Construction is off to a flying start at Swansway Motor Group's new Fleet Super Hub in Wardle, Cheshire, with David Smyth getting behind the controls of a digger to mark another milestone in the development. The multi million pound investment will provide capacity for up to 3,000 vehicles, alongside dedicated pre-delivery inspection facilities, supporting the continued growth of Swansway Fleet. The purpose built site is expected to be completed in Q1 2027 and will incorporate rooftop solar panels, electric vehicle charging and cycle to work facilities. The latest progress marks another exciting step towards the completion of the new facility, which will strengthen Swansway Fleet's ability to support businesses and customers across the UK.

Harrisons, a leading UK manufacturer of nonwoven wipes, has unveiled a new brand identity, strapline and website. The change marks the next chapter in the company's 135-year history while staying true to the values that have carried the business through several generations. The refreshed identity brings an updated colour palette and a cleaner, more modern look across the Harrisons family of brands, including Harrisons Hygiene and Harrisons Industrial. The visual change is deliberately evolutionary rather than a departure: the heritage, the UK manufacturing and the focus on proven quality that customers rely on all remain firmly in place. At the centre of the refresh is a new strapline: Set the standard with every wipe. It reflects Harrisons' own ambition to aim high across quality, innovation, sustainability and customer service. It also reflects the people who use the products: the cleaning operatives, engineers, chefs and healthcare workers who are themselves working to set high standards of cleanliness and hygiene, one task at a time. And it sets a clear direction for the business - a commitment to keep improving for customers, and something Harrisons has always worked towards throughout its history. Alongside the strapline, Harrisons has set out a new mission: to set the standard with every wipe by partnering with customers to deliver expert solutions, uncompromising quality and a cleaner world. In practice, that means treating distributors as long-term partners rather than accounts, and backing them with reliable supply, proven quality and expert advice. Stephen Harrison, Managing Director at Harrisons, said: "I'm delighted to launch our refreshed brand, which we see as the launch pad for the next phase of our growth. With the new mission we’ve set out, we want our partners and customers to know that when they work with us, they get quality products and advice they can rely on, every time.” The new look is live now at www.harrisonwipes.co.uk and will be rolled out across the Harrisons parent brand and its Hygiene and Industrial sub-brands, giving the business a consistent identity while keeping each product category clearly recognisable for the audiences it serves.

The Chapman family, owners of Farmlay Eggs and Chapman Farms, will take over the ownership and management of Brucklay Garage Ltd at the end of 2026, marking an exciting new chapter for the established rural business. Located in North East Aberdeenshire, Brucklay Garage Ltd, has served its customers since 1983, providing services and products including agricultural machinery parts, lawnmowers, garden machinery, and tools. Under its new name, ‘The Store at Brucklay’ and new ownership, the business will continue to offer existing horticultural parts and services, while expanding its range of agricultural supplies. Current owners Michael and Karen Brown, who are husband and wife, and have run the business together for more than four decades said: “It has been an enjoyable venture. We’ve thoroughly enjoyed the hard work involved in building the business into what it is today but now, with retirement beckoning, we’re ready to pass the baton on to a younger generation, and we couldn’t be happier that it’s going to such a great family.” Michael added: “We’ve known the Chapman family for many years and remain good friends. Having followed their journey and success of Farmlay Eggs and Chapman Farms, we have every confidence they’ll bring continued success to the business, while maintaining the customer values and relationships, we’ve worked hard to establish." “I’ve always been passionate about fitting the right machine to the needs of the customer. It’s important to me that people can come here, receive honest advice and invest in the right equipment. That’s what builds trust, and I know Debbie and Iain share those same values." “With their knowledge and understanding of the agricultural industry, there is an opportunity to build on the agricultural side again. I wish them the very best of luck for the future.” For the Chapman family, the acquisition represents an opportunity to build on Brucklay Garage and its established reputation while responding to the needs of the agricultural and horticultural communities. Iain Chapman says: “We are extremely excited to expand the product range available to the community and build on everything Michael and Karen have achieved over the years. Thank you to them