Openreach and EMR, a global leader in circular materials, are urging the public to help stop metal theft by reporting suspicious activity anonymously to the independent charity Crimestoppers. The appeal follows a series of incidents that have caused widespread disruption and cost the UK public more than £4.3bn over the past decade. With copper prices at an all time high – and forecast to rise further in 2026 – the company’s network has become an increasingly attractive target for criminals looking for a quick profit. Recent incidents include: January 2026 - Moulton Chapel, Lincolnshire: 2,500 premises hit by a major cable theft, with residents left unable to contact hospitals to check appointments and one business owner describing it as “going back to the dark ages”. May 2026 – Birmingham: Three men jailed after stealing cables which cut off phone and broadband services for c.5,000 people. May 2026 – Wateringbury, Kent: A member of the public called police when three vehicles were used to remove cables from fields, impacting landlines for vulnerable customers in the local village. Repairs are ongoing. Andy Shepherd, Director of Resilience and Integrity at Openreach, said: “It’s really disappointing that communities across the UK are paying the price for this criminal behaviour. Cable theft causes serious damage, unacceptable disruption to communities and can put vulnerable people at risk." “We’re working closely with partners and using proactive security measures to reduce the impact of this criminal activity, but we also need the public’s help. If you see anything suspicious, please call 101 or contact Crimestoppers completely anonymously on 0800 555 111.” A spokesperson for the independent charity Crimestoppers said: “Cable theft can have a serious impact on local communities, cutting people off from essential phone and broadband services, and disrupting daily life for homes and businesses." “The recent cable theft in Kent is a clear example of why it’s so important that anyone who knows something speaks up." “If you have information about cable theft or suspicious activity around telecoms infrastructure, and don’t want to give your details to the police, the charity Crimestoppers is here for you." “Contact Crimestoppers 100% anonymously by completing a simple online form at crimestoppers-uk.org or by calling our 24/7 UK Contact Centre on 0800 555 111. By sharing what you know, you could be helping to protect vulnerable people and vital services from disruption.” EMR, a global leader in circular materials, is helping recover, process and recycle metals through its nationwide network of UK sites and specialist cable recycling facilities. Bruce Miller, Commercial Director at EMR, said: “Copper is now recognised as a critical material, with demand continuing to grow as industries invest in new networks, infrastructure and low-carbon technologies. That makes responsible recycling more important than ever." “At EMR, we play a vital role in recovering and recycling the materials needed for the future, while helping ensure they remain in legitimate circulation. Metal theft causes significant harm — disrupting communities, damaging essential infrastructure and putting public safety at risk." “As one of the UK’s largest metal recyclers, we work closely with law enforcement and partners including Openreach and Crimestoppers to prevent stolen material entering the supply chain. By working together, we can help protect critical infrastructure, support local communities and ensure valuable resources are recycled responsibly.” As part of the initiative, EMR has strengthened its commitment to tackling metal theft by installing signage across all UK sites, reinforcing its policy to refuse any material suspected of being stolen. Through responsible recycling practices and transparent material traceability, EMR continues to support higher standards across the sector while helping keep critical materials in the right hands. Metal theft isn’t a victimless crime Openreach builds and maintains the UK’s largest telecoms network and, since April 2024, more than 100,000 people across the UK have lost the use of their landline and/or broadband due to copper theft with 153 km of cable stolen in that time – spanning almost the same distance as from London to Bristol. The impact is far-reaching for consumers and businesses: from home working and online shopping, to contacting vulnerable relatives, GP surgeries, hospitals and schools, and running smart lighting and heating systems. Repairing and replacing damaged cables is often complex and time-consuming, with engineers working around the clock – alongside local authorities and partners – to restore services as quickly as possible. Since April 2024, Openreach estimates 1.2 million working hours have been diverted to repairing theft-related damage – time that could otherwise have been spent upgrading more homes and businesses to the UK’s most reliable broadband technology – Full Fibre. Network theft costs millions to repair each year, causing disruption and anxiety for local communities and damaging the UK economy. How we’re tackling the problem Since April 2025, Openreach’s specialist security team has instigated 90 arrests, but theft volumes are expected to increase during the summer months. Targeted cables are often pulled out of the ground and laid out in fields to be cut up and transported, so drier ground makes this easier to do – reducing the risk of criminals’ vehicles getting stuck in saturated fields. A knock-on impact is often damaged or destroyed crops, meaning farmers face harm to their livelihoods as well as their connectivity. To deter criminals and reduce disruption, Openreach continues to implement measures including a mix of: • Forensic marking technology such as SelectaDNA • Rapid response security measures and network alarms • Close collaboration with Police, the charity Crimestoppers and partners like EMR. More information on how to report damage to Openreach’s network is available here. About Openreach Our wholesale broadband network – the UK’s largest – supports more than 680 service providers like BT, SKY, TalkTalk, Vodafone and Zen to provide broadband, TV, phone, data and mobile services to their customers. Any company can access our network through equal pricing, terms and conditions, and our team of around 25,000 people help deliver services to every community in the UK. Right now, we’re investing £15bn to build a new ultra-reliable Full Fibre broadband network to 25 million homes and businesses by the end of 2026. Work is on track, with the company intending to go even further - to as many as 30 million premises by the end of the decade - assuming conditions for investment remain supportive. We’ve already reached 22 million premises and we’re passing thousands more every week. And we're retraining thousands of our existing engineers to help build, connect and maintain the new network. Our new network will help Openreach and its customers to dramatically cut emissions, with research suggesting nationwide Full Fibre broadband could save 400 million commuter trips every year. We're also switching our commercial fleet - the UK's second largest - to zero emissions by 2031. We’re a wholly owned and independent subsidiary of the BT Group and for the year up to the end of March 2025, we reported revenues of £6.157bn. Find out more visit here.

