certain tasks will disappear, but new roles, industries and opportunities are emerging at the same time,” he said.  “Businesses that develop adaptable, tech-literate teams will be the ones best positioned to capture the growth AI can deliver. AI can drive productivity, unlock insights and support smarter decision-making, but the real value will come from businesses that empower their people to use it effectively.” About School of Coding & AI School of Coding & AI was founded in 2017 and is now the UK’s largest, multi award-winning Computer Science and Coding education company, teaching thousands of children and adults each month. Working with hundreds of schools, colleges and businesses each year, SoC delivers STEM, Coding, Computer Science, AI and Cyber Security courses. SoC helps governments across the UK and 11 European countries to build strategies and methodologies to implement tech education into schools, youth and adult education. This helps countries become more innovative and reduces unemployment, whilst building the workforce for the future.

Crabpot Cottages, an independent, family-run holiday lettings business based in Norfolk, is celebrating another major milestone this month. The local family team has secured a prestigious new award nomination, proving that a regionally focused business continues to make a massive impact on the tourism industry. The agency has just been officially shortlisted for Small Business of the Year at the upcoming Small Business Awards. This exciting news comes hot on the heels of Crabpot Cottages being recognised for the Leisure and Tourism Award at the recent Mayor's Business Awards in West Norfolk. As a family business, their ongoing success comes down to a simple, human approach to holiday letting. Instead of relying on automated systems, the family focuses on knowing the area inside out and building real relationships with both property owners and holidaymakers.   Penny Richardson, Owner of Crabpot Cottages said: "We are absolutely thrilled with this latest nomination. When we started our family business, our goal was simply to offer a brilliant Norfolk experience. We personally know every single cottage we list and every owner we work with." "To see our local family business flying so high and continuing to be recognised for our work in the tourism industry is fantastic. It shows that putting your heart and local knowledge into what you do really pays off." This continued recognition highlights a clear trend in the travel sector. Holidaymakers are increasingly looking for businesses that offer genuine local knowledge and a warm welcome, rather than just an automated booking receipt. As the business looks forward to the upcoming SBA Awards ceremony, they are keeping their focus on what they do best: helping guests enjoy everything Norfolk has to offer.

The UK economy unexpectedly failed to grow in January, ahead of the outbreak of the Iran war. Official figures revealed zero growth for the month – a much weaker figure than had been predicted and followed sluggish growth of 0.1% in December. The Office for National Statistics (ONS) described the figures as "subdued" and industry analysts said the economy was ‘flatlining’. The figures cover a period before the outbreak of Middle East conflict in Iran, which has caused a major energy price shock that could have a ripple effect on economies around the world. In response to the figures, Chancellor Rachel Reeves said: "Our economic plan is the right one, but I know there is more to do.” Analytics expert Raj Abrol, CEO, Galytix said: “When risk and uncertainty are at the top of the economic agenda, financial stagnation will inevitably become the new normal. In an increasingly complex world, mastering AI to navigate investments and assess market volatility will be an essential step forward, allowing organisations to manage and deploy capital as well as planning future investments and building accurate risk profiles.” Meanwhile Kenny MacAulay, CEO of Acting Office, a software platform for accounting practices added: “Businesses are facing the perfect storm of soaring hiring costs due to NI increases, AI disruption and geopolitical uncertainty, all of which have seen growth flatline. In uncertain times, firms will need a radical rethink of traditional business models, centralising tech systems to reduce costs and operate more effectively." "The fear for many is that this is just the beginning of an economic cliff edge and the government will have to move quickly to reassure nervous business owners that it has their back in difficult times.” The ONS said the services sector showed no growth in January, while production fell by 0.1%. Meanwhile the construction sector grew by 0.2%. In the three months to January, a less volatile measure in comparison to the monthly numbers, GDP grew by 0.2% - up from 0.1% in the three months to December.