both for their hard work and dedication in building the business into what it is today." “We see a gap in the local market for a country store customers can visit, find what they need and take away there and then. We want to build on the existing offering, its position in the market and expanding the range of both horticultural and agricultural products and services available to the community." “We’re delighted to announce that Murray Bremner will be joining as manager at Brucklay Garage. We look forward to welcoming customers to the store for our sale in January, before temporarily closing to refresh and restock, and we are delighted to announce customers can look forward to a much wider range of products at Brucklay Garage, and we’ll be sharing more details as the plans take shape.” Top photo: Michael Brown and Iain Chapman From left to right: Debbie, Emma, Iain, Molly, Robert, Megan, Ethel (Chapman) Photo credit: Craig Stephen Photography

A Leamington Spa restaurant has been officially named the Best Restaurant of the Year 2026 by the Bangladesh Caterers Association UK. Paprika Club, in Regent Street, was crowned national winner in the biggest category of the night at the 19th annual awards at Park Plaza Westminster Bridge Hotel in London. A spokesman for the restaurant said: “Paprika Club is beyond honoured to receive this year’s Bangladesh Caterers Association UK “Best Restaurant of the Year 2026” Award for Outstanding Service and Cuisine. To be recognised among the restaurants shaping this industry is an achievement we’ll treasure." “Since opening in Leamington in 1994, we’ve built Paprika Club around generous hospitality, memorable food and the people who return to our tables year after year. This award joins a proud history of recognition, including three consecutive Asian Curry Awards wins from 2023 to 2025." “To our team, whose care and hard work make every service special, and to our customers: your loyalty, encouragement and recognition have helped bring us to this moment. Every visit, celebration shared with us and kind word has mattered. This award belongs to you too. Thank you for renowned support and love which has allowed us to be recognised by this outstanding award.” Tipu Rahman, Secretary General, said: “The BCA Awards recognise the restaurants whose commitment to quality, service and consistency keeps our industry moving forward. By celebrating outstanding businesses, we set a benchmark for excellence and encourage the next generation to build careers in hospitality.” The BCA Awards Committee Convener is celebrity chef Atik Rahman BEM. The Bangladesh Caterers Association was set up in 1960 and represents 12,000 restaurateurs across the UK. Its Restaurant of the Year awards recognise excellence across food, service, hospitality, presentation, consistency and the overall customer experience.

After 55 years of helping businesses across Scotland find the right people, family-run recruitment agency Stafffinders has released its first-ever Christmas film, bringing a festive twist to the challenges of recruitment during the busiest time of year. The film follows a familiar Christmas challenge: even Santa needs a reliable team behind him to make sure everything runs smoothly. With the festive season placing additional pressure on businesses across Scotland, the film highlights the importance of having the right people in place, whether that's covering unexpected absences, managing increased demand or bringing in extra support during particularly busy periods. Founded in Paisley in 1971, Stafffinders has spent more than five decades supporting Scottish businesses with temporary and permanent recruitment across a wide range of sectors, including Hospitality, Industrial, Warehouse and Office Support. The Christmas film is a light-hearted celebration of the people working behind the scenes to keep businesses operating throughout the festive period, from chefs and waiting staff managing busy Christmas services to warehouse teams handling increased deliveries and office professionals keeping operations organised. It also carries a simple message for employers: having a trusted recruitment partner available when staffing challenges arise can make all the difference. With Christmas traditionally bringing increased demand for temporary workers, Stafffinders is encouraging businesses to plan their festive recruitment requirements early, helping them secure the staff they need before the busiest weeks arrive. The film marks a first for the long-established Scottish recruitment agency, combining its recruitment expertise with a little Christmas storytelling. Businesses looking for temporary or permanent recruitment support can contact Stafffinders through its website at www.stafffinders.co.uk, call the Paisley office on 0141 887 1155 or the Edinburgh office on 0131 225 6898. Established in Paisley in 1971, Stafffinders is Scotland's longest-established family-run recruitment agency. With offices in Paisley and Edinburgh, the company provides temporary and permanent recruitment solutions across a wide range of industries, supporting businesses and jobseekers throughout Scotland and beyond.

