There is a particular tension that sits at the heart of many multigenerational family businesses — one that is rarely spoken about openly, but that shapes some of the most consequential decisions a family will ever make. It is the tension between wanting to pass on something meaningful and wanting to give the next generation the freedom to choose their own path. Between hoping that what you have built will continue in the hands of your children, and knowing that hope can quietly become an expectation, and expectation can quietly become pressure, and pressure can quietly damage both the relationship and the business in ways that take years to fully surface. Most family business leaders do not set out to pressure their children. They set out to share something they love, to include the people they care about most in something that has given their own life enormous purpose and meaning. The intention is generous. But intention and impact are not always the same thing, and understanding the difference — and acting on it — is one of the most important things any family business founder or leader can do for the generation that follows them. The Weight Of An Unspoken Assumption In many family businesses, the question of whether the next generation will join is never explicitly asked. It is simply assumed — in the stories told at the dinner table, in the way school holidays are spent visiting the business, in the pride with which the family name above the door is pointed out, in the casual references to what will happen when the time comes. None of this is malicious. Most of it is deeply loving. But it creates a context in which the child grows up understanding, at some level, that joining the business is what is expected — and that not joining would be a kind of disappointment, a rejection not just of a career option but of the family itself. Children who grow up under this unspoken assumption face a choice that their peers in non-family business households do not. They can follow the path that feels expected and spend their careers wondering whether they would have chosen it freely. They can resist it and carry the guilt of having let the family down. Or they can find a way to engage with the question honestly — but only if the family has created the space for that honesty, which many have not. The first and most important thing a family can do is to make the assumption explicit and then genuinely open it up. Not as a formality, not as a gesture towards fairness that everyone understands will lead to a predetermined outcome, but as a real invitation to the next generation to consider their own path without the weight of what feels like an obligation already settled. What Genuine Freedom Actually Looks Like Telling a child they are free to choose while making clear, through every signal available, that one choice is the right one, is not freedom. It is the appearance of freedom. And most children, by the time they are old enough to make the decision, are perceptive enough to know the difference. Genuine freedom in this context means several things. It means actively encouraging the next generation to pursue interests and experiences outside the family business — not as a box to tick before they come back, but as a legitimate end in itself. It means celebrating choices that lead away from the business with the same warmth as choices that lead towards it. It means being honest about the demands and the downsides of working in a family business, not just its rewards and its meaning. And it means being willing, as a parent and as a business leader, to sit with the real possibility that the answer might be no — and to have decided, in advance, that the relationship matters more than the outcome. This is genuinely hard. For founders especially, the business and the family are so deeply intertwined that a child's decision not to join can feel like a personal rejection, even when it is nothing of the sort. Separating those two things — the business decision and the family relationship — takes conscious effort and, often, the support of someone outside the family who can help hold the distinction when it is hardest to maintain. Preparing Without Predetermining There is an important difference between preparing the next generation for the possibility of joining the business and preparing them for the certainty of it. The former is good parenting and good stewardship. The latter is where the pressure begins to build. Preparation that respects the next generation's autonomy looks like exposure without expectation. It looks like bringing children and young adults into the business in ways that are genuinely educational — helping them understand what the business does, what it stands for, what running it actually involves — without framing that exposure as the beginning of a predetermined career path. It looks like supporting them to develop the skills and the experience that would make them good business leaders generally, not just good custodians of this specific business. And it looks like honest conversations about what the business needs from its next leader — conversations in which the next generation is treated as participants rather than subjects. It also means being willing to let them fail, to learn, and to develop their own judgement in environments where the stakes are lower than they would be in the family business itself. The next generation member who has spent three years working elsewhere, being held to standards set by someone other than their family, making decisions without a safety net, and building a track record on their own terms, arrives at the family business — if they choose to join — with something that cannot be manufactured internally: earned credibility and genuine confidence. When They Do Want To Join When the next generation does choose to join the family business — freely, with a clear understanding of what it involves and what it asks of them — that is a moment worth celebrating. But it is also the beginning of a new set of challenges that families frequently underestimate. The transition from child to colleague is not straightforward, and the dynamics that exist in the family do not disappear when they walk through the office door. The parent who finds it difficult to delegate in general will find it doubly difficult to delegate to their own child. The child who has spent a lifetime seeking parental approval will bring that need into every professional interaction. The siblings who have always competed for attention will find new arenas for that competition in the business context. None of this is insurmountable, but all of it requires acknowledgement. The families who manage this transition well tend to be those who invest in the relational infrastructure around it — clear role definitions, agreed boundaries between family and business conversations, access to mentors and advisers outside the family, and a genuine commitment to treating the next generation member as a professional with their own authority rather than a child who has been given a job. The Long View The goal of every family business, ultimately, is not to replicate itself exactly from one generation to the next. It is to pass on something of lasting value — a business, yes, but also a set of values, a way of operating, a commitment to something beyond the purely commercial — in a form that the next generation can make their own. That goal is best served not by ensuring that the next generation joins, but by ensuring that if they do, they do so with genuine enthusiasm, genuine readiness, and genuine choice. The business led by someone who wanted to be there — who chose it freely, prepared for it seriously, and arrived with something to contribute beyond their surname — is a stronger business than one led by someone who felt they had no other option. Preparing the next generation without pressuring them is not a softer version of succession planning. It is the version most likely to produce a leader, and a business, worth passing on again.

