Few garments are as instantly recognisable as the Scottish kilt. Rich in history, distinctive in design and deeply connected to Scotland's cultural identity, the kilt represents a tradition that continues to bring families, communities and generations together. Behind every well-made kilt lies a combination of skilled craftsmanship, knowledge of tartan and an understanding of the traditions that make Highland dress so special. Among the businesses dedicated to preserving this heritage is Houston Kiltmakers, established in 1909. Founded by William Houston as a gentlemen's outfitting business in Paisley, near Glasgow, the company has evolved over more than a century into a specialist in traditional Scottish kilts, Highland wear and tartan. Today, it remains a fourth-generation family business, serving customers in Scotland and around the world. From Gentlemen's Outfitters to Traditional Kiltmakers The story of Houston Kiltmakers began in the early twentieth century, when William Houston established his business to serve the clothing needs of gentlemen in the Paisley area. At that time, traditional menswear was central to everyday business, social occasions and formal life. The shop supplied the clothing and accessories expected of a traditional gentlemen's outfitter. As the years passed, the business gradually developed its specialism in Highland dress. Kilts, tartan garments and formal Scottish outfits became increasingly central to its identity, transforming the shop into the specialist business recognised today. The company’s history is closely connected with Paisley, a town celebrated for its textile heritage and its internationally famous Paisley pattern. Located just outside Glasgow, Paisley has long been associated with weaving, textiles and the wider Scottish clothing trade. This setting provides a fitting home for a business whose work depends on fabric, pattern, precision and an appreciation of Scottish tradition. From these early beginnings, the business continued to develop, adapting to changing fashions while retaining its connection to traditional Scottish clothing. A Family Business Across Four Generations One of the defining features of Houston Kiltmakers is its continuity across generations. Rather than losing its identity as the clothing trade changed, the business developed its expertise and passed its knowledge from one generation to the next. William Houston established the original business, and the Houston and MacDonald families subsequently helped shape its development. Ken MacDonald became a central figure in the modern business, bringing decades of experience in menswear, tartan and Highland wear. His son, Ewan MacDonald, has followed him into the trade, continuing the family's involvement in the industry. This generational approach represents more than the continuation of a family name. Traditional kiltmaking requires detailed knowledge of tartan cloth, accurate measurements, garment construction, pleating and fitting. Experience gained over many years is an important part of maintaining these skills and passing them on to future craftspeople. For Houston Kiltmakers, the family connection also supports a personal approach to customer service. A kilt may be purchased to celebrate a wedding, mark a family occasion, honour Scottish ancestry or become a garment treasured for decades. Understanding the customer's needs is therefore an important part of the process. The Art of Traditional Kiltmaking A properly tailored kilt is much more than a length of tartan fabric. Its distinctive appearance depends on careful construction, precise measurements and the arrangement of pleats to complement the pattern of the cloth. Houston Kiltmakers specialises in traditional Highland wear, with kilts made in Scotland and tailored to individual requirements. The company describes its approach as combining quality materials, skilled workmanship and personal service. The process of choosing a kilt begins with selecting a suitable tartan and cloth. Weight, colour, pattern and the intended use of the garment all contribute to the final choice. A kilt for regular wear may have different practical requirements from one intended primarily for weddings, formal occasions or ceremonial events. Measurements and fitting are equally important. A well-made kilt should sit correctly at the waist, fall to the appropriate length and allow the pleats to hang neatly. The finishing details help give the garment its characteristic shape and appearance. The result is a garment that combines practicality with a distinctive visual identity. Traditional craftsmanship ensures that the kilt remains connected to its historical roots while continuing to be worn in contemporary Scotland and beyond. Tartan - The Colourful Language of Scottish Identity Tartan is at the heart of Highland dress. Its intersecting lines and carefully arranged colours create patterns that can be associated with families, clans, geographical areas, organisations and modern designs. For many customers, selecting a tartan is one of the most meaningful parts of purchasing a kilt. Some wish to wear a pattern associated with their family name or clan, while others choose a tartan for its colours, appearance or personal significance. There are also tartans created for organisations, businesses, special events and individual projects. Houston Kiltmakers offers an extensive range of tartans and states that it can arrange special weaving and the development of bespoke tartan designs. This allows customers to explore traditional patterns while also considering something more individual. The company's work in tartan design demonstrates how an established Scottish craft can continue to develop. While historic tartans remain important, new designs can reflect modern communities, celebrations and organisations, adding further chapters to the living tradition of Scottish textiles. The Bute Heather Collection - A Modern Scottish Classic An important part of Houston Kiltmakers' more recent history is the development of its Bute Heather tartan collection. Designed by Ken MacDonald, this distinctive range demonstrates how traditional Highland dress can embrace contemporary colours while retaining the character of tartan. The collection includes a variety of colourways, offering alternatives to more familiar clan patterns. It has become associated with kilt hire and formal occasions, particularly weddings, where couples and wedding parties may wish to coordinate their outfits while maintaining a recognisably Scottish style. The Bute Heather range illustrates the creative side of kiltmaking. Designing a tartan involves considering colour combinations, the proportions of the pattern and how the finished cloth will appear when tailored into a garment. It is an example of the way established makers can contribute new designs to Scotland's continuing textile tradition. Special Tartan Designs and Notable Connections Houston Kiltmakers' experience extends beyond traditional clan tartans. The business has also undertaken bespoke projects for organisations