Award-winning Scottish hospitality operator Buzzworks has opened bookings for seven new boutique bedrooms at The Mill House in Stewarton. Available for stays from mid-June, the stylish accommodation will form part of Buzzworks’ emerging pub, restaurant and rooms concept, giving guests the chance to eat, drink and stay at one of Ayrshire’s most loved venues, with Stewarton and the wider region on the doorstep. The investment marks a natural next step for The Mill House, which Buzzworks has operated since 2015 and is recognised as one of the area’s most popular destinations. Each of the new rooms have been designed to reflect the House Collection’s timeless, stylish and comfortable design philosophy, cultivating a modern base for staycations, family visits, golf trips and business travel, while adding to the local accommodation offer in the heart of Ayrshire. Available in four room types - snug, comfy, spacious and sumptuous - each bedroom encapsulates boutique styling with thoughtful touches including premium linen, statement artwork, Roberts radios and rainfall showers, with the largest rooms also suitable for families. Kenny Blair, CEO of Buzzworks, said: “Having opened The Mill House more than a decade ago, expanding into rooms feels like a natural step for the business. This investment allows us to build on what The Mill House already offers, creating a place where guests can enjoy the full experience – whether that be a relaxed meal or drink to a comfortable overnight stay." “It is also an important part of our wider plans to develop pub, restaurant and rooms venues across Scotland. We’re delighted to bring this offering to life and look forward to welcoming guests for years to come.” The Mill House rooms mark the first step in a wider rollout of Buzzworks’ new concept across the country, including the hospitality operator’s recent acquisition of The Bonnie Badger in Gullane and The Nether Abbey in North Berwick, which is currently undergoing refurbishment. Prices start from £99 per night, with bookings open from mid-June. Buzzworks is a B Corp certified business and operates 22 award-winning venues across Scotland. For a decade, the group has been recognised as one of the UK’s Best Companies to Work For and was recently named Best Managed Pub Company under 51 sites at The Publican Awards. To make a booking, visit here.