There is a quiet revolution happening in the world of business — and it has been happening for centuries. It does not make the front pages as often as the latest tech unicorn or billion-pound corporate merger, but its impact is undeniable, its reach extraordinary, and its story one of the most compelling in modern commerce. Family businesses are not simply a legacy of a bygone era. They are a driving force of economic life, social progress, and community wellbeing — and the evidence for their extraordinary contribution has never been stronger. The Scale Of The Impact Is Staggering Let us begin with the numbers, because they are remarkable. Family businesses account for around two-thirds of all businesses worldwide. In the United Kingdom alone, they represent approximately 85 per cent of all private sector companies and contribute an estimated £575 billion to GDP each year. They employ millions of people across every sector imaginable — from agriculture and manufacturing to financial services, hospitality, and technology. Globally, family firms generate more than 70 per cent of worldwide GDP and are responsible for the majority of new job creation in both developed and emerging economies. These are not fringe players or historical curiosities. They are the architecture upon which modern economies are built. They Create Jobs — And They Keep Them Family businesses are not just job creators; they are job protectors. Study after study demonstrates that family firms are significantly less likely to make redundancies during economic downturns than their corporate counterparts. When times are hard, family business owners have consistently shown a willingness to reduce their own remuneration, defer dividends, and tighten belts in every area before turning to their workforce. The result is a more stable, more secure employment landscape in the communities where these businesses operate. This is not sentimentality — it is strategy. Family business owners understand that their people are their most valuable asset, and that the cost of losing experienced, loyal employees far outweighs the short-term saving. The trust that flows in both directions between family firms and their staff creates workplaces that are more engaged, more motivated, and more productive. They Invest In The Long Term — And It Shows One of the most powerful competitive advantages that family businesses possess is their ability to think beyond the next quarterly report. Freed from the short-term pressures that beset publicly listed companies, family firms invest with patience and conviction. They build infrastructure, develop talent, nurture supplier relationships, and fund research and development on timescales that would be unthinkable in a shareholder-driven environment. This long-term orientation produces remarkable results. Companies such as Rolls-Royce, Dyson, JCB, and Walkers Shortbread — all with deep roots in family ownership or family influence — have become global leaders not by chasing quick wins, but by committing to excellence over decades. The same pattern is visible across the world, from the great family conglomerates of Asia to the Mittelstand companies of Germany, which are widely regarded as one of the primary reasons for that country's extraordinary industrial strength. They Are The Heart Of Local Communities Walk down the high street of any British town and the businesses that give it character, continuity, and life are overwhelmingly family owned. The independent baker who has served the same community for three generations. The family-run hardware shop whose owner knows every customer by name. The local construction firm that employs half the street. These are not just businesses — they are institutions, woven into the social fabric of the places they serve. Family businesses reinvest in their communities at a rate that larger corporations simply cannot match. They sponsor local sports clubs, support local charities, employ local people, and take pride in the places they call home. Research has consistently shown that for every pound spent at a local family business, a far greater proportion stays within the local economy compared to money spent at a national chain. Family businesses do not extract value from communities — they create it. They Champion Values-Led Business Long before "purpose-driven business" became a fashionable phrase in boardrooms, family businesses were living it. When your name is above the door — sometimes literally — the way you conduct yourself in business is inseparable from who you are as a person and as a family. This alignment of personal values and business practice produces firms that are more ethical, more transparent, and more genuinely committed to doing the right thing. Increasingly, this is being recognised as a competitive strength rather than merely a moral virtue. Consumers, employees, and investors alike are choosing to align themselves with businesses whose values they trust. Family businesses, with their long-standing reputations and deeply embedded cultures, are exceptionally well placed to meet this demand. Their commitment to quality, integrity, and long-term relationships is not a marketing message — it is who they are. They Are More Resilient Than Any