STEP, the professional body for trust and estate practitioners, has responded to the government's consultation on cohabitation reform, welcoming it as a long-overdue step towards fairness, but warns that marriage and civil partnership must remain legally distinct with safeguards in place. STEP supports a needs-based framework but says a poorly defined regime would increase litigation rather than reduce it. The consultation, A Fairer End to Relationships, closes 14 August 2026 and brings together reform of divorce financial settlements, cohabitant separation rights and cohabitant inheritance rights. STEP supports the aim of clearer, more accessible rules that protect vulnerable families and preserve the distinct status of marriage and civil partnership. STEP's submission focuses on intestacy and succession law, where cohabiting couples already face significant challenges. In the STEP Barometer 2026, 43% of practitioners named unmarried or cohabiting couples as one of the scenarios most likely to create legal or planning challenges. Over 3.5 million couples live together without marrying or entering a civil partnership, and many wrongly believe 'common law marriage' protects them. In reality, a surviving cohabiting partner has no automatic right to inherit and is left to pursue a costly, stressful court claim. STEP is calling for a framework that is clear, objective and tightly defined, so reform reduces disputes, financial and emotional distress, rather than adding to them. Emily Deane TEP, Technical Counsel & Head of Government Affairs at STEP, said: "Too many couples still believe common law marriage protects them and find out only on separation or bereavement that it does not. Reform is well overdue, but it has to be built on certainty." "The rules on who qualifies must be clear, objective and tightly defined, or they will create disputes rather than settle them. Statutory reform should be seen as a backstop. It is not a substitute for making a clear, professionally drafted will, or for taking advice on how cohabitation affects property, pensions and tax affairs." Key Recommendations From STEP's Response The qualifying period should be longer than three years. STEP believes the government’s proposed three-year minimum duration to become a ‘qualifying cohabitant’ is too short and recommends seven to 10 years, reducing to three to five years where a couple have a child together. It warns that a short qualifying period could encourage couples to artificially time separations or lease lengths to avoid acquiring legal rights or to rush into commitments before they are ready. Inheritance rights must clear a high bar of certainty. STEP supports giving qualifying cohabitants inheritance rights, but says eligibility must be strict and objective, with clear definitions of ‘living together’ included. Emily added: "While the Law Commission suggests in the consultation that providing cohabitants with narrower rights could increase litigation, we take the opposite view. Under current intestacy rules, spouses and civil partners outrank children, regardless of whether those children are shared or from a prior relationship." "We are very concerned that giving qualifying cohabitants the same intestacy status as spouses and civil partners could allow someone to inadvertently disinherit children from an earlier relationship simply by living with a new partner for three years. It could be a serious and unintended consequence of the proposed new legislation that will bring more uncertainty and costly litigation than the existing law. Eligibility must be tightly defined, and robust protections are needed for children from previous relationships." As part of its consultation response, STEP has proposed intestacy rules to bring in stronger protections for children from previous relationships. STEP also flags a gap in the consultation covering deceased individuals with both a surviving spouse and cohabitant (e.g. separated but not divorced), recommending the cohabitant have no automatic right where a spouse survives. Marriage & Civil Partnership Must Remain Legally Distinct Marriage and civil partnership are voluntary, deliberate choices available to everyone, so the same legal consequences should not apply automatically to those who have not made that choice. STEP supports improving protections for qualifying cohabitants, subject to strict eligibility criteria and safeguards, while keeping marriage and civil partnership as legally distinct institutions. STEP also highlights the importance of safeguards and the need for opt-out agreements to better protect the vulnerable. A Safety Net Is Not A Substitute For A Well-Written Will Independent research from STEP also found that 41% of cohabiting people in the UK do not have a will, compared with 28% of married people. Reforming the intestacy rules provides an important safety net, but is no substitute for a valid and well-written will. The STEP Barometer 2026 found 10% of practitioners had seen cohabiting partners left unprovided for due to poor will writing, and 12% had seen children from previous relationships unfairly excluded. Reform Should Be Joined Up Across The Law Inconsistent definitions and rights across family law, succession law and taxation will create confusion and fuel disputes. STEP is calling for a separate consultation on cohabitant tax treatment, which is not covered by this consultation. This should include transferable nil-rate bands, once 'qualifying cohabitant' is defined, so that tax protection is in place. STEP recommends that cohabitants should have the right to transfer nil-rate bands and residence nil-rate bands to one another on the first death to better protect children. Nina Sperring TEP, STEP member and Partner at Price Slater Gawne, added: "STEP research shows that 41% of cohabiting people in the UK don't have a will, leaving them at risk of being left with nothing and facing a costly legal battle if the worst should happen. While proposed reforms may improve protections for some cohabiting couples, they will not remove the need for a will. If you're cohabiting, speak to a qualified STEP member about making or updating your will, reviewing how your assets are owned and who will benefit from them on your death, and consider whether a cohabitation agreement would be appropriate in your circumstances."

