A spa resort on Windermere in the Lake District has been voted the best in North West England at the 2025 Good Spa Guide regional awards ceremony in London. Low Wood Bay Resort & Spa has won the accolade, beating off strong competition from a host of leading spas across the region. The award recognises excellence across the UK spa industry, celebrating those who deliver outstanding guest experiences, world-class facilities and exceptional levels of care. It reinforces the position of the English Lakes Hotels venue amongst the best spas in the UK. Organised in partnership with leading spa services provider ESPA and with Elemis as sponsor, the Good Spa Guide ‘Best Spa in the North West’ award was based on the organisation’s precise ‘bubble rating’ assessments, along with expert insights and opinions from its ‘spa spies'. The awards judges commented on Low Wood Bay’s calm spaces, which soak up Lake Windermere’s tranquillity, with its panoramic views and surrounding fells elevating the whole spa experience for guests. Gary Tennant from English Lakes Hotels Resorts & Venues says: "It was great to attend the awards at L’oscar London near Covent Garden and fantastic to come top in the region. The finalists were chosen through rigorous appraisal rather than a consumer-voted process. This national recognition underscores our commitment to offering one of the most exceptional spa experiences in the region." “Last year we were the first in the North West to attain the prestigious ‘Five Bubble Luxury’ standard from the Good Spa Guide. Now we’ve gone a step further, not only because of our fantastic facilities and stunning lakeside location, but also because of our hard-working team." “This award is a real reflection of the whole team’s efforts, passion and commitment to creating amazing experiences. They are what make Low Wood Bay spa truly special, and I’m incredibly proud of everything they deliver day in, day out.” The hotel group’s operations director Michael Kay adds: “Standing out in such a competitive category is a testament to the dedication, expertise and passion of our spa team, who consistently go above and beyond to create moments of relaxation, renewal and wellbeing for every guest." “We are incredibly honoured by this achievement and grateful to our teams, guests and supporters, all of whom helped make it possible. This milestone energises us to continue innovating, investing and striving to remain a leading destination for wellbeing in the North West and beyond.” Top Photo: Low Wood Bay has won the best spa in North West England award from the Good Spa Guide (L-R) Gary Tennant, Annabel Berry, Michael Kay and Ilse Bujok.

Almost every family business owner I meet agrees that succession is important. They say it with conviction. The next breath is usually something like, “We will get to it when things are a bit quieter.” Or “We all know roughly what the plan is.” Or simply, “Not yet.” It is not that families do not care. They care deeply. It is that succession touches something far more personal than most other decisions a business has to make. It raises questions about identity, ageing, purpose, fairness, relationships and what happens when long-standing roles begin to change. No strategy document can remove that. Succession is emotional before it becomes practical. And unless that is acknowledged, even the most sensible plan can stall. What follows is a grounded look at the human realities that sit beneath every succession discussion in a mid-market family business. These are the patterns I see every week. 1. Stepping Back Is Harder Than It Sounds People often think of succession as a simple handover. In reality, stepping aside as a founder or long-serving leader is rarely straightforward. If the business has been part of your life for thirty or forty years, it is not just a job. It is the rhythm of your week. It is where your relationships sit. It is where your reputation was built. Stepping back means redefining who you are and where you put your energy. Leaders often say they are not worried about letting go of power. What they are really unsure about is what comes next. Purpose is hard to replace. A founder once said to me, “I am happy to step back, I just do not know how to have a good Monday without this place.” That is not resistance. It is honesty. And it is very common. 2. When Plans Are Unclear, People Fill The Silence If succession is delayed or talked about vaguely, uncertainty begins to seep into the organisation. It is rarely dramatic, but you can feel it. Senior staff start reading signals The rising generation wonder whether to wait, push or step back Non-family executives quietly ask themselves if they have a future Good people hesitate to commit to long-term plans All of this happens behind closed doors. No one wants to be the one to raise it. But silence becomes a story, and stories quickly become assumptions. A short, honest conversation can steady a business. Without it, energy drifts, confidence softens and people begin to guess instead of knowing. 