Other Business Model The evidence on the resilience of family businesses is overwhelming. They carry lower levels of debt, maintain stronger cash reserves, and are far less likely to collapse during periods of economic turbulence than non-family firms. During the 2008 financial crisis, family businesses across Europe and North America significantly outperformed their peers. During the pandemic, the same pattern emerged: family firms adapted faster, cut costs more strategically, and recovered more quickly. This resilience is not accidental. It is the product of a business model built on prudence, trust, and a profound commitment to survival. Family businesses are not just building companies — they are building legacies. And that sense of responsibility to something larger than the next financial year produces businesses of extraordinary durability. They Are Innovating — And Thriving The notion that family businesses are conservative or slow to change is a misconception that the evidence does not support. Some of the world's most innovative companies are family-owned or family-influenced. Aldi and Lidl — both family businesses — have revolutionised grocery retail globally. Samsung, one of the most technologically advanced companies on the planet, remains under family influence. Countless British family businesses in sectors from biotechnology to software are leading their fields. What family businesses bring to innovation is something that the venture capital model often struggles to replicate: patience. They are willing to invest in ideas that take years to bear fruit, to back their people through failure, and to iterate on a product or service until it is genuinely world-class. This combination of innovation and persistence is a formidable one. The Story Is Only Getting Better The future for family businesses has never looked brighter. A new generation of family business leaders is bringing fresh perspectives, global ambition, and a sophisticated understanding of technology, sustainability, and talent management to enterprises built by their parents and grandparents. They are combining the heritage and values that make family businesses so distinctive with the tools and thinking of the modern world. Across the United Kingdom and beyond, family businesses are professionalising their governance, diversifying their leadership, embracing digital transformation, and taking their place on the world stage with confidence. They are not defined by the past — they are shaped by it, and they are using that foundation to build something extraordinary. The Quiet Giants Family businesses are the quiet giants of the global economy. They do not always seek the spotlight. They do not issue press releases about every milestone or commission reports about their own significance. They simply get on with the work of building, employing, creating, and serving — generation after generation, in communities across the country and around the world. Their impact is not measured in one spectacular moment but in the cumulative effect of countless decisions made with integrity, investment made with patience, and relationships built with care. They are the businesses that have shaped the world we live in, and they are the businesses that will shape the world our children inherit. The case for family business is not just compelling. It is irrefutable.

North Yorkshire-based manufacturer Power Plastics Limited is proud to announce they have been awarded Top Manufacturer in the 2026 York and North Yorkshire Top 100. Run by The York Press in partnership with York St. John University, the annual Top 100 recognises the region’s best-performing and most impactful businesses, celebrating their contribution to the economy of York and North Yorkshire. Each year, a team at York Business School analyses Companies House data for businesses across North Yorkshire, looking at turnover, profit and employee numbers to compile the rankings. This year, Power Plastics ranked 17th overall — and took the title of Top Manufacturer! 150 guests including David Skaith, the Mayor of York and North Yorkshire, members of York’s Civic Party and other dignitaries attended the awards ceremony at York St. John University. Simon Price (Chairman) and Nick Atkinson (Sales Manager) were delighted to attend the ceremony and share the stage with some of the region’s leading businesses — from overall winner UNTHA UK Limited, the Boroughbridge-based manufacturer of industrial shredders, to the world-renowned Bettys & Taylors of Harrogate. Commenting on the award, Simon Price said: “This award is recognition of the whole team at Power Plastics, who have worked tirelessly over the past few years to support the many significant client projects that have contributed to our continued growth and success. A huge thank you to every one of them.” Professor Karen Bryan OBE, Vice Chancellor of York St John University, who presented the awards, highlighted the role the university plays in supporting local businesses. Similarly, Professor Brendan Paddison, Dean of York Business School at York St John University spoke of the partnerships between the university, business and government bodies, that would drive success in the region. The awards will return in 2027.

