When farmers talk about diversification, the conversation usually starts with a simple question: what else could we do? We spoke to James Bulmer, Manager and Owner of Kenyon Hall Farm to get his insight into farm diversification. A farm shop, café, fruit picking, events, or seasonal attractions can all provide additional income. For family farms, this diversification can secure their long-term future within the family and create new opportunities for future generations to become part of the business too. But there is another question that needs to be asked much earlier: what does the business need in order to manage that growth without placing too much pressure on the family itself? That is something I have learnt through experience at Kenyon Hall Farm in Warrington, which has been worked by my family for more than 500 years. From The 15th Century To Now My parents started diversifying the farm in 1978, when they planted our first strawberries. At the time, it was a traditional mixed farm growing wheat, potatoes, and barley. That initial step towards diversification in the late 70s has grown considerably. Today, alongside our award-winning farm shop, café, and plant shop, we attract hundreds of thousands of visitors throughout the year with fruit picking, our Maize Maze, Junior Farmers Club, Pumpkin Festival, and seasonal events. This year, our maze is disco themed and we also have a sunflower field. We are expecting around half a million visitors in 2026. Visitor numbers have tripled in the past five years and, at peak times, we welcome thousands of people in a single day. Strawberry picking tickets can sell out within minutes. On the surface, this is exactly what successful diversification should look like. But the rapid increase in visitors also exposed a problem: our growth was starting to outpace our organisational structure. When Growth Outpaces The People Running The Business I returned to Kenyon Hall Farm ten years ago after a career in IT to support my parents. I am now one of four owners. Coming back to the family business gave me a different perspective on how it operated. I could see the value of the knowledge built up over generations, but also how much responsibility sat with the family. As the business grew, the four of us were consistently working seven days a week, often in areas outside our core expertise. We had more customers, activities, and demands, but lacked the structure to support them. That experience changed the way I think about diversification. We often focus on whether a new activity can make money, but don't always consider what it will require from the people running the business. Every new revenue stream brings complexity: more customers mean more staff, more activities mean more operational decisions, and more events mean more planning. In a family business, there can be an assumption that the family will simply absorb that extra work. But eventually, that stops being sustainable. The Family Shouldn't Have To Be The Management Structure I reached out to the University of Salford to understand what support was available and subsequently enrolled on the 90% government-funded Help to Grow: Management Course, delivered by over 60 business schools across the UK. The course helped me recognise that we needed experienced managers in place if we were going to grow the business sustainably. As a direct result, we recruited four department managers and introduced a management tier. It meant becoming much clearer about what the owners should and shouldn't be involved in. Being an owner doesn't mean having to make every operational decision. The biggest lesson I took from the course was that growth isn't only about customers or turnover. A business also needs its systems, processes, and management structure to grow alongside it. Passing Knowledge Between Generations There was another challenge: much of what we knew about running the farm existed in people's heads, such as my mum and dad’s experience. Their knowledge is incredibly valuable, but if it remains with one or two people, it becomes difficult to pass on as the business grows and the team changes. We have since worked on getting that knowledge written down in a form that a seasonal team can actually work from. For me, that is an important part of succession. It isn't only about who owns the business next. It is also about whether the knowledge, systems, and responsibilities needed to run it can be passed on. The Real Test Of Successful Diversification I now believe the real test of diversification goes beyond whether it makes financial sense. You need to ask: could the business survive if you stepped away from it? If the answer is no, perhaps the business has grown faster than its foundations. That doesn't mean the diversification has failed. It means the next stage of growth needs to be about building the organisation around it. For us, that has made a significant difference. I now get to spend more time at home with my family and don't have to be on site all the time. The mentoring and peer network from the Help to Grow: Management Course are also continuing to shape how we think about the business. My parents have put their whole working lives into making Kenyon Hall what it is, and I'm very proud to continue that. But I also want the next stage of the business to be more sustainable and less stressful for the people running it. For me, that is what successful diversification should ultimately mean: building the people, systems, and management structure that allow the business to support its growth. Diversification isn't a sustainable business model until it can run without you.