The Gebrüder Weiss site in Wels became a testing ground for the AMADEE-27 Mars analog mission at the end of October. On October 30 and 31, the Austrian Space Forum (ÖWF), the University of Applied Sciences Upper Austria (FH Oberösterreich), and other research partners tested scientific experiments and technical systems for the mission, which will take place in Portugal in April 2027. As the official logistics partner, Gebrüder Weiss is responsible for transporting the sensitive research equipment to and from the mission site. Jürgen Bauer, Member of the Management Board of Gebrüder Weiss, said: “The future of mobility is an important topic for Gebrüder Weiss. That is why we are supporting the Austrian Space Forum in a Mars analog mission for the third time. For us, this also includes giving our employees insights into innovative research projects. The tests at our Wels location provide a unique opportunity for this,” During the two test days, Gebrüder Weiss employees had the opportunity to experience the research activities first hand. They met the analog astronauts and observed various experiments in action. Among them was a rover developed by the University of Applied Sciences Upper Austria, designed to support the crew during the mission by transporting tools and scientific samples and assisting with navigation in the field. From Austria to Portugal In February 2027, Gebrüder Weiss will manage the logistics for the mission itself, transporting the sensitive research equipment to the Monsaraz Analog Research Station in Portugal. Handling the valuable equipment requires special care and precise planning. The project logistics team in Wels will contribute its expertise in managing complex transport projects. After the mission is completed, the company will return the equipment to the Austrian Space Forum’s headquarters in Innsbruck. Dr. Gernot Grömer, Director of the Austrian Space Forum, said: “Gebrüder Weiss has been a long-standing and reliable partner of the Austrian Space Forum in our Mars analog missions. Especially when transporting our valuable research equipment, the expertise of an experienced logistics provider is indispensable. The precise planning, professional execution, and know-how of Gebrüder Weiss are of tremendous value to us,” Following AMADEE-20 in Israel and AMADEE-24 in Armenia, AMADEE-27 is the third joint mission of Gebrüder Weiss and the Austrian Space Forum. From April 5 to 18, 2027, six analog astronauts will carry out 17 experiments in Portugal, developed by more than 20 research institutions and universities from Austria, other European countries, and the United States. Further information about Gebrüder Weiss’ commitment to the future of mobility visit here.

A new art exhibition celebrating the works of a Cumbrian ceramicist and a North Yorkshire based painter has opened at a spa hotel on the Windermere shoreline. The latest Art in the Atrium gallery display at Low Wood Bay Resort & Spa features the ceramics of William Plumptre, who works from his own South Lakes studio at Witherslack. His exhibition is running in tandem with an exhibit of distinctive Lake District landscapes, flower paintings and other prominent works by the artist Tony Roberts. The exhibition, which runs until early in the new year, has been organised by English Lakes Hotels in partnership with Gavagan Art. The aim is to bring fine art to a wider audience and especially to celebrate the talents of Northern artists. William Plumptre established his first pottery studio in Hartsop near Patterdale, where he built his own oil-fired kiln in the outbuildings of a traditional stone-built Lakeland house. He moved to his current base in a seventeenth century farmhouse at Witherslack over 30 years ago from where he now creates his pottery. William’s ceramics feature in a number of public collections including one at Blackwell Arts & Crafts House in Bowness-on-Windermere. “I specialise in throwing with robust stoneware clay, creating a variety of press moulded bottles and dishes,” he explains. “I also use rope and material for creative additions and variations, allowing for each piece to be inlaid with different coloured slips.” Willam’s glazes are made largely of local materials including wood ash and granite, and all of his work is reduction fired in a 65 cubic foot gas-fired kiln which he designed himself. “I knew about the Art in the Atrium gallery displays at Low Wood Bay and was thrilled to be asked to exhibit,” he adds. “It’s always a joy to get the opportunity to display my work in my home county and just up the road from the studio.” Tony Roberts trained in Fine Art Painting at Hornsey College of Arts London and at the Royal Academy Schools. He works in oils, watercolours, pastels, gouache and acrylic paints, exploring three main themes: landscapes, still-life paintings with flowers, and paintings based on Buddhist and Hindu imagery and shrines. His paintings have been shown nationally and internationally including at The Royal Academy Summer Exhibition, London, as well as in galleries in New York, Switzerland and Germany. The distinctive landscape of the Yorkshire Dales and the Lake District are enduring themes in his work, and his exhibition at Low Wood Bay includes both large oil paintings on canvas and a series of watercolour works. “This display at Low Wood Bay has offered me a rare opportunity to exhibit some of my much larger paintings in a location where they can be seen by people who may not be familiar with my work,” says Tony. “It’s also a chance for friends and family to visit the resort and see my paintings in such a beautiful setting on Windermere.” Having studied ceramic design at Chelsea College of Art, William Plumptre travelled to Japan to continue his training in the workshops of three different potters, including one year with the Japanese master, Tatsuzo Shimaoka. The training regime was rigorous and he returned to England with greater knowledge and understanding of the Japanese way of producing and firing pottery in a traditional climbing kiln. Tony Roberts has made the North of England his home since taking up teaching positions at Bolton College of Art and then at the Manchester Regional College of Art. For further information with Low Wood Bay Resort & Spa visit here.