The brand-new Brewers Decorator Academy in Guildford is now open, offering hands-on painting and decorating training in a purpose-built learning environment designed to help decorators build confidence, master new techniques and grow their careers. Train in a purpose-built academy The indoor training space is sectioned into open-plan practical training rooms with space for 10 decorators to master professional decorating techniques on walls, doors, windows and trims. You'll also find specialist features, including spindles, cills and fireplaces, giving you the opportunity to perfect your spray-painting techniques in a realistic setting. There is a training classroom too to help you build a solid understanding of the theory behind the job and expand your product expertise before you get hands-on. Learn from our expert trainers Sessions are led by dedicated and experienced trainers who will help you sharpen your skills and grow your confidence so you can provide exceptional results for your customers. The Academy team can also deliver bespoke training sessions. Get in touch to find out how courses can be designed to suit your individual company needs. Use products from industry-leading brands Brewers provide all the tools you’ll need to take part in the training courses. You’ll get hands-on practice with top-of-the-range products from our suppliers including Graco and Mirka. Since the Academy is located right above the Brewers Guildford store, you’ll also have access to an extensive range of products so you can be confident recommending the best products for the job. Choose from a wide range of courses Brewers Decorator Academy offers a range of painting and decorating courses including: Introduction To Spray Airless Spray Paint Systems Preparation Skills …with even more dates and courses launching soon! Find out more about our courses. Lunch and refreshments included The Decorators Academy has an on-site kitchen where lunch and refreshments are provided as part of your course. Sign up for a Brewers Decorator Academy course Whether you’re starting out, looking to expand your skillset or keen to perfect a new technique, Brewers Decorator Academy is the ideal place to take your skills to the next level. Why not come down and experience it for yourself? Sign up for a course today.

Almost 320 runners braved one of the hottest nights of the year to complete JCB’s Lakeside 5 race and fun run. More than 420 people had registered to join the event and while the 30° heat reduced the field on the night, it failed to lower the spirits of the runners or the crowds who turned up to support them last night. JCB employees joined a host of club runners to complete the gruelling five-mile course around JCB’s World HQ at Rocester, including the steep hill on Stubwood Hollow, where JCB’s Worldwide Marketing Director Adrian Hall drenched sweltering athletes with a hosepipe. JCB Deputy Chairman George Bamford and his family were among those who took part. George said: “It is just amazing to see so many people here, and so many families. I’m proud to be running with my family. We talk so much about JCB being a family business and this event is proof of that.” Three generations of one family took part in the two-mile fun run – crossing the finishing line hand in hand. JCB employee Billy Sowter, 61, of Uttoxeter, completed the course with his son Liam, 37, daughter-in-law Amy, 34 and their daughter Rosie, aged five. Billy said: “It was fantastic to run this as a family. The atmosphere was amazing and I’m proud of little Rosie for completing the course.” Former JCB employees Charles Bevan and Mick Grindey kept up their record of running in every single JCB Lakeside 5 race since its started by taking part in the event. Charles, who turns 80 in September, dressed as Toy story hero Woody to run with his son Jason who dressed as Buzz Lightyear. Retained Staffordshire firefighter Jason Blount, of Newcastle-under-Lyme, joined 18 fellow members of Silverdale Running Club – less than a day after he helped battle a major building blaze in Stoke-on-Trent and before he’d managed to grab any sleep. He’d been called out early the previous morning, fought the fire through to 6am and still managed to get to work at 7am. He came straight to Rocester from work and was back on firefighter call at 10pm. Jason, 50, finished the five-mile route in 41 minutes. Tom Bill from the TP Triathlon team, who described the race as “tough, but brilliant” raced home to win the men’s race, in 28 minutes 43 seconds, while Hollie Wall, running her second Lakeside 5, was first woman home in 34 minutes 33 seconds. JCB Golf & Country Club Greenkeeper Ruarc Grant was the first employee to finish, in 29 minutes, 32 seconds. Ruarc is currently hard at work putting the finishing event. Meanwhile, JCB’s first female finisher Emma Langford, an Electrical Engineer in Product Innovation at the World HQ who plays for Uttoxeter Rugby Club and completed the race in 44 minutes and nine seconds, said: “I don’t know how I’ve did it. Getting up that hill in this heat was so tough.” Emma received the Steph Cordall Memorial Trophy which celebrates the life of an employee who worked for JCB for almost 40 years and was among the 95 competitors on the starting line at the first ever race in 1983. Steph, of Cheadle, died in May 2023 aged 60, and JCB established the trophy in her memory. It was presented to Emma by Steph’s husband Martin and son Adam. Charities were also winners on the evening. The event raised £4,000 towards the Queen’s Reading Room literacy charity, supported by JCB in this National Year of Reading. And retired Staffordshire firefighter Kelvin Chell launched his bespoke JCB-themed poppy badge, raising around £500 through badge sales for the Royal British Legion’s Poppy Appeal.