A Paisley kiltmaker whose outfits have dressed royalty, been hung in the White House and travelled to space is harnessing AI to secure the family business for future generations, after its fourth-generation leader completed the Help to Grow: Management Course at the University of West Scotland (UWS). Houston Kiltmakers was founded in 1909 and has built a customer list that reads like few others. It has made kilts for the royals, presidents, A listers, clans and families all round the world. The business even holds a thread of tartan that’s been to space, carried there by Apollo 12 astronaut Commander Alan Bean. The Kiltmakers is now run by fourth-generation family member Ewan MacDonald. When he took over the business, its orders, hire records and the details of tens of thousands of customers were held entirely on paper as they always had been. This created a bottleneck that capped how many bespoke outfits and kilt hires the 14-strong team could handle. To help pinpoint the changes that were needed to modernise and scale the 117-year-old business, Ewan completed the Help to Grow: Management Course at the University of the West of Scotland. The 12-week, 90% government-funded business leadership course equipped him with the knowledge and expertise to put those plans into action. Ewan MacDonald, director at Houston Kiltmakers, commented: “We knew we had to digitise, but we didn’t know how to go about it; so at the start of 2024 I enrolled on the Help to Grow: Management Course at the University of the West of Scotland on the advice of Renfrewshire Chamber of Commerce." “The course was fantastic for giving me the ideas, tools and contacts I needed. The module on digital adoption opened my eyes to see how we could put new technology to work to resolve the issues we were having with our systems and position us for future success. It was so inspiring that I then did a follow-on course on AI and future technologies, which introduced me to the university’s KTP scheme.” Houston Kiltmakers has now embarked on a Knowledge Transfer Partnership (KTP) with the UWS School of Business & Creative Industries, embedding a full-time digital transformation specialist in the business for up to three years. The results are transforming the operational side of the business while leaving its handmade craft untouched. KTP Associate Benjamin Chang, Houston's Digital Transformation Manager, has worked with the business to build an AI model that reads decades of handwritten order forms and converts them into a searchable database - turning a 15-minute hunt through the archive into a search that takes seconds. The business’s kilt hire operation is being fully digitised, and a prototype ‘AI mirror’ is in development which will let customers anywhere in the world see themselves in a full Highland outfit before ordering. Flora Hamilton, Executive Director of the Small Business Charter which delivers the Help to Grow: Management Course, adds: "Houston Kiltmakers is an extraordinary business with more than a century of heritage, with every kilt handmade and tailored by craftsmen and women to last a lifetime. Its story has been built on this commitment to quality and its first-class personal service. Ewan came to the course knowing they needed to adopt new technologies to set the foundations for future success. The Help to Grow: Management Course gave him the knowledge, tools and confidence to lead that change." "It also connected him to the wider expertise of his host university. That's the power of delivering the course through our network of 60+ Small Business Charter accredited business schools. The relationship doesn't end after 12 weeks; as Houston Kiltmakers’ KTP with the University of the West of Scotland shows, it can open doors business owners didn't know existed. Seeing a fourth-generation family business use AI to protect its craft for the generations to come is exactly the kind of impact we're proud to support." The Help to Grow: Management Course is a 90% government-funded leadership programme for SME businesses, delivered by a network of Small Business Charter accredited business schools. The course runs over 12 weeks and includes online and face-to-face sessions, 10 hours of 1-to-1 mentoring and peer networking. Its mission is to increase economic growth and productivity through improved management and leadership practice. To find out more about Houston Kiltmakers, visit: kiltmakers.com

Multi-award-winning Cleanology is celebrating after becoming what is thought to be the first UK commercial cleaning company to become a B Corporation and holder of an EcoVadis silver medal. Cleanology’s certification as a B Corporation (or B Corp™) sees it join a growing movement of companies that are reinventing business for the benefit of all people and our shared planet. Verified by B Lab, the not-for-profit behind the B Corp movement, the achievement demonstrates that Cleanology meets high standards of social and environmental performance, transparency and accountability alongside a commitment to goals beyond shareholder value. The news comes as the ongoing climate crisis and widening social inequality continue to pose urgent challenges to the economy. B Corp Certification assesses the entirety of a business’s operations and covers impact areas related to practices around governance, workers, community, the environment and customers. The certification process is rigorous with companies required to provide evidence on performance while legally embedding their commitment to purpose as well as profit in their company articles. Cleanology’s recognition of an EcoVadis silver medal is a prestigious sustainability badge presented only to companies that rank in the top 15 percent of all businesses evaluated globally by the largest and most trusted provider of business