There comes a moment in every family business leader's journey when holding on becomes the greatest risk of all. You built it, shaped it, and poured yourself into it, and that commitment is precisely what made it thrive. But the same drive that created something worth passing on can, if left unchecked, become the very thing that holds it back. Letting go is not a sign of weakness or indifference. It is, in fact, one of the most courageous and strategic decisions a family business leader will ever make. The businesses that endure across generations are not those led by people who couldn't imagine life without the reins, they are led by people who cared enough about the future to loosen their grip on the present. The Identity Trap For many family business leaders, the business is not just what they do, it is who they are. It has defined their days, shaped their relationships, and given them purpose for decades. This is one of the great strengths of family enterprise: the depth of personal commitment is something no corporate structure can replicate. But it also creates one of its greatest vulnerabilities. When a leader's identity is inseparable from the business, stepping back feels less like a professional transition and more like a loss of self. The result is that decisions about succession get deferred, conversations get avoided, and the next generation is left in a kind of permanent waiting room, ready to lead, but never quite given the keys. Recognising this pattern is the first and most important step. It does not mean dismantling the passion that built the business. It means separating your worth as a person from your role within it, and understanding that your greatest contribution may not be what you do today, but what you make possible tomorrow. The Cost Of Holding On Too Long The reluctance to let go rarely announces itself as a problem. It disguises itself as experience, as caution, as a genuine belief that nobody else quite understands the business the way you do. And in many cases, that belief contains a grain of truth. But it also contains a blind spot. When leaders hold on too long, the consequences ripple through the whole organisation. Talented next-generation family members, and non-family managers, become frustrated and disengaged. Strategic decisions get delayed because authority remains concentrated at the top. The business stops evolving because the person with the power to change things has a deep emotional investment in keeping things as they are. Innovation stalls. Opportunities are missed. And when the eventual transition does come, it happens in a rush, under pressure, without the groundwork that good succession requires. The irony is that the leaders most reluctant to let go are often those who care most deeply about the business's survival. But caring about the future means investing in it and that investment begins with a clear-eyed decision to start stepping back before you feel ready to. What Letting Go Actually Looks Like It is worth being clear about what letting go does and does not mean. It does not mean walking away overnight, abandoning the business, or surrendering all influence. For most family business leaders, the transition happens gradually and thoughtfully, a deliberate shift from doing to enabling, from directing to advising, from being the decision-maker to being the steward of a vision that others now carry forward. In practical terms, this might mean beginning to delegate meaningful decisions rather than just routine tasks. It might mean inviting the next generation into strategic conversations as genuine contributors, not just observers. It might mean establishing a board or bringing in independent advisors who can provide perspective and accountability that the family alone cannot. It might mean articulating the values and purpose of the business in a way that allows others to lead by them, rather than simply following your example. None of this happens without trust. And trust, in a family business context, is built over time, through open communication, clearly defined roles, and a genuine willingness to let people learn from their own decisions, including the ones that go wrong. The Role Of Structure One of the most effective things a family business can do to support a healthy transition is to build the governance structures that make letting go less of a leap of faith. A well-constituted board, ideally with independent non-executive directors who bring outside experience and objectivity, creates a framework for decision-making that does not depend entirely on any one individual. A family constitution, however informal, can set out the principles that guide how the family relates to the business across generations. Succession plans that are written down, discussed openly, and reviewed regularly remove the ambiguity that so often causes tension and delay. These are not bureaucratic exercises. They are acts of care for the business, for the family, and for the people who will one day be grateful that the groundwork was laid. Finding Your Next Chapter For many leaders, the reluctance to let go is also bound up with a simple and very human question: what comes next? If the business has been the centre of your life for thirty years, the prospect of stepping back can feel like stepping into a void. This is why thinking about your own next chapter is not a selfish distraction from the succession process — it is an essential part of it. Whether that means taking on a mentoring role, pursuing philanthropic interests, supporting the next generation from the chair rather than the chief executive's office, or simply reclaiming the time and freedom that the business has long demanded, having a sense of what life beyond the day-to-day looks like makes the transition far easier to embrace. The Ultimate Act Of Leadership The legacy of a great family business leader is not measured by how long they stayed in charge, but by how well the business thrived once they stepped back. Letting go of day-to-day control, of decision-making authority, and of the identity built around the role is a process, not an event. It requires planning, patience, and a willingness to trust the people and structures put in place. Done well, it is the ultimate act of leadership: choosing the long-term health of the business and the family over short-term comfort. The question is not whether the time will come to let go. It will. The question is whether you will be ready when it does.