One of the south’s oldest residents experienced a little magic as she celebrated her 104th birthday at the Dorset care home where she has lived for the past five years. Centenarian Margery Haynes’ big day at Colten Care’s Amberwood House in Ferndown featured a show by visiting performer Andy the Magician. Andy was invited along with Margery’s blessing by Companionship Team Leader Madeleine Baker who said: “Margery can be a bit of a prankster herself and likes to have a laugh, so she loved the idea of a magic show being put on specially for her and fellow residents.” Andy performed card tricks, mind reading and rope magic as part of his set, earning an extra round of applause proposed by resident Sheila Shire ‘because he was so good’. Margery, who last year shared her recipe for a long life as ‘being a good girl, eating Oxo cubes and beef, and enjoying life’ said of the birthday show: “It was a lovely afternoon. Thank you.” Born in the West Midlands, Margery moved to Bournemouth with her husband Harry after many seaside holidays. During the war, she worked in a factory and later supported Harry’s career while caring for her mother. Amberwood House Home Manager Kerry Mason said: “Margery has now celebrated her 100th, 101st, 102nd, 103rd and 104th birthdays with us. She is a resident we all love dearly for her warmth, humour and spirit.”

Independent insurance broking and risk management firm, TL Dallas, has appointed experienced insurance professional John Loran as an account executive, strengthening its commercial team in Glasgow, as the business continues to expand its presence across Scotland. John joins TL Dallas with 18 years’ experience in the insurance sector, having worked across commercial insurance, client relationship management and business development. In his new hybrid role, he will support existing clients whilst developing new commercial opportunities across a broad range of industries. Originally from Manchester, John began his insurance career with independent broker FJ Wilson, before relocating to Scotland 10 years ago. Since then, he has built extensive experience with brokerages, progressing into branch management and leading teams supporting commercial and personal clients with The JMG Group. At TL Dallas, John is working alongside the Glasgow commercial team, assisting with an established client portfolio whilst also identifying new business opportunities. His experience spans a diverse range of sectors including manufacturing, wholesale, retail, hospitality, professional services and fleet insurance; working with businesses ranging from SMEs to larger corporate organisations. John said: “One of the main attractions of TL Dallas was the opportunity to return to an independent broker, with strong traditional values and a genuine focus on people. Independent businesses allow you to build lasting relationships with clients and colleagues, and that’s always been important to me." “My role is about understanding clients’ businesses, helping them manage risk and ensuring they have insurance solutions that reflect their changing needs. I’m looking forward to building on the relationships already established within the business and supporting its continued growth.” John believes businesses continue to face an increasingly complex risk landscape, with cyber threats, underinsurance and rising claims costs among the key issues affecting organisations across the UK. He added: “Cyber risk continues to grow, whilst many businesses remain underinsured because property values and rebuilding costs have increased significantly over recent years. Regular in-person reviews of insurance arrangements are more important than ever to ensure businesses have the right protection.” John’s appointment further strengthens TL Dallas’s commercial capability in Scotland as the independent broker continues to invest in experienced professionals to support its growing client base. Client Director, Tim Mackenzie, from TL Dallas, said: “John brings significant commercial insurance experience, strong technical knowledge and a relationship-led approach that aligns perfectly with our values. His appointment strengthens our Glasgow team and reinforces our commitment to providing expert advice and personal service to businesses across Scotland. We’re delighted to welcome him to our team.” In addition to Glasgow, TL Dallas also has offices in Edinburgh, Orkney and Shetland; as well as two offices under the Caledonia Dallas banner in Inverness and Elgin.

