According to Creditreform, Gebrüder Weiss has a demonstrably strong and stable financial foundation. With a credit index of 173 points, the international logistics company performs better than the industry average – achieving a score attained only by particularly financially strong companies in Austria. Wolfram Senger-Weiss, CEO of Gebrüder Weiss, accepted the rating certificate on January 20, 2026, at the company’s headquarters in Lauterach, Vorarlberg. The credit index is a trusted metric for measuring a company’s financial reliability and its capacity to meet its financial obligations. The scale ranges from 100 points (very high creditworthiness) to 600 points (high risk). The lower the score, the better the rating. The assessment is based on a comprehensive analysis that takes into account economic performance, equity capital and payment behaviour. In addition, structural factors such as company size, industry and long-term stability are taken into consideration. Gebrüder Weiss has consistently achieved similarly high credit ratings in recent years, demonstrating continuity and sustainable corporate management. Wolfram Senger-Weiss said: “Financial stability builds trust – especially in economically challenging times marked by high inflation and weakened global trade. The Creditreform rating confirms that Gebrüder Weiss has a solid financial base and a long-term orientation. This provides security for our customers, partners and employees." Creditreform is a leading credit agency in the German-speaking region. It assesses companies’ creditworthiness based on objective, continuously updated data.

A Treasury U-turn will bring temporary relief to pubs and live music venues across England and Wales, easing the impact of steeply rising business rates that had threatened large swathes of the sector.  Despite welcoming the news for pubs and live music venues there remains disappointment that the relief has not been applied more widely to support other hospitality businesses and firms on the High Street that are struggling with the same issues associated with the increase in business rates and the ongoing pressures associated with the rising costs of doing business today. The government has come under sustained pressure since changes announced in the November budget, combined with the withdrawal of pandemic-era support, left many businesses facing sharp increases in their rates bills from April. Pubs were particularly exposed, with the rises landing alongside higher minimum wages and increased employer national insurance contributions. Industry bodies warned that, without intervention, hundreds of pubs and grassroots music venues could be forced to close. In response, ministers have now confirmed that in 2026–27 all pubs and live music venues will receive a 15% business rates discount, on top of the support already announced at Budget 2025. Their bills will then be frozen in real terms for a further two years. To qualify, a pub must be open to the general public, allow free entry except for occasional entertainment, permit drinking without the requirement to consume food, and sell drinks at a bar. Restaurants, cafés, nightclubs, hotels, sporting venues, theatres, concert halls, cinemas, museums and casinos are excluded. The list is not exhaustive, and local authorities will have discretion to determine eligibility in borderline cases, drawing on their local knowledge and the ordinary meaning of what constitutes a pub. Live music venues are defined as properties used wholly or mainly for the performance of live music to entertain an audience. Other activities are permitted only where they are incidental, such as selling food and drink, or infrequent and do not undermine the venue’s primary purpose. Nightclubs and theatres, as defined under planning regulations, are excluded from the relief. Eligible pubs and live music venues will receive the 15% discount in 2026–27, applied alongside any transitional or small business relief they already receive. In 2027–28 and 2028–29, their business rates bills will be frozen in real terms, meaning increases will be limited to inflation. The move offers some breathing space for sectors that have struggled to recover from the pandemic and rising costs, though many operators continue to warn that longer-term reform of the business rates system remains essential if pubs and live music venues are to survive. Louise Hellem, CBI Chief Economist, said:  “Targeted support for pubs will be welcomed by those businesses, but it does not address the fundamental problem that our whole business rates system is broken. What we need is genuine reform, not another layer of complexity." “The business rates burden is rising sharply across the economy, hitting major infrastructure as well as sectors like retail and hospitality." "The UK’s business tax burden is already at a 25-year high, with the highest property tax in the OECD – before big increases kick in from April 2026." “Business rates affect every bricks-and-mortar company in the UK, from pubs and shops to airports and utilities. Increasing taxes on business has consequences. With business investment and profitability already under considerable strain, growth is stalled and job creation is plateauing. A large transport operator told us that they faced a four-fold increase in their bills, while another said they