sustainability ratings. It signifies that the family-owned company has established a highly structured sustainability management system and demonstrated solid performance across Environmental, Social and Governance (ESG) standards. The assessment evaluates 21 distinct sustainability criteria divided into ‘Four Evaluation Pillars’ namely: environment, labour and human rights, ethics and sustainable procurement. Chairman and Co-Founder of Cleanology Dominic Ponniah said: “Achieving B Corp™ certification is a major milestone for Cleanology and a reflection of our core belief that business can be a force for good. This validation proves that our team’s daily work balance’s purpose with profit. We are proud to join a global community of leaders who are raising the standard for social and environmental responsibility, and we view this certification not as a finish line, but as a deeper commitment to our ongoing impact." “Earning the EcoVadis silver medal is another major achievement for Cleanology, reflecting our deep commitment to embedding ESG metrics into our daily operations. This independent assessment reflects the hard work of our teams across environmental, labour, and ethical management practices”. Chris Turner, CEO of B Lab UK, said: “ We are delighted to welcome Cleanology to the B Corp™ community. This is a movement of companies that are committed to changing how business operates and believe business really can be a force for good." "We know that Cleanology is going to be a fantastic addition to the community and will continue driving the conversation forward. Its commitment to doing business differently will be an inspiration to others and will help spread the notion that services in business is as much about people and planet as it is profit”. Cleanology has led the way in sustainable, chemical-free cleaning for over 25 years, pioneering microfibre cloth and bio-enzyme products. Committed to achieving Net Zero by 2035, it prioritises eco-friendly purchasing, zero landfill, and plastic-free alternatives. It was the UK’s first cleaning company to introduce 100% sustainable uniforms with each one made from organic cotton and containing 2.5 plastic bottles. Cleanology has also invested in an electric van fleet saving 5,000 litres of diesel per year. The company - headquartered in Vauxhall, South West London, and with regional offices in Manchester, Birmingham, Bristol and Scotland - operates a zero-landfill policy, turning any waste that can’t be recycled into energy. To minimise single use plastics, it utilises reusable cleaning cloths which can be washed and reused up to 150 times. Cleanology is multi award winning, recognised by Global Good, Green Apple and the European Cleaning and Hygiene Awards. It was awarded the ESG and Social Impact Award at the Scale-Up Awards 2024.

People living with disabilities and age-related mobility challenges will be able to enjoy improved independence thanks to a project that adapts everyday clothing to meet their individual needs. Sharon Tombs and the team at Dressability are expanding their Mobility Matters project, helping more people stay comfortable and confident in the clothes they choose to wear. Based in Wiltshire, Dressability is a specialist garment adaptation charity that works with disabled and older people throughout the UK. Its skilled dressmakers make custom alterations that help clients dress more independently, move safely and maintain their own personal style without compromising comfort while using mobility aids. The Mobility Matters project focuses on removing the barriers that standard clothing can create, such as trip hazards or loose pieces catching on wheelchairs, that most of us never need to think about. The adaptations made by Sharon and her colleagues range from replacing fiddly fastenings such as shirt buttons with magnetic alternatives, adjusting garments for wheelchair users, accommodating spinal curvature and reinforcing clothing for children who achieve mobility through crawling. By tailoring garments to meet individual mobility needs, the charity helps people reduce reliance on others and remain active in everyday life. The service also supports dignity, choice and self-esteem, ensuring that functionality does not come at the expense of personal identity and style. The project has received a £2,490 donation from the Allied Vehicles Charitable Trust, the charitable branch of the UK’s largest manufacturer and seller of wheelchair accessible vehicles, Allied Mobility. The funding will help Dressability to adapt more than 30 garments for people who need them, and continue delivering its specialist service to people whose quality of life can be improved through carefully considered clothing adaptations. Sharon Tombs, General Manager at Dressability, said: "A huge thank you to the Allied Vehicles Charitable Trust for their donation. We are entirely reliant on the support of organisations such as these to deliver this valuable service." "We will use the money carefully and effectively as part of our Mobility Matters project, enabling us to alter many more garments." Ben Jenkins, National Sales Manager at Allied Mobility, said: "At Allied Mobility, we supply wheelchair accessible vehicles to customers across the UK and we understand how important independence and personal choice are to people's daily lives." "Style and comfort needn’t be given up in the name of accessibility. We are delighted to support Dressability’s Mobility Matters project as it helps bridge the gap, ensuring more people can wear the clothes they love while maintaining comfort and dignity." The funding will help ensure more people can access clothing adapted to their personal needs, allowing them to move more freely, maintain their own individual style and enjoy greater confidence in everyday life.

