Family run Mediterranean bakery, confectionery and savouries supplier Dina Foods has invested £1m over the last three years in an ongoing programme of manufacturing upgrades, as demand for its authentic foods grows. Dina Foods’ latest investment was the complete overhaul of its pitta line in August, which is now fully operational. The pitta line is one of five bread production lines at the family company’s London bakery, all capable of making different sizes, flavours and varieties of Dina Foods’ range of authentic breads. Dina Foods’ Managing Director Suheil Haddad explains that ongoing investment in its plant allows Dina Foods to keep reducing production costs and improving efficiency and product consistency and quality, while reducing its carbon footprint. The enhancements to the pitta line will speed up the production process and reduce waste. Haddad comments: “We want to help our customers stand out by delivering high-quality, innovative, and healthy products at competitive prices. We are always looking at new ideas and potential enhancements in efficiency across our whole business.” The pitta line upgrade comes after the production line which produces Dina Foods’ traditional Khobez flatbreads, trademarked as Paninette®, was revamped last year. The entire line was upgraded, with a fully automatic stacker added. The new fully automated line, operational in August 2024, has nearly doubled Dina Foods’ capacity. Output has increased from 5,000 pieces per hour to 9,000 pieces per hour, also reducing labour costs. The quality of the bread has also been enhanced, and downtime and wastage reduced, with energy efficiency increased, says Haddad. Dina Foods – based at Park Royal, North West London - also invested in an onsite nitrogen generator and new pipework to mix gas to supply its packing machines last year. It previously used CO2 cylinder banks, using bottles of compressed gas, which were exchanged when empty for filled gas. With gas now on tap, shelf life has been boosted and gas flushing costs reduced by 50%. Other recent investments by Dina Foods include the installation of depth meter sensors to monitor the level of flour in its flour silos, and the rate of consumption. Fully automatic readers relay the flour holding capacity to the Dina Foods team and its flour supplier. Having this level of visibility of data reduces transportation costs, as the silos can be filled just in time. The meter also prevents Dina Foods from risking any supply interruption. As it continues to invest in its future, customers in the UK and internationally can always trust Dina Foods to deliver authentic products to the highest standards.

Ahead of the Budget, STEP, the professional body for trust and estate practitioners, is reiterating the need for the government to reconsider some of its proposals in the Finance Bill 2025-2026. STEP warns that the proposed reforms to Agricultural Property Relief (APR) and Business Property Relief (BPR) will negatively impact smaller family businesses, farms, older business owners and their families. Younger owners will be able to take out insurance to cover the inheritance tax (IHT) bills or do lifetime planning. This is not an option for elderly farmers and others who are at serious risk of being hit by unexpected tax bills. Plans to tax unused defined contribution pension funds risk bringing delay and unfairness in the administration of even quite simple estates, at a time when people are dealing with bereavement. The Budget on 26 November presents an opportunity for the government to show that it has heard the concerns from industry on technical complexities, and understands the need to take action. Unfair Agricultural And Business Property Relief Changes Disproportionately Punish Older Business Owners Under current plans to be introduced from April 2026, farms and family businesses will receive full IHT relief only on the first £1 million of assets. Anything above this faces a 20% tax charge, when previously no inheritance tax was due. Unlike the other IHT allowances available on death, this £1 million relief cannot be transferred between spouses. Emma Chamberlain TEP, spokesperson for STEP and Barrister, said: "If you are going to give the £1 million allowance at all, then make it transferable. The nil rate band and the residential nil rate band were made transferable precisely to avoid the need for complex trust arrangements in wills. The lack of transferability here simply increases unnecessary complexity that is completely at odds with existing inheritance tax rules."  "The well advised and wealthy will be better able to amend their wills and avoid or mitigate the charge. Those whose spouse has already died or are unaware of the problem will find that in fact it is not £1 million per spouse but £1 million allowance per family – very different from the £3 million that the government says can be passed on tax free. Passing on £3 million tax free would only be possible with some quite complex planning. It would be better to be upfront with people about the true position. Younger people will be able to give away £1 million tax free every seven years. This option will not be open to older tax payers." STEP has put forward its concerns calling on the government to allow spouses and civil partners to transfer their allowance like other main IHT reliefs. Elderly farmers and business owners have previously been incentivised by government policy to do no lifetime planning and pass on property and assets on death. For many, this meant not paying capital gains tax (CGT) or IHT. The change in government policy has been very unexpected. For those that are unwell, elderly and unlikely to survive seven years from any gift, they cannot make use of the existing lifetime reliefs. STEP recommends that the government introduces a transitional arrangement to help those over a certain age who make gifts before April 2026. The current rules would apply and there would be no clawback of relief even if they died within seven years. This will help reduce the risk of older people being hit by tax bills that younger people will be able to plan for. Such a transitional relief will be similar to the one given to non-doms in October 2024. In this case it would be limited only to gifts made before April 2026 for elderly business owners.  Pension Reforms Will Create Chaos And Put Bereaved Families And Ordinary People Who Act As Executors At Financial Risk  Under pension reforms proposed by the government in July to come into force in April 2027, personal representatives (PRs), those legally responsible for gathering in the assets of estates and distributing to beneficiaries, would be held liable for inheritance tax on pension funds they do not control. This is an unwanted and unexpected change to the proposals in the original consultation in 2024 which, if it goes ahead, has the capacity to result in great unfairness. STEP warns that if the Finance Bill isn’t amended, families will be left struggling to find anyone willing to act as executor. If a professional does act as executor they will not want to distribute the estate for years in case new pension assets come to light on which they are personally liable to pay IHT. The change will drive up professional indemnity insurance costs for advisors and therefore clients. Estates could be left undistributed for years as executors wait for valuations, pension fund details and HMRC decisions. This will leave spouses, partners and children without access to funds from the estate (e.g., the deceased’s bank accounts). People will already be subject to 8% interest from HMRC on any unpaid inheritance tax six months from death. Emma Chamberlain commented: "STEP, alongside other industry bodies, has serious concerns about how the proposals to charge inheritance tax on pensions are designed. There is no reason why the executors should have to pay IHT due on the pension fund from assets of the estate, such as the house or bank accounts, which may well pass to completely different people. If they have distributed the estate before the pension fund IHT liabilities have been settled, they are personally liable."  STEP has proposed recommendations and safeguards to help reduce risks if the government’s proposed changes come into effect. These include giving executors proper protection so that if a new pension fund emerges long after the estate has been distributed they are not personally liable. Unless it is clear the pension fund passes to an exempt beneficiary such as a spouse or charity, the pension scheme administrators should also be required to keep 50% of the pension fund until directed otherwise by executors so that it can be used, if required, to pay IHT. As part of the Finance Bill consultation process, STEP, who represents over 8,000 trust and estate practitioners in the UK, has submitted a number of consultation responses and also presented evidence as part of the House of Lords Finance Bill Sub-Committee inquiry on the Draft Finance Bill 2025-26. The Finance Bill Sub-Committee is expected to present its report and findings in early 2026.