had already halted investment in order to cover their business rates tripling." “With pressure from rising energy and labour costs, firms are facing a perfect storm. Piecemeal reliefs and sector-specific carve-outs risk adding further complexity without giving businesses the certainty needed to invest and grow." “The government is right to prioritise tackling cliff-edges, which have long acted as a brake on investment and growth across the economy. We welcome both the commitment to explore a slice-based system and options for improving investment incentives – such as enhancing improvement relief. We’re also keen to support the government’s new High Street Strategy to bolster local jobs and opportunities across the country." “Businesses are crying out for fundamental reform not further tinkering. The case to act – implementing business rates reform that supports investment, competitiveness and economic growth across all sectors – has never been stronger." William Lees‑Jones, Managing Director of JW Lees Brewery added that "I suppose it shows that government is listening but I really feel for the hotel sector since they got nothing and have been worse hit by the changes." Steve Perez, founder and CEO of Global Brands, Casa Hotel, Peak Edge Hotel and Red Lion Restaurant adds, “While it’s certainly welcome news that the Government has recognised the damage its original approach to business rates would have caused, this is not a U-turn but a slight left turn, and simply doesn’t go far enough." "Limiting support to pubs and music venues only – just a subsection of the hospitality sector – ignores the fact that restaurants, hotels and other venues are also facing the same intense cost pressures, which will only worsen when the increased alcohol duty and national minimum wage both take effect in the coming weeks." "The hospitality industry doesn’t operate in silos, and so neither should policy." "This means it will be more expensive to holiday in the UK. Unlike the most rest of Europe who an average of 13% (eg Spain, France Italy 10%)  the UK pays 20% VAT for hospitality so this make us uncompetitive."   “These constant U-turns are also becoming increasingly frustrating. Businesses need stability and clarity to plan and invest, not last-minute reversals on poorly thought-through policies." "The Government must start properly consulting with businesses before announcing changes, to understand their real-world impact and avoid making decisions that have to be hastily revised.” "Unfortunately we are going to see more restaurants, cafes and wonderful  hotels close more job loses due to this governments lack of understanding of business." Kevin Georgel, Chief Executive, St Austell Brewery: “We welcome today’s intervention by the government which will mitigate the impact of business rates increases that were scheduled for April. We are pleased that the government has engaged with our trade bodies and heard the voice of the British public who so clearly recognise and value the enormous economic, social and cultural contribution of our pubs."   “It has been heartening to see the support of the public play out so clearly across the media in recent weeks and this public support has rightly influenced the government to reconsider their proposed changes to business rates that would have seen an acceleration in pub closures." “We hope that this intervention is a recognition that we need a full review of the fiscal and regulatory landscape that has placed an unfair and unsustainable burden on the Great British pub. We now need to continue working with the government to permanently overhaul the outdated business rates system." "Over time, we must create the conditions in which pubs can not only survive, but once again thrive at the heart of their communities - providing valuable employment, fostering social connection and cohesion, and acting as engines of economic growth across the length and breadth of the country." Kate Nicholls, Chair of UKHospitality, said: “We welcome the recognition by the Prime Minister and the Chancellor of the scale of the challenges facing the hospitality sector. They have listened to us about the acute cost challenges facing businesses, all of which is impacting business viability, jobs and consumer prices." “The rising cost of doing business and business rates increases is a hospitality-wide problem that needs a hospitality-wide solution. The Government’s immediate review of hospitality valuations going forward is clear recognition of this." “The devil will be in the detail, but we need to see pace and urgency to deliver the reform desperately needed to reduce hospitality’s tax burden, drive demand, and protect jobs and growth. We will work with the Government over the next six months to hold their feet to the fire to deliver this." “This emergency announcement to provide additional funding is helpful to address an acute challenge facing pubs." “The reality remains that we still have restaurants and hotels facing severe challenges from successive Budgets. They need to see substantive solutions that genuinely reduce their costs." “Without that clear action, they will face increasingly tough decisions on business viability, jobs and prices for consumers. Those are costs borne by us all, and I hope the Government delivers on its promise to support the whole hospitality sector.”