Hendy Group has launched a new community-led grant giving campaign across its 10 Ford sites to support local charities. The initiative follows the recognition of Paul Hendy, Chief Executive Officer at Hendy, by Ford Motor Company earlier this year at its prestigious ‘Salute to Dealers’ annual awards programme, where the global OEM honours those who go above and beyond to give back to their communities through philanthropy. The award was presented to Paul by Henry Ford III and as part of the accolade, Ford Motor Company has donated $10,000 to Hendy Foundation, the charitable arm of Hendy Group. Hendy Group has carefully selected two charities for each of the 10 Hendy Ford car and commercial vehicle dealerships, which will share a minimum donation of $1,000 (approx. £745). Hendy Ford customers and colleagues will have the chance to vote on how the funds are split between the two charities via a token voting system in each Ford dealership during September and October. Ford customers will be able to help support the chosen charities in two other ways – by donating a sum of their choice to the fund using a QR code which will be available at each Ford dealership. Or by donating £1 via any Ford dealership payment terminal, when making a payment for servicing, MOT tests, parts or paying for their vehicle, adding to the overall fund received from Ford Motor Company. Paul Hendy, Chief Executive Officer at Hendy Group, said: “Being recognised for our commitment to community service reflects the dedication of the business to give something back over the past 167 years. We encourage our customers and colleagues to visit one of our Ford dealerships and take the opportunity to help us support local charities within our footprint.” Since its launch in 2018, Hendy Foundation has supported over 320 local charities, donating more than £420,000 across the south coast and aims to reach a £500,000 milestone by the end of the year. To find your nearest Hendy Ford car or commercial vehicle dealership, please visit here.

With university fees of £9,790 per year in the UK and average monthly living costs whilst studying hitting £1,142 per month, Lamont Pridmore is calling on parents of future students to plan for these costs in advance, and to weigh up whether university is the right route at all. For many Cumbrian families, the prospect of a child heading off to university is an exciting milestone, which many will currently be preparing for. However, the financial reality can catch parents off guard, particularly when tuition fees are combined with rent, food, travel and everyday living expenses over a three or four year course. Lamont Pridmore, the Cumbria based accountancy, tax and business advisory firm, is urging parents to treat the cost of higher education as a core part of their family's wealth planning rather than a last minute consideration in the final year of school. Based on current figures, a three-year degree could cost a family in the region of £70,000 once fees and living costs are considered. For courses lasting four years, or where a student studies away from home in a higher cost city, such as London or Bristol, that figure can climb significantly higher. Even with maintenance loans and other student finance factored in, many families are left to bridge a substantial shortfall. Graham Lamont, Chief Executive at Lamont Pridmore, said the firm has seen a marked rise in parents seeking advice on how to prepare for these costs without disrupting their own long term financial security. “We are increasingly finding that parents want to support their children through university, but they are worried about the impact this could have on their retirement plans or other financial goals,” explained Graham. “The two don't need to be in conflict. With the right planning, put in place early enough, families can fund a child's education without derailing their own future. What we tend to see is parents leaving this too late, starting to think about the costs only once their child has received an offer." “By that stage, the options available are far more limited than if planning had begun several years earlier.” Lamont Pridmore recommends parents begin thinking about university costs well before their child reaches college. Junior ISAs, regular savings plans and general investment accounts can all play a role in building up a dedicated fund over time. Starting early gives more scope for growth and for costs to be spread out sensibly rather than met in one lump sum. The firm also points out that grandparents are increasingly involved in funding education costs, whether through direct gifts or by contributing to a savings plan set up for a grandchild. Where this is the case, it can form part of wider Inheritance Tax and estate planning discussions for the family as a whole, potentially reducing a future tax liability while supporting the next generation during their studies. Understanding student finance is equally important. Maintenance loans are means-tested against household income, and Lamont Pridmore encourages parents to establish what their child is likely to be entitled to before assuming they will need to fund the full cost of living themselves. This, combined with a realistic budget