3. The Rising Generation Carry A Weight They Rarely Show From the outside, it often looks as if the rising generation are eager to take over. On the inside, it is usually more complicated. We hear things like: “I want more responsibility, but I do not want to look like I am pushing Mum or Dad out.” “I want to modernise the business, but I do not want people to think I am criticising the past.” “I feel I have to prove myself twice, once to the team and once to the family.” “If I say I am not ready, will they think I am not committed?” Most of this is never said out loud, but it shapes confidence, behaviour and relationships. A healthy succession process recognises this pressure and gives the rising generation room to develop without fear of judgement. 4. Non-Family Executives Become The Quiet Casualties Of Unclear Plans Family businesses depend heavily on strong non-family leaders. Many have been with the business for years and are trusted deeply. But when succession is uncertain, these leaders often feel the most exposed. They wonder whether the next generation will trust them, whether their role will change and whether the balance of decisions will shift. They rarely say any of this. They simply start to consider other options. Often quietly. The irony is that these individuals are usually essential to a stable transition. Keeping them engaged requires clarity, respect and early communication. Not knowing is what unsettles them. 5. Choosing Between Family Members Is More Delicate Than Most Admit When more than one family member is involved, succession becomes even more emotionally charged. Parents want fairness. They want harmony. They want to avoid hurting anyone. They want the family to stay together long after the business passes to the next generation. So decisions are often softened, delayed or left open. Everyone remains “in the running” which feels polite but ultimately leaves no one prepared. The families who handle this well put time into understanding each person’s strengths, motivations and suitability long before a decision is needed. Clarity protects relationships better than avoidance ever can. 6. Shadow Leadership Can Quietly Derail The Successor Even after the handover, some leaders stay involved in ways that confuse the organisation. They do it out of care, not control. They want to protect the business. They want to make sure decisions are thought through. But if the outgoing leader continues to influence key decisions, people naturally defer to them. The successor’s authority softens. The organisation receives mixed messages. Confidence weakens. Stepping back does not mean disappearing. But it does require agreement about boundaries, roles and when involvement is helpful rather than unhelpful. The most successful transitions define this early and revisit it often. 7. Legacy Matters, But It Can Become Restrictive Leaders care deeply about what the business stands for after they leave. They want continuity, loyalty to the past and respect for what has been built. This is their legacy . This commitment is positive, but it can slip into overprotection. Some leaders delay succession because they fear their work will be undone Others choose a successor who thinks and acts exactly as they do Some hold onto day-to-day involvement longer than is helpful The strongest transitions separate the values that must endure from the habits that may no longer serve the future. Values stay. Ways of working evolve. That distinction matters. 8. Why Families Avoid Succession Even When They Know It Is Time These are the five most common reasons families hesitate to begin the real succession conversation: There is still plenty of time.” “I do not want to create tension in the family.” “We are too busy to think about this properly.” “We should wait until things settle.” “I do not want people to think I am stepping aside.” All understandable. All human. But all carry consequences. The longer succession is postponed, the more emotional the decision becomes. 9. The Families Who Manage Succession Well Share Three Traits Across the businesses I work with, the most effective transitions have three things in common. Trait 1 - They start the conversation early Succession is not an announcement. It is a journey. Beginning early removes pressure and creates space for development and clarity. Trait 2 - They communicate openly Even partial clarity is better than silence. When people know the direction of travel, they stop guessing. Trait 3 - They involve the right people Succession is not one person’s burden. Boards, non-family executives and advisers all play a role. Shared responsibility makes the transition steadier. A Final Thought Succession is not only about the next leader. It is about the future of the business and the future of the family. When handled early and openly, it strengthens both. The true measure of leadership is not how long someone stays at the top. It is what continues to thrive after they step back. And for many family business owners, that is the legacy that matters most. About the Author - David Twiddle, Managing Partner at TWYD & Co ., works closely with founders, family businesses and family offices on leadership appointments, succession and alignment. He has spent more than twenty years advising on people and leadership, with a particular focus on the moments where families face key decisions about the future.