Family businesses are often celebrated for their resilience, long-term outlook and distinctive cultures. From corner shops to global conglomerates, they account for a significant share of employment and wealth creation across economies. Yet their defining strength, the overlap of family and firm, is also their most persistent vulnerability. Long-term success in a family enterprise depends on a delicate balancing act: nurturing the health of the family system, safeguarding the performance of the business system, and continually managing the relationship between the two. When any one of these elements is neglected, the consequences tend to be felt not gradually, but abruptly. At its core, the family system and the business system operate according to different logics. Families are built on unconditional membership, emotional bonds and equality of belonging. Businesses, by contrast, depend on conditional participation, performance, hierarchy and accountability. In a non-family firm, these distinctions are taken for granted. In a family business, they coexist within the same people, relationships and decision-making forums. The challenge is not to eliminate this tension, an impossible task, but to manage it consciously. Problems arise when the rules of one system bleed unchecked into the other. When family norms dominate the business, decisions may be driven by loyalty rather than competence, and difficult conversations about performance, pay or succession are postponed in the name of harmony. Over time, this erodes trust among non-family executives and undermines the firm’s competitiveness. Conversely, when the business logic overwhelms the family system, relationships can become transactional, with affection and identity subordinated to results. In such environments, family members may feel valued only for their utility, breeding resentment and disengagement that can fracture both ownership and kinship. The relationship between the two systems therefore requires deliberate attention. Successful family enterprises recognise that harmony is not the absence of conflict, but the presence of clear boundaries and fair processes. They invest time in defining where family ends and business begins, and where it is appropriate for the two to intersect. This often involves separating roles, distinguishing between being an owner, a board member and an employee, and clarifying the rights and responsibilities that attach to each. Such distinctions reduce ambiguity and help family members navigate their multiple identities without confusion or resentment. Governance plays a central role in sustaining this balance. Formal structures such as boards with independent directors, family councils and shareholders’ assemblies provide forums tailored to different conversations. Business strategy and executive performance can be debated rigorously in the boardroom, while values, legacy and family relationships are explored in family forums designed for inclusion rather than efficiency. When these spaces are absent, families tend to overload operational meetings with emotional issues or, worse, conduct business decisions informally at the dinner table, where power dynamics are opaque and accountability is weak. Succession brings the balancing act into sharp relief. For families, succession is an emotional passage, touching on identity, fairness and mortality. For businesses, it is a risk management exercise that demands early planning and objective assessment of capability. Treating succession purely as a technical process ignores the emotional undercurrents that can derail it. Treating it purely as a family rite of passage risks installing leaders who are unprepared or unwilling. Families that succeed over generations acknowledge both dimensions, creating processes that are transparent and merit-based, while also allowing space for the emotional work of letting go and stepping up. The same duality applies to the development of the next generation. From a family perspective, all children belong equally. From a business perspective, not all will have the interest or aptitude to lead or even work in the firm. When these realities are not addressed openly, expectations harden into entitlement or disappointment. Families that keep both systems in view invest in education about ownership and governance for all next gens, while setting clear entry and progression criteria for operational roles. In doing so, they protect family cohesion without compromising business standards. Crucially, the balance between family and business is not a one-off design challenge but an ongoing discipline. As families grow, ownership fragments, markets shift and social norms evolve, yesterday’s solutions lose their effectiveness. What worked for a founder-led enterprise with three siblings will not suffice for a cousin consortium or a geographically dispersed family. Regularly revisiting the relationship between family and firm, through facilitated conversations, governance reviews and updates to family agreements, helps prevent silent drift and sudden crisis. The families that endure are those that resist the temptation to prioritise one system at the expense of the other. They understand that strong businesses cannot be built on fractured families, and that healthy families struggle to thrive when their shared enterprise is mismanaged or in decline. By keeping both systems, and the interface between them, firmly on the agenda, family businesses turn a potential fault line into a source of long-term advantage. In the end, the balancing act is less about achieving a perfect equilibrium than about remaining attentive. Family enterprises that last are not those that avoid tension, but those that recognise it early, address it openly and adapt their structures and relationships as circumstances change. In doing so, they preserve not only economic value, but the social and emotional capital that makes family business distinctive in the first place.