Family Business United (FBU) is calling on the UK Government to urgently rethink proposed changes to inheritance tax reliefs that risk undermining the stability, continuity and growth of family-owned firms across the country. Ahead of the upcoming Budget on 26 November, FBU is reiterating industry-wide concerns over key measures in the Finance Bill 2025–2026, specifically proposed reforms to Agricultural Property Relief (APR) and Business Property Relief (BPR). FBU warns that these proposals will have a disproportionate and detrimental impact on family businesses and older family business owners who have long planned in line with previous government policy. “The proposed reforms create uncertainty at a time when family firms need clarity and stability,” said Paul Andrews, Founder and CEO of Family Business United. “Younger owners may be able to take out insurance or plan ahead, but many elderly farmers and long-standing business owners simply do not have that option. They now face unexpected and potentially devastating tax bills which threaten the future of their businesses.” These changes also come at a time when all businesses are faced with increasing costs associated with National Insurance, the Living Wage, Business Rates, supply chain increases and the effects of energy price increases which are already putting a strain on firms. Under the current government proposals, set to take effect from April 2026, family businesses and farms would only receive full inheritance tax relief on their first £1 million of qualifying assets. Assets above this threshold would face a 20% tax charge, despite previously being exempt. Unlike other inheritance tax allowances, this relief cannot be transferred between spouses, a change that FBU believes unfairly penalises many long-established family enterprises. For decades, elderly farmers and business owners have been encouraged by government policy to transfer assets on death, often avoiding both Capital Gains Tax (CGT) and Inheritance Tax (IHT). The sudden policy shift leaves many with no viable path to mitigate the impact, particularly those who are unwell, elderly, or unlikely to survive the seven-year period required for lifetime gifting reliefs. Family businesses make up the backbone of the UK economy, producing goods, services and employment opportunities throughout the UK, as many have done for generations. Yet the uncertainty created by the proposed reforms is already affecting business confidence. “We are hearing from firms across the UK that investment is being paused, recruitment is on hold, and long-term planning, the very foundation of family business success, is being derailed, some of it permanently,” Paul added. "These measures are not decisions that families in business taker lightly but they are having to find solutions to pay for the potential tax liabilities that may arise and provide for them accordingly. With no business sale or other liquidity event for many this provision will have to come from the business and for some may result in some, or all, of the business to be sold." FBU is urging the Government to engage meaningfully with the family business sector and reconsider the current approach to inheritance tax reform. The organisation is calling for proper consultation to ensure that any future policy continues to support long-term, responsible family ownership. As Paul concludes: “Family businesses think in generations, not quarters. They deserve policies that reflect their commitment to the UK economy and the communities they serve." "We urge the Government to consult, listen and find a sensible approach that protects the continuity of family firms and helps to fulfil the growth agenda for the nation.”

When I think about what makes family businesses truly special, it isn’t just their longevity, their close-knit teams, or even their ability to adapt through generations. It’s something deeper; something that can’t be written into a business plan or captured in a quarterly report. It’s purpose. And when that purpose is lived over time, it becomes legacy. Discovering Purpose Beyond Growth I’ve seen this up close in my own family business. For years, I thought success was about growth – more revenue, more employees, more market share. But as I got older and started working alongside my family, I realized that the heartbeat of our business wasn’t found in spreadsheets. It was in the stories, values, and unspoken lessons that got passed down over dinner conversations, early morning meetings, and those inevitable family disagreements that come with working together. One moment that stands out to me was when we were making a big decision about expanding a part of the business. The numbers made sense, and the opportunity was exciting. But my mom paused and asked, “Is that where we should be spending our time?” At the time, I thought it was just a practical question about priorities and bandwidth. But what she was really asking was much deeper: Does this align with our purpose? Purpose as the Compass for Family Business That question has stuck with me. Because purpose is what guides a family business when strategy alone isn’t enough. It’s the compass you turn to when times are uncertain, when markets shift, or when generations change. And for many family businesses, rediscovering that purpose, sometimes decades after it was first defined, is the key to reigniting both growth and connection. When I work with family businesses now, I see that tension play out all