Family businesses are renowned for their long-term perspective, values-driven culture, and commitment to legacy. Yet one of the most common challenges for these enterprises is governance, specifically, creating a board that balances family influence with professional oversight. The ideal board is not simply a gathering of senior family members; it is a strategic, dynamic forum that can safeguard the business, guide growth, and ensure continuity across generations. In many family firms, boards are still heavily family-dominated. While this ensures the business reflects family values, it can also limit critical scrutiny, reduce diversity of thought, and slow strategic decision-making. On the other hand, boards that are entirely professionalised risk eroding family identity and alienating key stakeholders. Achieving balance, between family involvement and external expertise, tradition and innovation, and strategic oversight and operational insight, is the key to long-term success. The Case for Balance A well-structured family business board does more than approve budgets or sign off on strategic initiatives. It serves as a forum for robust debate, risk management, and forward planning. Balanced boards combine several elements: family representation that preserves values and legacy, independent directors who bring objectivity and specialised skills, and executive management that ensures operational expertise informs strategic deliberations. Evidence suggests that boards with this balance outperform those that are either overly family-centric or purely professional. They are better able to navigate succession transitions, manage risk, capitalise on growth opportunities, and maintain stakeholder trust. Importantly, balanced boards can mediate tensions between generations, ensuring that family dynamics do not cloud commercial judgement. Key Principles in Creating a Balanced Board 1. Defining Roles Clearly The first step is clarity. Who represents the family, who represents management, and who sits as an independent voice? Family members should understand their remit, particularly the distinction between ownership and governance. Similarly, professional or independent directors must know their boundaries, particularly around operational management versus strategic oversight. 2. Establishing Appropriate Family Representation Family representation should reflect ownership, generational diversity, and succession planning. Boards that include both senior and next-generation family members can help bridge perspectives, nurture emerging leaders, and ensure continuity of values. However, family presence should not dominate to the point that independent perspectives are marginalised. 3. Recruiting Independent Expertise Independent directors bring a critical outsider perspective. They provide experience in areas such as finance, digital strategy, regulation, or international markets—skills that may be underrepresented within the family. These directors also act as impartial arbiters, challenging assumptions and mitigating potential conflicts of interest. 4. Balancing Skills, Experience, and Diversity A balanced board requires a mix of complementary skills. Financial acumen, strategic planning, human resources, and market insight should be represented. Diversity in age, gender, and professional background strengthens debate, encourages creativity, and reduces the risk of groupthink. Boards should consider not just professional diversity, but generational diversity as well. 5. Implementing Governance Structures Formalised governance structures, such as board charters, clear agendas, sub-committees, and performance evaluation processes, ensure accountability and transparency. These structures prevent meetings from being dominated by personalities or family dynamics and ensure that strategic issues receive sufficient attention. 6. Managing Succession and Next-Generation Engagement Boards must also serve as a training ground for future family leaders. Creating a pathway for next-generation participation, through observer roles, committee membership, or mentoring, ensures continuity and prepares the business for leadership transitions. 7. Encouraging Open Dialogue Perhaps most importantly, a balanced board must foster an environment of trust and candid debate. Independent directors should feel comfortable challenging the family, and family members should be able to voice values-driven perspectives without fear of marginalisation. Mechanisms such as structured agendas, pre-read materials, and independent chairmanship can support constructive dialogue. Measuring Board Effectiveness Even a well-balanced board is only effective if it functions as intended. Family businesses should periodically evaluate board performance, including clarity of roles, quality of debate, decision-making effectiveness, and alignment with strategic objectives. Feedback from both family and independent directors, combined with external benchmarking, can highlight gaps and opportunities for improvement. Boards should also assess whether they are achieving long-term outcomes: nurturing the next generation, safeguarding the family’s legacy, mitigating risk, and supporting sustainable growth. Where weaknesses are identified, be it in skill coverage, independence, or engagement, they should be addressed proactively rather than reactively. The Business Case A balanced board is not a bureaucratic exercise, it is a strategic differentiator. Boards that successfully combine family influence with professional insight enable the business to adapt to market changes, manage generational transitions, and maintain competitive advantage. They also signal credibility to external stakeholders, including investors, partners, employees, and regulators, reinforcing confidence in the business’s governance. For family businesses seeking longevity, creating a balanced board is not optional, it is central to sustaining performance, preserving legacy, and steering confidently into the future.