covering rent, bills, food and course materials, gives families a clearer picture of any gap that needs to be filled. Chris Lamont, a Partner at Lamont Pridmore, added that decisions made now can also affect a family's broader tax position. “University funding shouldn't be looked at in isolation. How a family chooses to save, gift or invest towards these costs can have knock-on effects for income tax, capital gains tax and inheritance tax,” he said. “That's why we always encourage parents to speak to an independent financial planner rather than making these decisions on their own.” Lamont Pridmore is also encouraging families not to assume that university is automatically the right route, and to look at how the numbers stack up against an apprenticeship. Apprenticeship numbers have been rising steadily, with provisional figures for the first half of the 2025/26 academic year show apprenticeship starts in England up almost 12 per cent on the same period the previous year. At the same time, the graduate jobs market has become considerably harder to break into. Youth unemployment reached around 16 per cent in early 2026, its highest level in over a decade and graduate vacancy numbers have fallen sharply as employers pull back on hiring, particularly for roles most exposed to automation. Competition for the vacancies that remain can now run into the hundreds of applicants for a single role. Set against this backdrop, an apprenticeship can look like the stronger financial choice for some school leavers. That said, Lamont Pridmore is keen to stress that university still has plenty to offer, and cost should not be the only factor in the decision. For many students the wider experience of independence, new friendships, extracurricular activities and studying a subject in real depth adds value that an apprenticeship route does not replicate, and certain professions still expect or require a degree. “Apprenticeships aren't right for every young person, just as university isn't right for every young person,” added Graham. “What matters is that families weigh up the financial side alongside what will genuinely suit the individual, rather than assuming one path is the only approach to success in life.” With the new academic year now underway and current sixth formers beginning to think about university applications, Lamont Pridmore says now is a sensible time for families across Cumbria to review their financial plans and make sure the cost of higher education or the alternative of an apprenticeship, is properly accounted for alongside their other priorities. For more information about Lamont Pridmore or to arrange a consultation, please visit here.

Gordon & MacPhail, the Elgin-based, family-owned whisky specialist, is welcoming Jo Coomber as its new Global Marketing Director. Jo brings more than 25 years’ experience in UK and international marketing, with a career spanning luxury, consumer brands and creative industries. She joins Gordon & MacPhail with extensive experience in board level Marketing and Leadership roles and with deep expertise in brand strategy, development and execution, alongside a strong track record of delivering commercially focused marketing programmes. In recent years, Jo, who is a Fellow of the Marketing Society, has been a consultant, advising on brand development and marketing strategy for companies such as Suntory Global Spirits and Scottish design house Timorous Beasties. Her breadth of experience across both global organisations and distinctive luxury brands will bring valuable expertise to Gordon & MacPhail as it continues to build the strength and reach of its whisky brands. Commenting on her appointment, Jo said: “Gordon & MacPhail has a rich heritage, exceptional whiskies and an ambitious brand-led vision for the future. It is a personal privilege for me to be joining the business at such an exciting time. I look forward to working with the team and partners to deliver the next phase of our brand growth ambitions - both at home and internationally.” This latest appointment reflects Gordon & MacPhail’s ongoing commitment to strengthening its senior team as the company accelerates brand development and international expansion. Mark Geary, Chief Executive of Gordon & MacPhail, added: “We are delighted to welcome Jo to the Gordon & MacPhail team. She will bring a wealth of experience to our Executive team and business as we deliver our ambitious growth plan." “Her proven track record in brand development and insight-driven marketing makes Jo the perfect fit as we continue to invest in our brands in key markets around the world.” Jo’s appointment comes at an important time for Gordon & MacPhail, which continues to build on its long-standing reputation for quality, craftsmanship and expertise within the Scotch whisky industry. Her appointment will support the business as it looks to maximise the potential of its brands, including Gordon & MacPhail, Benromach Distillery and The Cairn, in both established and international markets. Gordon and MacPhail is a family-owned premium spirits company based in Elgin. Established in 1895, it evolved from a local grocer to a globally respected name in the whisky industry. For more information on Gordon & MacPhail visit here.