the time. The founding generation often starts with a crystal-clear sense of why: to build a better life for their family, to serve their community, to create something of meaning. But as the business grows, the “why” can get buried beneath the “what.” The day-to-day grind, the expansion plans, and the challenges of succession can make it easy to lose sight of what brought everyone together in the first place. Redefining Legacy: Beyond Wealth and Name That’s where legacy comes in. Legacy isn’t about the buildings, the brand name, or even the wealth that’s been created. Legacy is about continuity of values. It’s about ensuring that the next generation not only understands what the business does but why it exists. I’ve found that legacy conversations often open up in unexpected ways. Sometimes it’s a founder reflecting on the sacrifices they made, realizing they don’t want their kids to carry the same burdens. Other times it’s a next-generation leader feeling torn between honoring tradition and creating their own path. Both are valid. Legacy doesn’t mean doing things exactly the same, it means carrying forward the essence of what matters most while allowing the form to evolve. Bridging Generations Through Purpose and Legacy In my own journey, there was a turning point when I stopped trying to prove myself by doing things differently and instead started asking, “What am I meant to carry forward?” That shift from rebellion to stewardship changed how I saw my role in the family business. I began to see myself not as the “next version” of what came before, but as a bridge between the past and the future. For many families, that’s the real work: bridging. Bridging generations, bridging perspectives, bridging purpose and performance. It’s not easy, but it’s where the richness lies. Because when a family business can align around a shared sense of purpose, everything else (strategy, governance, even succession) starts to fall into place more naturally. Building a Lasting Legacy So, if you’re part of a family business, I’d encourage you to pause and ask the same question my mom once asked me: Is that where we should be spending our time? It’s a simple question, but it carries the weight of generations. And if you can answer it honestly, you’re not just building a business; you’re building a legacy. About the Author - Kyler Gilbert is a Consultant and Vice President at Business Consulting Resources (BCR), a family owned professional services organisation that has been championing successful transformations for 40 years. They provide a comprehensive portfolio of consulting service solutions to help solve complex problems. Find out more about their work with family businesses here

A lack of confidence in sales and marketing is the biggest threat for aspiring entrepreneurs in the UK, preventing many from launching their dream businesses, according to the Start Gap Report. The report, from NatWest and Mettle by NatWest, reveals that 17% of aspiring entrepreneurs believe a lack of sales and marketing skills is the primary barrier to starting their own business. This highlights a key area for training and development to support new business ventures. The research, covering 1,000 aspiring business owners in the UK, shows that other missing skills include creating a comprehensive business plan, taking calculated risks, and staying motivated (all 11%). Gen Z (16%) are most likely to doubt their ability in creating a comprehensive business plan. While Gen X (19%) and boomers (24%) express the most doubt about their marketing abilities. Cath Broadhead, co-founder of The Promise Co. farm, emphasises a practical approach to sales and marketing: “Early on, I attended every free course I could find, met different people, and learned how they approached things. But when you say “sales and marketing” you can overthink it, imagining complex corporate strategies. But actually, we all know what it is because we're constantly being sold to and marketed to.” Michelle Prance, CEO Mettle by NatWest commented: “The Start Gap Report clearly demonstrates the need for accessible training and resources in areas like sales and marketing for new entrepreneurs. At NatWest we've helped more businesses get started than any other bank in Great Britain, so we understand the challenges new business owners face." To help aspiring entrepreneurs overcome marketing challenges, NatWest experts offer the following tips: Build your digital presence . Launch a simple website to showcase your brand and provide an easy way for potential customers to interact with you. This doesn't need to be complex, and tools like Wix could make the process simple. Engage on social media . Don't just use social media as a sales platform. Instead, focus on building relationships and providing valuable content to your target audience. Tailor your content to each platform you decide to be on for maximum impact. Harness email marketing . Think of email marketing as a as an initial conversation with your subscribers. Focus on creating engaging, personalised content that provides value, and avoid overly promotional messaging. Think of customer incentives . Consider implementing incentive programs like referral schemes, giveaways, or trials to encourage repeat business and build customer loyalty. Explore offline promotion . While digital marketing is essential, don't overlook the potential offline methods like television, radio, posters, billboards, printed media, in-store demos, sponsorship.