and special occasions. One notable example was the Glasgow's Miles Better tartan, designed by Ken MacDonald for staff uniforms at the Glasgow Garden Festival in 1988. Two kilts made from this tartan were presented to Prince Charles for his sons during the festival period. More recently, Ewan MacDonald has contributed to custom tartan projects, including a design for Domino's Scotland inspired by the company's familiar red, blue, black and white branding. The business has also produced a specially designed tartan for the inauguration of a Buchanan clan chief in 2022. These projects demonstrate that tartan is not confined to historical patterns. It can also express the identity of an organisation, commemorate an occasion or bring a new visual interpretation to an established Scottish tradition. Highland Dress for Weddings and Special Occasions For many people, their first encounter with a traditional kilt is at a wedding. Scottish Highland dress remains a popular choice for grooms, groomsmen, fathers of the bride and groom, and other members of the wedding party. Houston Kiltmakers provides Highland outfits for formal occasions, with options ranging from individual kilts to coordinated ensembles. Depending on the event and the wearer's preferences, an outfit may include a kilt, jacket, waistcoat, shirt, neckwear, sporran, kilt hose and other traditional accessories. Kilt hire is another important part of the business, allowing customers to wear Highland dress for a special event without purchasing an entire outfit. For those who expect to wear a kilt regularly or want a lasting family garment, a made-to-measure purchase offers a different option. The choice of tartan can be particularly significant at weddings. Some families prefer a clan-associated pattern, while others select colours that complement the wedding theme. With access to a wide range of tartans and specialist advice, customers can create an outfit that reflects both Scottish heritage and individual taste. From Paisley to Customers Around the World Although Houston Kiltmakers is often associated with searches for kiltmakers in Glasgow, its shop is actually located in Paisley, Renfrewshire, a neighbouring town with a rich textile history. Its address at 67 High Street places the business in the centre of Paisley, where it continues to welcome customers seeking traditional Highland wear and specialist tartan services. The company has also adapted to the changing demands of modern retail. Through its online shop and international mail-order service, Houston Kiltmakers supplies customers beyond Scotland, including people overseas who wish to reconnect with their Scottish ancestry or purchase authentic Highland dress. This international reach reflects the enduring appeal of the Scottish kilt. Scottish communities around the world continue to wear tartan at weddings, Highland gatherings, family celebrations and cultural events. A specialist maker in the west of Scotland can therefore serve customers who may live thousands of miles from the place where their chosen tartan was woven or their kilt was made. Despite these changes, the importance of personal service remains central to the company's stated approach. Selecting a tartan, arranging measurements and choosing the appropriate accessories can be a complex process, particularly for first-time buyers. Specialist guidance helps customers understand the options and assemble an outfit suited to the occasion. Preserving a Traditional Scottish Trade The history of Houston Kiltmakers reflects the wider story of traditional Scottish clothing businesses. Over the twentieth and twenty-first centuries, changing fashions, new manufacturing methods and shifts in retail have transformed the clothing industry. Businesses specialising in traditional garments have had to adapt while retaining the skills and knowledge that distinguish their products. Houston Kiltmakers' continued family ownership provides one example of this balance between continuity and change. Its work encompasses traditional kiltmaking, contemporary tartan design, formal Highland outfits and international retail. Ken MacDonald's involvement in the wider industry has also included professional roles with the Scottish Tartans Authority and the Incorporation of Weavers of Glasgow, organisations connected with the preservation and promotion of Scotland's textile traditions. Such connections underline the importance of specialist knowledge in an industry where the history of a pattern, the quality of the cloth and the construction of the finished garment all contribute to its significance. A traditional kilt can be worn for decades and passed between generations. It may accompany a wedding, a family celebration or an important cultural event, becoming part of a family's own history. The craftspeople who make these garments help ensure that the skills behind them remain relevant to future generations. Houston Kiltmakers Today More than a century after William Houston established his original gentlemen's outfitting business, Houston Kiltmakers continues to specialise in Scottish Highland wear and tartan. Its development from a traditional clothing shop into a fourth-generation family business reflects the changing role of the kilt in Scottish life. Once closely associated with particular regional and ceremonial traditions, Highland dress is now worn by people from many backgrounds and countries, for both formal occasions and personal expressions of identity. The company's combination of traditional tailoring, extensive tartan choices, bespoke design and international service allows it to serve this varied audience while maintaining its roots in Paisley. For anyone seeking a Scottish kilt, a complete Highland outfit or a specially designed tartan, Houston Kiltmakers represents a longstanding connection between Scottish textile heritage and contemporary craftsmanship. More Than a Century of Scottish Tradition The story of Houston Kiltmakers is ultimately a story of continuity: a business established in 1909 that has adapted through changing times while retaining its connection to Scottish dress. From its origins as William Houston's gentlemen's outfitters to its present-day specialism in Highland wear, the company has developed across four generations of family involvement. Its work in traditional kiltmaking, bespoke tartan design and formal Scottish clothing illustrates how a historic craft can continue to evolve. Based in Paisley, close to Glasgow, Houston Kiltmakers remains connected to the textile traditions of the west of Scotland while serving a worldwide community of customers. Every tartan tells a story through its colours and patterns. Every carefully tailored kilt carries the work of the people who make it. For Houston Kiltmakers, the challenge and privilege of more than a century in business has been to bring these two traditions together—and to ensure that the art of Scottish Highland dress continues to be worn, appreciated and passed on. For more information on Houston Kiltmakers visit here & for hire visit here.