Three in four shoppers believe AI advances have made scams more convincing, fuelling Black Friday fraud fears according to latest research from Barclays. Key Findings: Just one in three are confident they could spot an AI scam when shopping online Gen Z are most likely generation to avoid online shopping due to scam fears, at 34 per cent Amid growing online distrust, scammers are turning to text to target victims directly, with average monthly reports originating via text/SMS more than doubling since 2023 Ahead of Black Friday, the UK’s busiest retail event, new research shows that AI is making consumers more susceptible to purchase scams. As fraudsters change tactics and turn to SMS/text to directly target victims, Barclays is urging deal-seekers to act with caution to stay protected when shopping in this year’s sales. Three in four UK adults (75 per cent) believe AI advances have made online scams more convincing, while just 36 per cent feel confident they could spot an AI-generated scam. Shoppers say AI is making fake reviews (47 per cent), fake websites (45 per cent) and fake social media ads (37 per cent) harder to spot. Half (50 per cent) are more worried about falling victim to a scam than they were 12 months ago – despite three in four (73 per cent) typically doing some form of research before committing to an online purchase. These shoppers most often look at customer and product reviews (48 per cent), however they may rely on them less going forward if they struggle to distinguish between those that are authentic and those that have been created using AI. Gen Z Leads Retreat From Online Shopping Amid Scam Fears One in three (34 per cent) Gen Z adults now avoid online shopping due to scam concerns – the highest rate of any generation and 12 percentage points higher than older age groups (22 per cent). Gen Z are also most likely either to have lost money to a shopping scam or to know someone who has (35 per cent), more two times higher than Baby Boomers (15 per cent). FOMO has a part to play; 54 per cent of Gen Z say they feel pressure to purchase sale items quickly to avoid missing out. Scammers Are Turning To More Direct Channels Barclays proprietary data shows fraudsters are increasingly turning to direct and trusted channels to target victims. While social media remains the biggest source of purchase scams, average monthly reports originating via text/SMS have more than doubled when comparing 20251 to 2023, increasing text/SMS’ share of total purchase scam claims to 8 per cent in 20251 (up from 3 per cent in 2023). Similarly for digital-native Gen Z adults, the share of text/SMS scams has increased from 3 per cent to 9 per cent over the same period of time. This comes as proprietary data from Barclays shows the typical (median) value of a shopping scam has increased 43 per cent when comparing 20251 to 2023, despite the average monthly volume falling 14 per cent, highlighting that shopping scams are becoming higher value despite fewer people falling victim. The Demand For Collaborative Action Is Clear Eight in 10 (81 per cent) believe more work should be done to protect consumers from scams, while 79 per cent agree that tech companies need to be doing more to prevent scams from occurring on their platforms. Almost half of consumers (45 per cent) would even feel comfortable with tech companies and banks sharing personal data with each other, if it was done to prevent them from falling victim to a scam. Kirsty Adams, Fraud & Scams Expert at Barclays, says: “Scammers are adapting fast, using increasingly sophisticated tactics to exploit shoppers during peak sales periods. Acting quickly without checking can lead to serious financial loss. My advice is simple: pause, verify, and never share sensitive information unless you’re certain the retailer is genuine.” Kirsty shares her SAFE guidelines to help shoppers stay alert and avoid falling victim to purchase scams: S – Stop and research Before clicking on a link or entering payment details, pause and check. Verify the retailer’s official website, look for secure payment options, and read independent reviews. A few minutes of research can prevent a costly mistake. A – Ask someone you trust If a deal looks too good to be true or you’re asked to pay through unusual methods, speak to a friend or family member. They may spot warning signs you’ve missed. F – Flag unrealistic offers Be cautious of offers that promise huge discounts or pressure you to act immediately. Scammers often use urgency to push shoppers into quick decisions. E – Ensure secure processes Legitimate retailers will never ask for bank details via SMS or social media. Always use official payment gateways and avoid sharing personal information through unsecured channels.