St Austell Brewery - owner of the Great Western in Newquay - has unveiled the first phase of its ambitious three-part refurbishment, revitalising one of Cornwall’s most iconic seaside landmarks just in time for summer. Perched above Great Western Beach, the clifftop pub - with hotel-style accommodation - has been part of the town’s story for almost 150 years. Now, following the completion of phase one of the refurbishment, 26 bedrooms in the Trenarren Wing have been fully overhauled, marking a significant milestone in the building’s transformation. Spanning three floors, the newly refurbished rooms have evolved from a neutral, pared-back style to interiors that truly reflect their coastal surroundings. Guests can expect ocean blues and sandy yellows, paired with natural materials such as cork headboards, creating a relaxed but characterful feel. Design details include wooden surfboard-shaped mirrors, walk-in waterfall showers and playful seaside-inspired striped furnishings. Thoughtful touches nod to the building’s heritage, with artwork featuring historic images of Newquay, alongside original Great Western Railway coat hangers on the back of bedroom doors. Of the 26 refurbished rooms, 16 offer sea views, including a family room and seven dog-friendly bedrooms. The Great Western was originally purpose-built as a hotel, designed by renowned Cornish architect Silvanus Trevail and opened in 1879. Built to capitalise on the arrival of the railway to Newquay, it was strategically positioned near the station to welcome visitors arriving by train. Today, it remains a key historic landmark within the town. Further phases of refurbishment are planned, continuing the building’s sensitive restoration. Future works will focus on upgrading additional bedrooms, as well as enhancing the bar and communal spaces, ensuring the Great Western continues to serve both guests and the local community. The latest investment reflects St Austell Brewery’s continued commitment to its 45 managed pubs and is the fifth major refurbishment carried out over the past two years. Andrew Turner, Chief Operating Officer at St Austell Brewery, said: “Completing the first phase of refurbishment at the Great Western is an important step in ensuring this iconic building continues to thrive for generations to come." “Our focus has been on creating welcoming bedrooms that reflect the Great Western’s unique coastal setting, whilst honouring the pub’s incredible history. With further phases planned, we’re excited to continue enhancing the guest experience at this site – for locals and those visiting from further afar.” Today, the Great Western offers 66 bedrooms, a sun terrace and restaurant overlooking the beach, making it a favourite for surfers, walkers, families and business travellers alike. Double rooms including breakfast start from £114. Book now.