Family Business United has launched the fourth issue of Bitesize, its official digital magazine dedicated to delivering timely insight, inspiration and practical thinking for the family business community. Designed to be insightful, relevant and easy to digest, Bitesize celebrates the diversity and strength of family enterprises while exploring the opportunities, challenges and experiences that make them distinctive. Issue 4 brings together a collection of features that shine a light on the journeys of individual family firms alongside the wider issues shaping the future of family business. From business evolution and succession planning to governance, leadership and family relationships, the latest edition offers readers a mix of real-world stories and thought-provoking insights to inform their own family business journeys. Among the highlights is a look at twenty years of family business evolution at Victor Pizza, the story behind Whartons Roses and the journey from lettuce production to award-winning fizz at Tinwood. These stories celebrate the entrepreneurial spirit, resilience and ambition that underpin successful family enterprises. The issue also tackles some of the most important questions facing family businesses today. Features explore why succession can no longer be left until tomorrow, the value that non-executive directors can bring to family firms, and the experience of a daughter inheriting a family business. Readers can also discover why open conversations are so important to keeping family businesses alive and how leaders can navigate succession in times of uncertainty. Paul Andrews, Founder & CEO of Family Business United, said: “Family businesses are incredibly diverse, but they share many common experiences, challenges and opportunities." "Whether it is preparing for succession, bringing new perspectives into the boardroom, managing family relationships or continuing to evolve as a business, there is always something to learn from the experiences of others." “Bitesize was created to bring those stories and insights together in an accessible and engaging format. We want to celebrate family businesses, share the lessons they have learned and provide ideas that readers can take away and apply in their own businesses. Issue 4 continues that mission, combining inspiring family business stories with practical thinking on some of the issues that matter most to families in business.” The latest edition reinforces Family Business United’s commitment to supporting the family business community by providing a platform for shared learning, celebrating the achievements of family firms and encouraging conversations about the future. As family businesses look to the next generation, the importance of planning ahead, developing strong governance and maintaining meaningful communication remains central to long-term success. Through its mix of business profiles and topical features, Bitesize aims to help readers reflect on their own experiences while learning from the journeys of others. Issue 4 of Bitesize is available now for £7.95 through the Family Business United website here

A south coast care home has become the eighth Colten Care home to be officially rated Outstanding by independent inspectors. Sector regulator the Care Quality Commission (CQC) says other care services should look to its report on Avon Reach in Mudeford, Christchurch, to see what they can learn. While fewer than one in 20 care homes in England achieve the highest grade possible, the proportion of Outstanding homes at Colten Care is now almost one in two. This is higher than any other provider in England on a like-for-like basis. Neil Cox, the CQC’s deputy director of adult social care in Dorset, said:  “This is a service built around treating people as individuals, and helping them live full lives, not just receive care. Other services should look to this report to see what they can learn.” The report explains how a resident who moved into the home having lost the ability to walk was enabled to regain enough strength and confidence to walk 200 metres unaided. One external healthcare professional is quoted as saying Avon Reach was one of the best homes they had ever visited. Colten Care Chief Executive Mark Aitchison said: “One Outstanding rating is rare. Achieving it across eight of our 21 homes says something much bigger about Colten Care. This report shows that our consistently high standards of care translate directly into a better quality of life for residents." "The fact that independent inspectors are explicitly telling other services to learn from this latest example demonstrates that Colten Care is truly setting the standard for others to follow.” The 48-page report describes how residents at Avon Reach are not defined by age or changing needs. They retain independence, relationships and lifelong interests, fulfil ambitions and experience a better quality of life, underpinned by clinical expertise. The Outstanding rating follows other independent recognition of Colten Care’s success. The provider was last year named the UK’s best medium-sized care home group at the National Care Awards and this year Colten Care teams and individuals are finalists in a record-equaling six categories. Colten Care also has a consistently high group score of 9.9 out of ten on the UK public review site Carehome.co.uk. Mark added: “All these independent endorsements demonstrate the reasons we can justifiably claim that, for our size, we are the highest-rated care home group in England, if not the UK.” Avon Reach gained particular praise from CQC for being ‘effective’, ‘caring’ and ‘well led’ with team members demonstrating ‘exceptional practice across several areas’. Feedback from residents and families is described as ‘overwhelmingly positive’. Ruth Wildman, Home Manager, said she was “incredibly proud of the whole team at Avon Reach”, adding: “The team’s dedication, hard work and commitment have been recognised in such a fantastic way. This achievement is thoroughly deserved and reflects the exceptional contribution every team member makes each day.” Colleague Amy McCormick, Clinical Lead, said it was clear recognition of the home’s “culture for learning which empowers staff to give great individual care.” Among residents, Elvia Green said: “The staff are kindness itself.” Relatives and friends have begun sending in cards and messages of congratulations. One wrote: “Such well-deserved recognition which reflects the brilliant home you create. Thank you to every single staff member for your hard work and the high standard of support you provide each resident.” As with all Colten Care homes, Avon Reach is complemented by a Ringwood-based head office team that includes departments focused on operational support, learning and development, clinical quality, hospitality and catering, maintenance, refurbishment and gardening. Elaine Farrer, Colten Care’s Chief Operating Officer, said: “This fantastic achievement is testimony to our whole team approach. Ruth and everyone at Avon Reach have worked amazingly hard along with central support colleagues." The report clearly showcases the journey we have all have been on together and the passion and commitment shown to residents and families at Avon Reach.” Colten Care’s other Outstanding-rated homes are Abbey View in Sherborne, Amberwood House in Ferndown, Canford Chase in Poole, Fernhill in Longham, Kingfishers in New Milton, Linden House in Lymington and Woodpeckers in Brockenhurst.

In Aussie rules (Australian football), a shepherd is a team mate who runs beside the player with the ball and legally clears the opposition out of the way. The shepherd never touches the ball. That is the whole discipline, and it is a better picture of generational family advisory than any flock of sheep. The picture matters because advisers are so often cast as the one who carries the ball. They draft the plan, make the call, run the meeting and hand the family the result. It looks like service and it builds dependence. The family watches the work being done and never learns to do it, and the day the adviser leaves, the ball is dropped. Giving Them The Ball The first act of a shepherd is to trust the carrier with the ball. In a family that means the decision, the conversation and the responsibility belong to the people who will live with them. The adviser does not hold them in reserve, and does not hand them over only once the family has been proven ready. Readiness is built by carrying, not waiting. That is uncomfortable for everyone. Senior generations find it hard to release a decision they have always held, and younger members find it hard to be handed one in front of their family. A good shepherd makes the handover deliberate, names it plainly, and runs alongside it. Room To Run A carrier who is crowded cannot see the field. Room to run means the family sets its own direction, at its own pace, and makes its own mistakes within sight of someone ready to help. The shepherd does not choose the destination. The family does. The shepherd's job is to keep the lane open long enough for the family to find it. Moving With Them Position is the shepherd's whole instrument. Close enough to matter when pressure arrives, far enough to leave the carrier alone. A shepherd who stands back and watches offers no protection. One who clings to the carrier's hip restricts the very movement they were there to enable. The skill is staying level with the run, matching pace, and adjusting as the field changes. Protection & Guidance In One Movement Protection is what the shepherd does with the body. It means taking pressure so the family can decide without being rushed, cornered or exploited. In family work that pressure comes from deadlines, from outside parties with an interest, from the louder voices inside the family, and sometimes from the family's own history. Guidance is what the shepherd does with position and voice. It rarely sounds like instruction. It sounds like calling what the carrier cannot see: an opening on the left, someone closing from behind, a clearer option ahead. And then it lets the carrier decide. Peeling Away - What The Shepherd Does Not Do A shepherd does not take the ball. The moment the adviser starts making the decisions, the family has stopped running and started watching. A shepherd does not protect so completely that the carrier never feels contact. Protection mistaken for preparation leaves the next generation with a clean jumper and no experience of being tackled. The shepherd does not promise that no tackle will land. Some will. The aim is that when one does, the carrier is back on their feet quickly and the ball is still in their hands. Knowing When To Peel Away The best shepherding ends with the carrier in open space and the shepherd no longer needed. That is the defined point at which the family no longer needs the adviser, and it is the real measure of the work. an adviser who cannot peel away has been playing a different game. Families do not need advisers who run for them. They need someone who trusts them with the ball, gives them room, stays level with the run, takes the pressure that does not belong to them, and calls what they cannot yet see. The family runs. The shepherd makes sure it can. It begins with a conversation and ends with alignment.