Fifty six years after Harry Garlick was told he could not afford a fish and chip shop, his grandchildren run a precision sheet metal business supplying telecoms, pharma and food production. Joint managing director Emma Gilligan explains how Constant Group has scaled up without becoming somebody else. In 1969, Harry Garlick was told he did not have enough money to buy a fish and chip shop, let alone an aluminium trading company. A year later he had one. Constant Aluminium Supplies Ltd opened on Greenhalgh Street, off Oldham Road, in June 1970, funded by savings his eldest son Richard had earmarked for a newsagent's kiosk in central Manchester. Harry's wife Vera kept the books as company secretary. Deliveries went out by hand or on the bus until orders justified the firm's first truck, bought for £75. The first set of accounts still hangs on the wall. It shows a profit of £4,434. Turnover today sits at £9.9 million, and the business runs from an 80,000 sq ft site at Meadowbank Business Park in Oldham, close to junction 22 of the M60. Its customer list takes in BT, Openreach, Network Rail, Transport for London, M&S Food and Boots. The interesting question is not how Constant got bigger. Plenty of firms do that. It is how it got bigger while still feeling, to the people inside it, like a family business. From Kick Plates To Telecoms Cabinets The company began as an aluminium stockholder, buying and selling metal to local businesses. Richard, who describes his early role as labouring, or "goffering", soon spotted a way to add value to the material. Around a year in, he began turning leftover aluminium sheet into fingerplates and kick plates, and moved the firm into architectural ironmongery. It became the largest manufacturer of kick plates in the UK, built on a 24 hour turnaround that few rivals could match. "It involved working all hours to make it happen," says Gilligan, "but that speed and willingness to respond to what customers needed really helped put the business at the forefront of the industry." Richard's wife Maggie left a career in teaching to join him, initially as "the sales girl", taking calls at home in the evening and passing orders to Richard to make and deliver the next day. When Vera retired, Maggie became company secretary. Over the decades the fabrication side outgrew the ironmongery. Constant is now a full service sheet metal business with design, engineering, manufacturing and assembly under one roof: Design: engineers working in SolidWorks, Creo and Radan Cutting and forming: a Bystronic fibre laser and a Trumpf punching machine, both automated, plus eight Bystronic press brakes Fabrication and finishing: 18 welding bays, automated powder coating lines, a stainless only bead blast line and wet spray and polyurea coating Assembly and logistics: isolated assembly areas for mechanical and electromechanical integration, and three 7.5 tonne wagons for national delivery Today it specialises in telecoms cabinets and enclosures, food preparation units, medical and pharmaceutical cabinets, and industrial and infrastructure parts, and holds ISO 9001 certification. The family has grown with it. Richard and Maggie's children, Matt Garlick and Emma Gilligan, bought the business from their parents on 10 April 2021, Richard's birthday, and now run it as joint managing directors. Matt's wife Jayne and Emma's husband David work in the business as business development manager and CTO, respectively. The name later changed to Constant Group, which Gilligan says "better reflected the breadth of what the business had become and where we wanted to take it next." Earning A Place, Not Inheriting One Gilligan grew up in the business. She worked in it as a child for pocket money and watched her parents steer it through recessions, wars and political upheaval. "It's in my blood," she says. "I genuinely don't know what it would be like not to have Constant Group in my life." Yet joining was never assumed. Her parents pushed both children to go away, study and see life outside the firm. Matt asked to join on the afternoon he graduated from Manchester Metropolitan. For Emma, the moment came in the second year of a business and marketing degree at De Montfort. "I suddenly got the buzz for business and development," she recalls. "I phoned my dad and said, 'Good news, I want to come and work for the business.'" Richard was pleased, but set terms. She would have to justify her own salary, create her own role and build a career on merit rather than being handed a job because of her surname. She had to forge her own path. That condition did more than motivate her. It sent a signal to every non family employee that position in the business follows contribution. "That gave me a huge amount of drive to prove to everyone around me that I could do it," she says. "Being a woman in what was, and still is in many ways, a male dominated industry gave me even more determination to be the best I could be and earn my place." For family firms worried about culture, this is the first lesson. Entitlement in the next generation is often the earliest