Marks & Spencer (M&S) has announced a new partnership with Monaghan-based Connolly’s Eggs, a leading Free-Range producer, strengthening their commitment to supporting Irish producers and the local economy. Building on its local sourcing success, M&S has officially launched Connolly’s Free Range Large Eggs across all 16 M&S stores in Ireland. This transition introduces premium Irish produce to customers nationwide, backed by the highest industry standards including Bord Bia, DAFM, Organic Trust, alongside a AA+ rating for Brand Reputation through Compliance Global Standards (BRCGS) accreditation. The story of Connolly’s Eggs is a true testament to Irish family grit. Founded in the early 1990s by married couple John-Joe and Veronica Connolly with a modest flock of just 300 hens, the business remains a hands-on family affair. Decades later, John-Joe and Veronica are still heavily involved, working alongside their sons Kevin and Brian to maintain the high standards that have made them industry leaders. Based in the heart of Monaghan, the Connollys manage every stage of the process, rearing chickens from day-old chicks to end-of-lay. Their site features four purpose-built, state-of-the-art facilities designed specifically around the welfare of the hens, ensuring they have ample floor space and unrestricted access to the lush local pasture. The Connolly family are no strangers to pioneering standards; in 2000, they became the first flock in Ireland to be commercially certified by the Organic Trust. Today, their operation is a masterclass in quality control, boasting BRCGS approval and full Department of Agriculture inspection. Despite their growth, the "small business" feel remains, with brothers, sisters, and uncles still walking the factory floor every day to ensure every egg meets the family’s high quality standards. The partnership was sparked by a meeting at the Balmoral Show in Northern Ireland, following years of the family hoping to supply the trusted retailer. For Kevin Connolly, seeing his family’s name on M&S shelves is the culmination of a lifelong ambition. Kevin Connolly of Connolly’s Eggs said: “We are ecstatically proud to have secured the M&S market and to see our new packaging in-store. For a family business that started over 30 years ago with just 300 hens, supplying to Marks & Spencer is a bit of a dream come true." "Irish people are rightfully proud of where their food comes from, and there is a huge appetite for local produce. We’ve always believed we have a first-class product, and it’s a fantastic feeling to know that M&S customers across Ireland will be bringing Connolly’s eggs home.” Laura Harper, Trading Director Ireland and Northern Ireland at Marks & Spencer, added: “At M&S, we are committed to supporting Irish farmers and sourcing locally whenever possible. Connolly’s Eggs stood out to us not only for their incredible family heritage and passion but for their uncompromising standards in animal welfare and quality. We know our customers look for the Bord Bia accreditation when they shop with us, and we are delighted to welcome Kevin, Brian, and the whole Connolly family into the M&S supply chain.” The new range of Connolly’s Free Range Large Eggs is available now in M&S stores across Ireland.

Westlands Farm Shop near Wickham welcomed 4,245 guests to its four-day lambing event. Visitors flocked to the farm and enjoyed the spring sunshine as families gathered to meet the newest arrivals and experience life on a working farm. The event provided a unique opportunity for children and families to witness farming in action and learn about the lambing season first-hand. Members of the farm team were on hand to share insights into the lambing process, as well as the history and day-to-day running of the farm. The farm has hosted lambing days since 2009, with many visitors returning year after year. Following a sell-out four-day event in 2025, tickets for this year’s lambing days were released earlier than usual, giving families the opportunity to plan ahead and avoid disappointment. Alongside the lambing experience, visitors enjoyed a range of family-friendly activities, including face painting, bouncy castle, and a barbecue of farm shop produce. Harry King, operations manager at Westlands Farm Shop, said: “We are delighted to have welcomed so many visitors to Westlands for this year’s lambing days. Being part of people’s springtime traditions and building a community means a great deal to us." “Educating younger generations about traditional and sustainable British farming practices is incredibly important, and events like this give people the chance to connect with where their food comes from.” The event highlights the importance of supporting local farming and strengthening connections between communities and food production. Westlands Farm Shop continues to champion sustainable farming, local supply chains, and agricultural education in the community. Events like Lambing Days play a vital role in educating the public about the realities of British farming, highlighting the care, expertise and year-round commitment required to produce high-quality British food. In addition to its on-farm activities, Westlands continues to grow its presence in the region, with a second farm shop located on Winchester High Street. Opened in 2024, the expansion has brought high-quality, British produce to the heart of the city, connecting urban customers with locally sourced food and the farm behind it. Westlands Farm Shop is a family-owned business dedicated to ethical and sustainable farming, aiming to reduce food miles and promote local food. The business has been nurturing local supply chains and supporting small businesses in the community since opening its first shop in Meon Valley in 2001. Westlands opened their second store on Winchester High St in 2024, bringing high-quality, British farm produce to the heart of the city.