Perdue Farms today recognized Mike Levengood, Chief Animal Care Officer, for being named the USPOULTRY Workhorse of the Year, one of the poultry industry’s highest honors recognizing ‑long-term service, steady leadership, and meaningful contributions to both the industry and the U.S. Poultry & Egg Association. The award was presented Monday evening during the Chair’s Reception, part of the International Production & Processing Expo (IPPE) in Atlanta. Levengood brings more than 40 years of service in the poultry industry, including four decades at Perdue Farms, where he has built a career grounded in operational excellence, animal care leadership, and strong partnerships with the farmers and associates who raise Perdue’s chickens. He began his career with the company in 1984 as a flock advisor and advanced through nearly every level of live production and operations at the company, including Area Coordinator, Plant Manager, Complex Manager and Vice President, before assuming his current role. Jim Perdue, chairman of Perdue Farms commented: “Over more than four decades of working together, Mike has demonstrated the steady leadership and dedication that keep Perdue Farms and our industry moving forward. He has earned the respect of farmers, associates, customers and peers by living Perdue’s values each and every day.” As Perdue’s Chief Animal Care Officer, a role established for him in 2016, Levengood has played a key role in advancing the company’s industry ‑leading Commitments to Animal Care, influencing more than 100 animal care initiatives, helping position Perdue as a leader in responsible poultry production. His work has also helped thousands of associates and customers gain a deeper understanding of poultry production — from hatchery to farm to processing — reinforcing the care, accountability, and responsibility at the heart of Perdue’s approach. In his current role, Levengood is also responsible for Perdue’s relationships with farmers and has strengthened Perdue’s engagement with the farmers who raise its chickens, helping foster open communication, regional farmer councils, and new tools to gather and act on farmer feedback. Beyond his work at Perdue Farms, Levengood has been a longstanding contributor to the poultry industry. He has served on the USPOULTRY Board of Directors since 2022, including as board chair, and has held leadership roles with the National Chicken Council Growout Committee and the Delmarva Land and Litter Collaborative, supporting research, education, and sustainability efforts across the industry. Nath Morris, president of USPOULTRY commented: “Having worked at Perdue under Mike’s leadership and having him serve as our board chair at USPOULTRY, it is indeed a great honor to present this distinguished award to Mike in recognition of his dedicated service to both the poultry and egg industry and USPOULTRY. Through steadfast service and a genuine commitment to supporting others, Mike has made a lasting and meaningful impact on both the industry and USPOULTRY.” Last year, Levengood was recognized by his alma mater, Penn State University, where he was named the 2025 Outstanding Alumnus by the College of Agricultural Sciences and inducted into the Armsby Honor Society. The USPOULTRY Workhorse of the Year Award honors individuals whose careers exemplify enduring dedication, servant leadership, and meaningful contributions to the poultry industry. Levengood’s career reflects those values through his focus on people, animals, and shared responsibility.

The Munnelly Group has announced strong annual results for the year ending 2025, with the business demonstrating ‘resilience and strategic discipline’ in what continues to be a challenging market environment. One of the UK’s leading construction and infrastructure delivery partners, the multi-brand group has continued to deliver stability, growth and exceptional value to its clients, despite sustained margin pressure and industry-wide uncertainty. Key figures from the annual results for 2025 include: Turnover: £167m. Profit Before Tax: £1.55m. EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation): £2.26m. Cash Reserves: £7.3m, representing a 35% increase year-on-year. No third-party borrowing. Last year, the business moved to ensure future continuity with a leadership transition, which saw long-term CEO Phil Munnelly move into the new role of Chairman and be replaced by his son, Paul David Munnelly. Throughout 2025, the Group has continued to expand into new markets, deepen client partnerships and invest in technology and ESG initiatives to future-proof the business. This strategic repositioning has strengthened the Group’s role as a delivery partner across the built environment, supporting projects from early engagement through to completion. With a healthy order book, strong liquidity and a diversified operating model, the Munnelly Group now enters 2026 well-positioned for continued growth, investment and expansion. Phil Munnelly, Chairman of the Munnelly Group, commented: “These results reflect more than financial performance. They demonstrate the value of diversification, disciplined decision-making and a relentless focus on operational excellence. In a difficult market, the Group has remained resilient, adaptable and well-positioned for the future.” Graham Fisk, Group Finance Director, added: “Maintaining a strong balance sheet with no third-party borrowing has been a key priority. This financial discipline gives the Group the flexibility and confidence to invest, adapt and pursue growth opportunities as markets evolve.” Paul David Munnelly, Group CEO, added: “The Munnelly Group enters 2026 from a position of strength. With a strong balance sheet, diversified service offering and clear strategic direction, the Group is focused on continued investment in people, systems and capability." “Alongside organic growth, the Group will also actively explore selective, disciplined acquisition opportunities that align with its long-term, sustainable and risk-managed strategy, as we further strengthen our position across the built environment.” Established in 1982, Munnelly Group has evolved into a leading multi-business organisation, delivering innovative solutions across technology, geospatial surveying, preconstruction consultancy, access control, security, resourcing, payroll and construction logistics. Photo: CEO Paul David Munnelly and Group Chairman Phil Munnelly.