crack, and the wider team notices long before the family does. Culture Does Not Scale By Accident The usual story of a growing family firm is that the personal touch thins out as headcount rises. Somewhere past the point where the founder can walk the floor and greet everyone, the business becomes an organisation, and the people in it become a payroll. Gilligan's answer is to refuse that trade. Constant employs 87 people and she knows every one of them by name. "I know about their families and I make a conscious effort to ask about more than just work: how they are, what's happening in their personal lives and how they're feeling," she says. "It's important that people know they are valued as individuals, not just as employees or numbers on a spreadsheet. Without the team, we are nothing." That sense of belonging was never reserved for the Garlicks. The firm has a core of long serving staff who joined as young men, built careers there and went on to raise families of their own. "We're not only growing Constant Group to support our own family," Gilligan says. "The business provides livelihoods and opportunities for lots of other families too." The values she names are deliberately plain: teamwork, adaptability, trustworthiness and care, for the team and for customers. They have carried across three generations, and they shape a commercial habit as much as an internal one. "We've never wanted to simply manufacture something and make a profit," she says. "We've always tried to give the customer that little bit more, whether that's extra service, care and attention, bringing ideas to the table or helping them find a better way of doing something." In other words, the culture is not a perk bolted onto the business model. It is the business model. Keeping Good People In A Tight Labour Market UK manufacturers routinely cite skills shortages as one of their biggest constraints. Gilligan's view is that the hiring problem is partly a keeping problem. "Retaining good people is just as important as attracting new ones," she says. Her approach rests on three things. 1 - Openness. "We want there to be no conversation that can't be had," she says. Owners and managers have to be people employees can trust, with respect flowing both ways. That covers problems at work and problems at home. 2 - Visibility. The family and senior managers are on the shop floor every day, hands on and involved in the manufacturing. "That creates a two way respect and shows that we all care about the products we make and the work that goes into them. 3 - Thinking about people's lives, not just their shifts. Constant runs a four day working week, structured to give staff a better balance between work and home, alongside an in house apprentice scheme that grows skills from within. "If you want people to feel valued, you have to show them that you're thinking about their lives as well as the needs of the business," Gilligan says. The aim, she adds, is to develop and grow together, accepting that people's circumstances change over a working life. None of this is expensive in the way a new press brake is. But it requires leaders to spend their scarcest resource, time, on the floor rather than in the office. Investing So As Not To Stand Still Fifty six years of trading would be enough for some firms to rest on. Constant is spending instead. It has recently put £3 million into new machinery and a new building to improve the flow and capacity of its manufacturing, on top of earlier expansion into neighbouring units. It has also picked up a North West collaboration award with CommScope, which Gilligan sees as proof of something the team has long known. "Constant Group isn't a small, traditional manufacturer sitting quietly in the background," she says. "We're a technologically advanced manufacturing business based in Greater Manchester, working with major organisations and exporting products around the world." The next goal is recognition. She wants Constant to be known for what it contributes to UK manufacturing, to Greater Manchester and the North West, and to Oldham, where the family's roots go back more than five decades. That ambition has a recruitment edge. Gilligan wants young people to see that firms like hers still exist and still offer real careers. "There can sometimes be a perception that a long established family business is traditional or standing still, but that really isn't the case," she says. "Generational businesses have to evolve, expand and adapt." It is the same balance the firm has struck since the first kick plate left Greenhalgh Street: change what you make and how you make it, and keep hold of how you treat people. The Bottom Line Constant Group's growth from a £75 truck to a £9.9 million precision manufacturer shows that culture can survive scale, but only if leaders treat it as work rather than heritage. The next generation earned their roles, the owners stay visible on the shop floor, and the firm invests as hard in its people's lives as in its machinery. The products have changed completely since 1970. The way the business treats people has not.