Bagnalls is a sixth generation family business, a national painting contractor managing commercial, industrial and highly decorative contracts throughout the UK. Two members of the fifth generation now work within the business. One is Stephen Bagnall, the Group Managing Director. The other is Ellie Jobes, the Group People Director. In addition, there are three members of the sixth generation working int the business too: Oliver Dyson is the Group Finance Director, Hermione Bagnall is a Marketing Manager and Dan Hallitt is a Project Manager. Paul Andrews spoke to Ellie to find out more about her role and her journey into the multigenerational family firm. Ellie oversees the HR, learning and development, and health and safety teams and her route into the family firm was anything but planned, and her story offers a candid look at what it takes to lead in an industry, and a business, still finding its way on gender balance. A Path Not Planned Before joining Bagnalls, Ellie worked for the NSPCC in a service delivery role, recruiting and training volunteers and carrying safeguarding responsibilities. That work became her unexpected route into HR, when she joined Bagnalls to oversee its Management Trainee programme and other non technical training across the Group. “I had never considered working for the business. I was intending to spend my career in the charity sector, but a chance meeting at a family funeral, at a time when I was facing redundancy, started a chain of events that led to my appointment at Bagnalls,” explains Ellie. It is a reminder that succession into a family firm rarely follows a straight line. For her, the pull came not from ambition but from circumstance, and from a business that had quietly shaped her earliest memories. Early Memories And A Warm Welcome Ellie’s grandfather was Chairman of the Group after his son, her uncle, became Managing Director. She remembers visiting her grandfather's house in Otley, West Yorkshire, and seeing the Bagnalls calendar that always hung on the wall, a small but constant thread connecting family life to the business long before she joined it. “I remember feeling very welcomed by many in senior roles, which I hadn't necessarily anticipated,” she continues. That welcome mattered. Around six months into her time at Bagnalls, she attended a managers' conference that, in her words, cemented how she was perceived within the business and as part of the family, she was aware there is always a level of expectation about stepping into leadership. A Succession Built On Trust Ellie joined Bagnalls as part of a succession plan for a Board member approaching retirement, a family member she had known well since childhood. Moving that relationship from adult to child, back to adult to adult, was not always straightforward. “I think it was challenging at times for both of us moving from an adult to child to an adult to adult relationship,” she adds. It is a dynamic familiar to many family businesses, where succession is as much about renegotiating relationships as it is about handing over responsibility. A Proud Milestone 2025 was, in her words, a 'special year'. Bagnalls celebrated 150 years as a family business, and its apprenticeship programme won seven national awards, including a Princess Royal Training Award. As Ellie continues: “As I have personally worked to develop our apprenticeship programme, I was incredibly proud to have this recognised at a national level.” Being A Woman In A Traditional Industry Painting and decorating remains a male dominated sector, and Ellie believes her perspective as a woman has, at times, been an asset rather than a barrier. “I've had people confide in me about things that they may not have talked to a male leader about, particularly in a traditional male dominated industry. I think I've also been able to advocate for changes which may have been blind spots for others, for example mental health support.” Naming Imposter Syndrome Few topics in family business leadership are discussed as openly, or as rarely, as imposter syndrome. She addresses it directly, and without pretence. “I know I have had my doubts about my own capability and have sometimes questioned whether I am good enough for the role I am in. Having external coaching and regular meetings with other senior executives at different organisations has been useful for addressing imposter syndrome. This has helped me to put my own business achievements in perspective and get impartial feedback,” continues Ellie. Her honesty points to a wider truth for the family business community: external perspective, whether through coaching or peer networks, can be as valuable as anything found inside the business itself. She credits several female colleagues with shaping how she leads today, particularly Bagnalls' Group Marketing Director, Joanne Gualda. “I'd previously worked with female leaders who did not lead in the way I wished to lead. Joanne showed that leading with kindness and empathy works, and I hope I have followed her example." Thinking About Legacy Asked what she wants