An Inverclyde boat tour operator is setting sail for business growth ahead of the summer tourism season with support from Business Gateway. Originally launched in July 2022, the business, formerly known as Firth of Clyde Boat Tours, has gone from strength to strength, expanding its reach through the acquisition of the established Clyde Charters brand in May 2024. The strategic move has significantly boosted bookings and visibility, with the company now operating as the only full-time charter boat service in the Inverclyde and North Ayrshire area. Owned and operated by husband-and-wife team Ed and Paula Gatti, the business offers a range of wildlife, scenic and fishing trips across the Clyde, while also working with research groups, cruise operators and tourism partners to showcase the region. Since acquiring Clyde Charters, the business has experienced a surge in demand, supported by the brand’s strong existing following and reputation. Looking ahead, the company is targeting further growth through international partnerships, including attendance at VisitScotland’s Connect 2026 event, where they met tour operators and cruise line representatives from across the globe. Ed Gatti, co-owner of Clyde Charters, said: “Purchasing Clyde Charters was a major step forward for us. It gave us instant brand recognition and opened the door to new opportunities, particularly in the international tourism market." “We’re now in a position where we’re speaking directly with global travel companies and cruise operators, which could bring significantly more visitors into Inverclyde and the wider Clyde area. It’s not just about our business, but about supporting the local economy and showcasing everything this area has to offer.” As part of its growth plans, the business is exploring the potential to introduce a second, higher-spec charter vessel, which would enable expansion into private and premium tours, as well as corporate bookings and extended trips to destinations such as Argyll and Bute. In addition to its commercial success, Clyde Charters continues to play an active role in supporting skills development and environmental initiatives. Through partnerships with local schools, it offers work experience placements to young people, helping them explore careers in the maritime sector. The business also contributes to marine research and conservation efforts on the Clyde, working alongside universities and organisations on projects including bird surveys, seal populating monitoring and environmental DNA sampling. Ed continued: “We’ve always wanted to do more than just run tours. Being involved in research and conservation is incredibly important to us, and it also helps raise awareness of the amazing wildlife we have here on the Clyde." “With the support we’ve received, we’ve been able to grow the business in a way that benefits both visitors and the local community.” Through Business Gateway, the business has accessed a range of support since launch, including start-up advice, marketing guidance and connections to wider industry opportunities. This support has played a key role in helping the company scale and diversify its offering. Niall McClure, Business Gateway adviser, said: “Firth of Clyde Boat Tours, now trading as Clyde Charters, is a fantastic example of how ambition, innovation and the right support can help a business grow and evolve." “Their expansion into new markets, commitment to community engagement and contribution to Scotland’s tourism and environmental sectors highlights the vital role that small businesses play in local economies." “Through our network of advisers, resources and connections, we’re proud to support businesses like this at every stage of their journey.” To find our more about Business Gateway, visit here.

Independent family brewer Shepherd Neame is cheering on Pub Supervisor Michaela Hill as she prepares to represent England at the FIFG FootGolf World Cup in Acapulco, Mexico next week. Michaela, who has worked at Dartford pub The Wharf since 2024, has secured sponsorship from the Faversham-based brewer for the international tournament. Currently ranked among the top three players on the England FootGolf Tour, the 26-year-old recently helped the England squad secure victory at the Four Nations tournament in Wales. She first discovered FootGolf in 2019 after entering a tournament at the last minute while supporting a friend who was playing. “I came third in my first ever tournament, which was a surprise,” she said. “I then managed to make the UK squad for the Jansen Cup, which is like our version of the Ryder Cup, held at Celtic Manor in Wales later that year.” Michaela went on to complete in the Jansen Cup in 2022 in Florida and made the England squad for the 2023 World Cup, also held in Florida. She said: “It was a surreal experience with over 100 players. I was sharing the fairways with some of the world’s best.” FootGolf combines the rules and format of golf with football, with players aiming for birdies and avoiding bogeys while kicking a football into enlarged holes across tees, fairways and greens. Michaela explained: “It’s basically golf, but you kick a football and the holes are bigger!” The tournament starts on Wednesday (May 27) with two opening rounds, followed by a cut-off and a final ranking. Michaela, who is currently undertaking a Level 3 Hospitality Supervisor Apprenticeship with Shepherd Neame, will compete in the Individual category. “I'm very excited,” she said. “Representing England is always an honour. I've never been to Mexico before, so it's going to be a new experience, adapting to the climate and course conditions. English courses are quite different in order to cope with our lovely, rainy weather!" “I'm very grateful to Shepherd Neame for their sponsorship. It’s means a lot to represent both England and the company on the world stage.” Shepherd Neame’s Head of Brands, Rose Davis, said: “We are delighted to support Michaela on her journey to Mexico to represent England in the FIFG FootGolf World Cup. We are always proud to see our team members succeeding both professionally and personally, and wish her the best of luck in the tournament.” For more information visit here.