Family business founders are extraordinary people. They built a business from the ground up. They navigated uncertainty, made difficult decisions under pressure, and created organisations that employ people, sustain families, and contribute something real to the world. All whilst being a mum, dad and member of a family. It’s not an easy path, but these are extraordinary people. And yet, as the time for transition approaches, when the next generation begins to take the reins, something quietly troubling tends to surface. Perhaps the doubt is about commitment, or capability, or readiness. Perhaps it runs deeper than that. But often, underneath whatever surface concerns founders think about, there is a more specific question that rarely gets spoken aloud: do they have the thinking tools for the world they are inheriting? Because the world that is coming is not the one the founder navigated. The Complexity the Next Generation Inherits The context from when most family businesses were founded rewarded clarity, decisiveness, and deep personal knowledge of your market. The founder succeeded, in large part, because they understood their business and their customers with an intimacy that no consultant or strategist could replicate. Their instinct was their competitive advantage. The world the next generation is stepping into is different in kind, not just in degree. Supply chains span continents in political upheaval. Markets shift faster than strategy cycles. AI is reshaping entire industries faster than organisations can respond. The interconnections between challenges, economic, technological, human, are denser and less predictable than at any point in living memory. In this environment, instinct alone is not enough. What the next generation needs is not just the founder's knowledge, which can be passed on, but a capability the founder may not have needed to develop consciously: the ability to think systemically. To see how the parts of a complex situation connect. To understand that solving one problem can create another elsewhere in the system. To make strategy not alone, but together, drawing on the collective intelligence of everyone around the table. This is not a criticism of founders. It is an observation about how the world has changed. The Conversations That Do Not Happen Here is what I observe in family businesses navigating transition. The founding generation carries a vast, largely tacit understanding of how the business really works, not the formal processes and organisation charts, but the invisible dynamics. The relationships that hold things together. The assumptions baked into every strategic decision. The things that were tried and failed and why. The leverage points where small changes create disproportionate effect. Most of that understanding never gets transferred. Not because founders are secretive or the next generation is incurious. But because there is no reliable method for making invisible knowledge visible and discussable. Conversations about strategy tend to be verbal, hierarchical, and fast. The founder holds the floor, the next generation listens, and the real complexity of what has been built remains largely unexplored. What gets lost in that gap is not just knowledge. It is confidence. Next-generation leaders stepping into complexity they cannot fully see, with tools that were designed for a simpler world, carrying the weight of not wanting to be the generation that blew up what someone else spent their life building. That anxiety is real, and it deserves a serious response. Building Strategic Capability Together The most meaningful gift a founder can give the next generation is not an instruction manual. It is a thinking capability, a way of seeing complexity clearly, of surfacing the assumptions that drive decisions, of having the strategic conversations that actually need to happen rather than the ones that are easy to have. This is what systems thinking offers. Not as abstract theory, systems thinking has struggled for decades to escape the accusation of being intellectually compelling but practically elusive, but as a practical discipline that teams can develop together, through structured work on real challenges that matter. Methods now exist that make the invisible visible. LEGO® Serious Play®, used at its most sophisticated level, allows leadership teams to build three-dimensional physical models of the systems they operate in, making tangible the forces, relationships, and feedback loops that drive strategic outcomes. What is hard to articulate in words becomes graspable when built with your hands. And when the model sits on the table between people, it can be examined together without anyone feeling personally exposed. Paired with the practice of Dialogue, genuine collective inquiry rather than polite discussion, these conversations create something rare: shared understanding that belongs to the whole team, not just the person at the head of the table. For a family business in transition, this matters enormously. It creates the conditions for the founding generation to transfer not just knowledge but wisdom. And it gives the next generation something invaluable, not certainty, which no one can promise, but the strategic confidence that comes from knowing how to think clearly together when the situation is genuinely complex. The question worth asking, as a founder, is not whether the next generation is ready. It is whether you have given them the thinking tools they need for the world they are inheriting. That conversation is worth building sooner than you think. And using a medium that you thought was only for the grandchildren. About the Author: Sean Blair is the founder of SeriousWork and Serious Outcomes Limited. With his associates he has trained nearly 3,000 LEGO® Serious Play® facilitators across eight countries. His new book, The Systems Synergy: Developing Human Intelligence That AI Cannot Replace, is out now. Further resources are available at seriousoutcomes.com/systems-synergy .