When most people think of the global economy, their minds turn to multinational giants, public corporations, or tech start-ups. Yet behind the scenes, it is family-owned businesses, from small local firms to vast international conglomerates, that quietly form the backbone of prosperity, employment and innovation across the world. Recent studies shed light on just how immense their collective impact truly is. An Economy Within An Economy According to the latest global index compiled by the University of St Gallen and EY, the 500 largest family businesses generate an astonishing US $8.8 trillion in annual revenues and employ more than 25 million people in 44 countries. If they were a single nation, their combined output would make them the third-largest economy in the world, behind only the United States and China. But the influence of family firms extends far beyond the elite few. Research from McKinsey & Company suggests that family-owned enterprises contribute over 70 per cent of global GDP and provide around 60 per cent of the world’s employment. These are not marginal players, they are the beating heart of the global marketplace. The Scale Of Their Footprint Across the major economies, the figures are striking. In India, nearly four-fifths of GDP is generated by family-owned firms, compared with 70 per cent in Spain and Mexico, 68 per cent in Italy, and roughly two-thirds in the UK and Canada. The Family Business Research Foundation (FBRF) reports that in Britain alone, family firms produced £985 billion in Gross Value Added (GVA) in 2023 and employed 15.8 million people, representing 57 per cent of all private-sector jobs. Even more tellingly, they make up over 93 per cent of all private enterprises in the UK. From small rural workshops and family farms to global engineering and retail brands, they are an essential thread in the nation’s economic fabric. Built To Last Longevity is another hallmark of family ownership. Of the world’s top 500 family enterprises, 34 per cent have been in operation for more than a century, and a remarkable 85 per cent for over 50 years. Their ability to weather economic cycles and political change is underpinned by a long-term mindset, one that prioritises stewardship and sustainability over short-term gain. This same outlook is helping family firms to adapt to modern challenges. Deloitte forecasts that the collective revenue of family businesses with turnover above US $100 million will grow by 84 per cent between 2020 and 2030, outpacing their non-family counterparts. The next generation of owners is also embracing technology with enthusiasm: PwC’s 2025 Global Family Business Survey found that 60 per cent view artificial intelligence as a key growth opportunity, and nearly two-thirds list digital transformation as a top priority. A Diverse Yet Unified Story Across Europe, family businesses account for between 70 and 80 per cent of all companies, employing nearly half of the continent’s workforce. This pattern is mirrored in Asia, the Americas and the Middle East, where family ownership remains the dominant model for entrepreneurship and capital formation. Yet despite their diversity, family firms share common values: a deep connection to place, a sense of legacy, and a commitment to employees and communities that transcends quarterly results. These qualities, often underestimated by policymakers, are precisely what make them resilient. The Road Ahead Family businesses are not without challenges. Rising employment costs, succession pressures, and shifts in inheritance taxation are testing their stability, particularly in the UK. But with the right policy environment — one that rewards long-term investment and preserves key reliefs such as Business Property Relief — they can continue to anchor local economies and drive national growth. As governments grapple with the twin demands of fiscal discipline and economic renewal, recognising the scale and significance of the family-business sector is no longer optional. It is essential. Because whether it’s a third-generation manufacturer in Manchester, a family-run vineyard in Tuscany, or a global retail empire still bearing its founder’s name, these enterprises remind us that the story of capitalism is, at its heart, a family affair.

For family-run businesses, success is often measured not only in profits but in the continuity of values, relationships, and legacy. Yet, behind the polished boardrooms and annual reports lies a daily balancing act, one that requires deft navigation between the imperatives of business and the emotional dynamics of family life. The interwoven worlds of family and enterprise are a source of both strength and tension, and getting the balance right is a challenge that few outsiders fully appreciate. The family business is unlike any other enterprise. Decisions that might seem purely commercial to an external observer are often coloured by loyalty, tradition, and a deep sense of responsibility to both kin and legacy. This duality can create pressures that ripple through every level of the organisation. When the interests of the business and those of the family diverge, the consequences can be subtle yet profound: strategic opportunities may be missed, succession plans delayed, or conflicts simmering beneath the surface, threatening cohesion and performance alike. One of the most enduring challenges for family businesses is succession. Transferring leadership from one generation to the next is rarely straightforward. Beyond questions of competence and readiness lie expectations, rivalries, and differing visions for the company’s future. Families often wrestle with the tension between meritocracy and legacy, balancing the desire to uphold a founder’s vision with the practical need to appoint leaders capable of steering a modern, competitive business. The process can be fraught with emotion, requiring structures and conversations that protect both relationships and business continuity. Another layer of complexity arises from the different time horizons that family and business perspectives entail. While the business may demand rapid decisions in response to market pressures, the family often measures success across decades, prioritising stability, reputation, and intergenerational wealth preservation. Reconciling these differing tempos requires careful communication and an ability to create forums in which both short-term performance and long-term legacy are given voice. Without these mechanisms, misunderstandings and resentment can take root, undermining both the family and the enterprise. Governance, therefore, is critical. Clear frameworks for decision-making, accountability, and conflict resolution can serve as a stabilising force, providing clarity while respecting family dynamics. Many successful families implement advisory boards, family councils, or formal constitutions to guide discussions about strategy, remuneration, and succession. These structures help separate personal relationships from professional imperatives, allowing the business to thrive while preserving harmony at home. Yet governance alone is insufficient; a culture of transparency, trust, and shared purpose is equally essential. Families that communicate openly about goals, expectations, and values are better equipped to navigate the inevitable tensions that arise when bloodlines and balance sheets intersect. At the heart of the challenge lies the fundamental human dimension. Family businesses are, after all, communities as much as corporations. Emotions, pride, and loyalty are woven into every decision. Learning to manage these dynamics without stifling entrepreneurial ambition or undermining relationships is an art form in itself. The most successful families do not seek to eliminate tension but to channel it constructively, turning potential conflicts into opportunities for dialogue, innovation, and mutual understanding. Ultimately, managing a family business is a lifelong exercise in balance. It demands clarity of purpose, humility, and the patience to negotiate the delicate interplay between personal and professional interests. Families that succeed are those that recognise the dual responsibility they carry: to grow a thriving business while nurturing the bonds that sustain it across generations. In a world where market conditions are unpredictable and family dynamics are deeply personal, this balancing act is never easy, but when executed well, it transforms the business from a source of stress into a powerful engine for legacy, cohesion, and enduring success.