A leading Dorset funeral group that invested heavily in two of its branches has seen its team grow to meet increasing demand from the communities it serves. Douch Family Funeral Directors has expanded the team at its two Lesley Shand branches in Corfe Mullen and Blandford. The Corfe Mullen branch was completely rebuilt in 2018 and the Blandford branch opened in 2015. Both have ceremony rooms available to local families and community groups. Emma Byron, who manages both branches, said: “We are really proud of what the Lesley Shand team has become. Five people working across two branches, supporting each other and the wider Douch Family when needed." "Our ceremony rooms are there for families arranging services but also for the wider community to use. Being rooted in these towns matters to us and we work hard to reflect that." “Our community outreach is important to us and being a long-standing family business means we really understand the communities we work in.” Nick Douch, managing director of Douch Family Funeral Directors, said: “The investment in both Lesley Shand branches has been worthwhile and it’s great to see the team grow in response to that. Being a family business we look ahead for generations, and our philosophy is one of service, transparency and doing right by the communities we serve.” Douch Family Funeral Directors operates seven branches across Dorset and offers a multi award-winning funeral plan. Photo: (l-r) Peter Short, Danielle Beechey, Emma Byron, Natalie Lanham Leanne Admini, Douch Family Funeral Directors have been helping families with funeral arrangements for over 100 years. Branches include Douch & Small, A E Jolliffe & Son, Albert Marsh, James Smith, Ives & Shand and Lesley Shand Funeral Service. They’re based in Wimborne, Ferndown, Wareham, Poole, Swanage, Blandford and Corfe Mullen.

A West Lothian award-winning gelato business is growing from strength to strength with support from Business Gateway, as it expands its offering and launches a first-of-its-kind 'churn at home' gelato kit. Villaggio Gelato, founded by Marguerite Spina, is a family-run gelato shop at the heart of Winchburgh Marina. Drawing on her Italian heritage and a commitment to quality ingredients, Marguerite produces small-batch gelato using traditional Italian machinery from her colourful beach hut, offering a variety of flavours to locals and visitors, while also supplying events and online orders. Since launching in 2022, Villaggio Gelato has sold over 15,000 cones and 1,000 tubs across its store and events, including weddings, farmers markets and corporate partnerships, with this growth also enabling the creation of two local jobs. Marguerite began Villaggio Gelato from her home, inspired by a long‑standing ambition to run a creative, family‑focused business that she felt truly passionate about. She trained at the University of Gelato and was mentored by Edinburgh ice cream specialist Joseph Boni, to develop her own signature recipe. What began as small sales to friends and neighbours soon gathered pace, with word spreading and customers travelling from across the central belt to try her handmade gelato. This early success gave Marguerite the confidence to open her first permanent premises at Winchburgh Marina, where Marguerite's ambition is to create not only an outstanding product, but a feeling where visitors can connect and be part of a community. In response to growing customer demand, Villaggio Gelato has recently launched a unique ‘churn at home’ gelato kit, allowing customers to create gelato at home. Initially inspired by a request from her brother who lived in London, the idea has evolved into a distinctive new product. The kit offers a simple way to make high-quality gelato, enabling customers to enjoy the taste of Villaggio Gelato wherever they are. Business Gateway adviser Tahrir Waswas provided one-to-one support from the outset, helping Marguerite develop her business as it expanded into retail premises and beyond. With guidance on premises and access to funding opportunities, Marguerite successfully secured a Digital Development Grant and a Trade Development Grant, part-funded by the UK Shared Prosperity Fund. The funding enabled her to invest in a professional website and attend a trade show, helping her build industry knowledge, expand her network and raise the profile of the business. Alongside this, Marguerite received ongoing support including advice on marketing, strategic planning and access to workshops and events. She completed the West Lothian Women in Entrepreneurship Programme, a four-week initiative delivered by Invest in West Lothian and Business Gateway, which provided valuable skills development and the opportunity to connect with other local businesswomen. Marguerite’s gelato has already gained industry recognition, with the business awarded five bronze medals across different flavours at the Royal Highland Show Dairy Championship Awards, highlighting the quality and consistency of her products. Marguerite Spina, owner of Villaggio Gelato, said: “Opening the beach hut was a defining moment for the business, and having Business Gateway’s support gave me the confidence to take that step and think bigger about what Villaggio Gelato could become." “Being guided towards funding opportunities came at exactly the right time. It allowed me to invest in the business, reach new customers and keep building momentum with fresh ideas." “The ‘churn at home’ gelato kit has been a really exciting step, inspired by customer demand, and it’s been rewarding to create a unique product that allows people to enjoy our gelato in a new way, wherever they are.” Tahrir Waswas, Business Gateway adviser, said: “Marguerite has shown real ambition in developing Villaggio Gelato into a business that continues to evolve and innovate. From establishing a strong retail presence to expanding into new product areas, her passion and commitment to growth has been clear throughout." “Our role has been to support that journey with practical guidance, helping with planning, premises and access to funding, while also connecting her with relevant programmes and opportunities. It’s great to see the business thriving and gaining recognition, and we look forward to continuing to support Marguerite as she builds on this success.” To find out more about how Business Gateway can help your business, visit here.