With the advent of AI, and new technological advances in all areas of industry, business owners and managers are reviewing how these new technologies can take their company operations to the next level of efficiency. Even if your business is not ready to invest heavily in technology at the moment, there are still several ways you can benefit from it now, but without it impacting on your bottom line. One area where there have been significant advances in, is in the commercial cleaning industry. These new technologies can enhance a working environment, helping businesses to excel with a more hygienic, non-toxic, safer premises for their employees and also create the right impression with their customers. Automated Floor Scrubbers The use of robotics has accelerated within different industries, including commercial cleaning. Robotic floor scrubbers are highly efficient and deliver a powerful cleaning performance, making a significant difference to a working environment. These floor scrubbers not only save time, but also are kind to cleaning staff because of their ability to tackle those heavy-duty jobs that are tiring and hard going, but with better and more effective results – and therefore reducing the risk of workplace fatigue. UV-C Disinfection Other stunning developments in cleaning technology include the use of Ultraviolet light (UV-C) to disinfect and sterilise surfaces and equipment. The application of UV-C via handheld devices to work surfaces causes the DNA of microorganisms to be destroyed. This disrupts their cellular function, causing the prevention of the multiplication of viruses and bacteria – meaning they are unable to spread. Clearly this will have an impact on the health and wellbeing of your employees, it also reduces the need for strong disinfectants, helping to improve air quality, which is another clear benefit. Air Quality Numerous studies show that poor air quality in the workplace can impact concentration levels and cause sickness amongst your employees. Symptoms usually include headaches and coughing and can also make respiratory problems such as asthma worse. Poor air quality has also been linked to sick building syndrome. One of the simplest ways to use the latest technology to improve air quality is to check if your cleaning company uses the most up to date vacuum cleaning methods. High Efficiency Particulate Air Filters are one of those advances and are designed to trap the dust particles that other cleaners recirculate back into the air. Smart Waste Management Systems Waste management has also become smart. Smart waste management systems use sensors to improve the way waste is handled, calculated and assessed, including its collection, disposal and recycling. Through the use of IoT technologies waste is managed through real-time monitoring. Patterns of waste disposal can be predicted and also smart technology will let you know when your bins are getting full helping to ensure they don’t overflow, therefore preventing waste spillage, reducing vermin and maintaining sanitary conditions. Smart bins which include waste management capabilities also help businesses to reduce their impact on the environment by the efficient sorting and recycling of waste. Nano-Coating Technology Other developments include the use of nano-coating technology in the commercial cleaning industry. This is ground-breaking and can totally transform your working environment. When nano-coating solutions are applied to a surface they repel stains. The beauty of this is that any spilt liquid simply slides off without making marks. The effect is long-lasting and makes subsequent cleaning much easier, reducing the need for frequent cleaning and thereby reducing your cleaning costs, which is good news all round. Nano-coating technologies have anti-microbial and anti-viral properties which negates the use of strong disinfectants to sanitise surfaces. This lessens air-pollution in the workplace, because of a reduction in the use of chemicals. That reduction has a knock-on effect on the environment with less chemicals needing to be disposed of. Nano-coating can be applied through a spray solution and is used to clean and protect toilets, kitchen areas, workstations and flooring and other areas such as windows and door handles, as well as a number of other surfaces. Advantages of Using Modern Technology in Office Cleaning There is no doubt that commercial cleaning practices are benefiting from the practical application of modern technologies. These technologies are literally improving the workplace and making it a better, cleaner, safer place to be. Enhanced Efficiency New technology also streamlines the cleaning process, saving time and resources and firms like Cleanology – based in Vauxhall, South West London - use it to help them deliver swift and effective cleaning services. Improved Hygiene Standards These new practices are ensuring higher standards of hygiene, which help businesses avoid the spread of germs and bugs and promote cleaner air-quality – which all makes for a healthier and cleaner workplace. Cost-effectiveness Finally investing in modern cleaning technology reduces long-term operational costs with less cleaning required, reducing cleaning hours but improving efficiency. Visit for more information on Cleanololgy.