Leading solar shading specialist Caribbean has successfully hosted a Business Growth Day at its Suffolk headquarters, bringing together more than 60 delegates for a full day of insight, training and collaboration. The event, designed to help staff from 40 installation businesses strengthen their offering and capitalise on growing demand for external shading, combined practical workshops, one-to-one support and access to Caribbean’s manufacturing processes. A central feature was a programme of six group workshops focused on two key areas shaping the sector: the science of solar shading and the role of automation in increasing project value and improving sales outcomes. In addition, more than a dozen attendees benefited from one-to-one digital marketing audits delivered by specialists from Purplex Marketing, offering tailored advice on lead generation, online visibility and conversion strategies. Every delegate also took part in a factory tour, providing a detailed look at the craftsmanship and processes behind Caribbean’s product range. The tours highlighted the company’s commitment to quality and gave installers valuable insight to support their own sales conversations with customers. The event also delivered real commercial outcomes. Twelve companies invested in new or enhanced sample kits during the event, equipping them with improved tools to present and sell external shading solutions more effectively. Attendees were introduced to Caribbean’s new brand identity, showcased throughout the day and supported by a curated goody box. Alongside the business focus, the event maintained a relaxed and sociable atmosphere, with 70 burgers and 25 pizzas enjoyed as delegates networked and exchanged ideas. Caribbean’s MD Stuart Dantzic said: “We created this day to give our trade partners practical, usable insight they can take straight back into their businesses. The response has been incredibly positive. It’s clear that installers are looking for more than just a supplier – they want knowledge, support and a clear route to growth.” The Business Growth Day is the first in a series of events that Caribbean will be hosting. For more information about Caribbean’s products, visit here .

A husband-and-wife team has officially launched a new luxury glamping venture in South West Wales. Barney and Heather Barc have invested significantly into Pont Tyweli Glamping, a family-friendly destination that offers the perfect location to explore New Quay beach, Cardigan Castle and a myriad of stunning local walks across Carmarthenshire, Ceredigion and Pembrokeshire. The duo spent the last four years getting the 11-acre site ready for its April opening, with three geodesic domes and hot tubs now in place and a play area that will grow to incorporate dens and tunnels. It has been a complete departure from the norm for the qualified electrician and highly experienced employment lawyer after they chose to move from London to Wales to spend more time with their two children, now aged eight and six. “When we were living in the city, we dropped the kids at 7.30am and then didn’t get to pick them up until 6pm from nursery and that was 5 days a week. We wanted to change that so thought what better way than to try to do something on our own,” explained Heather, who was able to continue her busy legal job remotely after the move. “Our search for a new place to live and work took us all over the UK, yet our introduction to Pont Tyweli was a bit of an accident. We were down in Wales to view three other sites, and it came online overnight, so we thought we’d try to fit in a viewing after breakfast - I’m glad we did as we immediately fell in love.” She continued: “There’s eleven acres in total and where we’ve put the three domes in is the top field, giving you stunning sunsets. You can also quite easily walk into Llandysul, whilst we have so many fantastic beaches, castles, places to eat and long walks that couples and families can enjoy in the local area." “Barney gave up his job and has been using his electrical and trade skills to help build the domes and get the site ready for our opening. It’s all very exciting, but also a bit daunting - especially once we released the website for bookings.” Pont Tyweli Glamping is aiming to attract couples and families from across the UK and overseas. Guests can choose from three distinctive domes - Ash, Oak and Fern - that have been sourced from UK manufacturer Trudomes and have all been individually designed to offer a unique living space. They all have king-sized beds and separate bunk beds and boast a full kitchenette, cosy dining area with log burner, ensuite bathroom and USB power points. Outside, visitors can wind down in a luxury hot tub or enjoy a glass of wine whilst roasting marshmallows on the fire pit. Heather continued: “We wanted an interior layout that gave you everything you needed to be warm and comfortable yet also allows you to completely switch off and enjoy the beautiful views and outside space. “It was also important for us to ensure that the sleeping areas were separate, so parents could have their own space, and the domes could also double up for couples. There’s lots of nice treats you can hire as well, including a pizza oven and, shortly, a projector for watching your favourite film.” Bookings to be one of the first guests at Pont Tyweli Glamping are now being taken direct at www.pont-tyweliglamping.co.uk or via AirBnB. The site is also featured on several well-known listing sites including ‘host unusual’ and ‘parent-friendly stays’. Barney concluded: “There have been plenty of challenges in turning the vision into reality, from two years of planning applications and everything taking a lot longer to complete than we first expected. “It has been a real rollercoaster, but we both believe we’ve created something that is very special and will hopefully become a place people return to time and time again for the relaxation, the views, the places to visit and the unique setting of the domes.” For further information, please visit here , or follow the venture across its social channels.