Allied Mobility, the UK’s leading wheelchair accessible vehicle manufacturer, has been announced as the Official Accessibility Partner for Glasgow 2026 Commonwealth Games and an Official Partner for Team Scotland, reinforcing the Games’ commitment to inclusivity. Allied Mobility will provide a fleet of their wheelchair accessible vehicles (WAVs) for competing Para athletes when the Games return to the city from 23 July to 2 August, hosting 10 days of electric sporting events and the largest Para sport programme in Games history. The Games will unfold across an eight-mile corridor, staged within four iconic venues where Allied Mobility will also support with funding for dedicated signage to highlight accessible routes to spectator areas. Alongside Allied Mobility’s Official Accessibility Partnership, sister company Mobility Solutions will also be providing a range of wheelchairs and electric scooters for public use at the Games. Both are part of Glasgow-based employer, Allied Vehicles Group, which employs over 800 staff in the city and across Britian and Europe. The partnership was announced at one of the Games’ venues, Scotstoun Stadium, with Allied Chairman, Gerry Facenna and Managing Director Peter Facenna, as well as, Jade Gallagher, Chief Operating Officer at Glasgow 2026 who met Commonwealth silver medallist Sean Frame who is set to compete for Team Scotland in the T54 1500m. Para Athlete, Sean Frame commented on the partnership: "Allied Mobility being involved in the Games and supporting disabled athletes is absolutely amazing and it will be invaluable to the athletes selected to compete. It will make it so much easier and less stressful not having to worry about transferring out of our day chairs as we have to do in normal cars. It will also make it a more relaxing and enjoyable experience when travelling to different venues during the games." "These are my second games representing Scotland and I am very excited and very proud to get to compete in my home city of Glasgow." Jade Gallagher, Chief Operating Officer, added: “Accessibility is central to our venue planning for Glasgow 2026. We're hosting the largest Para sport programme in the history of the Commonwealth Games and we need our operations to match that ambition." “Para athletes and visitors across Glasgow will benefit from Allied Mobility’s partnership and expertise in accessibility, helping in part to make the Games inclusive.” Gerry Facenna added: “As a wheelchair accessible vehicle manufacturer that has been helping to support the independence of people with disabilities for over three decades, we’re extending our commitment to providing accessible travel at this year’s Games, ensuring Para athletes and Commonwealth Teams can travel comfortably, confidently and with ease to competition venues." “It’s also important that businesses like ours support Glasgow to host fantastic events like this in our great city.” Tickets for Glasgow 2026 are on sale now via here.

International logistics service provider Gebrüder Weiss has appointed a new Managing Director for its Land Transport & Logistics Germany business unit. Effective July 1, 2026, Goran Susak will assume the position. In his new role, Susak will be responsible for the strategic and operational development of the company’s German land transport and logistics activities. Key priorities include the stabilization and further development of the organization as well as expanding integrated logistics solutions. A logistics expert with over 25 years of experience in the logistics industry, he most recently held a management position at Kuehne+Nagel, leading several regions with full responsibility for financial results. His scope of responsibility included road freight and contract logistics as well as sea and air freight. Prior to that, he held various leadership roles in sales and contract logistics. He began his career at Dachser. He graduated from the German Academy for Foreign Trade and Logistics (DAV) with a degree in business and transport management, focusing on management. Throughout his career, he has received numerous awards for achievements in sales and contract logistics and has an excellent professional network, particularly in Germany. Goran Susak said: “Gebrüder Weiss stands for reliability, entrepreneurial thinking, and a very clear commitment to quality. I look forward to taking responsibility for the land transport and logistics business in Germany and to advancing it sustainably together with the team in a challenging market environment." Jürgen Bauer, Member of the Management Board at Gebrüder Weiss, adds: “With Goran Susak, we are gaining an experienced executive who knows the German market extremely well. He brings the necessary operational expertise and strategic perspective to further develop our organization and to generate additional momentum in the contract logistics segment.” Germany remains a key market in Europe for Gebrüder Weiss. Accordingly, the company will continue to focus on the sustainable development of its structures and the consistent expansion of its service portfolio.