Award-winning Scottish hospitality operator Buzzworks has announced plans to acquire The Royal George Hotel in Perth, marking its first move into Perthshire and the latest step in the group’s expansion into accommodation. Located close to Perth Bridge and overlooking the River Tay, The Royal George Hotel has been at the heart of Perth’s hospitality scene for more than 250 years, with the planned acquisition marking an exciting new chapter for the landmark venue. Missives have now concluded on the acquisition of The Royal George Hotel, with planning proposals for the transformation of the venue set to be submitted. The acquisition is expected to complete in January 2027. Until then, The Royal George Hotel will continue to operate as normal under its current ownership. Following completion, the hotel will temporarily close for a major refurbishment programme and the transformed venue is expected to reopen later in 2027. Following a major seven-figure redevelopment, The Royal George Hotel will join Buzzworks’ signature House Collection, bringing together timeless, stylish and comfortable bedrooms with a welcoming pub and restaurant at its heart. The transformation will create a distinctive destination where guests can eat, drink and stay while enjoying everything the Fair City has to offer. The Royal George will join Buzzworks’ growing portfolio of award-winning venues across Scotland, which includes well-known brands such as Scotts, Lido and Herringbone, alongside its expanding House Collection of pubs, restaurants and rooms. The project represents another significant step in the family-founded hospitality group’s expansion into accommodation, while establishing Buzzworks in Perthshire for the first time. Designed for golf breaks, couples’ getaways, family stays and business travel, guests can expect exceptional hospitality, great food and drink and stylish, comfortable bedrooms, all delivered with the warm, relaxed service Buzzworks is known for. The redevelopment will build on everything that makes The Royal George special, reimagining the restaurant, bedrooms and guest spaces while introducing a new pub and enhancing the hotel’s historic ballroom. Led by internationally acclaimed designer Jim Hamilton, the transformation will celebrate The Royal George Hotel’s rich heritage and distinctive character while introducing Buzzworks’ signature approach to hospitality, with a focus on timeless design, quality craftsmanship and creating warm, welcoming spaces that feel genuinely rooted in Perth. As part of the acquisition, the existing team at The Royal George Hotel will be offered opportunities in the wider Buzzworks business, with the company committed to supporting team members throughout the transition. When the hotel reopens, there will also be exciting opportunities to be part of the new-look venue, with access to the training, development and career progression that Buzzworks is known for. Kenny Blair, CEO at Buzzworks, said: “The Royal George Hotel has an incredible history, and we’re delighted to have the opportunity to welcome such a well-known Perth landmark into the Buzzworks family." “Hospitality has been at the heart of this site for more than 250 years, with its prominent position overlooking the River Tay and long-standing role within the city’s hospitality scene making it a very special venue. There is so much about The Royal George that we want to celebrate and build upon." “This also marks an exciting milestone for us as our first move into Perthshire. We’re looking forward to becoming part of the local community, building on the hotel’s fantastic legacy and creating something that Perth can be proud of for many years to come." “We look forward to sharing more details on our plans and welcoming everyone through the doors once the hotel reopens.” Eddie Anderson, owner of The Royal George Hotel, said: “After more than 26 years at The Royal George, it’s a bittersweet moment for us. Having celebrated my 80th birthday recently, I realise nothing can last forever, and January will bring to a close more than 45 years for me in the hotel industry here in Perth." “It has been a wonderful journey, and I’d like to thank the many guests who have supported us and all the members of staff, past and present, who have been part of the hotel over the years." “I’m delighted that Buzzworks will be taking The Royal George into its next chapter. They are an award-winning Scottish hospitality business with exciting plans for the hotel, and I’m confident its future is in very good hands." “I’m incredibly proud of what we’ve achieved here and excited to see what the future holds for The Royal George. I’ll certainly be popping back in once the transformation is complete.” Buzzworks is a B Corp-certified business and has been recognised as one of the UK’s Best Companies to Work For for ten consecutive years. The group currently operates 25 award-winning bars and restaurants across Scotland and was named Best Managed Pub Company in the UK (under 51 sites) at the 2025 Publican Awards. To find out more with Buzzworks visit here. Photo: Historic city centre hotel to join leading hospitality operator’s growing House Collection portfolio

A family-owned business is taking on some of the world's biggest battery markets after transforming itself from a specialist distributor into an advanced manufacturer in just five years. Avocet Materials Group has built a 29-strong manufacturing and R&D operation in Holmes Chapel, Cheshire, developing specialist components for lithium-ion batteries which it says had previously only been manufactured in Asia. Its products are used within Formula One (F1) battery applications, as well as aerospace, defence, electric vehicles and energy storage applications. The business exports 99% of its battery products to markets including China, Japan and the US. Now, having grown turnover from £1.5m to £3.5m, including around 25% sales growth this year, the speed and scale of Avocet's transformation has prompted the company to take stock of the systems, technology and leadership needed for its next phase. It is working with Made Smarter North West, the government-backed programme helping SME manufacturers grow and innovate through digital technology and skills, to improve productivity, increase capacity and build the foundations for further expansion. Kieren Hall, CEO, said: “When you think that five years ago we didn't manufacture anything, what we've achieved is pretty remarkable. We've built a manufacturing operation from scratch, developed our own technology and we're now making specialist components for lithium-ion batteries in Cheshire for some of the most demanding applications in the world." “We're exporting 99% of our battery products and selling into countries with some of the biggest battery industries in the world, including China and Japan. For a business of our size to be competing internationally at that level is something we're incredibly proud of.” Founded in 1996 by Kieren's father, Graham, Avocet began life as a specialist metals distributor before moving into manufacturing during the Covid-19 pandemic. Backed by a £1.4m Innovate UK grant through the Advanced Propulsion Centre and further investment, it has since developed into a group spanning Avocet Precision Metals, its specialist metals distribution business; Avocet Battery Materials, its manufacturing arm; and Avocet Research Centre, its R&D operation. At the heart of the business are lead tabs, small but critical metal components which connect a lithium-ion battery cell to the outside circuit. They can influence weight, conductivity and reliability and must be manufactured to exacting standards for high-performance applications. Avocet's innovations include Flyweight, its bimetallic lead tab for pouch cells which is used within F1 battery applications to reduce the weight of the battery system. It is also developing DryTab, a next-generation surface technology which recently secured government backing through the DRIVE35 programme. But the pace and ambition of Avocet's expansion has created a new challenge, with its systems and processes struggling to keep up with its rapidly evolving manufacturing operation. Avocet turned to Made Smarter for support, securing a £13,000 grant towards a £75,000 ERP system. Going live in January 2027, the technology will integrate operations across the business, improve productivity and give Avocet the digital infrastructure it needs to scale. Made Smarter has also supported Kieren through its Leading Digital Transformation programme, helping him develop the strategy and leadership capability needed to drive the business forward. Kieren said: “We've grown incredibly quickly and there comes a point where you realise the systems and processes that got you this far aren't necessarily the ones that will take you to the next stage." “Working with Made Smarter has given us the opportunity to take stock and look at the business differently. We're putting the right digital infrastructure in place, but it's also helped me think much more strategically about how we lead the business, where we're going next and what we need to get there.” Avocet is already looking to its next manufacturing challenge, exploring automated inspection technology to increase production capacity, alongside opportunities to use AI to improve efficiency and decision-making across the business. Donna Edwards, Director of Made Smarter North West, said: “Avocet is a fantastic example of the ambition and innovation within UK manufacturing. In just five years it has built advanced manufacturing capability here in Cheshire, developed its own technology and is now competing successfully in global battery markets." “Rapid expansion on that scale brings challenges as well as opportunities. Made Smarter is there to give ambitious SME manufacturers access to the right technology, skills and leadership support at the right time, helping them turn that potential into sustainable growth. It is incredibly exciting to see what Kieren and the team have achieved and to support them as they prepare for what comes next.” Visit here for more information on MadesmarterUK