Publicans across the South West are calling on the government to take positive action and ease mounting financial pressures on pubs ahead of this week’s Budget, warning that the sector is at a critical tipping point. They say rising costs and increased taxation are threatening the survival of thousands of pubs - many of which are the beating heart of their communities. Kevin Georgel, Chief Executive of St Austell Brewery, which operates 164 pubs across the region, said: “Our sector contributes tens of billions to the economy, yet pubs are under increasing pressure from unsustainable tax burdens." “Business rates are the most pressing issue - relief was cut from 75% to 40% at the last Budget, adding thousands of pounds to annual rates bills. We need meaningful reform that works for businesses, not against them." “The government must act now to keep a pint of great British beer affordable, protect jobs and ensure pubs remain open for generations to come - they are a vital part of British life.” The warning comes as the British Beer and Pub Association (BBPA) predicts more than one pub will close every day in 2025 - an estimated 378 closures across England, Wales and Scotland. Damian and Miranda Knight have run pubs with St Austell Brewery for 12 years and are the current publicans of the Cornubia Inn and the Royal Standard Inn in Hayle, two pubs which form part of St Austell Brewery’s 120+ strong leased and tenanted estate. Despite bouncing back after COVID, Damian says the current financial strain is unprecedented. “The spring budget changes, with business rate relief decreasing and National Insurance increasing, has been extremely tough. Our sales are up year on year but turning that into profit is the struggle." “Everywhere we look, costs are rising. At the Cornubia, our live music nights are popular, but hiring a band costs more, karaoke fees have gone up, and our wage bill has soared.” Adam Holland and Natalie Radford run the Blue Ball Inn in Exeter, another pub in St Austell Brewery’s leased and tenanted estate. Adam, who has been a publican for 20 years, said: “We have 33 staff on the payroll, so National Insurance increases have been really challenging." “We’re not like supermarkets that can raise prices and people will pay because they need essentials. We can’t keep hitting our customers with higher costs. Pubs are the centre of communities, and these are very challenging times.” St Austell Brewery is backing the BBPA’s Long Live the Local campaign, which is calling on the government to ease financial pressures on pubs, including beer duty, business rates and VAT. To sign the petition and contact your MP, visit here .

A Black Country eco-business that is on course to sell its millionth product has urged the government and West Midlands Combined Authority to continue its backing of the Business Growth West Midlands Investment Readiness (BGWM IR) Programme. Composty, which has shot to fame with its biodegradable sponges and compostable cleaning cloths, believes the advice, financial literacy education and the opportunity to connect with investors it received has been crucial in helping it increase sales to £500,000 in just a few years. Led by husband-and-wife team Matt and Helen Guest, the Kingswinford-based company even managed to raise funding at a special IR event pitch, giving it the confidence and additional finance needed to be successfully chosen for Amazon’s Sustainability Accelerator. The duo made the rallying call on the eve of the flagship Business Funding Summit, which is aiming to attract 150+ SMEs and high-growth start-ups to a full day of networking and best practice activity at the Eastside Rooms in Birmingham on November 25th. “Consumers are increasingly turning away from products that are not environmentally responsible, and I think there is real potential for our business to become a £10 million concern in the years to come,” explained Matt, who has now given up his teaching role to focus on the expansion of Composty. “We were bootstrapped like a lot of other growth start-ups, where we had the opportunity, but we didn’t know where to go for additional funding or how to model financial forecasts correctly. This is where Investment Readiness came in and made such a difference.” He continued: “The specialist financial advice, connections and introductions to a host of alternative funding options gave us the confidence to accelerate our plans and we should hopefully be seeing Composty sponges and clothes on the shelves at supermarkets, farm shops and independent retailers shortly." “Investment Readiness is one of the best business support offers we’ve come across and we’d love for it to continue after its funding comes to a close in March 2026.” The Business Funding Summit 2025 is the premier event of the Business Growth West Midlands (BGWM) Investment Readiness Programme, which is proudly delivered by Oxford Innovation Advice across Birmingham, Solihull and the Black Country. More than 150 local businesses are