A team from Buzzworks’ Bridge of Weir venue, The Coach House, were one of only four teams across the UK to reach the national final of a prestigious competition recognising the next generation of hospitality talent. Commis chef Chloe Cornfoot and front-of-house colleague Matthew Downie represented the restaurant at the inaugural Master Chefs of Great Britain (MCGB) Seafood Chef & Front of House Team Competition, held at City of Glasgow College on 14 April. The competition showcased excellence in sustainable seafood, technical precision and seamless front-of-house delivery. Finalists were given just 90 minutes to deliver a complete restaurant experience, including the preparation and presentation of a seafood main course alongside impeccable service, drinks pairing and guest engagement. Chloe and Matthew impressed judges with a refined menu featuring pan-seared Scottish salmon with lemon-buttered plaice and crab tortellini, served with fondant potato, samphire, purple sprouting broccoli and a zesty beurre blanc sauce, paired with a Coastal Garden Fizz – a non-alcoholic serve combining juniper, citrus and botanicals. Chloe Cornfoot, Commis Chef at The Coach House said: “I’m incredibly proud to have made it to the final and to have represented The Coach House on the national stage. It was a fantastic opportunity to push myself creatively, particularly around sustainable seafood, which I’m really passionate about." “Working so closely with front-of-house makes it even more rewarding, it’s about delivering a complete guest experience, and we were fully focused on that from start to finish.” Their achievement highlights Buzzworks’ strong commitment to developing emerging talent and creating meaningful career progression opportunities across the business. Daniel Brown, Head Chef at The Coach House said: “To be one of only four teams to make it the final of a competition of this calibre is a phenomenal achievement. It reflects not only Chloe and Matthew’s skill and dedication, but the strength of collaboration across our teams. “We’re incredibly proud to see them representing The Coach House and performing at such a high level under pressure.” Buzzworks is a corporate sponsor of MCGB, reinforcing its investment in future hospitality leaders through masterclasses, mentorship from leading UK chefs and enhanced training opportunities across its portfolio of venues. To find out more, visit here.

The Munnelly Group has announced the appointment of Tom Emery as Managing Director of Weston Analytics, reinforcing the growing importance of technology, data and innovation within their business strategy. Tom brings more than a decade of experience in operational leadership, utilising data and analytics to drive service transformation and performance improvement within complex and high-volume environments. In previous roles at both Heathrow and Wilson James, Tom has managed large operational portfolios across critical service operations, along with digital transformation programmes and business improvement initiatives across aviation and transport, security, and workforce operations. In his new role at Weston Analytics, Tom will lead the continued development of digital and analytical capability across the group with a focus on creating scalable solutions that help businesses operate smarter, make faster decisions, and unlock greater value from data and operational intelligence. Weston Analytics utilises the latest technology and innovations to generate business value; its Fatigue360 platform was implemented at Transport for London in 2023, with TfL recently investing in additional user licences. Tom’s approach will combine operational credibility with a strong focus on innovation, bringing together technology, people, process, and insights into a more connected operating model. As part of Munnelly Group’s senior leadership team, Tom will guide Weston Analytics through its next phase of growth as digital capability becomes ever more central to the future of construction and infrastructure. Commenting on his appointment, Tom Emery said: “I’m excited to join the business at such an important stage of its growth journey. There is a huge opportunity to build on the strong foundations already in place and evolve our digital and analytics capabilities into something that creates value for clients and external partners whilst supporting the group internally." "What excites me most is the combination of ambition and opportunity. My focus is to build scalable products and leverage my passion for data to improve operational visibility and create a more connected, insight-led way of operating across the business.” Paul David Munnelly, CEO of the Munnelly Group, said: “Our ambition at the Munnelly Group is to be the delivery partner our clients turn to first across the full project lifecycle, and that depends as much on the technology and data we bring as it does on the people we put on the ground." "Weston Analytics sits at the heart of that ambition. Tom’s appointment as MD reflects both the central role we expect the business to play in delivering Target2030 and the confidence I have in him personally to lead it through its next phase of growth.” The Munnelly Group: Established in 1982, The Munnelly Group is a vertically integrated delivery partner to the construction and infrastructure sectors, operating as an extension of its clients across the full project lifecycle – from RIBA Stage 0 through to Stage 7. With its core strategic philosophy of ‘One Group, One Mission, One Standard’, the Group’s eight specialist trading businesses – Munnelly Support Services, Guardior, MacRail, Bishopsgate Group, City Calling, Weston Analytics, Bridgehead Consultancy and Severn Partnership – deliver integrated workforce, logistics, safety, security, rail, technology and consultancy solutions across major projects throughout the UK. With a strong focus on innovation, collaboration and operational excellence, The Munnelly Group supports clients in delivering safer, smarter and more sustainable construction and infrastructure projects. Photo: Tom Emery has been appointed as managing director of Weston Analytics, a part of the Munnelly Group.