In July 2024, the new UK government was elected on a manifesto commitment to develop a new 10-year infrastructure strategy. Its ambitions are certainly bold: it has identified a pipeline of almost 800 projects amounting to £530 billion of investment over the next decade, with £285 billion publicly funded. Now a major new Oxford Economics report, commissioned by the CPA, has been released. Entitled ‘Half-Built Britain: Unlocking the Nation’s Infrastructure Growth Plans’ it warns that Britain’s construction and infrastructure pipeline is “starting to crack”, with skills shortages, falling investment and delivery delays threatening to derail government growth plans. The CPA commissioned Oxford Economics to research and write the report into the size and scope of the plant-hire sector in the UK. It makes a compelling read for both those employed in the sector, but also for policymakers and stakeholders. It also helps put into perspective the breadth and scope of the sector and why it remains a key destination for highly skilled jobs and roles. Key findings of the CPA/Oxford Economics report include: The construction plant-hire sector contributes £14 billion annually to the UK economy Construction plant-hire contributes 191,500 jobs* to the UK economy For every £100 contributed to GDP directly by construction plant-hire, the sector supports a total of £218 around the economy Construction plant-hire workers are 16% more productive than the average UK worker, with a higher share being company managers or directors For every 100 people directly employed by construction plant-hire, the sector supports a total of 216 jobs around the economy * The UK construction plant-hire sector employs an estimated 88,600 workers, including those who work for plant-hire firms and plant operators hired in on a temporary basis. The sector also supports 44,800 jobs around the economy and the effect of workers spending their wages supports an estimated 58,200 jobs. Steve Mulholland, CPA Chief Executive Officer commented: “This research was carried out over many months and we were excited to share the findings for the first time at the CPA Conference. While the report is an opportunity to showcase the plant-hire sector, it also acts as a chance to review the progress made over recent years and the contribution CPA members make to the wider UK economy." “Over the last few years, plant-hire businesses have had to adapt and evolve in order to survive. As we look to the future, it is one full of opportunities, growth, new technologies and innovations. Decarbonisation and the move to a net zero economy has been at the forefront of policymakers’ plans – it is important that our sector plays its part in this process, as the move away from diesel and fossil fuels gathers pace. This, alongside the rise of AI and digitalisation, will all have a profound impact on plant-hire companies in the coming decades." “The role of the CPA will also evolve as we meet these future challenges and opportunities, working hand in hand with our members in supporting them. This economic impact study helps set the foundations for moving forward for the CPA across every facet of our work and engagement and celebrating 90 years of supporting the UK’s construction plant-hire sector. It has only been possible because of the contribution our members have made to our continuing success,” he continued. The report provides a timely and insightful assessment of the opportunities and challenges facing the sector. It demonstrates that while the government’s National Infrastructure Strategy sets a strong direction, delivery will depend on a stable policy environment, predictable pipelines, and a confident supply chain capable of meeting the country’s ambitions. However, it also highlights the opportunity for government and industry to work together to unlock investment and close the productivity gap - a step that could generate up to £315 billion in long-term economic growth, helping fund national priorities without adding to public debt. A copy of the report can be downloaded below:

There’s a fundamental shift happening right now in the world of founder-led businesses and the gap is widening. Some companies feel alive, connected and moving. Others feel flat and motionless. And this time it’s not about who has the best sales strategy or the most funding. It’s about whether anyone can really see the person running the show. Founders who show up, talk and act like human beings instead of corporate robots, and let people in, are building serious momentum. In contrast, the ones who hide behind their company logo are starting to fight an uphill battle for talent, trust, and traction. The age of the visible CEO is here. Trust in leadership is down. The 2024 Edelman Trust Barometer says trust in CEOs keeps dropping. However, trust in co-workers is up. People believe what’s close, what’s real and what they can see. If you’re invisible as a founder, you’re not protecting the business brand, you’re creating uncertainty, and you’re hurting your personal brand. This isn’t just one industry, either. It’s everywhere, across almost every sector. Visible founders win business, whilst hidden founders fight for it. Gen Z is rewriting the rules as they rise through the ranks. They don’t want old-school leadership. They want purpose, passion and meaning in their work and the companies they work for, not hierarchy. They want leaders who are transparent, emotionally switched-on, and visible. Unlike the Baby Boomers and older Gen Xers, they don’t trust authority just because it’s there. They want to see it, hear it, test it and believe in it. "If you rarely communicate as a leader, if you rarely show up, rarely explain, then Gen Z doesn’t see modesty, " says Libby Crossland, Co-founder & Director of The Leadership Visibility Co. , "they see absence or inconsistency. Or worse, indifference. They want to know who they’re working for and why they should believe in you. If they can’t, you'll lose that talent to competitor whose founder is doing the right things and showing up in the right places." "Founders obsess over looking polished and professional," continues Crossland, "but that’s not what people want from you. They just want to know who’s actually running things. If nobody ever hears from you or gets a sense of how you think, they’ll fill the gaps themselves and those assumptions are rarely kind.” People want accountability and honesty. They want to see the human behind the job title. Founder invisibility isn’t just hurting the founder either. It’s showing up in accounts and bottom lines. Hiring the right talent can take longer, retention becomes uncertain and new business slows down because prospects 'can’t get a read on the leadership.' Partners hesitate, teams second-guess, a culture gets vague and transactional. Suzie Thompson, Co-founder of The Leadership Visibility Co., adds: "It’s not that the founder is messing up, it’s just that nobody knows what’s going on. If you only communicate when there’s a product launch or a crisis, you’re creating distance. That used to be fine in the old style of leadership but now it’s a major problem for your business." Visibility isn’t about posting motivational quotes or polishing your personal brand, it’s about letting people see how you think and what you value. The leaders who do this well are clear on their message and everyone who notices them, understands what they stand for. These leaders give context. They talk about challenges without turning it into theatre. They share what they’re learning, openly and vulnerably. They communicate before things go wrong. They show up regularly, not just for the big announcements. This type of plain sight leadership builds trust you can’t fake. Thompson adds: “I always say the same thing to clients: when you’re present and you communicate regularly, people feel anchored. You need to be visible enough that your team and your market know who they’re dealing with.” If people can see you, they can understand you. If they understand you, they can trust you. If they trust you, they’ll follow you through the mess as well as the wins.