Small and medium-sized businesses face fresh uncertainty over how future business rates changes could affect their plans for growth, investment and recruitment, as property-related costs remain one of the biggest fixed pressures on firms operating from commercial premises. The issue has come into sharper focus ahead of the 2026 business rates revaluation in England and Wales, which will update the rateable values of more than two million commercial properties. According to the Valuation Office Agency (VOA), revaluations are carried out every three years to reflect changes in the commercial property market, but for businesses already managing tight margins, the timing and impact of any resulting changes will be closely watched. While an increase in a property's rateable value does not automatically translate into an equivalent rise in its business rates bill, many businesses are carefully reviewing their ongoing occupancy costs as they plan for the years ahead. For Andrew Cusworth, Managing Director of Buckle Shipping, the conversation is not just about tax policy. Buckle Shipping’s warehouse is only three years old, meaning the business is still building the operation, developing its customer base and investing for future growth. Rising fixed costs therefore risk restricting that growth before the operation has had the opportunity to reach its full potential. “For many small and medium-sized businesses, the challenge is not one single cost increase, it is the cumulative effect of rising overheads across the board. Business rates remain a significant expense for firms operating from commercial premises, and when those fixed costs become harder to predict, it can affect decisions around investment, recruitment and growth.” The latest government reforms have introduced a new structure for business rates from April 2026. As part of the changes, lower multipliers are available for qualifying retail, hospitality and leisure properties below certain rateable value thresholds, while a higher multiplier applies to properties with rateable values of £500,000 and above. The government has stated that properties above this threshold account for less than 1% of all rateable properties in England. Alongside the new multiplier structure, the government has introduced a package of transitional support designed to limit the immediate impact of revaluation-related increases for eligible businesses. The government says the wider support package is worth £4.3 billion over three years. Further proposals put forward by Andy Burnham have also added to the wider debate over whether business rates could be reshaped to give more support to high streets and independent operators. His suggestions have included cutting rates for pubs and music venues, raising the threshold for small business rates relief, and taking some smaller high street firms outside the scope of business rates altogether. For businesses planning ahead, the central concern is not the purpose of those ideas, but whether any future changes are introduced with enough clarity, consistency and notice to support long-term decision-making. The debate has also widened beyond how rates are calculated for individual premises. Some of Andy Burnham’s proposals have raised the possibility of shifting more of the business rates burden onto larger warehouse developments and other commercial property categories to fund relief elsewhere in the system, adding another layer of uncertainty for firms trying to plan ahead. For businesses such as SMEs and warehouse operators, the concern is not necessarily the aim of those proposals, but whether further changes to the rates system could create additional cost pressure without enough time for businesses to adapt. Even with support measures in place, business owners are still having to make long-term decisions in a cost environment that can change quickly. For a relatively young operation, the concern is that more money spent simply maintaining its existing position leaves less available to invest in facilities, expand the customer base, recruit and create further opportunities. Mr Cusworth said: “Companies need stability and predictability when making long-term decisions. Whether it's taking on additional space, investing in new facilities or recruiting more staff, confidence in future operating costs is an important factor.” Commercial premises remain vital to large parts of the UK economy, particularly in sectors such as logistics, warehousing, manufacturing and distribution, where physical space is not optional. According to official guidance, non-domestic properties such as shops, offices, warehouses, pubs and factories can be liable for business rates. That certainty, Mr Cusworth said, can be the difference between businesses delaying decisions and pressing ahead with investment. Mr Cusworth said: “Small businesses are often the engine of economic growth within their communities. When business owners have confidence to invest, expand and create jobs, the benefits are felt far beyond individual companies.” Mr Cusworth said: “Businesses are continually looking for ways to improve efficiency and remain competitive. The more certainty they have around their operating costs, the better positioned they are to invest for the future.” For organisations operating from commercial premises, business rates remain one part of a wider cost picture that also includes wages, energy, rent, borrowing and supply chain pressures. For younger SMEs still building their operations, the challenge is not protecting the status quo but preserving the capacity to invest, expand and create opportunities. If the cost of standing still continues to rise, businesses with ambitions to grow may find that an increasing share of their resources is absorbed before that growth can take place.

For the generation that built the business, stepping back is rarely just a career decision. It is a change of identity, and it deserves as much planning as any handover of shares. We talk a great deal about preparing the next generation to lead. We talk far less about preparing the current generation to let go. Yet a succession is far more likely to stall because a parent cannot find their place outside the business than because a successor is not ready. That is entirely understandable. For decades the firm has been where they spend their days, where they are respected, and often where their closest relationships are formed. Asking someone to walk away from all of that, with nothing in its place, is asking a great deal. The good news is that it need not be a choice between hanging on and disappearing. There is a middle path, one where the older generation continues to add real value while steadily building a rich and fulfilling life beyond the firm. Getting there takes thought, honesty and, above all, time. 1. Contributing Without Getting In The Way Stepping back from day to day management does not mean stepping away from the family enterprise. The key is to move from running the business to strengthening it. There are many ways to do that: Chair or board member. A clearly defined board role lets a former leader guide strategy and challenge the executive team without second guessing operational decisions. For some, a fixed term as chair is a natural bridge to full retirement. Steward of the family. Leading or supporting a family council, overseeing a family charter, or organising family assemblies keeps the owning family united. This is work that rarely gets done when everyone is busy running the company. Mentor to the next generation. Sharing experience on request, rather than by instinct, is invaluable. The best mentors ask questions more than they give answers, and accept that their successors will sometimes do things differently. Ambassador and keeper of relationships. Long standing customers, suppliers, bankers and the local community often value continuity. A gradual, deliberate introduction of successors to those relationships is one of the most useful things a departing leader can do. Guardian of history and values. Recording the story of the business, its turning points and the reasons behind key decisions gives future generations something precious: an understanding of why the family is in business at all. Philanthropy and family wealth. Many founders find great purpose in leading a family foundation or charitable giving, often bringing the wider family together around shared values in the process. 