The release of Deloitte Private’s second report in its Family Business Insights Series: Family Business Cybersecurity, 2025 examines how family businesses are addressing one of the most pressing challenges of the digital era: cyber threats. Based on a survey of 1,587 family businesses across 35 countries and in-depth interviews with 30 senior executives, the research explores how family businesses with revenue of at least US$100 million are building resilience amid an increasingly complex cyber landscape. Key Takeaways Nearly three-quarters (74%) of family businesses globally experienced at least one cyberattack in the past two years; 33% faced multiple incidents Nearly half (43%) report having a robust cybersecurity strategy; most rely on basic defenses such as software updates (59%) and multifactor authentication (57%) Family businesses affected by attacks reported financial (54%), operational (51%), or reputational (51%) damage; just 4% reported no resulting damage “Cybersecurity has become one of the most urgent issues facing family enterprises today,” says Adrian Batty Deloitte Private Global Family Enterprise Leader, Deloitte Global. “Deloitte Private’s latest Family Business Insights Series report reveals how these organizations are balancing tradition with transformation, protecting not just their data, but the legacy and trust that define them. The findings offer a blueprint for building lasting cyber resilience in an increasingly complex digital world.” Cyber Threats Are Becoming More Frequent And Complex In a continuously connected business environment, family businesses are facing more cyber threats. Nearly three in four (74%) family businesses globally have faced at least one cyberattack in the past two years, with one-third (33%) reporting two or more incidents. These attacks take many forms, including malware (49%), phishing or business email compromise (48%), and social engineering (43%). While cyber threats are universal, regions face different levels of exposure. Asia Pacific-based respondents reported the highest frequency of cyberattacks within the last two years (90%), followed by North America (76%), Europe and the Middle East (both at 67%), Africa (64%), and South America (61%). This disparity reflects not only exposure and digitalization across regions, but also variations in breach reporting, regulatory environments, and cyber resilience maturity. Moving Beyond Basic Defenses To Strengthen Resilience Many respondents understand the gravity of cyber risk, with nearly 70% viewing cyber threats as a moderate (44%) or high (25%) risk. However, only 52% of family business feel prepared “to a large extent” to safeguard their businesses against cyberattacks, while the remaining 48% do not feel at all prepared or only feel prepared to a small or moderate extent. While most family businesses have taken initial steps to protect their operations, many remain reliant on basic cyber hygiene rather than comprehensive resilience strategies. While 43% of family businesses report having a robust cybersecurity strategy with no known weaknesses, the majority of respondents (57%) indicated they either have gaps in their strategy (49%) or no strategy at all (8%). Most rely on foundational “first-line” protections, such as software updates (59%), network security (57%), and multifactor authentication (57%), while fewer have adopted advanced safeguards like cyber maturity assessments (36%) or incident response playbooks (40%). Cyber Can Help Protect Legacies And Safeguard Trust Family businesses increasingly face significant losses or damage due to cyberattacks. Only 4% of those surveyed reported no loss or damage from such attacks. The majority of those targeted have experienced financial losses (54%), operational disruptions (51%), and reputational harm (51%). In response, many businesses are strengthening their governance practices, upgrading their systems, and investing in new capabilities. To address cyber challenges, family business should consider the following leading practices: • Position cybersecurity as a business imperative • Perform ongoing cyber maturity reviews • Fortify core and advanced protections • Build workforce awareness and manage insider threat risk • Establish and test response and recovery procedures • Tap expert and peer networks within cybersecurity • Strengthen vendor and supply chain resilience • Keep track of regulatory shifts “In an increasingly digital world, the challenges that family businesses face today are multidimensional,” says Dr. Rebecca Gooch, Deloitte Private Global Head of Insights, Deloitte Global. “Every click, connection, and collaboration carries potential risk and opportunity." "The path forward for family enterprises requires treating cybersecurity not as a cost, but as a strategic investment in resilience, reputation, and the continuity of the legacy they’ve spent generations building.” About Family business cybersecurity, 2025 The global Family business cybersecurity, 2025 report is the second edition in Deloitte Private’s Family Business Insights Series. To inform this research, Deloitte Private surveyed 1,587 family-owned businesses worldwide between March and June 2025, each having a minimum revenue of US$100 million. The report also includes in-depth interviews with 30 senior executives from prominent family businesses, offering qualitative insights into the strategies and practices that drive long-term success. For more information or to access the full report, please visit Deloitte Private’s website here About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more. Deloitte provides leading professional services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets and enable clients to transform and thrive. 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