expected to descend on Birmingham next week to connect with like-minded entrepreneurs, investors and industry experts – with the overall aim of unlocking finance and accelerating growth. Throughout the day, there will be the chance to quiz an investor panel of angels, VCs and fund managers on what they are looking for, explore a SME marketplace of over 40 companies showcasing their products and services and the rare chance to listen to a keynote address from Silicon Square founder and former WM Tech Commissioner Martin Ward. There will also be presentations from several success stories that have secured funding, including Mini Monkeys, Truzy, Selene Clinical Research and Zanta Healthcare. Catherine Bray, West Midlands Regional Director of Oxford Innovation Advice, continued: “More than £4.2m has been successfully raised by growing firms thanks to the BGWM Investment Readiness Programme, proving without doubt we have developed an initiative that works and helps companies master a topic that many struggle with." “The Business Funding Summit is a great opportunity to bring together everyone from the finance community so we can educate, inform and hopefully connect the next generation of high-growth firms with specialist advisers and funders who can make a real difference." “This will be our last major event before our latest round of funding comes to an end in March 2026. Due to the positive impact we’ve had in the West Midlands, we’re hoping to bid for a new package that will see Investment Readiness carry on for a few more years.” BGWM’s Investment Readiness Programme has supported 2000 clients with tailored financial support since October 2023 in a bid to accelerate their funding journeys. This has helped with writing business plans and completing detailed financial forecasts, to creating pitch decks and exploring different types of finance, including asset, crowdfunding, debt (loans and overdrafts), grants and equity. Whilst £4.2m of investment has been secured to date, there is also a further £4.7m of debt and equity bids currently in the pipeline and waiting approval. Catherine concluded: “It's more than just raising finance; business success relies on high levels of financial literacy." “We help SMEs develop their financial management skills, working with clients to identify short, medium and long-term funding requirements, putting in place plans to facilitate immediate and future raises. It’s often the key that unlocks their expansion plans.”

Manufacturing output volumes fell in the three months to November, and at the fastest pace since August 2020 – according to the CBI’s latest Industrial Trends Survey (ITS). Manufacturers expect volumes to decline at a similar pace in the three months to February. The volume of total order books was stable at a historically weak level in November. Export order books improved relative to last month but remained well below average. Stock adequacy for finished goods rose, to stand above the long-run average. Expectations for selling price inflation eased in November, standing in line with the long-run average. The survey, based on the responses of 334 manufacturers, found: Output volumes fell at an accelerated pace in the three months to November (weighted balance of -30%, from -16% in the quarter to October), which saw the sharpest decline since the three months to August 2020. Manufacturers expect output volumes to fall at a similar pace in the three months to February (-30%). Output decreased in 13 out of 17 sub-sectors in the three months to November, with the fall being driven by the food, drink & tobacco, chemicals, and mechanical engineering sub-sectors. Total order books were reported as below “normal” in November (-37%, from -38% in October). The level of order books remained significantly below the long-run average (-14%). Export order books were also reported as below “normal”, though to a lesser extent than in October (-31%, from -46% in October). The balance was also below the long-run average (-19%). Expectations for average selling price inflation eased in November (+7%, from +16% in October), to stand in line with the long-run average. Stocks of finished goods were reported as more than “adequate” in November (+16%, from +7% in October), with the balance standing marginally above the long-run average (+12%). Ben Jones, CBI Lead Economist, said: “Manufacturers face a challenging end to the year. What’s striking in this month’s survey is how consistently firms link the slowdown to uncertainty ahead of the Budget, with customers delaying purchases and investment until they know what’s coming." “With the Budget now just days away, the Chancellor must provide much needed certainty and back the government’s growth mission rhetoric with pro-business policies." "For manufacturers, this must include accelerated support to address punitive energy costs and increased Growth and Skills Levy flexibility – interventions that would boost competitiveness, increase confidence, and unlock growth.”

