Independent family brewer and pub company Shepherd Neame has invested more than £200,000 in a major refurbishment of The George Hotel in Cranbrook, giving the centuries-old coaching inn a stylish new look while carefully preserving its unique character. The Grade II Listed hotel, which dates back to around 1300, reopened on Friday (July 10) following the completion of the project. At the heart of the transformation is a vibrant new garden terrace, created from a previously underused section of the hotel's car park. The attractive outdoor space provides Cranbrook with a high-quality alfresco dining and drinking destination, increasing capacity while offering a relaxed and welcoming setting. Designed to complement the character of the building, the terrace features large evergreen planters and a bespoke mural by local artist James Titchner who has created a vibrant visual ode to local landmarks and iconic Kentish features, including a few nods to Shepherd Neame’s brewing heritage. An external bar has also been introduced to support seasonal trading and create a flexible space for events and community gatherings. Inside, the dining room and reception areas have been extensively refreshed, following decoration of the bar area before Christmas. New furniture, carefully selected artwork and enhanced lighting have created a warm, contemporary feel while remaining sympathetic to the hotel's period features. The revitalised dining room is equally suited to relaxed everyday dining and special occasions. As Cranbrook's only remaining pub, The George Hotel occupies a unique place at the heart of the community. The investment further strengthens its position as the town's leading hospitality venue, serving local residents, visitors and overnight guests alike. General Manager Duncan Moore, who took on the role last year and has more than 30 years' experience in the hospitality industry, said: "From the moment I arrived, my ambition has been to make The George a place where everyone feels welcome. "These improvements have transformed the experience for our guests while respecting the incredible history of this beautiful building. The new terrace gives us a fantastic outdoor space that Cranbrook has been crying out for, while the refurbished dining room provides a warm, stylish setting that reflects the character of the hotel." "We're incredibly proud of the result and look forward to welcoming even more people through our doors. My team and I remain committed to making The George a real hub for the community and a destination that both local residents and visitors can enjoy throughout the year." With a history spanning more than 700 years, The George Hotel has welcomed distinguished guests including King Edward I and Queen Elizabeth I. Today, it combines historic charm with modern comfort, offering 12 individually designed en-suite bedrooms alongside a popular restaurant and bar serving seasonal dishes made using locally sourced ingredients wherever possible. These are complemented by Shepherd Neame's award-winning beers and ales, as well as an extensive selection of premium wines and spirits. The hotel also provides an ideal base for exploring the Weald of Kent, with popular destinations including Sissinghurst Castle, Royal Tunbridge Wells and Tenterden all within easy reach. Shepherd Neame Retail Operations Director Shane Godwin said: "This investment is the latest in an ongoing programme to enhance our pub and hotel estate, ensuring our historic properties continue to meet the expectations of today's customers while preserving the character that makes them such important landmarks within their communities." "The response from customers has already been extremely positive, and we are confident The George will continue to go from strength to strength.” For more information about The George Hotel, visit here.

Award-winning Scottish hospitality operator Buzzworks has announced the acquisition of The South Beach Hotel in Troon, marking the next chapter in its expansion into accommodation. Located near Troon’s beachfront and less than a mile from Royal Troon Golf Club, The South Beach Hotel has been part of the town’s hospitality scene for more than a century, welcoming generations of residents, visitors and golfers to Ayrshire. For more than 45 years, the hotel was owned and operated by the Watt family, becoming a well-established part of the local community. The hotel will continue operating under its current ownership until October before temporarily closing for refurbishment. Following a major seven figure redevelopment, The South Beach Hotel will join Buzzworks' growing House Collection – bringing together timeless, stylish and comfortable bedrooms with a welcoming pub and restaurant at its heart. The redevelopment will create a destination where guests can eat, drink and stay, while building on the hotel’s long-standing reputation in the town. The move builds on Buzzworks' well-established presence in Troon, where Scotts, Lido and The Fox have become firm favourites with locals and visitors alike. The South Beach Hotel adds a new dimension - bringing accommodation into the mix for the first time and giving guests the chance to eat, drink and stay with Buzzworks in the town, all under one roof. Designed for staycations, golf breaks, family getaways and business travel, guests can expect exceptional hospitality, proper pints, premium steaks, comforting classics, contemporary bedrooms, all delivered with a warm, relaxed service. The refurbishment will include a complete reimagining of the pub, restaurant and guest spaces - creating something vibrant and contemporary while holding onto everything that has made The South Beach Hotel so special to the town. Led by acclaimed designer Jim Hamilton, the refurbishment will draw on the building's rich history and coastal setting, introducing Buzzworks' signature approach to hospitality with a focus on timeless design, quality craftsmanship and creating warm, welcoming spaces that feel genuinely rooted in Troon. When Buzzworks officially