Family business owners, advisers and next generation leaders gathered in Glasgow today (September 9) for the Scottish Family Business Conference 2026, in what proved to be a day of genuine insight, honest reflection and real optimism for the sector. Closing the conference, Paul Andrews, Founder and CEO of Family Business United, reflected on a packed agenda that brought together some of the most respected voices in the Scottish family business community. The day opened with Brian Toward, who offered a compelling example of what next generation energy can bring to an established business. Toward's work growing Wholesale Domestic was held up as a genuine entrepreneurial success story, with an evidently exciting journey still ahead. Nathalie Agnew turned attention to brand, encouraging attendees not to downplay their status as a family business in the boardroom or the marketing plan. Rather, she argued, it is a genuine source of competitive advantage when told with confidence and authenticity. Rebecca Bell brought clarity to one of the sector's most difficult conversations, succession, offering practical insight into how a succession process can actually be implemented, rather than simply planned and shelved. Tamlin Roberts helped demystify the technology agenda and AI, a subject that, for some in the room, raised as many questions as it answered given the sheer pace of technological change currently being felt across the sector. Attendees left with a clearer footing on a subject many are still coming to terms with. An expert panel then grounded the conversation firmly in the present, examining the current economic and policy climate, its impact on family firms across the country, and the work underway to address the challenges many are now facing. Iain Stirling shared the remarkable story of four hundred years of farming family history, and the ongoing work of shaping that heritage into a globally sustainable brand for the future, a reminder that tradition and innovation can, and should, sit side by side. Closing out the individual sessions, Mairi Mickel delivered what was widely regarded as a masterclass on CEO transition, giving delegates plenty to reflect on as the conference drew to a close. "Summarising the day, there was a clear thread running through every session: a story of ambition and resilience, of families willing to confront succession honestly rather than avoid it, of brands built on generations of trust, and of heritage used not as a comfort blanket but as a launchpad for future growth." "Family businesses are the quiet backbone of this country, and days like today remind us why that matters," Paul told delegates, thanking speakers, sponsors, partners and the organising team for making the conference possible, alongside every delegate who gave their time to attend. The conference closed on a note of optimism, with organisers and attendees alike leaving with renewed confidence in the resilience and ambition of Scotland's family business community.

Proposals to introduce visitor levies in England risk undermining tourism, increasing costs for small businesses and discouraging visitors from choosing English destinations, the Federation of Small Businesses (FSB) has warned. Today (September 10), the Government announced that mayors in England will be given the power to introduce an overnight tourist visitor levy as a percentage of the cost of accommodation rather than a flat fee. Tina McKenzie, National Chair at the Federation of Small Businesses (FSB), said: "Imposing an uncapped visitor levy in England is a kick in the teeth for the hospitality industry, at a time when small businesses firms are dealing with a deluge of cost rises." "Running costs have already increased for 91 per cent of small hospitality firms over the last year. These businesses employ thousands and are key to keeping their local economies going – yet the levy risks pushing many to the brink. A third of hospitality businesses have already told us that they are likely to downsize, close or sell up in the next year." "Allowing levies to be brought in as an uncapped percentage rather than flat fee is hugely disappointing and makes it much harder for businesses to calculate and for authorities to administer." "This is one-sided devolution, where mayors can only put up taxes and never cut them." "It’s crucial that the smallest accommodation businesses like B&Bs and guesthouses are exempt from the levy. Local authorities must use their powers to protect the smallest of businesses if they choose to raise a levy. The added burden of extra administration, paired with price sensitivities, will be too much for them to bear." "This change would also have a disproportionate impact on small businesses and self-employed people staying overnight for work purposes. While bigger companies might be able to absorb these costs, for small firms it will just add to already tight margins." "Funds raised by the levy need to be spent on our high streets, town and village centres, and local infrastructure, as well as mitigating any adverse impact of high tourism. That must be decided locally, and with small tourism and hospitality firms heavily involved in decision making." "This will make sure the money is going to the right place, out to day-trip destinations and not just the big cities that may already have well-invested infrastructure."