Drivers in and around Poole who are eligible for the Motability Scheme are invited to attend Hendy Group’s annual Motability event at its Stellantis dealership on Poole Road later this month. The event runs from Monday 24 to Friday 28 November and will give visitors the opportunity to explore a wide range of highly capable and versatile vehicles from leading brands including Vauxhall, Peugeot, Citroën and Fiat. With more than 20 years of Motability Scheme accreditation, Hendy Group’s dedicated team of Motability specialists will be on hand throughout the week to provide advice and guidance, helping visitors understand the range of options available to suit their individual needs. Experts from Mobility Station will also be on hand to demonstrate the different features and adaptations available in Motability vehicles, showing how driving can be made more accessible and comfortable for all. Customers who order a qualifying vehicle during the event will be eligible for one of the following exclusive Hendy Motability offers: £250 off the advance payment, free GardX paint protection worth £479, or a full tank of fuel and complimentary mats. The event will also include a tombola to raise funds for the Hendy Foundation, the company’s independent charity that supports local community causes across the south of England. To find out more about the event, please visit here .

Family businesses, whether a centuries-old manufacturing firm in the Midlands or a third-generation retailer in Manchester, remain a defining force in the British economy. Their resilience, long-term perspective and deep-rooted sense of purpose often set them apart from their non-family counterparts. Yet they also face an organisational challenge unique to their structure: the constant overlap of family, ownership and management. Within that intersection, communication becomes not just important, but absolutely fundamental. A defining characteristic of many family enterprises is the divide between shareholders who work in the business and those who do not. The everyday experience of these two groups can be radically different. Those working within the company are immersed in operational pressures, strategic decisions and the immediate realities of performance. By contrast, family shareholders who are not part of daily operations often view the business through a broader, more long-term lens, with greater emphasis on stewardship, dividends, governance and legacy. The potential for misunderstanding is woven into this very fabric. Not because either perspective is flawed, but because the lived experiences behind them are so distinct. Communication, therefore, plays a stabilising role. In a family business, governance is inherently personal: disagreements that would remain professional in a corporate environment can easily bleed into family relationships if not carefully managed. Open communication helps prevent this blurring of boundaries. It ensures that a challenging question from a non-operational shareholder is not perceived as an attack, and that a strategic decision made by a working family member is not misinterpreted as self-interest. Without structured dialogue, silence quickly becomes a breeding ground for suspicion, and assumptions begin to fill the void where information should exist. The absence of clear communication can lead to another structural problem: a misalignment between the needs of the business and the expectations of its owners. Family firms do not function through strict hierarchy. They rely on alignment of values, of purpose, of long-term direction. When communication falters, alignment weakens, and decision-making becomes slower, more emotional and ultimately less effective. For the next generation, too, information is crucial. Younger family members who are not actively involved may drift away from the business entirely unless deliberate effort is made to keep them engaged and informed. Without this link, what one generation sees as legacy, the next may simply see as an obligation. Creating a culture of communication in a family business means introducing clear and reliable channels through which information flows regularly and transparently. Formal shareholder updates, written in accessible language rather than management jargon, help those outside the business understand its performance and strategy. Scheduled meetings with clear agendas and proper minutes lend structure and predictability to dialogue. A family council, separate from the board, can become a valuable space for discussing long-term ambitions, clarifying shared values and addressing family issues that could otherwise spill into the boardroom. Beyond structured processes, education plays a central role. Non-operational shareholders frequently