An intrepid group of Lancastrian hikers is to go uphill and down dale to raise funds for a local youth charity. The team from English Lakes Hotels Resorts & Venues is tackling a specially devised and highly challenging ‘Lancashire 5 Peaks’ route on Saturday 9 May 2026. The gruelling 20-mile hike with over 2,800 metres of climbing will see the group scale the summits of the county’s renowned fells, including the 627 metre high Gragareth on the Yorkshire border, and Ward’s Stone, the highest hill in the Forest of Bowland. They will also be climbing White Hill and Wolfhole Crag, as well as the imposing Pendle Hill near Clitheroe. The day’s hiking is split into three parts of 2.4 miles, then 6 miles, and finally a larger trek of 11.4 miles. The funds raised by the English Lakes Hotels hiking team will specifically support a vital youth suicide prevention project run by BEE Adventures, a not-for-profit community interest company which helps disadvantaged children and vulnerable teens by giving them opportunities to go on outdoor guided adventures. The group is hoping to raise a minimum of £1,500 for the project and hopefully even more. The hiking team consists of 13 employees from Lancaster House Hotel, Wild Boar Estate and Low Wood Bay Resort & Spa. HR manager at Lancaster House Hotel Faye McGuinness explains: “Each of the five Lancashire peaks we will climb represents a young life. The statistics show that five young people in the UK each day tragically lose their lives to suicide. Our aim is to shine a light on that difficult truth and make an impact to help create brighter futures for those at risk." “As far as we are aware, our Lancashire 5 peak challenge is truly unique and has never been attempted before. It is a demanding physical challenge, and training in the next few weeks will be essential for everyone taking part." “We’re actively recruiting for more team members to join us for the challenge to raise as many funds as possible and to raise awareness of the cause.” Co-founder of BEE Adventures Ryan Bond adds: "The funding will be used to enhance our young people's suicide prevention programme in Lancaster and Morecambe, which is aimed at 14-25 year-olds. It equips young people with the tools to cope with the stresses of life and helps them build resilience, specifically by using the outdoors to improve mental health.” For further information or to donate, visit here . Photo: (left to right) Ethan Holliday, Michele Aldridge and Faye McGuinness from English Lakes Hotels Resorts & Venues are tackling a gruelling 20-mile hike for charity.