Permasteelisa Group, the leading international façade specialist, has appointed Seb Fossey as its new Group CEO to lead the organisation into its next phase of development and growth. Seb, whose most recent role was as Managing Director of specialist engineering contractor, McGee, has over 26 years’ experience working as a senior construction and engineering leader. He has extensive experience of delivering technically complex major projects both in the UK and internationally. Before joining McGee in 2017, he spent more than 15 years at Laing O’Rourke, progressing from major-project delivery roles to becoming Technical Leader for its UK construction business. He joined McGee as Operations Director and was appointed Group Managing Director in 2019, taking responsibility for the company’s strategy, operations and client delivery. During his leadership of McGee, Seb oversaw the company’s transformation from a demolition and groundwork subcontractor into a specialist engineering contractor offering integrated demolition, piling, civil engineering and structural services. His experience combines technical and operational leadership, business transformation and the safe and successful delivery of complex projects. He has a strong focus on strategic leadership, building collaborative client relationships, delivery certainty and the construction industry’s response to the carbon agenda. Peter Bacon, Permasteelisa Group’s Executive Chairman, comments: “We are delighted to have appointed Seb as our new Group CEO. He will lead our team of regional CEOs in Europe, the US, Asia Pacific and the Middle East as they continue to drive real success across their operating regions." “Seb is a proven leader in our industry, and will bring strategic, commercial and technical skills to his new role. His leadership, management and operational experience, coupled with a strong commitment to customer service excellence, will help further our ambitions for the business.” Seb Fossey comments: “Permasteelisa Group has an international footprint with strong capabilities and an outstanding reputation for delivering some of the most iconic building and retail façades all over the world." “I am looking forward to joining such a talented team with a continued focus on operational excellence, innovation and meeting customers’ carbon commitment goals.” Seb officially joins the Group on 28 September 2026, at which point Peter Bacon will relinquish his executive responsibilities, while remaining Chairman of the Group. Liam Cummins will transition from his current role as Deputy Chairman to a Non-Executive Advisory Director of the Group. Peter Bacon added: “I would like to take this opportunity to thank Liam Cummins for his contribution as Group CEO and more recently Deputy Chairman. Liam injected real focus, energy and pace into the Group’s transformation programme and we thank him for his valuable leadership contribution." "We look forward to continuing to benefit from Liam’s input and advice as a Non-Executive Advisory Director." Over the last year Permasteelisa Group has won a number of prestigious contracts including 60 Gracechurch Street and 60 Queen Victoria Street in London, San Francisco International Airport, the Chinese Medical University in Taiwan, and a contract to deliver the façade for the KYKLOS Centre for Arts and Cultures in Piraeus, Greece. In the same period the Group has completed a number of high-profile schemes adding to its impressive portfolio of over 3,000 projects worldwide – including the cross on top of Barcelona’s Sagrada Familia, Louis Vuitton’s ‘The Louis’ in Shanghai, a project for YouTube and at 3050 Aventure in the US, and several projects in its core London market, including 2 Aldermanbury Square, 334 Oxford Street and One Liverpool Street.

To mark the 130th anniversary of one of Robinsons Brewery's longest-standing and most iconic beers, Unicorn, formerly known as Unicorn Best Bitter, will be available for just £1.30 in more than 170 Robinsons pubs across the North West and North Wales on Saturday 26th September, while stocks last. Brewing in the heart of Stockport since 1838, Robinsons has built a reputation for producing quality cask ales, with Unicorn remaining at the heart of its brewing heritage. First brewed in September 1896, the beer has become a firm favourite among generations of drinkers and remains still one of the brewery's most popular pints. What makes Unicorn really special is its recipe, that has remained unchanged for well over a century, preserving the character and quality that have made it a staple of pubs across Stockport and beyond. September will be a month of celebration for the family brewer, with the anniversary offering beer lovers the chance to enjoy a pint of Unicorn for just £1.30. Robinsons will also be hosting a competition for 13 lucky winners to win limited-edition Stockport County football shirts from 1996-1997. Head Brewer at Robinsons Brewery commented: "Unicorn has been part of Robinsons’ story for over a century, enjoyed by generations of loyal customers in Stockport and far beyond. As we celebrate 130 years of this iconic British cask beer on Cask Ale Week, we wanted to invite our customers to join us for a £1.30 pint on the 26th September.” So, whether you are a big Unicorn fan, love cask ale or want to try it for the first time, visit a participating Robinsons pub to claim your £1.30 pint on Saturday 26th September while stocks last. Don’t forget to follow Robinsons on social media for your chance to win a Stockport County shirt. Find a pub offering £1.30 pints here. Link to Robinsons Instagram here.