benefit from an opportunity to deepen their understanding of the business and its sector. Whether through industry briefings, governance workshops or introductions to financial fundamentals, these learning opportunities help family shareholders become informed contributors rather than passive recipients of information. For working family members, this is equally important: informed shareholders ask better questions, contribute more constructively and ultimately reinforce the legitimacy of leadership. Still, communication extends well beyond the flow of information. It depends on culture, one that welcomes inquiry rather than perceiving it as interference. Non-operational shareholders must feel able to ask about performance or risk without fear of alienating their working relatives. Those active in the business, in turn, need confidence that such questions are asked in the spirit of responsible ownership. This cultural maturity prevents minor issues from escalating into significant fractures. A family charter or constitution is often the final piece of this communication puzzle. By documenting shared values, articulating roles and responsibilities and outlining protocols for decision-making and conflict resolution, it provides a reference point that can transcend generations. It serves not as a rigid manual, but as a touchstone that helps families navigate difficult conversations with clarity and fairness. Ultimately, communication within family businesses is not merely a matter of courtesy or culture, it is a strategic capability that directly influences the organisation’s longevity. Clear, consistent dialogue strengthens trust, preserves unity and ensures that the business remains aligned with the family’s shared purpose. When communication thrives, family members, whether inside the business or outside it, understand their role, trust one another’s intentions and work collectively toward a sustainable future. When it falters, both relationships and the business itself become vulnerable. For family enterprises seeking to endure in a rapidly evolving commercial landscape, robust communication is not an optional extra. It is the foundation upon which continuity, cohesion and long-term success are built.

High net worth investors expect the number of wealthy people leaving the UK to keep climbing over the next three years, new research by Wealth Club shows. The study by Wealth Club, the UK's largest online investment service exclusively for high net worth investors, found 86% of its clients expect the trend of wealthy people leaving the UK for tax purposes to increase over the next three years. Around 39% expect a dramatic increase. More than a fifth (22%) of those questioned say they have wealthy friends or associates who have left the UK in the past 24 months because of higher taxes. The same number say they are considering leaving the UK and moving abroad themselves. The key financial reason for quitting the UK was high taxes, cited by 86% of respondents, although nearly half (48%) blame sluggish UK economic growth. Around a third (32%) point to the increased costs of running a business while 28% are worried by London’s loss of status as a financial hub. The main non-financial reason cited by 69% was political concerns while 61% of those considering quitting pointed to lifestyle and worries about crime. The most popular place to move to was Portugal, picked by 17%, with 12% choosing the Channel Islands or the Isle of Man. Only 7% picked the UAE. Around a fifth (22%) of those considering leaving the UK expect to save at least £100,000 in tax in their first year abroad with one in 12 (8%) expecting to save more than £500,000. Wealth Club carried out the study ahead of the November 26th Budget to find out what its investors expect and what they are doing in advance. Wealth Club founder and chief executive Alex Davies said: “Wealthy people are increasingly leaving the UK because of taxation issues, and wealthy investors expect the trend to accelerate." “An exodus of the wealthy is bad news for Government tax revenues, both short and long term. The top 1% of UK taxpayers pay a third of all income and capital gains tax. Last year alone, just 100 individuals contributed £4.1 billion. If even one leaves, that’s a big hole in the public finances." “Longer term, anyone who leaves doesn’t just stop paying tax here - they stop shopping, setting up businesses, employing people, buying houses and investing." “And it’s not just about higher taxes. Our research shows wealthy taxpayers feel the UK no longer welcomes success and is making it harder to run a profitable business." "The Government risks creating a culture that seems hostile to achievement. The Chancellor needs to wake up and smell the coffee.”