Family Business United is once again bringing the family business community together through its Family Business Festive Food Parcel campaign, with two special events in Leeds and London helping to make a difference to families facing hardship this Christmas. Family Business United is delighted to announce the return of its Family Business Festive Food Parcel campaign, a national initiative with local impact that encourages family businesses, their employees and the wider business community to come together and support families in need over the festive season. Following the success of last year's campaign, which saw the family business community rally together to provide food parcels for families facing difficult circumstances, the initiative is returning with renewed ambition and two in-person events designed to bring people together, collect donations and make a tangible difference in local communities. Working in partnership with The Pantry UK, the campaign will once again use the organisation's network of school headteachers to identify families who would benefit from additional support. Food parcels will then be distributed directly to those families, ensuring that help reaches the people who need it most. The feedback received from recipients following last year's campaign was incredibly moving and demonstrated just how much of a difference a relatively small act of kindness can make. For Family Business United, the campaign is a wonderful opportunity to harness the collective generosity of the family business community and turn it into something genuinely meaningful. Paul Andrews, Founder & CEO of Family Business United, commented: "Family businesses are at the heart of communities across the UK. They employ millions of people, support local initiatives and make a difference in countless ways throughout the year. The Festive Food Parcel campaign provides another opportunity for the family business community to come together and demonstrate the positive impact it can have." "We were overwhelmed by the generosity and support shown last year and, more importantly, by the feedback from the families who received the parcels. Knowing that we have helped make Christmas a little easier for families who might otherwise be struggling is incredibly rewarding." "This is a national campaign with local impact. Every donation matters, whether it is a financial contribution, a tin of soup, a packet of biscuits or a larger donation of food from a producer or distributor. If we all do a little, together we can achieve a lot. We would love to see even more family businesses getting involved this year." Two Events, One Shared Purpose This year's campaign will be supported by two special gatherings, providing opportunities for members of the family business community to meet, network and contribute to the food parcels. The events will take place at: Sound Leisure, Leeds 8 December 2026 | 9.30am Hayman's Gin, London 9 December 2026 | 6.00pm Both events are complimentary to attend, with guests encouraged to bring along a selection of food items to add to the parcels. There will also be opportunities for attendees to help with the packing process and play a direct part in preparing the donations for distribution. Getting Involved Is Easy Family Business United is encouraging family firms, food producers, distributors, professional advisers and supporters to get behind the campaign. There are several ways to contribute, and every donation, however big or small, will make a difference. Businesses and individuals can purchase one or more food parcels, with the campaign team using the funds raised to buy the food needed to complete them. Alternatively, cash donations of any amount are welcome and will be converted into food parcels. Businesses can also organise their own workplace food collections and arrange for donations to be delivered to either the Leeds or London event, or contribute food products that they manufacture or distribute. Those attending the events are encouraged to bring food donations with them. Family Business United will coordinate all donations centrally to ensure that everything is organised and distributed effectively. Campaign logos and promotional banners are also available for businesses wishing to raise awareness and encourage colleagues, customers and suppliers to get involved. To find out more, make a donation or book a complimentary place at one of the events, visit the Family Business United website here Making A Difference Together The Family Business Festive Food Parcel campaign is a reminder that the collective power of family businesses can achieve wonderful things. While many family firms already support their local communities in numerous ways, this initiative offers a simple and practical opportunity to do something extra at a time of year when the pressure on household budgets can be particularly challenging. Family Business United will be sharing updates across its social media channels throughout the campaign, celebrating the generosity of those involved and showcasing the contributions being made by businesses and individuals. The ambition is simple: to reach even more families this Christmas and demonstrate what can be achieved when a community comes together with a shared purpose. To find out more about last year's campaign and see the difference the family business community made, visit the Family Business United website here Every donation counts. Every parcel matters. Together, we can make a difference this Christmas.