RWE, a pioneer of offshore wind, is giving a second wind to deconstructed components from a turbine at its Scroby Sands Offshore Wind Farm, one of the UK’s earliest renewable energy projects and located 2.5 km off the Norfolk coast. The nacelle, blades and top section of the turbine were damaged to varying degrees by fire in August 2023. The components have since been deconstructed and were transferred to EMR, a UK based global leader in circular materials for recovery and recycling in its nearby facilities at Great Yarmouth and Lenwade. As a result, over 140 tonnes of metals, composites, and other materials have since been recovered and have now re-entered the UK circular economy. This reduces reliance on newly imported resources from volatile supply chains, supports RWE’s commitment to improving circularity and waste reduction, and contributes to low-carbon secondary material markets. Volker Türk, RWE Offshore Head of Sustainability, said: “RWE is a champion of low-carbon sustainable power and so we’re delighted with these early indications of what can be achieved through recycling and reuse. As early operational wind farms come to the end of their working life, we are applying the same level of innovation and responsibility to how we handle recovered turbine components. Through EMR, we have ensured that these turbine components are returned to the economy not landfill, while supporting local industry in Norfolk.” The project with EMR demonstrates how older turbine components can be responsibly deconstructed and recycled, achieving an overall recycling rate of over 99%, recovering steel, aluminium, copper, and blade composites while avoiding over 150 tonnes of CO₂e emissions compared to primary material production. How was it done? Bill Firth, EMR General Manager of Business Development, added: "Scroby Sands Offshore Wind Farm helped kickstart the UK’s offshore wind journey. By responsibly recycling components and materials today, we’re helping power tomorrow. This vital collaboration between renewables and recycling industries demonstrates the required circular supply chains that future energy systems will depend on." “This project is part of EMR’s long-term investment to build a scalable recycling system for the renewable infrastructure of the future. In 2024, we opened a purpose-built Wind Turbine Processing Centre in Glasgow, designed specifically to recover rare-earth magnets and other critical materials from end-of-life turbines.” As wind farms age, responsible de-construction and recycling will become increasingly important. RWE is already leading the way with recyclable turbine rotor blades on its latest offshore projects, including at the 1.4 gigawatts (GW) Sofia Offshore Wind Farm. The company supports the European initiative for a voluntary landfill ban on turbine blades, both onshore and offshore, and is committed to the sustainable reuse, recovery, or recycling of these components. The work at Scroby Sands represents a further step in preparing for the next phase of the wind industry.

Multi-award winning national commercial cleaning and FM company Cleanology has launched a new Learning and Development (L&D) department in a dedicated training hub at its London headquarters. The department has been set up for both the induction of new starters and the continuous professional development (CPD) of existing staff. Cleanology’s investment in its enhanced training capabilities is seen as playing an important role in its goal of doubling in size from its current £25 million turnover, under the leadership of recently appointed CEO Mark Little. Core training modules in the L&D department include: An in-house management programme, designed to enhance standards and upskill the team, whilst identifying and developing high-performing talent. Tailored training courses for each job role. Bespoke and site-specific training for clients. Health and Safety (H&S): Detailed modules on observing safety guidance provided in site-specific Risk Assessments and Method Statements (RAMS). Waste Management: The correct handling and management of different waste streams. Code of Conduct: Professional behaviour standards as set out in the Cleanology Staff Handbook. Emotional Intelligence and Communication workshops, as well as language tuition for new starters who do not speak English as their first language. (Cleanology’s diverse staff are from 34 nationalities with 82 percent identifying as ethnically diverse). Cleanology – which employs around 1400 people in 24 UK cities - also runs a number of in-house schemes which help nurture talent, such as ‘Hospitality Hero’ which is a training initiative specifically designed for client-facing members of staff. It aims to ensure they deliver high-level customer service and professional engagement and consists of interactive learning modules of videos and quizzes. It also includes a Client Recognition Award system where clients can nominate team members for outstanding service. The company, based in the new skyscraper district of Vauxhall Nine Elms, South West London, also hosts an Annual Company Dinner and Awards Ceremony – often referred to as their ‘Cleaning Oscars’. It features as part of a family day for staff to celebrate top performers. There is also an Annual Academy Day, described as part of Cleanology’s ‘broader engagement strategy’, and regular ‘Lunch and Learn’ sessions covering various subjects. The team of four running the L&D department is headed up by HR Director Jade Collazo and Learning and Development Manager Romana Ferreira. Jade Collazo said: “Through initiatives such as Cleanology Academy Day, Hospitality Hero and a 360 degrees skills matrix, we empower colleagues to learn, upskill and progress. Our leadership programmes and mentoring ensure fair access to opportunity for everyone." “Training starts on the first day – and sometimes even before the employee joins Cleanology – and this emphasises the importance of the onboarding experience”. The L&D department has also released some statistics which support its track record of seeing well-trained staff prosper and being promoted, specifically: 47 percent of the Head Office executive team have been promoted from within. 10 employees have progressed to senior head office roles after starting as cleaners. 78 percent of Operations Managers began as cleaners. Cleanology boasts a 94 percent staff retention rate compared to an average of 79 percent in the commercial cleaning sector. Training feedback from nearly 200 sessions scored an average 4.91 (out of 5) ‘Excellent’ rating. Romana Ferreira said: “We do not just hire talent; we nurture it and create long-term careers that reflect our inclusive values. We measure progress through transparent data and staff feedback to ensure that inclusion leads to lasting impact. These results highlight a workforce that feels valued, supported and proud to belong." “Learning and Development is instrumental to Cleanology’s culture of continuous improvement and I am proud to be leading the new training team”. For for information visit here .