Bagnalls, a national painting contractor with a Head Office in Cleckheaton, understands more than most that the world of sustainability is always evolving. Thanks to the company’s commitment to reducing its environmental impact, it has become a positive example of progress for other businesses within the painting and decorating sector. This is just one of the many reasons why Bagnalls’ Sustainability Coordinator, Ben Featherstone, was asked to speak at the World Sustainability Congress 2025, alongside professional partner CBRE. We caught up with Ben to get his insights into sustainability and how things are set to change for businesses operating in 2026 from an environmental perspective. An ongoing commitment to the environment “We recognise that Bagnalls has an ongoing commitment to the communities that we work within, as well as the natural world as a whole,” Ben says. “This commitment has brought about a number of changes within the business over the years, not least my own qualifications. “Bagnalls has made it possible for me to study for a Sustainability Business Specialist Level 7 MSc. My specialist knowledge in this area allows me to keep abreast of the regulatory changes coming up, which will impact both our suppliers and us." “For example, responsibilities around ensuring sustainable products and packaging are set to extend. Bagnalls is preparing to make sure we’re on hand to help our suppliers with this transition as much as we can." “Ultimately, this change will help to bring our levels of waste down. We recycle a large proportion of our waste, but we will be seeking to limit our incineration waste even further in the future by developing systems that our suppliers – and potentially other companies within the sector – will be able to benefit from.” The future is collaborative Collaboration and partnerships are extremely important for Bagnalls when it comes to lowering carbon emissions and encouraging other companies in the industry to think about their own sustainability credentials. Ben explains: “We have just completed an effective year of collaboration with CBRE, showcasing our success with decarbonisation in line with their carbon reduction plan." “Bagnalls was shortlisted alongside CBRE at the World Sustainability Awards, thanks to the work we completed after engaging with CBRE’s Carbon Trace Programme and reducing Scope 3 emissions.” Ben travelled to Amsterdam to speak alongside CBRE’s Vice President of Responsible Procurement, Alexandra Delval Faure, for a joint session describing the partnership and goal of reducing carbon emissions. “It was really exciting to tell Bagnalls’ story in front of global leaders in the sustainability field,” he continues. “It was also great to hear about the challenges they themselves are facing in terms of supplier engagement. I was able to offer guidance so they can go back and further engage their supply chain, which felt really productive.” Why should companies care? Sustainability is becoming ever more important to the average consumer: buyers are now willing to pay 9.7% more for a sustainably sourced product, with 85% of people dealing with the first-hand effects of climate change day-to-day. It’s clear that all businesses, whether B2C or B2B, need to place their sustainable credentials front and centre to remain a company of choice for the increasingly climate-conscious customer. Ben recognises this demand: “Providing sustainability credentials to customers is becoming increasingly important. That’s just one of the reasons why I’m extremely proud that Bagnalls has reduced our Scope 1 and 2 emissions by 10% since 2022. Our initiatives are clearly working well!” "Beyond customer demand, the government is also getting involved, cracking down on company emissions. “There is set to be more emphasis on sustainability reporting regulations in 2026 and beyond, as well as further planned focus on EV vehicles,” Ben explains. “Bagnalls will be looking to upgrade our fleet of vans to increase our EV provision, helping to protect our planet. We’re also committed to Net Zero by 2048, a really important focus for both our team, but also our customers and the local communities we work within. What should businesses aim for? Collaboration is key. If your company is looking to enhance its environmental credentials, follow Bagnalls’ example and start partnerships with relevant schemes in your industry. Ben explains: “We have a number of sustainability-focused partnerships that I’m very proud of. I’m particularly looking forward to continuing our collaboration with The PDA and its Paint Green pledge throughout 2026 and beyond, helping to drive environmental improvements within our industry as a whole." “We are also part of Crown Trade’s CanBack scheme, allowing us to recycle our metal and plastic paint cans so that they don’t end up in landfill. With only 2% of all paint in our sector successfully recycled, it’s really important for us to help boost this statistic." “Our industry has an ambitious target of recycling 75% of our paint cans by 2030, which means it’s essential that we get the word out there about schemes like CanBack!" “Bagnalls also has an extremely beneficial relationship with Paint 360, a fantastic organisation that converts waste paint back into brand-new paint. Each litre of this new paint has a percentage of recycled content. I’m thrilled that Bagnalls gets to be a part of this exciting new development in terms of sustainable paint manufacturing!” It’s clear that collaboration with change makers in the industry has helped propel Bagnalls’ sustainable policies forward and shape Ben’s goals for 2026 and beyond. Whether you’re a big player in the painting and decorating sector, or a small company with fewer than 100 team members, there is always something you can do to become more sustainable. Make 2026 the year of green policies and sustainable methods for your business. Credit: Bagnalls with this link .