The Westcombe Group, a leading top 25 UK property development and hospitality group, has secured planning approval for the major regeneration of Kingston Bridge House in Hampton Wick, paving the way for a mixed-use scheme including a new five-star Hotel Indigo, part of IHG Hotels & Resorts, alongside 22 new homes. The approval marks a major milestone in Westcombe’s expansion into hospitality through its Acre Hotels collection and the start of a long-term relationship in the UK and overseas with leading international hotel group and partner IHG. The scheme will transform the former student accommodation building on Church Grove into a luxury boutique five-star hotel with full facilities including a bar, upscale restaurant, and conference spaces alongside 22 luxury one-, two- and three-bedroom apartments, including 4 affordable homes. The landmark development is expected to bring significant benefits to Hampton Wick and the greater Kingston and Richmond area. An independent economic impact assessment estimates it will unlock £20 million of construction investment, support around 50 high-quality jobs on-site once completed, attract approximately 9,000 hotel visitors a year and generate around £4.3 million of annual retail and leisure spending in the local economy. It is also projected to generate approximately £195,000 a year in Council Tax and business rates to support the delivery of local public services. Kamal Pankhania, Chief Executive Officer of Westcombe Group, said: “This is a very exciting moment for Westcombe and for Hampton Wick as our proposals receive planning approval. We are transforming a formerly vacant building into new homes, affordable housing and a five-star luxury hotel that will bring jobs, prosperity and thousands of visitors into the local area each year." “I am particularly proud that the hotel will be branded as Hotel Indigo, as the latest addition to IHG Hotels & Resorts’ impressive global portfolio of high value hospitality assets. IHG is one of the most respected names in global hospitality and we see this project as marking the start of a long and successful relationship between our two businesses, here in the UK and overseas.” Willemijn Geels, Vice President, Development, Europe at IHG Hotels & Resorts, said: “We are delighted to welcome Westcombe Group to IHG and bring Hotel Indigo to the London Borough of Richmond upon Thames in the UK. Hampton Wick’s rich history, riverside setting and strong local identity make it a natural fit for a brand that celebrates neighbourhood stories and authentic local experiences." “This signing reflects strong owner demand for Hotel Indigo in the UK&I and comes as we recently celebrated 200 open Hotel Indigo properties around the world. Together with Westcombe Group, we look forward to creating a distinctive hotel for guests and the local community, supported by IHG’s global scale and powerful enterprise.”

Family Business United ('FBU') has reiterated its commitment to campaigning for a full reversal of the changes to Agricultural Property Relief (APR) and Business Property Relief (BPR), highlighting the continued uncertainty facing family businesses and the need for a long-term policy framework that supports generational thinking, investment and sustainable business ownership. The 2026 Autumn Budget has done little to provide the reassurance or certainty that family businesses have been seeking, with the Government choosing not to revisit the changes to APR and BPR originally announced by Rachel Reeves in the Autumn Budget of October 2024. Despite widespread concerns from across the family business community, and continued calls for the reforms to be reconsidered, the fundamental issues remain. The changes, which came into effect in April 2026, continue to create uncertainty for family business owners as they consider the future of their businesses, plan succession and make decisions about investment and growth. FBU believes that the case for a full reversal remains as important as ever and that the Government needs to recognise the distinctive contribution that family businesses make to the UK economy and the communities in which they operate. Paul Andrews, Founder & CEO of Family Business United, commented: "Family businesses think differently. They invest for the long term, make decisions with the next generation in mind and often measure success not simply in terms of the next financial quarter, but in terms of what they can build and pass on to those who follow." "That long-term perspective is one of the great strengths of the family business model, but it requires an environment in which business owners have confidence to invest, grow, employ people and plan for the future." "The changes to APR and BPR have undermined that confidence. The subsequent adjustments to the original proposals have not addressed the fundamental concerns, and the 2026 Autumn Budget has done very little to provide comfort to the family business community. There remains a real need for clarity, consistency and a policy framework that supports the long-term sustainability of family-owned enterprises." "Furthermore, there was very little recognition of the multigenerational family firms that make a difference across the UK on a daily basis, and too much support for technology businesses and start-ups. We need to offer more support to the businesses that are already established and want to invest and continue to grow, passing the business on to subsequent generations as they do so." "Our position remains clear. We believe that a full reversal of the APR and BPR changes is necessary. This is not simply about inheritance tax; it is about the future of businesses that provide employment, create wealth, invest in their communities and contribute so much to the economic and social fabric of the UK." "Family firms are built over generations, not overnight. Government policy needs to recognise that reality and provide the stability and certainty that allows these businesses