As research reveals that parents' weekly food bills in Scotland rise by an average of £42 when their teenagers hit a growth spurt, Aldi has launched a dedicated Growth Spurt Shop to help parents fuel hungry teenagers without breaking the bank. Britain’s biggest discounter has partnered with children's dietitian Lucy Upton to create the resource after the research found that 32% of parents in Scotland are unsure on what their growing teens really need nutritionally. The poll of 1,000 parents with children aged 13–18 found 60% of those in Scotland say keeping their teens fed while managing food expenses is a challenge, with 30% making at least two extra trips to the shops each week. To help parents in Scotland keep hungry teenagers fed without breaking the bank, Aldi’s Growth Spurt Shop offers a curated shopping basket of 10 essential items costing just £13.04. The Growth Spurt Shop basket includes affordable staples chosen by Lucy for their nutritional value, including: British Medium Free Range Eggs 12 Pack – £2.49 Creamy 100% Peanut Butter (340g) – £1.39 Porridge Oats (1kg) – £0.85 Wholewheat Pasta (500g) – £0.75 Semi Skimmed Milk – £1.65 Greek Yoghurt 10% Fat (500g) – £1.99 Bananas (5 pack) – £0.78 Frozen Summer Fruits (500g) – £1.99 Baked Beans in a Rich Tomato Sauce (410g) – £0.40 Wholemeal Sliced Loaf (800g) – £0.75 The research found after school is the peak snacking window for teens in Scotland, with 52% of teenagers reaching for extra food between 3pm and 6pm, and 54% of parents saying their teens can clear out snack cupboards in just three days. Dinner is the biggest drain on budget for 43% of families, with 53% of teens regularly asking for second helpings. To save money, 48% of parents in Scotland are seeking out supermarket deals, 22% are turning to own-brand products, and 22% are bulking out meals with low-cost staples like pasta, rice and potatoes. Lucy Upton said: "Between starting secondary school and turning 16, a teenager's daily energy needs can rise by close to 40% for boys and 20–25% for girls – the impact of which is felt not just in cupboards but also at the till." "Given that teenagers often eat more in the evenings, both at mealtimes and as additional snacks, my advice to parents would be twofold. At mealtimes, try boosting the nutrient density of meals you're already making. For snacking, it's easy for teens to reach for packaged options, so having some nutritious grab-and-go options they enjoy can help." Julie Ashfield, Chief Commercial Officer at Aldi UK, said: "Many parents will recognise that teenage years often bring a noticeable increase in appetite, meaning the weekly food shop can disappear much more quickly as growing teens fuel their busy days." "From bigger portions at mealtimes to extra snacks throughout the day, it can be tricky to budget for growing appetites." "As Britain’s biggest discounter, we're committed to making healthy, high-quality food affordable for everyone. As part of that, we're working towards having 85% of our sales come from healthier products by 2027. That means parents can feel confident they're filling growing appetites with nutritious food that offers great value – without breaking the bank." The Growth Spurt Shop is now live and can be viewed here.