UK professionals are racing to upskill in artificial intelligence, data analysis and human-centric capabilities as businesses struggle to keep pace with technology’s rapid evolution, according to new analysis of LinkedIn’s Skills on the Rise 2026 report. While 78% of UK organisations have now adopted AI tools in some form, just a third report seeing meaningful benefits with widespread skills shortages increasingly blamed for slowing progress. William Stokes, CEO of hybrid workspace provider Co-Space , warned that the gap between adoption and understanding could leave many workers vulnerable as AI becomes embedded across industries. “Without regular in-person collaboration, gaps in confidence and comprehension around emerging technologies deepen,” said Stokes. “Those who fail to adopt and truly understand AI risk being excluded from new opportunities.” The analysis shows mounting demand for professionals who can combine technical and interpersonal expertise. Job postings referencing AI and machine learning, data analysis, cybersecurity, sustainability, and communication have all surged in the past year. LinkedIn’s Skills on the Rise 2026 report groups these trends into five core skill areas reshaping the UK labour market: AI Machine Learning and Generative Technologies Data Strategy and Workflow Optimisation Operation and Risk Resilience Leadership, Culture and Communication Commercial Intelligence and Delivery. Together, these areas show how demand is evolving from narrow technical expertise to broader capabilities that blend AI, data, risk, people and commercial skills, and why employers are rethinking how they hire and develop talent. This change reflects a broader shift from job titles to skillsets where adaptability, critical thinking and collaboration now rank alongside technical proficiency. Stokes added: “We’re moving from an economy built on fixed roles to one built on evolving abilities. Maintaining relevance now means continuously learning, not relying on traditional qualifications.” Though automation brings challenges, including potential job displacement and data privacy risks, many businesses are already seeing tangible benefits from AI’s integration into everyday work. By removing repetitive tasks, professionals are reclaiming time for creativity, strategy and meaningful engagement, all trends linked to reduced burnout and improved wellbeing. The government has recognised this urgency by launching initiatives to upskill 10 million workers with AI capabilities by the end of the decade. “AI is enabling people to prioritise complex thinking rather than mechanical tasks,” said Stokes. “That’s not just good for business, it’s transformational for mental health and job satisfaction.” As hybrid and remote models continue to dominate, Stokes believes flexible workspaces will play a central role in bridging the country’s digital skills gap. “Employers must create spaces for collaboration and cross-learning,” he explained. “We’re seeing professionals from tech, consulting and creative sectors coming together to share real-world expertise. It’s that interaction, not isolation, that powers genuine skill growth.” With AI driving constant change, employers are increasingly prioritising demonstrable capabilities over traditional qualifications. Emerging competencies in AI literacy, data fluency and cybersecurity are fast becoming the new currency of career advancement. “For businesses, success now depends on investing in their people’s development,” said Stokes. “For professionals, it’s about embracing lifelong learning and understanding how AI works, not just how to use it.” This acceleration towards skills-based hiring represents one of the most significant shifts in the UK labour market for a generation, redefining what it means to stay employable in the age of artificial intelligence.