2. Building A Life Beyond The Business The single most important thing a leader can do is to start building their next chapter years before they need it. A life outside the firm cannot be switched on the day after the leaving party. For some, that means sharing their experience elsewhere: a non executive role at another business, mentoring young entrepreneurs, or supporting a trade body, charity or school. These roles keep the mind sharp and offer the sense of contribution that many fear losing, without the temptation to interfere at home. For others, it means rediscovering interests that were squeezed out over decades of long days: travel, sport, music, learning, or simply more time with grandchildren. Health deserves real attention too. Many founders have neglected it for years, and the energy to enjoy the next chapter depends on it. Relationships matter just as much. A spouse or partner whose life has fitted around the business may have their own expectations of retirement, and those conversations are best had early. Friendships outside the business, so often neglected, are worth rebuilding while there is still time to invest in them. 3. As The Time Draws Closer The handover itself goes most smoothly when it is treated as a planned project with a clear destination, rather than a vague intention. There are some common steps that the most successful families take: Set a date and say it out loud. A firm timetable, shared with the family, the board and key staff, turns good intentions into a commitment. It also gives successors the confidence to plan. Hand over in stages. Transfer responsibilities one area at a time, with the successor genuinely in charge of each before moving to the next. Let them make decisions, and live with them. Separate management from ownership. Decide what happens to the shares, and when, as a distinct question from who leads. Many founders step down as chief executive long before they reduce their ownership. Secure you own finances. Make sure your income in retirement does not depend on the business continuing to pay you. A well funded pension and personal wealth outside the firm give everyone more freedom. Update the paperwork. Review wills, shareholder agreements, lasting powers of attorney and inheritance tax planning, particularly in light of the Business Property Relief and pension changes. Introduce successors to key relationships. Walk them into the customer meetings, the bank, the supplier dinners, and then step out of the room. Mark the moment. A proper celebration for staff, family and the wider community honours what has been built and signals clearly that leadership has changed. Physically make space. Move out of the corner office. It sounds small, but it sends a powerful message to everyone in the business about who now leads it. 4. Agreeing The Rules Of The New Role The most common source of friction after a handover is ambiguity. Staff do not know whose word counts, successors feel undermined, and the former leader feels sidelined. The answer is to agree the new role explicitly, and ideally to write it down. That means being clear about which decisions the former leader will be consulted on, which they will simply be informed about, and which are no longer theirs at all. It means agreeing how often they will be in the office, if at all, and how disagreements will be raised: privately, with the successor, rather than in front of the team. The family has its part to play too. The next generation should actively value the experience on offer and find meaningful ways to draw on it. A departing leader who feels respected is far less likely to cling on. Many families find an independent adviser or chair helpful in holding everyone to the arrangement once the initial goodwill has faded. Questions To Ask Yourself Who are you, if you are not running the business? What would a fulfilling week look like five years from now? Which of your current responsibilities could your successor take on tomorrow? Have you agreed a date, and does everyone who needs to know it know it? Is your financial security truly independent of the business? How will you resist stepping back in when things are done differently? The Bottom Line Letting go is not the end of a leader's contribution. It is often the moment their legacy is truly tested. The founders and senior generation who handle it best start early, build a life worth stepping into, find a role that strengthens rather than shadows the business, and agree its boundaries openly. Do that, and stepping back becomes not a loss but a fresh chapter, for them, for their family and for the business they have devoted their lives to.

Aldi has revealed that Scotland is set to receive around £19.5 million in 2027 as part of its £900m investment programme. The investment will see Aldi open a new store in Uddingston, South Lanarkshire, while its existing stores in Alloa, Leven, St Andrews, Gilmerton Road Edinburgh and Motherwell will be extended, creating more space for customers to shop and improving the store layout. The supermarket plans to open 40 new stores across the UK during the year, alongside continued investment in its distribution network. Aldi currently has 1,095 stores and plans to grow to 1,500 across the UK, with a focus on communities that do not have easy access to affordable groceries because of a lack of local choice or competition. Jonathan Neale, Managing Director of National Real Estate at Aldi UK, said: "We're continuing to invest significantly across the UK as we progress towards our long-term ambition of 1,500 Aldi stores." "These new locations are part of our £900 million investment programme for 2027 and will help us bring Aldi's award-winning quality and unbeatable value to even more communities. We're excited to take the next step in our expansion plans and look forward to welcoming customers through the doors of these new stores in the years ahead." The investment builds on Aldi’s existing expansion programme, with the supermarket set to open 30 stores during the final months of 2026. Its continued growth will create thousands of jobs and further opportunities for British suppliers.

Independent family brewer Shepherd Neame has teamed up with the licensee of its Whitstable pub, The Old Neptune, to support a local yacht competing in an international race. The Sailing Yacht Cormorant will take part in the 2026 Rolex Middle Sea Race, which starts in Malta on Saturday (October 17), becoming the first yacht from Whitstable to take part in the prestigious event. Sponsored jointly by Shepherd Neame and The Old Neptune’s licensee Darren Wilton, the yacht will be sailed by Whitstable resident Patrick Maflin, Director and Founder of Marine Accounts, and members of his team. The Kent accountancy firm has spent the last 12 years working with crews, captains and marine professionals across the yachting industry. Now in its 47th year, the race will start from Malta’s historic Grand Harbour, with the fleet setting off beneath the fortified walls of Valletta before racing out into the Mediterranean. Affectionately known as ‘The Neppy’, The Old Neptune is one of the country’s most recognisable coastal pubs, thanks to its unique beachfront location. The logos of both the pub and Shepherd Neame’s Whitstable Bay range will be displayed on the yacht’s hull throughout the race. The award-winning Whitstable Bay collection comprises Whitstable Bay Pale Ale, Whitstable Bay Lager and Whitstable Bay 0.5% Pale Ale. Inspired by the seaside town just a few miles from Shepherd Neame’s historic Faversham Brewery, the range celebrates the character and heritage of the Kent coast. Licensee of The Old Neptune, Darren Wilton, said: “Pat is a local at The Old Neptune, and I’ve known him for more than 20 years - we even call him Captain Pat! When he mentioned he would be showcasing Whitstable with a yacht race around Sicily, I really wanted the pub to get involved. You can’t showcase Whitstable without The Old Neptune! We hope the team do well and come back here for a celebratory drink after the race.” Shepherd Neame Head of Brands Rose Davis said: “We are thrilled to support the team aboard the Sailing Yacht Cormorant for this historic race. As the first yacht from Whitstable to take on the Rolex Middle Sea Race, this is a fantastic opportunity to introduce our Whitstable Bay range, The Old Neptune pub, and everything else the seaside town has to offer, to an international audience. We wish the team the best of luck!” From Malta, the fleet heads north towards Sicily before passing through the Strait of Messina, a narrow stretch of water between Sicily and mainland Italy. The yachts will then race around the volcanic island of Stromboli, along the northern coast of Sicily, and around the western islands of the course, before heading south past Pantelleria and Lampedusa. The final stretch takes the boats back towards Malta and the finish line, covering approximately 606 nautical miles. The race attracts a diverse field of competitors, from some of the world’s fastest professional racing yachts to experienced amateur crews taking on a demanding offshore challenge. Conditions can include light winds, heavy seas and challenging currents, with crews spending long periods racing through the night. For some, completing the course takes several days at sea. Patrick said: “We started with an idea not just to sail a course, but to build a legacy. With the support of Shepherd Neame and The Old Neptune, that idea has become a reality.” The race can be followed live on the Royal Malta Yacht Club and Rolex Middle Sea Race social media channels, with commentary in English. Find out more here.