Today's end-of-life vehicles contain the critical materials needed to build tomorrow's electric vehicles, making their recovery vital to the UK's industrial future. Rare earth magnets are essential to electric motors, yet much of the global supply chain remains reliant on imported primary materials. As the UK Government looks to strengthen critical mineral security and support domestic manufacturing, attention is increasingly turning to the valuable resources already in circulation. That is why EMR, a global leader in circular materials, has joined REACT-UK (Rare Earth Automotive Circular Technologies for the UK), a new £6.5 million collaborative project that will help establish a circular UK supply chain for rare earth neodymium-iron-boron (NdFeB) magnets used in electric and hybrid vehicles. Supported through the DRIVE35 programme, delivered by the Department for Business and Trade in partnership with the Advanced Propulsion Centre UK (APC) and Innovate UK, the project brings together HyProMag, Mkango Rare Earths UK, Jaguar Land Rover, Less Common Metals, the University of Birmingham and EMR. Together, the partners will develop technologies to recover, recycle, and remanufacture rare earth magnets from end-of-life vehicles, helping to strengthen domestic manufacturing capability while reducing reliance on imported resources. Every year, vehicles reach the end of their lives carrying components that still contain valuable, rare-earth elements. Too often, those materials are lost from the supply chain. REACT UK aims to change that. EMR will bring together its EV Battery, End-of-Life Vehicle and Research & Development expertise to identify and recover magnet-containing components from hybrid and electric vehicles. Working closely with Jaguar Land Rover, the project will also explore new approaches to dismantling and component recovery, creating a feedback loop that helps manufacturers design future vehicles with circularity in mind. The recovered materials will then be processed and remanufactured by project partners into new automotive-grade magnets, ready to return to UK manufacturing. It is a practical example of how today's materials can become tomorrow's products. Mike Hogan, Corporate Development Manager at EMR said: "The UK has rightly identified critical minerals as essential to its industrial future." "Demand for rare earth materials is growing rapidly across automotive, renewable energy and advanced manufacturing sectors. Yet too much of the supply chain remains dependent on imported materials and global market conditions beyond our control." "Projects like REACT UK demonstrate how we can build greater resilience by recovering the materials already in circulation. Every end-of-life vehicle contains valuable resources that can help support future manufacturing." "By bringing together dismantling, recovery, recycling and remanufacturing expertise, we're helping create a domestic supply chain for rare earth magnets that keeps these materials in use for longer and supports the UK's ambitions for economic growth, energy security and net-zero." "This is about turning today's materials into tomorrow's products and ensuring those materials remain part of the UK economy." The project further strengthens EMR's role in developing circular supply chains for critical minerals and rare earth elements. It also builds on previous collaborations between consortium partners and complements EMR's involvement in other DRIVE35-funded programmes, including CircularREEconomy (CREEM) and MOBIUS, which are helping establish innovative approaches to recovering and reusing critical materials across the automotive sector. As demand for critical minerals continues to grow, projects such as REACT UK demonstrate how the UK's urban mine can help support future manufacturing, strengthen domestic supply chains, and reduce reliance on imported resources. Because tomorrow's vehicles depend on today's materials.

Fifth-generation British bedmaker, Harrison Spinks, is launching The Wildwood Collection – a new range designed to offer an accessible introduction to its handcrafted mattresses, combining natural comfort, expert craftsmanship and exceptional value. Inspired by the calm and character of the woodland, The Wildwood Collection comprises three turn-free mattresses, each reflecting the expert craftsmanship and rich heritage of Harrison Spinks, built on a legacy of exceptional handcrafted quality since 1840. Bringing together the brand’s signature wool-rich woven mattress fabrics, breathable natural fillings, and advanced spring systems, the collection delivers enhanced comfort and targeted support at an accessible price point. Each model in the collection requires only seasonal head-to-toe rotation for effortless maintenance. As the only UK bedmaker to weave its own mattress fabrics in-house, each model is finished in a wool-rich woven fabric that is naturally fire retardant and FR chemical treatment-free. Each mattress features traceable British wool and breathable cotton, with select models featuring a careful blend of homegrown hemp and flax. These carefully selected natural materials work together to help regulate temperature throughout the night, and are layered over responsive spring systems and pressure-relieving micro springs which adapt to the contours of the body to provide enhanced comfort and targeted support. Nick Booth, Managing Director at Harrison Spinks Beds, said: “The Wildwood Collection has been designed to bring the hallmark quality and craftsmanship that have defined Harrison Spinks for over 185 years to a wider audience. By combining our unique in-house woven mattress fabrics, responsibly sourced natural materials with advanced spring systems, we’ve created a collection that delivers exceptional comfort at an accessible price point." “We are proud innovators, constantly refining our approach to design and manufacturing to ensure we continue to deliver comfort, performance and quality across every product we make. This range is no exception, reflecting our commitment to sustainable innovation, British manufacturing and responsible production, while offering customers a clear entry point into the Harrison Spinks collection.” The Wildwood Collection represents a new introduction into Harrison Spinks’ handcrafted mattress offering, and will be available at select retailers from July. For more information about Harrison Spinks please visit here.

More than one in five (22%) SMEs fear they could be forced out of business over problems paying tax bills in the next five years, new research1 from Premium Credit, a leading provider of finance for businesses, shows. Its study with SME owners and managers found nearly two out of five (39%) say they have missed up to four tax bill deadlines in the past three years, highlighting the need for solutions to help SMEs pay bills on time. More than seven out of 10 (71%) firms said they would consider using a scheme enabling them to spread the cost of their tax bills for a small fee, while nearly three out of four (73%) said they were aware they could spread the cost of tax bills throughout the year with HMRC. The research found SMEs are even struggling to get VAT and Corporation Tax returns in on time, which is particularly worrying given the launch of Making Tax Digital for income tax self-assessment returns, requiring individuals to submit four returns in a year. More than half (55%) of the businesses questioned admit they have been late with filing a VAT or Corporation Tax return in the past three years, the research shows. Missing tax payment and return deadlines can be expensive -- penalties and fines range from £100 for being a day late with a Corporation Tax return rising to as much as 20% of the unpaid tax. For VAT, fines for paying late start after payment is 15 days overdue and go as high as 15% of the amount of VAT not paid on time. Around one in eight (13%) questioned said they are very worried about fines from HMRC. There is some good news – nearly half (44%) say they believe HMRC has become more supportive towards business owners compared with 31% who believe HMRC is getting tougher. But the numbers fearing they may have to use HMRC’s Time to Pay (TTP) scheme which enables eligible businesses to pay tax arrears usually within three to six months is rising. Around 30% this year say they may have to use TTP in the next three years compared with 12% in last year’s study2. Around a quarter (24%) of SME owners and managers say they have in the past worked for firms that closed or went into liquidation because of tax bills. Jennie Hill, Chief Commercial Officer, Specialist Finance, at Premium Credit said: “SMEs have had to bear the cost of tax rises as well as increases in the minimum wage and are feeling the strain when it comes to paying tax bills on time." “SMEs clearly need help to avoid missing deadlines and getting tax returns in on time so as not to have to pay fines. Being able to spread the cost of tax bills into convenient monthly payments helps businesses to manage cash flow and invest in themselves.” Steve Harris, Director and Co-Founder at Birmingham-based Central Finance added: “When an SME business owner is in arrears with a tax bill it’s all too easy to fall into the trap of picking a short-term loan just to get by. That invariably means high interest rates and high monthly repayment loans.” For further information on Premium Credit’s Tax and VAT funding proposition, please visit here.

A groundbreaking collaboration will give local councils, theme parks, developers and other global attractions unprecedented insight into when products require repair, alongside detailed information on materials, sourcing and lifecycle performance, all while aligning with emerging product transparency regulations. ubloquity, the NI technology company pioneering IoT, AI and blockchain powered supply chain visibility, has partnered with award winning global street furniture designer Environmental Street Furniture (ESF) to launch a new Digital Products Passport platform. Also known as DP3, this platform allows ESF customers to access real time, verifiable data on product materials, recycled content, repair history and environmental performance. As international regulation accelerates towards mandatory digital product transparency, with the rollout of the EU’s Ecodesign for Sustainable Products Regulation (ESPR), this initiative positions ubloquity and ESF at the forefront of compliance and sustainability innovation worldwide. At the same time, across the supply chain, businesses face increasing demands for ESG reporting, lifecycle transparency and sustainability data. ubloquity’s solution solves these problems, allowing ESF customers to track materials used, including recycled content and origin. It also means users of the system can log maintenance, repairs and upgrades throughout the product’s lifecycle; access compliance ready environmental reporting that aligns with EU sustainability standards; and verify authenticity and ESG performance using tamper proof digital records, building on ubloquity’s proven applications in other industries. Kieran Kelly, founder & CEO, ubloquity, added: “This partnership shows how innovation here in Northern Ireland can solve global challenges. Our ubiNex technology platform is already transforming traceability in complex sectors, and through our partnership with ESF, we’re bringing trusted, real time sustainability data to the public infrastructure and built environment sectors. It is a game-changing development, and we’re excited to roll this out.” Environmental Street Furniture supplies products across commercial developments, education campuses, hospitality, public realm projects, tourism attractions and world leading theme parks. Already exporting to 26 countries worldwide from its base in Northern Ireland, ESF is an ideal early adopter for scalable Digital Product Passport technology. Alan Lowry, CEO, Environmental Street Furniture said: “Environmental responsibility is now a business necessity. Our portfolio of customers, from councils to theme parks, now expect verifiable sustainability data. Our DP3 platform provides the transparency they need, from verifying recycled materials to maintaining repair logs, and supporting compliance with fast approaching EU and global standards.”