Government ambitions to reindustrialise Britain risk being undermined unless ministers act on tax pressures, high energy costs and skills shortages facing the family-owned firms that form the backbone of UK manufacturing, according to a new report published by Make UK and leading audit, accountancy, tax and advisory firm Bishop Fleming. The report, Who Inherits UK Manufacturing? The impact of tax policy on family businesses in manufacturing, finds that family-owned manufacturers account for 65% of manufacturing businesses, contribute an estimated £94bn to the UK economy and support around one million jobs. It also outlines how manufacturers are showing a clear commitment and acting proactively to invest in skills, innovation, resilience and growth, but high costs around taxation and energy, alongside economic uncertainty and skills shortages, are limiting their ability to expand and pass businesses on to the next generation. Energy is cited as the biggest barrier to growth by 59% of manufacturers, followed by taxation (cited by 47%). For family-owned firms, these pressures are also feeding into longer-term concerns over succession, with 78% worried about the impact of inheritance tax and Business Property Relief changes on passing businesses to the next generation. The report warns this could push owners to delay investment, restructure ownership or consider a sale because of tax liabilities rather than long-term business needs. More than one in five family-owned manufacturers are considering selling to an overseas buyer in response, while 18% are considering a UK-based sale, raising questions about who owns the UK’s manufacturing base as ministers seek to rebuild vital domestic industrial capability. The report’s publication is particularly timely following Prime Minister Andy Burnham’s recent pledges to reindustrialise Britain through a new 10-year plan and make greater use of procurement to back British industry. Make UK said delivery will depend on whether policy supports the family firms sustaining domestic capacity, skilled jobs and long-term investment. Fhaheen Khan, Senior Economist at Make UK, said: “Family-owned manufacturers are not a niche part of the economy. They anchor skilled jobs, long-term investment and the industrial know-how Britain needs to make reindustrialisation a reality, something the Prime Minister is right to put back at the centre of the economic debate." “But ambition must now be matched by action on the barriers holding firms back, from the highest industrial energy prices in the G7 to rising tax pressures and skills shortages." Inheritance tax changes are causing real concern for family-owned firms, and if policy pushes owners to restructure, delay investment or sell overseas to reduce tax bills, the UK risks losing valuable domestic capability at the very moment it is trying to rebuild it. “Reducing energy costs, reviewing inheritance tax changes, strengthening apprenticeship funding and turning the Industrial Strategy into practical support on the ground are now essential if Britain is serious about securing the future of its manufacturing base.” Dan Phillips, Head of Manufacturing at Bishop Fleming, said: "What struck us most from both the survey and our conversations with manufacturing leaders is that succession planning is no longer simply a tax discussion." "Business owners are thinking longer term about future leadership, attracting talent, protecting jobs and ensuring the businesses they have spent decades building remain successful for generations to come." “The manufacturers we spoke to continue to invest in people, digital capability and operational resilience despite significant economic uncertainty. The challenge is ensuring those businesses have the confidence and flexibility to continue making those long-term decisions.” The report also highlights concerns over the skills pipeline. Although 63% of manufacturers are planning moderate to significant investment in training, rising apprenticeship costs and delays to funding reform risk weakening a key route into skilled manufacturing work. Lack of technical skills is already a barrier for 32% of businesses, at a time when more than one million young people aged 16 to 24 are not in education, employment or training. According to the report, 91% of manufacturers say they have yet to see benefits from the Government’s Industrial Strategy one year on. Make UK said the strategy remains welcome, but delivery must now address concerns around energy costs, tax, skills, finance and investment incentives. The report argues that family-owned manufacturers are not only important employers, but custodians of industrial capability, specialist expertise and long-established supply chains, with today’s decisions shaping the UK’s future productivity, resilience and competitiveness. Make UK is calling on the Government to review recent inheritance tax changes, including the Business Property Relief cap, after 42% of manufacturers said they want them reversed. It said tax policy must not discourage long-term investment or create barriers to succession. It is also calling for action to reduce industrial energy costs, a review of employer National Insurance Contributions, apprenticeship funding reform and stronger investment incentives, including extending capital allowances to software and refurbished second-hand plant and machinery.