The LEGO Group broke ground on its new 2-million-square-foot regional distribution center (RDC) in Prince George County near Richmond, Virginia, USA. The more than US $360 million investment is part of the company’s strategy to support long-term growth in the Americas, bringing more LEGO® play experiences to millions of children and adults alike. The RDC will complement the state-of-the-art LEGO Manufacturing Virginia facility currently under construction in nearby Chesterfield County. Both facilities are set to open in 2027 and will enable the company to respond faster to shifts in demand, reduce lead times, shorten the supply chain, and reduce its environmental impact. As the LEGO Group’s sixth RDC worldwide, the facility will be equipped with advanced automation that makes it a strong addition to the company’s regionally based supply chain network. Groundbreaking was celebrated at a ceremony attended by LEGO Group Vice President of Supply Chain Operations for the Americas, Cindy Sikora, as well as other top Virginia state and local officials and key partners. Cindy Sikora, Vice President, Supply Chain Operations, Americas, the LEGO Group said: “Our regional distribution center will strengthen our supply chain network across the Americas, helping us bring LEGO play to more fans and retail partners efficiently and reliably. We are grateful for the ongoing collaboration we have had with partners across the Commonwealth of Virginia who support our ambition to build this distribution center.” The RDC is being built with a range of energy efficient features. The company aims to use 100% renewable energy to power the site, and to meet LEED Gold standards through energy efficiency, materials, water conservation and more. It will use electric vehicles to transport goods between the facility and LEGO Manufacturing Virginia, located approximately 20 miles away. The company also aims to achieve WELL certification for the facility which focuses on enhancing human health and wellbeing. The LEGO Group previously announced it had signed a built-to-suit lease for the RDC with Crosspointe Commerce Center, a joint venture between Hillwood Investment Properties and The Silverman Group. The RDC will be the second in the LEGO Group’s Americas network, joining an existing center in Fort Worth, Texas. It will be operated by a third-party logistics provider, creating more than 300 jobs once opened. The Virginia distribution center and factory are just a couple of the investments the company is making in the Commonwealth. In 2025, the LEGO Group supported six non-profits through grants that are expected to reach nearly 400,000 children in the area. The company also opened a new LEGO Store in Short Pump Town Center in Henrico County on November 7. The LEGO Group has also invested significantly in its manufacturing network globally over the last several years. It opened its sixth factory worldwide in Vietnam earlier this year and completed an expansion on its factory in Hungary that has increased capacity by 30% in the second half of 2025. The company has additionally opened its fourth and fifth regional distribution centers in Tessenderlo, Belgium and Dong Nai, Vietnam in 2024 and 2025 respectively, building greater flexibility into its global supply chain. Prince George County Regional Distribution Center Location: Disputanta, Prince George County, Virginia, USA, approximately 20 miles from LEGO Manufacturing Virginia in Chester, Virginia, USA. Investment: More than US $360 million. Jobs: Over 300. Size: 2,000,000 ft2 (approximately 185,000 m2). Capacity: Over 200,000 pallets.

GAP Hire Solutions is pleased to announce the appointment of Gareth McGuinness as Chief Technology Officer (CTO). Gareth brings extensive experience in shaping and delivering digital strategies, driving operational excellence, and leading business-critical technology functions across large, multi-site operations. His impressive career includes senior leadership roles at Sky, Tesco, and most recently Haleon (formerly GSK), where he served as Vice President for Technology. As GAP continues to strengthen its digital foundation and leverage recent extensive technology investments, Gareth will play a key role in advancing the company’s industry-leading digital capability and service. Gareth will join the GAP Operational Board, contributing to the company’s strategic direction and ensuring that technology continues to play a pivotal role in supporting GAP’s long-term growth and success. Gareth McGuinness, CTO at GAP Hire Solutions commented: “I’m thrilled to join GAP at such an exciting time. There’s incredible potential to build on the company’s strong foundations and use digital technology to drive growth, innovation, and exceptional service for our customers.” Chris Parr, COO, at GAP Hire Solutions said: “We’re thrilled to welcome Gareth to GAP. His proven track record of delivering digital transformation and operational excellence makes him a perfect fit to help us drive our technology and customer experience further and faster.”