takes over The South Beach Hotel in October, the existing team will become part of the Buzzworks family. The BCorp certified company, which has been recognised as one of the UK's Best Companies to Work For for ten consecutive years, will offer team members roles across its nearby venues in Troon during the refurbishment - with full access to the training, development and career progression that Buzzworks is known for - before having the opportunity to return to The South Beach when it reopens. Kenny Blair, CEO at Buzzworks, said: “We're delighted to be welcoming The South Beach Hotel into the Buzzworks family. Troon is a very special place for us - we're already proud to be part of the community here, and we're excited to continue investing in the town and welcoming The South Beach into the House Collection." “The South Beach has everything we look for - a brilliant location, a strong local following and real character. We're keen to build on its proud history and create something truly memorable - a great pub, great food and a stylish, comfortable stay, all under one roof." “Our family has known the Watt family for decades, and having been regular visitors to the hotel ourselves, it means a great deal to be entrusted with its future. Our aim is to honour what they've built, preserve what people love about it and ensure The South Beach remains a place this town can be proud of for many years to come.” Stewart Watt, of South Beach Hotel, also commented: “For more than 45 years, our family has developed and improved The South Beach Hotel with our customers always in mind. Now it's time for a new chapter, and we're proud to be passing the hotel into the hands of Buzzworks - another Scottish, family-founded business - to take it forward and invest in its future." "We'd like to say a heartfelt thank you to everyone who has supported us over the years - our loyal customers, many of whom have become lifelong friends, and our wonderful team, past and present, who have shared the hard work, the laughter and the memories along the way." "We feel incredibly proud of what we've built and are genuinely excited for what's ahead. We wish Buzzworks every success as they take The South Beach Hotel into its next chapter, and look forward to seeing it continue to thrive for years to come." The group currently operates 24 award-winning venues across Scotland and was named Best Managed Pub Company (under 51 sites) at the 2025 Publican Awards. For more information on Buzzworks please visit here.

One of the world's leading champions of family enterprise has today launched a landmark Pledge that enables family businesses everywhere to publicly affirm the principles that set them apart: stewardship, people, community, integrity, sustainability, heritage and the sharing of knowledge. Family Business United has today launched the Family Business Pledge: a voluntary commitment open to family firms of every size, sector and generation that want to stand together and demonstrate that doing business the right way and doing business successfully are not in conflict. They are one and the same. The Pledge invites family businesses from corner shops to century-old enterprises to publicly commit to seven core principles that reflect the values at the heart of family enterprise. It is free to sign, open to all, and backed by a suite of resources to help signatories share their commitment with the world. Why the Pledge, and Why Now Family businesses are the backbone of the global economy. They employ more people, contribute more to communities and think further into the future than any other form of enterprise. Yet the pressures of short-termism, rapid technological change and globalisation can pull even the most principled business away from what matters most. Family Business United created the Pledge to give family firms a simple, powerful way to reaffirm their identity, stand with their peers and send a clear signal to employees, customers, suppliers and communities that their values are not negotiable. As Paul Andrews, Founder and CEO of Family Business United explains: “Family businesses are the oldest, most enduring form of business in the world. They are built on trust, shaped by values and driven by a desire to create something that lasts." "The Family Business Pledge exists to celebrate that, and to give family firms everywhere a way to say: this is who we are, this is what we believe, and we are proud of it." The Seven Principles of the Pledge By signing the Family Business Pledge, businesses commit to seven principles that reflect the best of family enterprise: Stewardship over short-termism: making decisions with the next generation in mind, prioritising long-term health over short-term profit. People before profit: fostering a people-first culture built on trust, respect and long-term relationships where employees are valued as individuals. Rooted in community: actively investing in the places and people around them, recognising that their success is inseparable from the communities they serve. Governance with integrity: upholding transparent, ethical governance and welcoming accountability at every level. Sustainability for future generations: taking environmental responsibilities seriously, knowing that the world left behind matters as much as the business. Preserving the founder’s spirit: honouring the values, purpose and entrepreneurial drive on which the business was founded through every transition and generation. Sharing knowledge, lifting others: sharing experience and expertise with the wider family business community and mentoring the next wave of family entrepreneurs. Open to Every Family Business, Everywhere The Pledge is deliberately open and inclusive. There is no size threshold, no sector restriction and no accreditation process. Any family business that genuinely subscribes to these principles is invited to sign, free of charge. Every signatory receives a complimentary personalised Certificate of Commitment and a digital badge from Family Business United, together with a campaign pack which gives them everything they need to share their commitment publicly, including a customisable press release, social media banners, a website news story template and other collateral. As Paul adds, “We want this Pledge to become a movement. We want family businesses in every town, every sector and every country to be able to point to it and say: we signed this because it reflects who we are." "The more businesses that join us, the louder and clearer that message becomes for the whole world to hear.” A Community United by Shared Values The launch of the Family Business Pledge marks a new chapter in Family Business United’s mission to champion, support and connect family businesses at every stage of their journey. It is the culmination of years of listening to family firms talk about what makes them different, what they stand for and what they want the world to understand about the way they do business. Family Business United will use its platform, network, events and media reach to promote signatories, share their stories and build a growing community of businesses that are proud to be family firms and proud to show it. As Paul concludes: “Signing the Pledge is not about ticking a box. It is about making a statement. It is about saying to your customers, your team, your community and the next generation of your family: these values are not just words on a wall. They are the way we run our business every single day.”

Family businesses have been the foundation of commerce for centuries. From small local shops and farms to globally recognised companies, these enterprises contribute significantly to economic growth while preserving traditions, creating employment, and strengthening communities. Their importance extends far beyond financial success. They represent resilience, responsibility, and the enduring power of shared values. One of the greatest strengths of a family business is its long-term perspective. Unlike organisations driven solely by quarterly financial targets, family-owned businesses often focus on building something that will last for generations. Decisions are made with the future in mind, balancing profitability with sustainability, reputation, and the wellbeing of employees and customers. This approach encourages thoughtful investment, careful planning, and a commitment to maintaining high standards. Trust is another defining characteristic of successful family businesses. Customers often appreciate dealing with people who have a personal stake in the company's reputation. Family owners understand that every interaction reflects not only on their business but also on their family's name. This creates a culture of accountability, honesty, and personalised service that builds loyal customer relationships over many years. Family businesses also make an enormous contribution to employment. Across the world, they collectively employ millions of people, providing stable careers and opportunities for personal development. Employees frequently become part of the extended business family, benefiting from supportive working environments where loyalty, dedication, and long-term relationships are valued. This sense of belonging often translates into lower staff turnover and stronger workplace cultures. Innovation is another area where family businesses excel. While they honour tradition, many combine decades of experience with fresh ideas introduced by younger generations. New technologies, modern management practices, and evolving customer expectations are embraced without losing sight of the values that made the business successful in the first place. This balance between heritage and innovation enables family businesses to remain competitive in rapidly changing markets. Beyond economics, family businesses play an essential role in supporting local communities. They are more likely to sponsor local events, support charities, invest in neighbourhood development, and build lasting partnerships with other local organisations. Their success often directly benefits the communities in which they operate, creating a positive cycle of growth, opportunity, and shared prosperity. Perhaps the most valuable contribution of family businesses is the example they set. They demonstrate the importance of hard work, integrity, perseverance, and collaboration. Younger generations learn practical business skills alongside life lessons about responsibility, leadership, and serving others. The process of passing knowledge from one generation to the next preserves not only commercial expertise but also family traditions and values that strengthen society as a whole. Of course, running a family business is not without its challenges. Balancing family relationships with business decisions requires communication, fairness, and careful planning. Succession planning, governance, and adapting to changing markets all require thoughtful leadership. However, families that address these challenges openly often emerge stronger, creating businesses that continue to thrive for generations. As economies become increasingly global and technology continues to transform industries, family businesses remain uniquely positioned to offer something that cannot be easily replicated: authenticity, commitment, and purpose. Their focus on people as much as profits allows them to build lasting relationships with employees, customers, suppliers, and communities alike. In a world where trust and long-term thinking are more valuable than ever, family businesses remind us that success is not measured solely by financial performance. It is also reflected in the legacy we leave behind, the communities we strengthen, the opportunities we create for others, and the values we choose to uphold. Family businesses matter because they build more than companies. They build futures. Through dedication, resilience, and a commitment to passing something meaningful from one generation to the next, they continue to shape stronger economies, stronger communities, and a stronger society for everyone.

F.Hinds has raised over £15,000 for Dementia UK following a two-month fundraising campaign involving colleagues and customers across its UK stores and Head Office. Running throughout May and June, the initiative formed part of the jeweller's ongoing commitment to charitable giving and community engagement, bringing together teams across the business to support Dementia UK, the specialist dementia nursing charity. The campaign raised both vital funds and awareness to help support families affected by dementia. A standout moment within the campaign was F.Hinds' participation in National Ear Piercing Day, delivered in partnership with leading ear-piercing specialist Studex. To mark the occasion, F.Hinds donated £1 to Dementia UK for every ear piercing carried out in store, linking one of its most popular customer services with a fundraising initiative that resonated strongly with customers and colleagues alike. The National Ear Piercing Day activity highlighted the strength of the long-standing relationship between F.Hinds and Studex, while demonstrating how retail partnerships can be used to generate meaningful support for charitable causes. Although the campaign has officially concluded, F.Hinds will continue to accept donations in stores until 30 September 2026, providing customers with further opportunities to contribute to the charity. Andrew Hinds, Chairman of F.Hinds, said: "We are incredibly proud to have raised over £15,000 for Dementia UK and would like to thank our customers and colleagues for their fantastic support. Our National Ear Piercing Day initiative with Studex was a wonderful example of how we can combine a popular customer experience with charitable fundraising, and the response exceeded our expectations. Dementia UK provides invaluable support to families across the country, and we're delighted to contribute to their important work." Joanna Sullivan, Deputy Director of Fundraising at Dementia UK, said: "We're grateful to F.Hinds and Studex for raising an impressive sum for Dementia UK. By bringing together colleagues and customers with this initiative they will help us reach people affected by dementia through our dementia specialist Admiral Nurses. The whole team at F.Hinds has impressed us throughout the partnership, and we thank them for helping us reach more people with practical and emotional support for dementia, at any stage of the condition." The success of the campaign reflects F.Hinds' wider commitment to supporting charitable causes and engaging customers through initiatives that create a positive impact beyond the jewellery sector. Looking ahead, F.Hinds will continue its fundraising efforts later this year with the return of its annual campaign in support of BBC Children in Need, launching in October.

A family-run bar and restaurant in Falkirk has opened its doors to overnight guests after securing £25,000 in grant funding through the Falkirk Growth Fund, with support from Business Gateway. The Courtyard, located on Baxter’s Wynd, was opened in 2017 by Melissa Harrison. It has built a reputation as a local favourite, drawing customers in with fresh, locally sourced food, a well-stocked bar, regular live music and karaoke nights, and now, six newly renovated, en-suite guest rooms. The rooms have been created using empty space above the bar, with the grant funding central to completing the project. The expansion has already proven a hit, attracting national attention, with The Courtyard being featured on Channel 4's Four in a Bed. The team have also seen strong demand since opening the rooms, boosting revenue with further growth forecast for the year ahead. Business Gateway adviser Ally Kale worked with Melissa to identify the Falkirk Growth Fund as a route to funding the expansion and provided ongoing one-to-one guidance as the business grew. That support extended to advice on expanding the premises and building the team to meet demand, with the package evolving alongside the business as its needs changed. Alongside the funding support, Melissa attended a digital clinic, which provided social media strategy guidance and led to an ongoing relationship with a consultant who now manages The Courtyard's social media channels. A new website, developed with further Business Gateway expert help on digital media and IT, has strengthened the business' online presence and driven bookings on the restaurant side. Together, the digital improvements have given The Courtyard a stronger platform to reach new customers and support its growth ambitions. The Courtyard also accessed Business Gateway's Low Carbon Advisory Service to explore ways to reduce its carbon footprint as it continues to grow. Melissa Harrison, owner, The Courtyard, said: “The Courtyard has always been about more than food and drink. It's part of this community, and everything we do is about making it somewhere people genuinely want to be." “The grant funding made the rooms possible, and that has changed the shape of the business. Ally and the Business Gateway team have helped us see what was achievable and supported us every step of the way.” Ally Kale, Business Gateway adviser, said: “Melissa has built something with real character in The Courtyard and it has been a pleasure to support the business in this latest stage of its growth.” The Falkirk Growth Fund is now closed to applications. Businesses looking for support are encouraged to contact Business Gateway to explore what funding options may be available to them. To find out more about how Business Gateway can help your business, visit here.

For decades, family business owners across the UK could plan their succession around a simple assumption. Build the business, hold the shares, and pass them on at death largely free of inheritance tax. That assumption ended on 6 April 2026. The reform to Business Property Relief and Agricultural Property Relief has fundamentally altered the maths of succession. Qualifying business and agricultural assets now receive full relief only up to £2.5 million per individual, or £5 million for a couple once transferable allowances are taken into account. Anything above that threshold receives just 50 per cent relief, meaning an effective inheritance tax rate of 20 per cent on the excess. For asset rich, cash poor family businesses, particularly those holding land, property or significant plant and equipment, that is not a marginal adjustment. It is a structural change to what ownership costs. The government softened its original proposal after months of protest from farmers and business owners, raising the threshold from an initially mooted £1 million to £2.5 million. But the softening has not removed the underlying problem. Families who spent the best part of a year planning for a harsher regime, some of whom sold assets, restructured ownership or accelerated succession decisions in anticipation, now find themselves reassessing plans that felt settled only months ago. As one senior tax partner put it, once a family business or farm has been sold, that decision cannot simply be undone. A Shift From Passive To Active Planning The practical effect is a wholesale shift away from what advisors have started calling dying with your boots on, the long standing habit of leaving succession until death and trusting reliefs to do the work. That approach no longer holds. Business owners now need to think about lifetime transfers, phased handovers and the structures that sit around ownership years, sometimes decades, before they plan to step back. Family investment companies are one response gaining traction. Once used mainly after a business exit to manage inherited wealth, they are increasingly being considered for trading businesses too, since tailored share classes allow older generations to retain control while beginning to transfer value earlier. Trusts, long the default mechanism for controlling succession without ceding influence too soon, have become less attractive as the relief cap limits their tax efficiency. The result is more families looking at company structures, insurance backed liquidity planning, and earlier, more deliberate conversations about who takes over and when. None of this is simply a technical exercise for accountants. It brings forward exactly the conversations that family businesses have historically found hardest to have: who leads next, on what timetable, and with what say retained by the generation stepping back. Advisors report a marked rise in succession enquiries from owners in their sixties and seventies who had assumed they had more time. The Generational Statistics Make The Stakes Clear The urgency is sharpened by numbers that have circulated in family business circles for years but now carry fresh weight. Around 30 per cent of family businesses survive into the second generation, 12 per cent into the third, and just 3 per cent into the fourth. Every additional friction point in the transition between generations, whether emotional, structural or fiscal, widens that drop off. A tax change that forces earlier, more rushed decisions without proper governance in place risks accelerating the very failure pattern the family business community has spent years trying to reverse. This is precisely why governance and succession planning cannot be treated as separate tracks. A family charter, a clear framework for how ownership, leadership and decision making will pass between generations, is no longer a nice to have exercise for the reflective family. It is the document that gives structure to decisions that tax policy is now forcing to happen sooner. Families with a charter or constitution already in place are better positioned to make lifetime transfers calmly, because the difficult questions about control, fairness between siblings, and readiness of the next generation have already been worked through, rather than being rushed alongside a tax deadline. Questions For Owners To Sit With Before the next valuation or accountant's meeting, family business owners might reflect on a few questions. Do we know, with an up to date valuation, whether our qualifying assets sit above or below the £2.5 million threshold, individually and as a couple? Have we discussed lifetime transfers openly with the next generation, or are we still assuming succession will happen at death? Is our governance framework, whether a family charter, a family council or simply a documented understanding, robust enough to support decisions being made years earlier than we originally planned? If we needed liquidity to meet a tax bill without selling land, property or shares, where would that liquidity come from? Are we confident the next generation is ready to take on more responsibility sooner than we had assumed, and have we had that conversation with them directly? The inheritance tax changes that came into force in April 2026 have done more than adjust a tax bill. They have compressed a timeline that many family businesses had left comfortably vague. Succession planning that could once be deferred to the next decade now needs to start this year. The families best placed to navigate this are not necessarily the wealthiest or the largest, but those who have already done the harder work of governance: agreeing how ownership and leadership will pass on, and building the trust that allows those decisions to be made calmly rather than under pressure. For everyone else, the message from advisors across the country is consistent and unambiguous. Start the conversation now, because the rules that once gave families the luxury of time no longer do.

Insights, one of the world's leading learning and development organisations, announced a partnership with Bahrain-based Namaa X to scale its growth across the Middle East, reinforcing its long-term commitment to one of the world's fastest-growing regions. The partnership, formalised during a recent delegation visit to Insights global headquarters in Dundee, will combine trusted regional relationships and institutional credibility, with internationally recognised expertise in self-awareness, communication, leadership and team effectiveness to strengthen Insights position across the Middle East. Celebrating 35 years in business, Insights operates in more than 100 countries, helping over 11 million people develop greater self-awareness, team effectiveness and leadership capability. Its flagship Insights Discovery learning ecosystem is available in 36 languages and is delivered through a global network of almost 4,000 Partners and 20,000 accredited Practitioners, with 48% of Fortune 500 organisations choosing Insights as their trusted people development partner. Namaa X is a growth and transformation platform serving leaders and organisations across the GCC, working with clients to design tailored solutions that strengthen leadership capability, organisational performance, innovation and workforce development. It was established by CEO Dr Dave Mackay - former Professor of Strategy and Digital Transformation at the Strathclyde Business School, Andy Mackay, Chief Operating Officer and Elvin Joseph, Chief Growth Officer. Insights Chief Executive Officer Fiona Logan said: “It was a pleasure to welcome Namaa X to our global head office in Dundee, and to formalise our partnership that will extend our presence in one of the world’s fastest-growing markets." “It’s our ambition to continue to scale globally while building a world where people truly understand themselves and others. This partnership with Namaa X will extend the opportunity for organisations across the GCC to benefit from purposeful impact through learning and development.” Commenting on the occasion, Dr Dave Mackay, Chief Executive Officer of Namaa X, said: “The Scotland delegation marks an important milestone in Namaa X’s regional growth strategy and in shaping a platform that is built around relevance, capability and measurable impact for organisations across the GCC." "Our partnership with Insights is central to this approach, bringing globally recognised expertise in self-awareness, communication, leadership and team effectiveness into an ecosystem that also includes trusted regional institutions and leading academic partners. Together, we are creating practical pathways for organisations to strengthen leaders, improve team performance and support long-term organisational transformation.”

Early planning is key to family business owners to effectively manage and understand their potential exposure to “double taxation” when unused pension funds are brought into estates for inheritance tax (IHT) from April 2027, warns Hymans Robertson Personal Wealth. Owners that delay decisions until the last minute could leave more wealth exposed to both IHT and potential income tax on inherited funds. There’s a clear window of opportunity ahead of the change that should be taken, warns the financial advice firm. Existing arrangements should be reviewed to ensure they remain aligned with long-term financial and family objectives. Reviewing how family business owners’ pension arrangements interact holistically with their overall wealth is also vital. Owners have a range of considerations when thinking about how pensions fit into their wider financial and legacy plans. They must understand the tax implications of the change, but the types of assets held within pensions and how they are structured will also influence the plans’ effectiveness. Taking time now to review all these areas, ahead of the IHT change can help build a clearer, more joined up view of owners’ financial, succession and estate planning. Commenting on why family business owners should focus on IHT now, Jeff Simpson, Head of Wealth Management & Private Office Services, Hymans Robertson Personal Wealth says: “Early action on the impending changes to IHT can give family business owners the opportunity to properly consider how their pensions sit alongside their business, family intentions, and broader financial plans. This prevents rushing into reactive decisions closer to 2027." "Starting now gives space to weigh up different priorities and see a holistic picture. Financial security in retirement is key but owners still need to consider supporting family, or managing tax exposure, and need to strike a balance between them." “Acting soon also allows more time to think about how assets are held within pensions, including how accessible or flexible they may need to be over time. These are practical considerations that won’t change the tax rules themselves but can make a meaningful difference to how smoothly plans can be carried out. Those who review arrangements now can be far better positioned to retain control and flexibility as the changes approach." “For many business owners, pensions have become one of their larger assets outside of their business, yet they’re often still treated separately from wider estate planning. Bringing pension funds into scope for IHT highlights the importance of taking a more well-rounded approach. This is particularly important where decisions may not have been revisited for some time. Often, the challenge is less about complexity, and more about leaving decisions too late.” Commenting on the importance of each family business owner finding the right strategy for them, Jeff adds: “There isn’t one single ‘right’ response to these changes, and that’s what makes early, joined-up planning so important. Decisions around pensions are personal and need to reflect an owner’s individual circumstances rather than being made in isolation. It’s important to reflect on how income will be used in retirement, how wealth is passed on through the family, and how other assets, such as ISAs or business wealth, fit into the picture." “For some owners, that may mean revisiting how, and when, pension income is taken, while for others it could be about ensuring beneficiary nominations and existing arrangements still reflect their current situation. These decisions can also evolve over time as personal priorities or family circumstances change." “Starting that process earlier gives family business owners the space to fully explore their options and adjust where needed in time. By contrast, delaying it may mean limiting flexibility and reducing the ability to shape outcomes in a way that fully reflect what matters most to them and their families.”

For many family business leaders, the hardest part of succession is not handing over the company. It is working out who they are once they have done so. After decades spent as the person everyone turns to, the one whose name is on the door and whose decisions shape the business day to day, stepping down can leave a void that the family business itself never quite prepared them for. The leaders who handle this transition well rarely treat it as a single event. They treat it as a project, often started years before the actual handover, with its own set of deliberate activities designed to build a life and an identity that exists independently of the business. Start Building A Life Outside The Business Long Before The Exit One of the clearest patterns among leaders who step down successfully is that they begin investing in interests, relationships and activities outside the business well in advance, rather than waiting until the handover to think about what comes next. This might mean taking on a non executive role in another organisation, getting involved in a charity, returning to a hobby that was set aside decades earlier, or simply protecting time for family and friendships that had been squeezed out by the demands of running the business. The aim is not to fill a diary for the sake of it. It is to ensure that by the time the handover happens, the leader already has a sense of who they are and what they value beyond their job title. Define A Clear And Honest Role After Stepping Down Many family business leaders stay involved with the business in some capacity after handing over, whether as chair, as a non executive presence on the board, or simply as an occasional adviser. The leaders who manage this well are precise about what that role actually involves and, just as importantly, what it does not involve. A vague arrangement, where the outgoing leader is still expected to be available but no longer has clear authority, tends to create confusion for the new leadership and frustration for everyone involved. A well defined role, with clear boundaries around decision making and a genuine willingness to let the next generation lead, allows the outgoing leader to stay connected to the business without quietly undermining the person taking over. Invest In Mentoring And Passing On Knowledge Stepping down does not have to mean stepping away from the value of decades of experience. Many outgoing leaders find real purpose in formal mentoring, both within the family business and beyond it, helping other leaders, family or otherwise, navigate the same challenges they once faced. This kind of mentoring offers something the leader's old job rarely did: the chance to share knowledge without the daily pressure of being the one ultimately accountable for the outcome. It also gives the relationship with the business a new, lighter shape, one based on guidance rather than control. Talk Honestly About Identity And Purpose Perhaps the most overlooked preparation is emotional rather than practical. Many leaders who have built their entire adult life around the family business admit, often only in hindsight, that they underestimated how much of their sense of self was tied up in the role. The leaders who navigate this best tend to talk about it openly, with a partner, a close friend, a coach or a trusted adviser, rather than assuming the feeling will simply pass once the paperwork is signed. Some find it useful to spend time, even before stepping down, imagining a typical week in their new life in concrete detail. Not in vague terms like more time for golf or travel, but specifically: what will Monday morning actually look like, and what will give it a sense of purpose. Protect The Family Relationships, Not Just The Business Ones For many outgoing leaders, the business has been the main, sometimes the only, point of connection with adult children or siblings who are also involved in the company. Leaders who prepare well for stepping down often work deliberately to build or rebuild family relationships that are not centred entirely on the business, recognising that the family connection needs to be strong enough to survive the change in roles, particularly if the next generation is now in charge. A Checklist For The Senior Leader Preparing To Step Down What does a typical Monday morning look like for me once I have stepped down, in specific detail, not in vague terms? What activities, interests or relationships outside the business have I already started investing in, rather than leaving until after the handover? If I am keeping a role such as chair or adviser, have I written down exactly what that role does and does not include? Am I genuinely willing to let the next leader make decisions I might have made differently, without quietly stepping back in? Who can I talk to honestly about how much of my identity has been tied up in this role, before the feeling catches me by surprise? Is there knowledge or experience I want to pass on through mentoring, and have I started doing so already? Are my closest family relationships strong enough to stand on their own once the business is no longer the main point of connection? Have I given the new leader a clear, public sense that the handover is real, rather than leaving staff or family uncertain about who is actually in charge? What will give me a sense of purpose day to day once the business no longer provides it by default? Have I set a timeframe for this preparation, or am I assuming it will sort itself out once the date arrives? Stepping down from a family business well is rarely about the handover itself. It is about the years of quiet preparation beforehand: building a life, a role and a sense of purpose that do not depend on being in charge. The leaders who manage this transition with the least regret are almost always the ones who started preparing long before they needed to, treating life after the top job as something to be built with as much care and intention as the business itself once was.

St Austell Brewery has raised £10,000 following a successful charity golf day attended by customers, suppliers and partners from across the South West. The funds will support Children's Hospice South West, which has been selected by the St Austell Brewery Charitable Trust as its Charity of the Year. The charity provides care for children with life-limiting conditions and support for their families across the region. Held at the historic Royal North Devon Golf Club, the event brought together guests for a day on the course followed by a barbecue, auction and raffle. Prizes included tickets to see Ariana Grande, helping to boost the final fundraising total. Dan Crabb, Sales Director at St Austell Brewery, said: "We're incredibly proud to have raised £10,000 for Children's Hospice South West through this fantastic golf event." "Bringing together our customers, suppliers and colleagues was a brilliant way to support an incredible charity that makes a real difference in the South West. We'd like to thank everyone who took part and showed such generous support throughout the day.” Across its three hospices in Cornwall, Devon and North Somerset, Children's Hospice South West offers far more than medical and nursing care. Every stay is designed to enrich lives, create precious memories, ease emotional and practical pressures and help families make the very most of their time together. One of St Austell Brewery's key fundraising initiatives this year is donating 25p from every portion of fish and chips sold across its 45 managed pubs. Teams across the company's head offices, breweries, pubs and depots are also taking part in activities throughout the year, to help raise vital funds.

Children at a Staffordshire Moorlands primary school are celebrating after digger giant JCB pledged £750 for new games equipment. Youngsters at St Werburgh’s Primary School, Kingsley approached the Rocester-based company after deciding to raise funds for kit to make outdoor summer playtime more fun. The Holt Lane school children took delivery of kit ranging from hula hoops and skittles to bats and balls, and put it through its paces in the playground. Year 6 pupil, Tilly, the daughter of JCB Marketing Manager Ann Bracken, and her classmates had the idea of approaching the company. Tilly said: “It was really exciting when all of the equipment which we bought with the donation from JCB arrived in school. Having new equipment has been brilliant as we can play with it before we leave primary school and can also to see so many children across the whole school enjoying it together.” St Werburgh’s Assistant School Leader Hayley Bloor added: “We are so very proud of the children. They came up with the idea to fund raise and then had some creative discussions about what they would like and what we could aim for." “When we heard that JCB were able to kindly donate £750 for play equipment, we were all thrilled. The children then soon busied themselves planning how best to spend it so all of the pupils across the school would benefit.”