Another big name is set to make Wakefield’s City Fields it’s new home as Aldi confirms plans to open a store at the site’s District Centre. Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth, said: “Aldi will be another great addition to City Fields and the local area. The new store will give residents more choice about where to shop and create job opportunities for local people." “It’s great to see global brands showing confidence in our district as a place to invest and do business. Residents have waited patiently for new facilities at City Fields. I’m pleased that we’re seeing them start to come through and look forward to more announcements very soon.” Aldi currently operates 1,052 stores across the UK and employs in the region of 45,000 staff, making it one of the largest supermarkets in the country. Mark Stringer, Aldi Real Estate Director, said: “We’re delighted to confirm our plans to open a new Aldi store at City Fields, building on our strong existing presence in Wakefield and our long-term commitment to serving customers across the city." "City Fields is an exciting development and we’re pleased to be part of the vision for the new District Centre. We are working closely with the developers of this scheme to progress our new store as the wider project moves forward." "We’re proud to continue investing in Wakefield and to bring even more residents access to the high-quality, affordable groceries they expect from Aldi.” The City Fields Site is currently being prepared for construction to start, with more announcements from prospective new leisure and retail businesses expected to follow. Daniel Newitt, Director at Stirling Investments, said: “We’re really pleased to be able to bring forward the new District Centre at City Fields, as we know how important this is for local people. And Aldi is another great addition to the site.” With groundworks already underway it’s expected the site will be ready for new businesses to move into the new District Centre before the end of 2027. Photo : Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth

For all the romance that surrounds family enterprise, the problem of engaging the next generation is best understood in pragmatic terms. Continuity is not secured by birthright or sentiment, but by incentives, institutions and credible opportunities. The most resilient family businesses recognise that younger family members will commit their talent and energy only if the enterprise offers purpose, competence and agency, rather than obligation. The task, therefore, is less about preserving the past than about designing conditions in which the next generation rationally chooses to participate. A shared and convincing sense of purpose sits at the centre of this calculus. Next-generation engagement is stronger when the firm’s objectives extend beyond the narrow pursuit of profit and are clearly linked to the family’s values and to the firm’s role in society and the market. Making the family story explicit, its origins, trade-offs, moments of risk and the principles guiding key decisions, reduces informational asymmetry and helps younger members understand the asset they are being asked to steward. Crucially, when next gens are invited to help update the long-term vision, incorporating contemporary concerns such as sustainability, technology and social impact, the business signals adaptability rather than nostalgia. Human capital, however, does not accumulate by osmosis. Families that rely on informal exposure tend to produce either underprepared heirs or disengaged spectators. More successful firms invest in structured development pathways that mirror professional talent pipelines. Early exposure through site visits or internships gives way to rotational roles and, later, to education in governance and ownership that is clearly differentiated from management training. Formal instruction in finance, strategy and digital capability, combined with mentoring from both senior family members and external advisers, raises competence while reinforcing the norm that learning is a permanent requirement, not a rite of passage. Equally important, though less easily quantified, is the emotional infrastructure of the family firm. Engagement is higher where communication is open and dissent is permitted without penalty. Psychologically safe forums, family councils, assemblies or well-run informal gatherings, lower the cost of participation and improve the quality of decision-making. Where families also invest in explicit rules for handling conflict, including facilitation and clear escalation processes, disagreements are less likely to metastasise into long-term disengagement. In economic terms, such arrangements reduce the transaction costs of working with one’s relatives. Responsibility, too, must be real. Symbolic titles and tightly constrained roles offer little return to ambitious younger members. By contrast, engagement rises when next gens are entrusted with meaningful mandates and measurable outcomes, particularly in areas of innovation. Many family firms now create controlled environments, pilot projects, spin-outs or dedicated investment funds, where younger leaders can deploy capital, test new models and absorb failure without threatening the core business. Clear objectives and feedback mechanisms ensure that autonomy is matched by accountability, aligning incentives with performance. Finally, clarity around succession, ownership and governance is not optional. Ambiguity in these domains acts as a powerful disincentive, encouraging passivity or exit. Families that address succession early and transparently allow younger members to form realistic expectations and to invest in the capabilities required for future roles. Separating the spheres of ownership, governance and management, and offering distinct pathways within each, helps match individual preferences with organisational needs. Codifying these arrangements through constitutions, shareholder agreements and family councils turns intent into enforceable structure. In short, next-generation engagement in family firms is not a matter of sentiment but of design. Where incentives are aligned, institutions are clear and opportunities are genuine, continuity becomes a rational choice rather than a moral burden.