to continue making a difference for generations to come." Family businesses are significant contributors to the UK economy, supporting millions of jobs, generating wealth and providing opportunities across every region and sector of the country. Many have been built over decades, sometimes centuries, with successive generations investing their time, energy and resources to create businesses that are intended to endure. For these businesses, succession is about much more than the transfer of ownership. It is about preserving employment, maintaining investment, protecting relationships with customers and suppliers, supporting local communities and ensuring that the business remains sustainable for the next generation. FBU believes that tax policy should recognise the importance of responsible long-term ownership and avoid creating unnecessary barriers to business continuity. A lack of certainty around the future tax environment can influence decisions being made today, with consequences that extend well beyond the immediate family or business concerned. Family firms need to know if the Chancellor plans to back them or tax them and whilst this remains unclear decision making on investments and longer term projects is likely to be questioned. FBU will continue to make the case for a full reversal of the APR and BPR changes, engaging with policymakers and representing the interests of the family business community. A recent letter to the new Prime Minister captured the feelings of the community but the voice of family firms needs to continue in order to ensure that these businesses are not forgotten. FBU is calling for the Government to recognise that family businesses need more than short-term adjustments and incremental changes. They need a stable, predictable and supportive policy environment that encourages investment, rewards responsible ownership and enables businesses to plan with confidence. Paul Andrews added: "We will continue to champion the family business community and make the case for policies that support businesses with a genuine commitment to the long term." "These are businesses that are rooted in their communities, employ people, develop skills, support supply chains and reinvest in the future. They are often the businesses that make a real and lasting difference to the places in which they operate." "If we want successful family businesses to remain in the UK, continue to invest and pass their legacy on to future generations, we need policies that support that ambition. The need for a full reversal of the APR and BPR changes has not gone away, and neither has our determination to keep making that case." FBU will continue to campaign for a policy environment that recognises, supports and protects the long-term contribution of family businesses across the UK. In the meantime, family firms are encouraged to continue to engage with their local MP's and to demonstrate the significant contribution family firms make to the national economy and to wherever possible explain the impact that the changes introduced to APR and BPR are having. Keep up to date with all the latest news and developments associated with the APR and BPR campaign here

The Chancellor used today’s Budget to offer “breathing space” for households and businesses, while setting out what the Government described as “fresh hope for the future.” The Budget avoided broad-based tax rises, instead focusing on more targeted measures. As ever, the announcements created a mix of winners and losers. Here are some of the measures likely to have the greatest impact. Winners Households – Up to 20 million households in Council Tax bands A–D will receive a £100 energy payment, alongside further energy bill support. First-time buyers – Support for those looking to get onto the property ladder was a notable feature of the Budget, including £4.7bn of government lending through the new Your First Home scheme. Retail, hospitality and leisure – Further business rates support should provide some relief for small businesses continuing to face rising employment and operating costs. Businesses investing for growth – The Budget continues to encourage business investment, including increasing the First Year Allowance from 40% to 50% for qualifying expenditure. Pensioners and savers – The decision to retain the £20,000 cash ISA allowance, alongside measures affecting pensioners, provides some additional certainty for savers. Losers Landlords – From April 2027, Income Tax rates on property income will increase by a further 2 percentage points, taking the basic rate to 24%, the higher rate to 44% and the additional rate to 49%. Business owners considering a sale – Decrease in Business Asset Disposal Relief to £500,000 could increase the tax cost for some entrepreneurs looking to exit their business, putting greater emphasis on planning ahead. Employers – The 3.9% increase in the National Living Wage and National Minimum Wage will mean further employment cost pressures, particularly for labour-intensive businesses. Banks – The Bank Surcharge will increase by three percentage points, making the sector one of the clearer losers from the Budget. Gambling businesses – Higher duties and changes to business rates relief will increase costs for parts of the gambling sector. Our Initial View The Chancellor repeatedly spoke about offering “breathing space” now and “hope for the future.” There were some clear areas of support, particularly for households, first-time buyers and certain businesses, but relatively few sweeping changes to the wider tax landscape. The key question will be whether this Budget provides the breathing space needed to support stronger growth and improve confidence, or whether some of the bigger decisions have simply been left for another day. James Cowper Kreston’s tax and business advisers will be looking closely at the detail behind the announcements and what they mean for businesses and individuals. Download the Autumn Budget 2026 summary here: