Aldi is marking one year since becoming the first UK supermarket to offer free period products in all customer and colleague toilets. Over the past year, Aldi has provided 1.4 million free period products, with customers and colleagues able to take what they need, when they need it – no code word or loyalty scheme needed. Launched in March 2025, the initiative was introduced to help tackle period poverty head on and ensure that essential items such as tampons and pads are accessible to everyone who needs them. The initiative responds to the ongoing issue of period poverty across the UK, with research showing that over one in three struggle to afford period products, and many are forced to choose between these and other everyday essentials. Julie Ashfield, Chief Commercial Officer at Aldi UK, said: “We believe that access to period products is a basic right, not a privilege and we know that period poverty is still a very real issue for many across the UK. That’s why we took the step to make free period products available in all our store toilets – for both our customers and colleagues. “One year on, we continue to offer this support and to play our part in helping remove the barriers that some face when accessing period products.” The move to provide free period products in customer and colleague toilets forms part of Aldi’s wider commitment to supporting communities and ensuring access to everyday essentials.

Most business owners have heard the grim statistics. Roughly 70 percent of family businesses fail to survive past the first generation. An even greater number – up to 90 percent – do not make it past the 2nd generation. The simple truth is that for the vast majority of Americans dreaming of creating and sharing wealth through a multigenerational family business, a disappointing scenario is more likely. Holding together a multi-generation Family Office is even more difficult since the core legacy and natural focal point, “the business”, may no longer be present providing easier options for family members to branch off on their own. This is heartbreaking on two levels. First, a huge portion of family wealth is often tied directly to the success of the business, leading to potentially devastating consequences. What makes it more tragic is that many of the family dynamics that can threaten the longevity of the business are easily solved by addressing “softer issues” associated with passive and active stakeholders in the enterprise. Unfortunately, these considerations are often overlooked by senior family members, deferred by succeeding generations and ignored by corporate boards. Needs-Based Differences Any approach to managing family dynamics for generational businesses must recognize that the needs of family members are not only diverse, but inconstant. Their priorities and interests understandably change over time and based on factors including age, marital status, life style, income, and risk tolerances. Younger family members may look to the family business for work experience or an attractive compensation package. Older family members tend to be more focused on cash distributions that augment retirement savings. Others may reasonably want to diversify holdings to spread risk, but have investment objectives that differ from those of the rest of the family. Any area where interests do not align is a potential flashpoint for family conflict that can affect enterprise longevity. With each succeeding generation, the challenges are magnified as extended families come into play. Instead of dealing with siblings, for instance, owners now might be in business with cousins. As owners broaden to include the idiosyncratic values of geographically scattered relations, the fundamental reason for being a part of a family enterprise can be lost and the experience becomes impersonal. In short time, the family enterprise can come to be viewed as a constraint on access to inherited assets or an obstacle to liquidity. This can lead to an adversarial relationship with the CEO or Board. Through our consulting experiences, we have found that the CEO often underestimates the strong emotional bond that family members feel toward the family business. At a core level, the family business, or the wealth created from the family business will always be “Mom or Dad’s business” in the eyes of their children. This attachment goes well beyond financial rewards and employment opportunities. This natural sentimentality can result in an exaggerated impact on family stakeholder dynamics and on the enterprise itself. In the worst cases, the egos, jealously and greed can result in counterproductive lawsuits and damage to the family’s public image and reputation. Once these personal issues ignite, they become very difficult to resolve. Personal grievances can polarize a family almost instantly and take decades to resolve. In some cases, we have advised families that do not speak to each other because of perceived or real slights. They skip holidays, weddings and other milestones because of family business-related tensions. Underlying frictions most commonly rise to the surface when the prior generation becomes disengaged from the family enterprise and personal agendas are pursued by the next generation. Active vs. Passive Family Stakeholders One way to mitigate challenges arising from disparate family objectives is to define enterprise stakeholders as either active or passive. Active simply means that you are an employed family member that is on the “inside” of the business, with better access to information and control. Passive stakeholders are members of the family that are not employees, and may or may not have an ownership interest. In many cases, depending on individual preferences, spouses and children are considered passive stakeholders. Avoiding these unhappy and potentially costly events requires facing and resolving certain issues while the prior generation is still actively engaged in the business. We recently helped a client work with all of her children and their spouses to define and secure each family member's needs and desires. We facilitated the thoughtful communication necessary to resolve family members’ emotional and financial needs while preserving the family enterprise's future viability. The result was an agreed upon written plan addressing current needs and desires with a methodology and governance structure for addressing future issues as circumstances undoubtedly change. We find it is extra important to understand and respect the needs of each stakeholder at an individual level so that an overall structure can be developed to meet individual as well as enterprise needs. We have defined the key areas most frequently at the core of family dynamic difficulties as: Mutual Respect, Power/Control, Perceived Fairness, and Compensation. Our approach helps our clients deal with these issues by concentrating on the “Three C’s for Success." The Three C’s for Success: Consideration, Communication & Cash! Consideration of family members’ emotional and financial needs sounds obvious, but is often not addressed in any measurable way. This above all other provides the framework for positive family business dynamics. The first step is defining the family's collective values regarding the business. Understanding family history can be a powerful starting point for establishing a sense of commonality of interest. Start with a few basic questions: What are the values we all share and trust? Why was the business started? Why is it still around? How do we balance “family needs” versus the enterprise’s needs for growth and ROI? As you can imagine, reconciling the needs and desires of the passive and active shareholders can be a thorny issue. This requires clear identification and agreement of roles and responsibilities as a family member, shareholder, Family Council member, Board member, CEO, and manager. Separation of family matters from business matters is essential, as they can easily be intertwined, fostering conflict and creating unforeseen problems in the future. Communication is similarly critical, not just for active members but for all stakeholders in the business. Two widely accepted governance organizations, the Family Council and a Board of Directors are extremely helpful in creating a strategy for providing clear and consistent communications through participative governance of a family enterprise. As a former 4th generation family business CEO, I advise my clients to regularly communicate individualized updates to all of their key stakeholders. Verbal communications from the CEO with supporting written reports is much more effective than exclusively issuing quarterly or annual reports. Some family members may not read or understand the content of a report. Part of the value of the communication is the CEO is recognizing and respecting a family stakeholder as important and willing to take his or her time to discuss the family affairs with them. The result will be goodwill and appreciation from active and passive family members. Good communications and open access to information by family members flush out concerns before they become magnified and keep the family together in pursuing common and individual goals. Cash for both active and passive stakeholders is the third issue that must be addressed thoughtfully. Cash and other benefits are often a hidden problem affecting family dynamics that speak to issues of fairness and equity between active and passive family members. If only active family members are receiving cash benefits from the business, problems with passive members are more likely to arise. Family members must have a transparent structure to evaluate and address such compensation issues. Discussion should include overall enterprise financial resources, compensation and perks for family employees in relation to shareholder returns, shareholder distributions, and future enterprise capital needs. Bringing sensitivity and objectivity to these discussions is necessary to negotiate a family operating agreement to legally memorialize these and other important stakeholder issues. Passive Stakeholder Strategies Passive stakeholders frequently have a minimal voice in the management of a family enterprise. They often feel “trapped,” with no control and no meaningful options to get out. This dangerous situation can lead to lawsuits, disruptions to business operations, and poor family dynamics. Such circumstances often set enterprise interests against personal ones, such as weighing the need for capital for expansion versus a passive shareholder’s financial objectives tied to the business. Some best practice passive stakeholder strategies that we have developed with our clients include: Developing a legal shareholder agreement addressing policy issues such as individual shareholder rights, key decision making authorities, shareholder distribution policies, governance issues, etc. Electing passive stakeholder(s) to the Board of Directors (in addition to the Family Council); Naming a passive stakeholder as the Board Chair to provide more balance and communications between active and passive shareholders in decision-making processes; Providing board meeting attendance rights for non-board members (apart from executive sessions); Inviting passive stakeholders to enterprise outings, special events, award ceremonies, retirement parties and similar company social events and perks; Providing regular financial reports, business plans, and other stakeholder communications to passive stakeholders; Avoiding the discussion of business matters or issues at family outings; or if it happens, including passive family members in the discussion Avoiding any action that makes family members feel like a “second class” participant in the business. Active Stakeholder Strategies Active stakeholders may also create family dynamics problems, so they must have a conscious set of strategies as well. These include: Respecting organizational boundaries; Delegating responsibilities and authorities appropriately; Avoiding "micro-managing" or second-guessing of other family members' actions or decisions; Treating all family stakeholders similar to other members of the management team; Respecting, motivating and retaining non-family management who are critical to the future of the enterprise; Utilizing formal performance reviews, succession planning, training & development, accountability for results, performance based bonuses and other professional management tools for all employees--family stakeholders and non-family employees. By understanding and addressing the differing needs of all family stakeholders; clearly delineating duties and responsibilities; promoting transparent and regular communication policies; developing and executing an agreed-upon shareholder agreement for passive and active stakeholders; and creating a vehicle for long term conflict resolution, your family dynamics will support and foster a long and successful family enterprise for generations to come.

The LEGO Group welcomed the launch of a new three-year phase of the Responsible Innovation in Technology for Children (RITEC) initiative focused on well-being centred digital game development practices, led by UNICEF and funded by the LEGO Foundation. The initiative aims to advance industry awareness, embed children’s well-being into everyday digital game development practices, and support the adoption of child-centred design principles across the global gaming industry. Building on three years of research and the development of the RITEC-8 framework and RITEC Design Toolbox, this next phase will focus on advancing awareness and adoption of approaches that embed children’s well-being across the gaming industry. Through this renewed collaboration, RITEC will: Convene gaming industry leaders and decision-makers to align on shared approaches to well-being in digital play Translate research into practical tools, guidance and training pathways for developers and studios Support the real-world implementation of child-centred design principles across digital play environments With digital play becoming an increasingly significant part of childhood (nine in ten children play online games*), the LEGO Foundation has committed $4.9m to the next phase of RITEC. As a founding partner, the LEGO Group will contribute expertise and guidance from over 30 years of creating safe digital experiences for children. Thomas Davin, Global Director, UNICEF Office of Innovation, said: "The gaming industry reaches more children than almost any institution on earth. RITEC is how we work together to make sure that reach becomes an opportunity - designing children's well-being into every experience, where it belongs”. Joe Savage, Head of Impact & Evidence at the LEGO Foundation, said: "We believe that research should not stop at insight - it should shape how experiences are designed for children. Through this new phase of RITEC, we are proud to support partners working to embed evidence-based approaches into digital play, so more children can benefit from safe, inclusive and meaningful experiences.” RITEC reflects a shared commitment among partners to advance children’s rights and well-being in digital spaces and contribute to the Sustainable Development Goals by promoting responsible, child-centred innovation. The LEGO Group co-founded RITEC with UNICEF in 2021, with funding from the LEGO Foundation. Earlier phases of the initiative included three years of research, which engaged thousands of children globally and led to the creation of practical tools to help designers foster outcomes such as autonomy, creativity, emotional regulation, safety and inclusion in digital play. By supporting this next phase, the LEGO Group continues its commitment to help build a digital future where children everywhere can learn, create and thrive through play.

The Armoury in Shaw Heath is marking a major milestone with a relaunch party to celebrate the reopening of the Greek Street roundabout, following more than a year of disruption caused by roadworks directly outside the pub. Robinsons Pub Partners Pete Johnson and Holly Scott, who run The Armoury, have worked through the prolonged closure while continuing to serve the local community despite restricted access. With Network Rail confirming the roundabout will fully reopen on Friday 27th March, the team is treating the moment as a fresh start for the pub. The Armoury will reopen at 12pm on Friday 27th March, following a short closure for internal improvements, before hosting a relaunch party from 7pm until late. The event will celebrate the return of easier access to Shaw Heath and thank customers for their continued support throughout the works. They'll have DJ Navigate welcoming people back with great music and be launching their new drinks menu too. Rumour has it there are free drinks and goodies up for grabs too! Ahead of the reopening, Pete and Holly have been investing in the pub, carrying out improvements inside to ensure The Armoury is ready to welcome both familiar faces and new visitors back through its doors. The relaunch marks the next chapter for the venue after a challenging period. We asked the couple what we can expect to see to which they replied "watch this space". Throughout the disruption, the local brewery has worked closely with the Pub Partners, offering ongoing support during the road closure and backing the long term future of the business. Pete and Holly said: “The reopening of the roundabout feels like a turning point, allowing the pub to properly reconnect with the community and build momentum again after a difficult year”. The relaunch party is open to all, with locals encouraged to drop in and celebrate the end of the long running works and the return of easier access to The Armoury and the wider Shaw Heath area.

Family Business United is delighted to announce a new strategic partnership with The Opportunity Provider , a group of award winning training specialists dedicated to creating opportunity through high quality skills development and apprenticeships. This collaboration brings together two organisations with shared values and a commitment to supporting the long term success of family businesses. The partnership will focus on delivering practical skills development, leadership pathways, and workforce capability programmes and apprenticeships tailored specifically for ambitious family owned organisations across the UK. “We know that family businesses are the backbone of the UK economy — they think long term, invest in their people, and care deeply about the communities they serve. These are values that closely mirror our own,” said Mike Worley, Managing Director of The Opportunity Provider. “Through this partnership with Family Business United, we’re bringing practical skills development, leadership pathways and apprenticeship expertise directly to ambitious family owned organisations across the UK." "Our focus is simple: help family businesses grow their own talent, strengthen succession pipelines and build the management capability that secures their future for generations to come.” “We’re proud to stand alongside Family Business United and support the next chapter of growth for family owned enterprises across our priority sectors,” concludes Mike. Paul Andrews, Founder and CEO of Family Business United, added: “We are thrilled to partner with The Opportunity Provider, an organisation that shares our belief in the power of skills, leadership, and long term thinking." "Together we will deliver opportunities and tangible support that help family businesses not only grow but thrive — building resilient leadership, strong teams, and succession pipelines that future proof their legacy.” “This partnership reflects our shared commitment to supporting family businesses with the tools and skills they need to succeed. Family firms are vital contributors to the UK’s economy and communities, and we are proud to bring their apprenticeship and development expertise to help family firms unlock potential at every level.” The partnership will roll out a series of collaborative initiatives throughout the coming months, including thought leadership and sector specific guidance designed for family business leaders and their teams.

For families with significant assets, deciding how wealth should be held and passed on can be as important as deciding how it is invested. Questions about tax are often part of that conversation, but they are rarely the whole story. Issues such as control, family governance and long-term succession planning tend to be just as important. There are two structures that frequently arise in these discussions: trusts and Family Investment Companies (FICs). Both are widely used within UK private wealth planning, yet they operate in very different ways. As the inheritance tax landscape continues to evolve, many families are looking more closely at which of these structures best reflects their long-term objectives. Trusts Trusts remain one of the most established tools in UK estate planning, but they are often misunderstood. At their core, trusts separate legal ownership of assets from the right to benefit from those assets. When a trust is created, the person establishing it (the settlor) transfers assets to trustees, who become the legal owners of those assets. The trustees must then manage those assets for the benefit of the beneficiaries, in accordance with the terms of the trust deed and their fiduciary duties. Once assets have been transferred into trust, they no longer belong to the settlor personally. Instead, they are held and managed by trustees who must act in the best interests of the beneficiaries. For many families, this structure provides a way of introducing an element of protection and stewardship around family wealth. Trustees can exercise discretion over when and how beneficiaries receive funds, allowing the trust to respond to changing circumstances within the family. This flexibility can be particularly valuable where beneficiaries are younger, where wealth is intended to support several generations, or where there are concerns about how assets might be managed if passed outright. It is also important to understand that transferring assets into certain types of trust can trigger an immediate inheritance tax charge. Where the value transferred exceeds the current nil-rate band of £325,000, a 20% lifetime inheritance tax charge may apply when assets are settled into a discretionary trust. Trusts within the relevant property regime may also face periodic inheritance tax charges, typically assessed every ten years. These charges can be up to 6% of the value of the trust fund, depending on the circumstances. While trusts remain an important planning tool, these tax considerations are one reason why families sometimes explore alternative structures. However, the central feature of a trust is the transfer of ownership and control. Once assets are placed into trust, the settlor must accept that the trustees ultimately control how those assets are managed. For some families, that separation of ownership and decision-making is precisely what they want. For others, it may feel like a step too far. Family Investment Companies Family Investment Companies take a different approach. Rather than separating ownership from benefit, they use a corporate structure to organise family wealth. Typically, a private company is established to hold investments such as property, shares or other financial assets. Family members hold shares in the company, often through different share classes designed to reflect different rights. In many cases, founders retain voting shares, allowing them to control investment decisions and the strategic direction of the company. Other family members may hold non-voting shares, enabling them to benefit from the future growth of the company without necessarily being involved in day-to-day decision-making. This structure allows economic value to begin moving to the next generation while maintaining a clear governance framework around how family assets are managed. For families accustomed to business structures, the company model can feel familiar and transparent. Unlike transfers into many types of trust, funding a Family Investment Company does not normally give rise to an equivalent upfront inheritance tax charge, which is one reason why FICs have gained attention as part of modern estate planning strategies. In practice, FICs often appeal to families who want to begin transferring wealth while still remaining actively involved in investment decisions and the overall direction of family assets. How Changes To Tax Reliefs Are Influencing The Discussion The renewed attention on trusts and Family Investment Companies has also been influenced by changes to the inheritance tax landscape. Historically, certain investments qualified for Business Relief, allowing them to pass to the next generation with up to 100% inheritance tax relief if the relevant conditions were met. This made those investments particularly attractive within inheritance tax planning strategies. Under the Government’s recent reforms, however, the amount of Business Relief available is now subject to a cap of £2.5 million per individual. Assets above that threshold will receive reduced relief, meaning the excess value may face an effective inheritance tax charge of 20% rather than being fully exempt. The allowance is transferable between spouses or civil partners, meaning that a couple may potentially benefit from a combined allowance of up to £5 million. As these changes move through the final stages of the legislative process, many families are reconsidering how heavily they rely on Business Relief within their inheritance tax planning. Rather than depending on a single relief or investment, attention is increasingly turning to the long-term structure through which wealth is held. Control, Governance And Family Dynamics While tax considerations often prompt the initial discussion, the practical differences between trusts and Family Investment Companies usually become clearer when families consider how decisions should be made in the future. Trusts place decision-making authority primarily in the hands of trustees, who must act in accordance with the trust deed and their fiduciary duties. This can provide a strong framework for stewardship, particularly where assets are intended to benefit several generations or where independent oversight is considered important. Family Investment Companies, by contrast, often allow founders to retain a more direct role in governance through voting shares and board positions. Investment decisions remain within a corporate structure, allowing the founding generation to continue guiding how family wealth is managed. In practice, the choice often depends on the circumstances of the family. Where beneficiaries are younger, vulnerable, or where there are concerns about how wealth might be managed if passed outright, a discretionary trust can provide a valuable layer of protection through independent trusteeship. By contrast, where founders wish to remain actively involved in investment decisions while the next generation gradually builds experience, the governance structure of a Family Investment Company may feel more appropriate. Choosing The Right Structure For Your Family There is rarely a single “correct” structure for organising family wealth. For some families, trusts offer the protection and long-term stewardship they are looking for, particularly where wealth is intended to support several generations or where beneficiaries may not yet be ready to manage significant assets themselves. For others, a Family Investment Company may provide a more practical framework, allowing investments to be managed collectively while gradually transferring economic value to younger family members. In practice, these structures are not always used as alternatives. Some families choose to combine them within a wider estate planning strategy. For example, a Family Investment Company may be used to manage and grow family investments under the oversight of the founding generation, while shares in that company are held through trusts designed to benefit younger family members. This type of layered approach can allow families to balance governance, asset protection and long-term succession planning within a single framework. Planning For A Changing Landscape As the inheritance tax landscape continues to evolve, many families are reviewing long-standing planning arrangements. Reforms affecting Business Relief, alongside forthcoming changes to the inheritance tax treatment of certain pension benefits from April 2027, are prompting individuals to reconsider how their wealth is structured and transferred. In that environment, the decision between a trust and a Family Investment Company is rarely about identifying a single “better” option. Instead, it is about choosing the structure that best reflects how a family wants its wealth to be managed, protected and ultimately passed on. With careful advice and thoughtful planning, either structure can play an important role in ensuring that family wealth is preserved and transferred in a way that supports the long-term interests of future generations.

Award-winning Scottish hospitality operator Buzzworks has announced the acquisition of The Bonnie Badger pub, restaurant and rooms in East Lothian. Situated in the village of Gullane, the purchase marks the next step in the company’s exciting expansion into accommodation as part of its ongoing growth plans. Originally built in 1836, The Bonnie Badger has long played a central role in the Gullane community, welcoming visitors drawn to the area’s world-renowned golf courses, including nearby Muirfield. Relaunched in 2018 by chef Tom Kitchin and Michaela Kitchin, it has since established itself as one of East Lothian’s most respected hospitality destinations. Buzzworks will build on these foundations, bringing its signature House Collection concept to the venue. Centred around a modern, buzzing pub and vibrant restaurant experience alongside high-quality accommodation, the aim is to elevate the guest experience while staying true to the character and reputation that has made The Bonnie Badger so highly regarded. The acquisition further strengthens Buzzworks’ growing presence in East Lothian, where the company already operates some of the region’s most popular venues, including Herringbone North Berwick and Lido Musselburgh. It also builds on the group’s recent expansion into accommodation, with the nearby Nether Abbey Hotel in North Berwick currently undergoing redevelopment and set to reopen later this year. Together, these sites reflect Buzzworks’ long-term commitment to investing in the area and creating standout hospitality experiences for both locals and visitors alike. The property currently features 12 individually designed bedrooms and a master suite, alongside a spacious restaurant and bar. It will continue operating throughout the summer, before closing later in the year during Autumn/Winter for refurbishment. With the venue set to reopen in spring 2027, works will be delivered in collaboration with designer Jim Hamilton, with a focus on subtle enhancements to the guest rooms and dining and bar spaces, building on the quality and character that already define The Bonnie Badger. Importantly, Buzzworks will welcome the existing team members at The Bonnie Badger into the business. This reflects the company’s commitment to supporting jobs within the local community, while providing team members with enhanced training, development and career progression opportunities through Buzzworks’ award-winning people programmes. Kenny Blair, CEO at Buzzworks, said: “The Bonnie Badger is a fantastic venue, with an excellent reputation and a real connection to the Gullane community. It’s clear how much care has gone into making it what it is today, and we’re excited to build on that as we take it into its next chapter." “As we continue to move into accommodation, we see a real opportunity to bring our vision for modern hospitality to the Bonnie Badger. We’re also pleased to welcome the existing team into Buzzworks and look forward to working with them as we take the venue forward." “East Lothian is one of Scotland’s great destinations, and an area we’re proud to keep investing in. With the Bonnie Badger joining our existing venues in the region, alongside the redevelopment of the Nether Abbey Hotel, this is another exciting step for Buzzworks.” Chef Owner Tom Kitchin said: “We are incredibly proud of what The Bonnie Badger has become since we took over in 2018. It has been a very special project for us as a family, rooted in the local neighbourhood and built with a fantastic team who has helped us create a welcoming, special, high-end destination in East Lothian." “As we look to the future, we believe Buzzworks is the right fit to take The Bonnie Badger on to its next chapter. Their strong track record, shared values around hospitality, and commitment to both people and place give us great confidence in what lies ahead." “We would like to thank our brilliant team and our loyal guests for their continued support over the years. We look forward to seeing The Bonnie Badger continue to thrive under Buzzworks’ vision and management.” Michaela Kitchin, Executive Director and co-owner, added: “The Bonnie Badger has been incredibly close to our hearts and to our family from day one. Our focus has been on creating a place that feels warm, welcoming, and truly part of the Gullane community. We are so grateful to our team and guests who have supported us on that journey." “We are delighted to be handing it over to a team that shares our passion for hospitality and people, and we look forward to seeing it continue to flourish in the years ahead.” 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 22 award-winning venues across Scotland and was recently named Best Managed Pub Company (under 51 sites) at The Publican Awards. For more information on Buzzworks please visit here .

Manufacturing output volumes fell in the three months to March, at a faster pace than in February – according to the CBI’s latest Industrial Trends Survey (ITS). But manufacturers anticipate output volumes to be broadly flat in the quarter to June, the least pessimistic outlook for 12 months. Selling price expectations have eased considerably compared with February, though still stand slightly above the long-run average. Total and export orders remained weak in March, and stock adequacy stood close to historical norms. The survey, based on the responses of 279 manufacturers, found: Output volumes fell in the three months to March, at a faster pace than in the three months to February (weighted balance of -23%, from -14% in the quarter to February). Manufacturers expect output volumes to be broadly flat in the three months to June. Output expectations had been negative since April 2025. Output decreased in 11 out of 17 sub-sectors in the three months to March, with the fall being driven by the food, drink & tobacco, mechanical engineering, metal products and chemicals sub-sectors. Total order books were reported as below “normal” in March (-27%, from -28% in February). The level of order books remained significantly below the long-run average (-14%). Export order books were also reported as below “normal”, to less of an extent as February (-14%, from -26%.) The balance stands above the long-run average (-19%). Expectations for average selling price inflation eased in March (+12%, from +26% in February), and stand marginally above the long-run average (+8%). Stocks of finished goods were reported as more than adequate in March (+10%, following +14% in February), and stand close to the long-run average (+12%). Cameron Martin, CBI Senior Economist, said: “There are signs that conditions are beginning to stabilise for manufacturers, with a long period of falling output expected to bottom out and selling price growth anticipated to slow over the next three months." “Conditions remain challenging nonetheless, with the orders pipeline still historically weak. The conflict in the Middle East is pushing up energy costs and risks further disrupting supply chains, adding to the cost pressures already facing manufacturers. “Navigating this uncertainty, manufacturers need to see the government delivering the longer-term reforms required to address the UK’s industrial energy cost disadvantage. This will be critical to reducing the cost of doing business – not only strengthening firms’ ability to invest, grow and create jobs - but also mitigating cost of living pressures impacting consumer confidence.”

St Austell Brewery - the South West’s leading brewing, hospitality and drinks wholesale business - is celebrating double success after being named Best Managed Pub Company (2–50 sites) and Best Sustainable Pub Company at the 2026 Publican Awards. This achievement marks the third consecutive year the independent, family-owned brewery has been recognised at the UK’s major hospitality awards, following wins for Best Brewing Pub Company in 2025 and Best Accommodation Operator in 2024. Kevin Georgel, Chief Executive of St Austell Brewery, said: “Winning both Best Managed Pub Company and Best Sustainable Pub Company is an incredible honour. These awards reflect the hard work, passion and talent of our teams right across the business - from our pubs to our breweries and drinks wholesale operations." “Our managed pubs are where everything we do comes to life - our fantastic beers, delicious food, and the brilliant people who deliver memorable experiences for our guests every single day. To receive such significant industry recognition in our 175th anniversary year feels particularly fitting. I couldn’t be prouder of our teams and everything they have achieved.” This year also marked a significant evolution for the business, with the rollout of its refreshed brand identity and long-term sustainability strategy, ‘Crafting a Brighter Future’. Emily Coon, Sustainability Manager at St Austell Brewery, said: “Taking home the award for Sustainable Pub Company is a meaningful moment for us. It recognises the progress we’ve made, as well as our ambitions for a brighter future." “Our pubs across the South West - and teams throughout the business - have shown such passion over the past year, bringing our strategy to life within their day to day roles and helping drive us forward." “This award reflects that companywide commitment as we continue to embed sustainability into our operations. There is still much more to achieve, but this recognition is a powerful motivator as we continue our journey towards delivering even greater impact in the years ahead.” Continuing its winning streak, St Austell Brewery also took home five bronze trophies yesterday for its first major rebrand in over 70 years. The Transform Europe Awards recognise excellence in brand strategy across the continent.

Robinsons Brewery is celebrating a landmark achievement after being named Best Brewing Pub Company at the 2026 Publican Awards, the most respected and competitive awards programme in the UK pub industry hosted by the Morning Advertiser. The award recognises outstanding businesses who combine a successful brewery with a thriving, well‑invested pub estate. For Robinsons, it marks a defining moment in a long brewing history rooted in Stockport, and a major milestone in the business’ internal ambition to become the UK’s leading family brewer. After being finalists numerous times over the years, this is the first time Robinsons has taken home the trophy. Oliver Robinson, Joint Managing Director, Beer Division, said the accolade reflects the progress and change the sixth generation family business has made in recent years. Oliver Robinson said: “This award represents the very best recognition the industry can give a brewing pub company. It reflects the passion and hard work of our teams across the business. This win is for them." The judges highlighted a number of reasons behind Robinsons’ win. The continued growth and innovation of the brewery’s own‑brand beer portfolio, which has helped strengthen its position across the estate. A deep‑rooted commitment to beer quality, driven by investment, modernisation and an unwavering focus on the perfect pint. The opening of Robinsons’ new £8.4 million state‑of‑the‑art brewhouse, which has modernised the production process and strengthened long‑term sustainability. Significant and ongoing investment across the pub estate, ensuring quality, character and relevance in a competitive market. A strong strategic direction aligned to the goal of becoming the UK’s leading family brewer, with clear evidence of momentum and delivery. Ed Bedington, editor of the Morning Advertiser, said: “These awards are testament to the tenacity and excellence that runs through the pub and bar sector." "There’s no getting away from the fact that there are plenty of challenges for people running pubs right now, but our winners tonight represent the best in the sector, and despite everything thrown at them, they’re not taking their eye off the ball and continuing to deliver great experiences for customers and amazing careers for their teams.” William Robinson, Joint Managing Director, Pub Division, added: “This award signifies more than a great night for Robinsons. It’s a clear marker that our long‑term strategy, our investment in our pubs and beers, and the pride our people take in their craft are delivering meaningful results.” With its new brewhouse fully operational, continued momentum behind its brands and a strong investment pipeline across its pubs, Robinsons enters 2026 with confidence and even more ambition.

Veritage International has published a new global research report highlighting significant, often overlooked risks facing business families during wealth and ownership transitions.   Titled The Missing Link in Family Business Transitions: How Emotional Disconnection Threatens Family Legacy, the report reveals a substantial disconnect between founders or current owners and the rising generation. The findings point to persistent gaps in communication, trust and emotional alignment that undermine effective succession planning and long-term family cohesion.   Drawing on patterns reported by families of wealth worldwide, the research explores how both generations prepare — or fail to prepare — for the transfer of wealth and ownership. It examines concerns around letting go and taking over, alongside the emotional challenges that frequently remain unaddressed within affluent families.   The report stresses that success in family enterprises cannot be measured by financial performance alone. Instead, it argues that enduring success depends equally on family wellbeing, unity and a shared long-term vision. According to the research, a family’s vision and its wealth strategy are inseparable, and both must be intentionally designed to support and reinforce one another.   Veritage’s analysis identifies several categories of risk, including inadequate succession preparation, strained family relationships, unclear individual roles, questions of personal value, and low emotional engagement across the family system. These pressures, the report warns, can distort decision-making as family members react from unresolved emotional wounds rather than shared objectives.   The study introduces the concept of “emotional governance” — the ability to regulate emotions so they become an asset rather than a liability — as a critical factor in sustaining both business continuity and personal wellbeing. It also highlights the consequences of generational disconnection, noting that a majority of next-generation members do not feel that a clear role has been defined for them in future ownership or wealth decisions.   The findings suggest that families in which members feel heard and respected experience less internal friction and are better equipped to manage complex transitions and disputes with confidence and alignment. Veritage positions the report as a practical resource for advisers, family offices and business families seeking data-driven insights and tools to create safe environments for meaningful intergenerational dialogue.   Veritage International says the research is intended to spark open discussion around the emotional challenges that are frequently avoided in families of wealth, particularly during periods of transition. The firm plans to share its findings through events, private briefings and educational sessions with families and advisers worldwide.   Francesco Lombardo, Founder and Managing Director at Veritage International, described the report as a catalyst for change. “The biggest message is that there is a clear disconnect in communication between the generations,” he said. “A lack of honesty and integrity in these conversations due to a lack of emotional safety — or the absence of conversations altogether — is one of the greatest enemies of family businesses and family offices.”   He added that, despite an unprecedented wave of intergenerational wealth transfers on the horizon, families are struggling to discuss what inheriting wealth truly means. “Both the retiring and rising generations often see the other as unprepared for the transition, yet the conversations needed to address this are simply not happening.”   According to Lombardo, traditional governance structures alone are insufficient. “Governance systems do not handle emotions thoroughly enough to facilitate these transitions successfully,” he said.   Thomas Clark, COO at Veritage, echoed this view, warning of a growing sense of disenfranchisement among next-generation family members. “The result is a generation that does not feel listened to,” he said. “There is a broader issue for the family business community in understanding the scale and impact of the emotional challenges currently at play.”   Clark argued for a balanced reliance on conventional governance and greater focus on emotional dynamics. “By addressing the emotional layers and bringing generations together, advisers can then build detailed plans rooted in shared values, alignment, purpose and mutual respect.”   The report concludes that a meaningful shift in advice and practice is needed, beginning with greater personal awareness of emotions and a willingness to address them openly. In some cases, it notes, families may need specialist support to move conversations forward constructively.   “As advisers, we must help families feel safe to express what they truly want,” Lombardo concluded." “The first step is admitting there are communication issues, putting them on the table and being willing to address them honestly." "Only then can families put emotional governance into action and successfully navigate the intergenerational wealth transfers that will define the coming years.”   Download the research report here:

The fun and games of psychology, intelligence, deception detection and human communication are the focal point of a new experience jointly devised and hosted by two North Lancashire businesses. Lancaster House Hotel has introduced ‘Betrayal’, a treachery themed game night for guests, in a new partnership with local company Lancaster Escape Rooms. With some similarities to the highly popular TV series ‘The Traitors’, these special hotel nights for guests and participants provide an immersive experience with the jeopardy of deception, secrecy, suspicion and strategy. The multi-layered game is designed to test the acting skills, social perception and behavioural instincts of participants, whilst presenting the opportunity to forge new friendships and connections. Lauren Brady from Lancaster House Hotel explains: “Betrayal is an interactive game of social deduction which gives participants an intriguing evening of mystery, fun and mayhem." “We’ve dabbled in the past with murder mystery nights as we’re always looking for opportunities to put on entertaining events for both guests and locals, but with Betrayal there is that extra layer of the psychological battle between contestants, as well as an element of competitiveness and a canny ability to mislead!” The Betrayal game evenings commence with an ice breaker drinks reception at the hotel for those taking part, followed by a two course dinner before the fun and games commence. It’s a chance for contestants to get to know each other and perhaps learn early on who has a ‘poker face’ and who has the latent ability to read the behaviour and motives of others. The guided experience also includes interludes after each elimination stage, with spin off games and puzzles before the next set-piece section. The question is whether the ‘Betrayers’ can gain the upper hand and strength of numbers to outwit the rest of the group before their identities are revealed. Philip Stubbins from Lancaster Escape adds: “Certain members of the group are selected as ‘Betrayers’ while the rest must figure out which among them can and cannot be trusted. It’s a race against the clock to identify and eliminate these pretenders before they have the chance to bump them off!” Lancaster House Hotel is running ‘Betrayal’ night events on Friday 8 May, Friday 10 July and Friday 18 September 2026. For further information, visit here .