Every family business owner knows the moment. A board discussion that should be about margins or a new market quietly becomes about something else entirely: who Dad listened to, who got the corner office, who has always been the favourite. Sibling rivalry is as old as families themselves, and in a family firm it has a stage, an audience and real money attached. Handled well, the competitive energy between brothers and sisters can drive a business forward. Left unchecked, it can split a company that took generations to build. History offers plenty of cautionary tales. The Dassler brothers fell out so badly that their shared shoe business in Herzogenaurach became two rival companies, Adidas and Puma, facing each other across the same small town for decades. Most family firms will never play out their disputes on that scale, but the underlying pattern is familiar to anyone who works with business families: unresolved personal grievances spill into business decisions until neither the family nor the firm can function properly. The good news is that the damage is rarely inevitable. Here is how families can keep rivalry where it belongs and protect the business they share. Rivalry Is Normal. Damage Is Optional The first step is to stop pretending the tension does not exist. Siblings who grew up competing for attention, praise and space do not suddenly become dispassionate colleagues because they share a payroll. Families that acknowledge this openly tend to manage it far better than those who bury it, because a problem that can be named can be discussed. The aim is not to eliminate competition between siblings but to stop it from becoming personal, destructive or a substitute for proper decision making. Understand Where The Tension Really Comes From Arguments about strategy are often arguments about something deeper. Common sources include: Fairness versus equality. Parents often want to treat their children equally, but equal shares, equal pay and equal titles can feel deeply unfair to the sibling who has worked in the business for twenty years compared with the one who joined last spring. Childhood roles that never changed. The eldest who was always in charge, the youngest who was never taken seriously. These patterns follow people into the boardroom. Parental approval. When the founder is still active, siblings may be competing less for the business than for recognition from Mum or Dad. Working and non working owners. Those running the business want reinvestment; those who are not often want dividends. Both positions are reasonable, which is precisely why they collide. In laws and spouses. Partners hear one side of every story at the kitchen table and can harden positions without ever being in the room. Understanding which of these is really at play makes it far easier to address the actual issue rather than the symptom. Separate The Family From The Business Family membership should earn someone a seat at the family table. A role in the business should be earned on merit. That distinction sounds simple, but it is where many family firms come unstuck. Clear job descriptions, defined responsibilities and proper reporting lines take the guesswork out of who decides what. Where possible, avoid having one sibling report directly to another without an independent layer of oversight, and make sure performance is assessed against agreed criteria rather than family history. Many successful families also set entry requirements for the next generation, such as gaining experience outside the business first. Someone who has proved themselves elsewhere arrives with credibility, and is less likely to be seen as having been handed a job. Put governance in place before you need it The worst time to agree the rules is in the middle of a dispute. Governance gives a family a framework for disagreeing well, and it works best when it is built in calm waters. Useful tools include: A family charter or constitution setting out shared values, how family members can join the business, and how decisions are made. A shareholders' agreement covering share transfers, valuations, exit routes and what happens when owners cannot agree. A family council that gives everyone, including those not working in the firm, a forum to be heard on family matters. Independent non executive directors who bring objectivity to the board and can act as a trusted voice when siblings reach deadlock. None of these will make a family love one another, but they do stop disagreements from paralysing the business. Make Fairness Visible Suspicion thrives in the dark. Pay family members at market rates for the roles they actually perform, and keep salary for work clearly separate from dividends for ownership. Be transparent about how promotions are decided and how the next leader will be chosen. When siblings can see the criteria, they may still disagree with the outcome, but they are far less likely to believe the process was rigged. Talk Early, Talk Often, And Agree How To Disagree Regular family meetings, separate from board meetings, give space to raise concerns before they become grievances. It helps to agree some rules of engagement: disagree in private but present a united front to staff, customers and suppliers; criticise decisions, not people; and never use the business as a weapon in a family argument. Employees watch closely, and nothing unsettles a workforce faster than open warfare between the owners. The Role Of The Senior Generation Parents have enormous influence here, for better or worse. Founders who play favourites, make side deals with individual children or delay succession decisions indefinitely often sow the seeds of the very conflict they fear. The most helpful thing the senior generation can do is plan succession openly, communicate decisions to all their children together, and resist the temptation to act as the go between in every sibling dispute. Stepping back gracefully allows the next generation to build their own working relationship rather than one routed through their parents. Know When To Bring In Outside Help Sometimes a family simply cannot resolve things alone, and there is no shame in that. Experienced family business advisers, facilitators or mediators can help siblings have the conversations they have been avoiding, and an independent chair can steady a board that has lost its balance. Bringing in help early is almost always cheaper, in every sense, than waiting until relationships have broken down and lawyers are involved. Questions To Consider Do we each understand, and accept, how roles and responsibilities in the business are decided? Are we confusing fairness with equality, and have we ever talked about the difference? Is there a disagreement between us that is really about something that happened years ago? Do we have agreed rules for resolving deadlock, or are we relying on goodwill? If our parents stepped away tomorrow, would we know how to work together without them? Would our employees describe the family as united? The Bottom Line Sibling rivalry is not a sign that a family business is failing. It is a sign that it is a family. What matters is whether that rivalry is channelled into healthy ambition or allowed to fester into something that damages relationships and value alike. Clear roles, visible fairness, good governance and honest conversation will not make every disagreement disappear, but they will make sure the business survives them. The families that endure across generations are not the ones without conflict. They are the ones that have learned to manage it, and who never forget that the legacy they share is bigger than any argument between them.