Exclusive Collection continues to lead the way in sustainable hospitality, with The Manor House Golf Club achieving the prestigious GEO certification® for sustainable golf operations and the wider group recording a B Corp Certification score of 94.4, up from its initial 80.3 with a 17.5 per cent uplift. The dual recognition underscores Exclusive Collection’s commitment to balancing people, planet and profit while redefining what responsible luxury looks like in the UK hospitality and leisure sector. At The Manor House, the GEO Certification recognised the club’s long-term dedication to integrating environmental responsibility into every aspect of its operations. Working closely with the Wiltshire Wildlife Trust, the team has introduced 18 habitat parcels across the estate to monitor and protect biodiversity. Species reports and management plans ensure local wildlife continue to thrive. Otters have been spotted while coppicing of hazel woodland is encouraging the elusive hazel dormouse. Enhanced patches of calcareous grassland are being developed to tempt rare orchids and wildflowers into bloom. Such actions are part of creating a habitat mosaic – a patchwork of different ecosystems that allows wildlife to forage, nest and breed. A major bunker renovation project is transforming play and sustainability on the 18-hole, par-72 course. New technology is improving sand retention and drainage, while all sprinklers at The Manor House Golf Club have been upgraded and their location pinpointed on GPS linked to an app, a move that has helped save 330m3 over the past year. The installation of 66 monocrystalline solar panels on the clubhouse and maintenance buildings is further cutting carbon emissions, generating over 15,000kWh of clean energy in their first four months. Further steps to cut carbon emissions as part of the goal to be carbon neutral by 2026 have included reducing food waste with 450kg of food, equating to 1,057 meals, saved and 1,889kg CO2e cut. Andy Ryan, director of golf at The Manor House, said: “The whole team at The Manor House are committed to playing our part with responsible course management. Working with partners such as the Wiltshire Wildlife Trust and being awarded GEO Certification has allowed us to better understand our habitats and ensure golf and nature thrive side by side.” The wider Exclusive Collection has strengthened its sustainability framework through the B Corp movement, increasing its overall certification score by 17.5 per cent. The business has advanced its governance, community and environmental practices, reflecting tangible progress in areas such as transparent leadership, employee wellbeing, biodiversity and resource efficiency. Danny Pecorelli, managing director at Exclusive Collection, said: “Our B Corp journey is a constant cycle of learning and improvement. Achieving a score of 94.4 demonstrates how deeply sustainability runs through our culture - from our kitchens and courses to our communities. At The Manor House, this ethos comes to life in the way we manage the land, protect wildlife and deliver a more meaningful guest experience.” Exclusive Collection’s sustainability strategy is built around clear goals: reducing water consumption, becoming carbon generative, enhancing biodiversity, and championing community and people initiatives. These priorities continue to shape decisions across the group, from energy reduction and habitat creation to partnerships with like-minded B Corps, where over £2.1million was spent in the last year alone. About The Manor House Let us sweep you off your feet, in our idyllic countryside retreat like no other at The Manor House. Offering a fairy-tale setting for romance and escapism in the historic manor or mews cottages, with fine dining and gastro fare, as well as a championship golf course, all set in the picture-perfect village of Castle Combe. The hotel offers a choice of 50 luxurious rooms, suites, and cottages, all individually designed and full of historic character. Refined palates will appreciate the tasting menu offering British modern classics that never fail to delight at the Michelin starred Bybrook restaurant. For relaxed dining, local charm meets exceptional experience at The Castle Inn, an attractive 12th Century and top 50 gastropub. Offering golf on another level, the 18-hole, par-72, parkland course was designed by Peter Alliss and Clive Clark, and opened for play in 1992. The championship course measures 6,500 yards and is set within 365 acres of picturesque rolling countryside on the southern edge of the Cotswolds. More here . The Manor House is part of Exclusive Collection, a B Corp certified independent group which includes: Ansty Hall, Fanhams Hall, Lainston House with Season Cookery School, The Manor House with golf club and The Castle Inn, Pennyhill Park with spa, Royal Berkshire, South Lodge with spa.