Chefs from award winning hospitality operator Buzzworks have taken part in an elite patisserie masterclass through its partnership with The Master Chefs of Great Britain (MCGB), marking the first in a series of hands-on training experiences designed to further elevate skills across its kitchens. The session, held at Prestonfield House in Edinburgh, saw chefs from across the Buzzworks portfolio come together to develop advanced patisserie techniques, refine presentation skills and gain insight into the precision and creativity required at the highest level of pastry. The masterclass forms part of Buzzworks’ corporate sponsorship of MCGB, announced in December, which provides its culinary teams with access to a respected programme of training and development, led by some of the UK’s most accomplished chefs. David Bell, Director of Food at Buzzworks, said: “We’re passionate about creating an environment in Buzzworks where chefs don’t just work - they grow. Taking our team to the Master Chefs patisserie masterclass at Prestonfield House was about investing in their future, exposing them to excellence, and showing what’s possible." “Those moments spark creativity and innovation, build confidence and raise ambition. That’s how you develop great chefs, and ultimately, how you build great restaurants.” The training is designed not only to support individual development, but to enhance the quality, consistency and creativity of dishes served across Buzzworks’ venues, ensuring guests continue to enjoy a high standard of food and dining experience. Last month, members of the Buzzworks team also attended the MCGB Annual Lunch at Schloss Roxburghe, hosted by Chef Dan Ashmore, where they prepared canapés for the prestigious event - further demonstrating the calibre and progression of the group’s culinary talent. The MCGB partnership reflects Buzzworks’ ongoing commitment to investing in its people and raising standards across its kitchens, while supporting the wider development of the hospitality industry. Buzzworks was recently recognised in the ‘Best Companies to Work For’ list for a tenth year, achieving 29th place in the ‘Best Large Company to Work For in the UK’ and its highest ranking to date. To find out more, visit here .

A fast-growing car retailer is closing in on a £100 million turnover target after a surge in recruitment driven by new youth investment. NK Motors Group, which operates across Long Eaton, Chilwell and Derby Pride Park, has taken on 10 new staff and apprentices in the past six months as it ramps up growth and builds its future workforce. The new hires include a social media brand manager, a sales executive, an accountant, valet staff and a group sales administrator, alongside two apprentices from the Kia Apprenticeship Academy in Derby. The business now employs seven apprentices in total, reinforcing its commitment to creating opportunities for young people entering the motor trade. Simon Murdock, dealer principal at NK Motors, believes the approach is central to both service and future growth. He said: “We’ve had a phenomenal six months as we edge closer to our £100 million turnover goal. Hiring new staff before they are really needed means we ensure unrivalled levels of customer service. By hiring apprentices, you really do set a young person up for life, and it’s great for us as we can grow our own people.” Alfie Adamson, who joined as an apprentice aged 16, said the hands-on experience he has received has been key to his development. “I enjoy the variety and constantly meeting new people, learning about different vehicles, and developing new skills." “NK Motors give young people real opportunities to grow by providing training and support. You’re trusted with responsibility early on, which helps build confidence quickly.” Ruby Harwood, 24, who recently joined in a newly created brand ambassador role, highlighted the inclusive culture for younger team members. “The team here spot talent early and foster a really welcoming environment,” she said. “We’re seen and heard, and there’s real creative freedom to bring new ideas into the business, especially on social media.” Further recruitment is already planned, including two roles at the group’s new bespoke van centre in Chilwell, which opened just three months ago, as a direct result of strong early demand. Employing around 120 people, and with a current turnover of £75m, the NK Motors group has doubled its turnover over the past decade. Managing Director Sanj Kumar said the company’s success is driven by both the strength of Kia’s vehicle range and its continued investment in people. He said: “The business has continued to expand its apprenticeship programme and wider team as it builds towards its ambitious growth plans. We always say that our apprentices and young people are a vital part of this journey."