Family businesses often begin with the best intentions—shared ambition, trust, and the belief that working together will strengthen both the company and the family itself. But when the line between family and business becomes blurred, emotions, loyalty, and personal history can collide with decisions that demand clarity and structure. One moment from my life made that tension painfully clear. It was a chilly spring evening at my parents’ house in New Jersey. Usually it was a place full of laughter and storytelling. That night the mood was different. My sisters, my parents, my aunt, my brother-in-law, and my father’s business partners sat quietly around the table. Food sat untouched as everyone waited for someone to speak. My father—the founder and patriarch of Mascia Enterprises—was dying. For decades he had built a thriving business that included multiple Dunkin’ Donuts franchises along with other ventures. But when the leader of a family business becomes seriously ill, the company’s future suddenly becomes inseparable from the family’s emotions. Someone had to say what everyone else was thinking. “I know everyone wants to know what’s going on,” I finally said. “Not just health-wise, but with the business. We need to be on the same page.” The simple but uncomfortable question hung over the room: Who would run the company when my father could no longer do it? In family businesses, indecision can be fatal. Someone eventually has to step forward. When Trust Replaces Structure Like many entrepreneurial ventures, my father’s business had grown through relationships and instinct rather than formal systems. Agreements were often handshake deals. Processes were informal. Important records were kept in physical files across different locations. The business worked because my father was involved in everything and knew the operation inside and out. But when a company relies too heavily on one person, a hidden risk develops. As I stepped in to help organize the business, it became clear that the company had outgrown the structure supporting it. The attorney and accountant who had helped in the early days were still operating as a small shop even though the business had expanded significantly. This is a common story in family enterprises. The very traits that help a business grow—speed, trust, personal relationships—can later become weaknesses if they are not supported by systems, documentation, and professional governance. Transitioning from an owner-driven company to a system-driven one is one of the hardest but most necessary steps for a family business that wants to survive beyond its founder. Conflict Beneath the Surface Family businesses also carry emotional dynamics that traditional corporations rarely face. Years earlier, my father had gone into the Dunkin’ Donuts business with his cousin. The partnership worked well at first, but tensions grew as the company expanded and priorities shifted. The biggest problem wasn’t operational—it was structural. There were no formal ownership agreements and everything had been based on trust. When disagreements emerged, my father feared he might lose the business he had helped build because nothing had ever been documented. That uncertainty created stress and suspicion that strained both the partnership and the family relationship. Eventually the conflict was resolved and the business continued to grow. But the episode revealed something important: when governance and ownership are unclear, even strong family relationships can fracture under pressure. The Real Challenge of Family Business Family businesses are built on relationships, which is both their greatest strength and their greatest risk. Professional decisions often overlap with family roles—father, son, partner, sibling. Disagreements about strategy can feel personal, and business setbacks can ripple into family life. Yet those same relationships are also what make family enterprises resilient. They create loyalty, shared purpose, and a long-term mindset that many companies struggle to achieve. The key is learning how to balance those forces. Clear structures, defined roles, and documented agreements are not signs of distrust—they are safeguards that protect both the family and the business. Because when family and business collide without boundaries, conflict is almost inevitable. But when the two align with clarity and purpose, they can build something that lasts for generations. About the Author - Bobby Mascia is the founder and CEO of Green Ridge Wealth Planning and Mascia Capital Group, where he owns and operates multiple successful businesses. A 2024 NJBIZ Leader in Finance, he helps entrepreneurs build financial independence, stronger companies, and clearer paths forward. He is the author of Unchained: The Raw Truth About Entrepreneurship, Family Business and Life Balance