In a business world that seems to be dominated by flashy IPOs, headline-grabbing tech unicorns and the cult of personal branding, family businesses often occupy a quieter, less conspicuous space. They succeed without spectacle, achieve without acclaim, and grow without the fanfare that dominates modern corporate discourse. This humility is not a reflection of a lack of ambition, but a deeply ingrained cultural trait that shapes the way these businesses operate, govern themselves, and measure success. Family businesses frequently inherit values that predate the modern obsession with publicity. They understand wealth as a tool for stability, community, and continuity, rather than a scoreboard to impress peers or the broader market. This perspective often leads to an understated approach to success: profits are reinvested rather than flaunted, innovations are implemented rather than broadcast, and milestones are celebrated privately rather than through public relations campaigns. To outsiders, this discretion may seem unusual, even counterintuitive, in a business climate where visibility is often conflated with credibility. Yet for families, quiet achievement is a form of discipline, a reflection of long-term thinking and an appreciation that legacy is built over decades, not news cycles. There is also an element of prudence in this modesty. Family businesses are acutely aware that public visibility can attract unwanted scrutiny, from competitors, regulators, and sometimes even internal factions. Success that is loudly proclaimed may invite imitation or, worse, invite mismanagement from those seeking personal gain. By maintaining a low profile, families protect both their assets and the cohesion of the business, ensuring that growth is sustainable and aligned with long-term objectives rather than short-term recognition. Another dimension lies in the cultural ethos that pervades many family enterprises. Humility is often intertwined with the founding principles of the business. Founders who started with limited resources and scaled through perseverance imbue the organisation with a preference for substance over spectacle. Achievements are measured not by awards or media coverage, but by the durability of relationships with employees, customers, and suppliers, and by the quiet satisfaction of seeing the business endure across generations. In this sense, humility is not an absence of pride; it is a conscious choice to value meaningful metrics over performative success. This understated nature, however, can sometimes be a double-edged sword. While discretion fosters stability and loyalty, it can also obscure the contributions of the business in broader markets, making it harder to attract new talent, secure partnerships, or influence policy. Some family firms struggle to strike the right balance between protecting their privacy and sharing their achievements enough to inspire confidence and attract opportunity. Many are now exploring subtle ways to make their successes visible, through community engagement, thought leadership, or impact reporting, without compromising the quiet dignity that defines them. Ultimately, the humility of family businesses reflects a philosophy that prioritises endurance over applause. They understand that true success is measured in continuity, resilience, and the ability to thrive across generations, rather than in the transient glow of media attention.  In a corporate landscape increasingly defined by noise and instant gratification, these families offer a powerful reminder that quiet, steady achievement often leaves the most lasting mark.

Check out the short film that showcases the Family Business of the Year Awards 2024, the thoughts of Paul Andrews, Founder and CEO of Family Business United who organise these awards and some insights from people present on the evening. You can see a full list of all the winners of the 2024 Family Business of the Year Awards here

Aldi will open 16 new stores between Thursday 6th November and Friday 12th December 2025, bringing its award-winning value and unbeatable prices to even more communities across the UK in the run up to Christmas. From Kirkintilloch in Scotland, Cheadle in Staffordshire, to Billericay in Essex and Kentish Town in London, each new store will give shoppers access to Aldi’s renowned low prices, fresh British produce and exclusive Specialbuys. The UK’s fourth-largest supermarket is investing £650 million across Britain through its store opening and refurbishment programme in 2025, with each new site creating around 40 jobs. Aldi also recently announced it would be doubling down on its investment with a £1.6 billion commitment over the next two years, opening 40 stores each year. Jonathan Neale, Managing Director of National Real Estate at Aldi UK, said: “At Aldi, we’re focused on making affordable, high-quality food accessible to as many people as possible – and opening new stores is at the heart of how we do that. “Launching 16 new stores in just over five weeks is a significant milestone for our business and a clear demonstration of the pace and ambition behind our growth plans. It means more communities will benefit from Aldi’s value and choice in the weeks ahead and beyond.” To prepare for the Christmas rush, Aldi has launched an ambitious recruitment drive to hire more than 4,500 store colleagues across the UK. The new recruits will help restock shelves, assist customers and ensure stores run smoothly during one of the busiest periods of the retail calendar. New store colleagues will also benefit from Aldi’s position as Britain’s highest-paying supermarket, with Store Assistants earning from £13.02 an hour nationally and from £14.35 inside the M25 from September 2025. The Aldi stores opening before Christmas are: Philadelphia, Tyne and Wear Pendle Drive, Litherland/Sefton, Liverpool Gallamore Lane, Market Rasen McGavigans Road, Kirkintilloch, Scotland Queens Park Avenue, Billericay Kentish Town, London Dundee Road, Arbroath The Green, Cheadle Boghall Road, Baillieston Old Shoreham Road, Hove Pershore Market, King George’s Way, Pershore Riverside Retail Park, Yate, Gloucestershire Northallerton, North Yorkshire Harefield Road, Uxbridge Daventry, Northamptonshire Old Kent Road, London