The UK Agri-Tech Centre is excited to announce its dedicated Growth Week from 2-6 February, as part of its ‘Grow Your Own Way; We Mean Business When it Comes to Agri-Tech’ campaign. The campaign aims to champion pioneering and innovative agri-tech businesses that are redefining the agricultural industry with new solutions, ideas and products to drive economic growth for the agri-tech sector. As part of the campaign, the UK Agri-Tech Centre recently announced its new FASTA initiative, giving businesses access to a network of technical specialists, industry leaders and sustainable advisors to gain insights and guidance to refine MRV solutions, accelerate commercialisation and grow their business—all through one programme. In addition, the Centre is introducing its Agri-Tech Solution Sprints, which deliver specialist, expert support to tackle business growth challenges and move innovation closer to market more quickly. Registrations for the Agri-Tech Solution Sprints open on 9 February for forward-thinking micro, small and medium-sized businesses. The Growth Week programme combines in-person events, virtual networking and expert-led discussions designed to tackle the challenges and unlock the potential of agri-tech innovation. It will demonstrate the role of agri-tech in the supply chain as well as exploring international markets, providing insights and practical steps to help businesses succeed. One element of Growth Week is the opportunity to explore export strategies, focusing on opportunities in the Middle East and New Zealand and sharing practical advice on scaling technology globally. James Kayam, International Business Development Manager at the UK Agri-Tech Centre, said: “International demand for high impact agri-tech has never been stronger." “The Centre provides UK ventures a unique platform to showcase solutions that can also scale globally, opening the door to new export pathways in markets that are actively seeking sustainable, data driven technologies." “We’re particularly excited to welcome a Canadian delegation to the UK during Growth Week through the Twin Pastures programme; their visit highlights the strength of UK–Canada collaboration and the real opportunity for businesses on both sides to accelerate knowledge exchange, collaboration and commercial growth internationally.” As part of Growth Week, the UK Agri-Tech Centre will be hosting a networking breakfast at the Dairy Tech event on Wednesday 4 February from 9am, which will include a session on ‘Global Dairy Innovation: Emerging Technologies and Trends from Canada’, from 1.15pm, as well as a session on how to ensure agri-tech is fit for farms at 1.30pm. Join us online or in person across the week. Helen Brookes, Engagement Director at the UK Agri-Tech Centre, said: “We really do mean business when it comes to agri-tech. Our ambition is to help the sector to grow through supporting agri-tech businesses; ensuring technology solutions are tested and trialled on-farm to be robust and relevant to meet industry challenges." “This campaign celebrates the ingenuity and ambition of those in agri-tech who are committed to creating a resilient and sustainable agricultural sector.” For those who wish to learn more about the new campaign and how the UK Agri-Tech Centre has supported businesses to grow, visit here.

For the first time in its 135 year history, Harrisons, a leading UK manufacturer of nonwoven wipes, has launched a set of fully in-house manufactured wet wipes. The expanded offering bolsters Harrisons’ support for key sectors of the economy, including foodservice, janitorial, facilities management, industrial, aerospace, automotive, and printing. The new products, each of which is available in a variety of formats, include: Surface Disinfectant Wipes that disinfect hard surfaces easily. They are highly effective against bacteria and viruses and fragrance-free. Probe Wipes that deliver quick, effective disinfection of temperature probes and small food-contact utensils. Food-safe, they are being made available with 70% Alcohol or as Alcohol & Quat Free. Hand Sanitising Wipes that provide quick, convenient hand hygiene in busy environments. Highly effective against viruses and bacteria and dermatologically tested for skin-friendliness, a plastic-free version of the wipes is available. Hand & Tool Wipes that tackle oils, grease, paint, adhesives, and grime, making on-the-spot cleaning simple without the need for water or harsh chemicals. Enriched with Aloe vera, they clean effectively while caring for skin, and are available with both smooth and dual-textured material. All Harrisons wet wipes are manufactured in Britain, rigorously tested in-house, and independently audited to multiple relevant EN standards in a UKAS-accredited laboratory to ensure consistent, compliant performance across applications. Commenting on the launch, Managing Director Stephen Harrison said: “Having invested in improving our manufacturing capabilities in the past year, we are confident that our wet wipes will provide our customers with the same high levels of quality that they expect from Harrisons – alongside the customer service and expertise that come with our products.” The launch follows Harrisons’ acquisition of the business and assets of Ecotech (Europe) Ltd last year, which added full wet wipe manufacturing capability to the business and expanded overall production output. Across its two UK facilities, Harrisons now has a total wipe manufacturing capacity exceeding 100 million m² per year. The new product launch will also be supported by Harrisons’ recent logistics upgrade, whereby the business now has access to 8,000 pallet spaces in a BREEAM-certified sustainable warehouse. This has bolstered Harrisons’ guarantee to distributors of 12 weeks of stock availability. For more details about Harrisons’ wet wipe products and wider range, visit here.

There is something quietly enchanting about a family business. Unlike impersonal corporations or online conglomerates, these family businesses carry with them stories, values, and traditions that span generations. Walk down any high street in Britain, and the magic is palpable in the small, independent shops, the bakeries that have been handed from parent to child, the artisanal workshops where craft and care are inseparable, and the family businesses that have stood the test of time, passing from generation to generation. Family businesses offer more than products, they offer continuity, trust, and a sense of belonging that cannot be bought. At the heart of this magic is the weaving together of family and work. For many family-run enterprises, the lines between home and business blur, creating a unique environment where dedication is personal, and success is shared. Children often grow up behind the counter, learning not just how to serve customers but how to embody the values of diligence, honesty, and respect. Skills are passed down alongside stories, recipes, and techniques, making the business itself a living extension of the family’s history. As Paul Andrews, Founder and CEO of Family Business United explains, "Every transaction, every interaction carries a human touch that reminds customers they are dealing with people, not just a brand." "This is what makes family businesses special. They care and want to do business authentically." Family businesses also have a remarkable ability to nurture community. Unlike large organisations, these firms often invest in relationships rather than just revenue. Shopkeepers remember regular customers’ names, bakers know their patrons’ favourite pastries, and artisans create bespoke products to meet individual needs. In towns and villages across the UK, family businesses are pillars of social life, sponsoring local events, supporting schools, and helping neighbours in ways that money cannot measure. As Paul continues, "The magic lies in this human connection, the sense that business can be kind, personal, and socially meaningful." The resilience of family businesses is another source of their enchantment. Generations of families have weathered economic storms, shifts in taste, and technological change, often relying on ingenuity and mutual support rather than scale or capital alone. This endurance gives them a depth and stability that is rare in modern commerce. Customers are not just buying a product; they are buying into decades of experience, a commitment to quality, and a tangible sense of continuity that spans time and circumstance. "It is the story that perhaps resonates the most," continues Paul. "People trust the name above the door, the business that has always been around and continues to be a constant present in every day lives." "These businesses become part of the fabric of the community and that is what makes them special." Perhaps the most captivating aspect of family businesses is the way they embody values in action. Integrity, care, generosity, and stewardship are not abstract concepts; they are lived daily in the way products are made, customers are treated, and staff are valued. During festive seasons or times of community need, family businesses often go above and beyond, reinforcing the idea that business can serve a higher purpose than profit alone. It is in these gestures, large and small, that their magic truly shines. In a world increasingly dominated by impersonal chains and rapid convenience, family businesses remind us of what commerce can aspire to be. They are storytellers, tradition-keepers, and community-builders rolled into one. Their magic is subtle but undeniable: it lives in the smile of a familiar shopkeeper, the aroma of a freshly baked loaf, the precision of a handcrafted product, and the legacy carried forward from one generation to the next. Family businesses are not just part of the economy; they are part of the fabric of life, weaving warmth, trust, and humanity into the everyday.

JCB has secured a massive deal to supply the United States armed forces with more than 500 machines in a deal worth up to $205 million, the company announced. The contract for 535 militarised versions of JCB’s 437HT wheeled loader has been secured with the United States Marine Corps (USMC) and will be supplied over the next decade. The contract is the third to be signed by the USMC, which five months ago placed a $45 million order for a militarised version of JCB’s 4CX backhoe loader. That followed a $39 million deal in 2024 for Multi Terrain Loaders, a militarised version of the JCB Teleskid compact tracked loader. Chris Giorgianni, Vice President of JCB Government & Defense said: “We are delighted to have secured our third contract in a row from the U.S. Marine Corps as it is testament to the reliability, robustness and suitability of JCB machines in military applications worldwide.” JCB will supply a number of test machines to the USMC later this year and it is anticipated that full production will begin in 2027. This latest contract with the USMC, which was secured after an extensive evaluation period, is part of JCB’s long-standing support of defence organisations around the world. JCB’s defence business has grown significantly over the last decade with almost 10,000 machines sold to militaries around the world. JCB has been awarded the latest defence contract as part of the Tractor, Rubber Tired, Articulated-Steering Multi-Purpose (TRAM) vehicle programme.