to be known for, Ellie’s answer returns to the people the business has touched, particularly through its apprenticeship programme. “I would want to be known for creating long term, sustainable opportunities for young people through apprenticeships, particularly for those who may have had challenges in their lives. I love how many people say that working for Bagnalls has changed their life, and I am supremely proud of this." "I am also immensely proud to be a part of Bagnalls’ history as only the second female main board director, and the first who is also a family member.” Advice For The Next Generation Of Women In Family Business Ellie also shares her thoughts and guidance to other young women joining a family firm today, insights that are practical, and rooted in her own experience of finding her footing: • Seize chances to learn from family and non family colleagues alike. • Take opportunities to grow and develop, even when they feel uncomfortable. • Do not be afraid to be humble and say you do not know. • Trust in your own journey and your right to be in post. • Find an internal or external mentor. It will prove invaluable. Personal Drivers At the centre of her role within Bagnalls is a simple motivation: people. “Working with people is hugely important to me. I'm so proud when I see that Bagnalls has had a positive impact on people's lives through job opportunities, development and career progression.” She is candid, too, about the cost of holding so many roles at once, as a leader, a family member, and beyond. “It can be hard to switch off outside work, as the family business feels like another family member at times. Juggling my role within the business as well as being a mum, wife, daughter, sister, auntie and friend can be challenging at times too,” concludes Ellie. Reflective Questions Where in your own family business have chance and circumstance shaped succession more than planning ever could? How does your business support family members moving from a childhood relationship into a genuine adult to adult working partnership? What blind spots might exist in your organisation that a different perspective, gender or otherwise, could help you see? Is imposter syndrome ever discussed openly in your business, and what support exists for those experiencing it? Who are the mentors, inside or outside your business, shaping how the next generation chooses to lead? This is a story about arriving somewhere unplanned and choosing to stay for the right reasons. It shows that leadership in a family business is rarely a straight inheritance of title, and often a slower process of earning trust, navigating shifting family relationships, and finding your own voice within an established name. Ellie’s willingness to speak openly about imposter syndrome, the value of female mentors, and the emotional weight of juggling multiple roles offers a grounded, honest account that many in the family business community, women and men alike, will recognise in themselves.

For family business owners, divorce or the dissolution of a civil partnership is rarely just a personal matter. It can have far-reaching implications for the family, the business, employees, future succession plans and long-term wealth preservation. While much of the conversation around divorce focuses on the division of personal assets, family-owned businesses often represent a significant proportion of a family's wealth. In many cases, the business has been built over generations, making the financial and emotional considerations particularly complex. Whether you run a multi-generational manufacturing business, a regional retail group, a farming enterprise or a growing owner-managed company, understanding the tax and commercial implications of divorce can help protect both the family and the future of the business. Family Businesses Face Unique Challenges Unlike cash savings or investment portfolios, a family business cannot often simply be divided equally without consequences. When ownership interests form part of a divorce settlement, key questions often arise: How should the business be valued? Will shares need to be transferred? Could ownership pass outside the family? How will future income be affected? What impact will a settlement have on succession plans? Could the transfer trigger a tax liability? How will governance and decision-making work going forward? For many family enterprises, these questions can be just as important as the personal financial settlement itself. The Hidden Tax Impact Of Divorce It is natural to focus on headline values during divorce negotiations. However, it is important to note that two assets with identical values may have very different tax consequences. A shareholding worth £500,000 may carry a substantial latent Capital Gains Tax exposure, while a £500,000 cash settlement carries none. Similarly, a business property, investment portfolio or family company shareholding may create future tax liabilities that significantly alter the true value received. Understanding the tax position before agreeing a settlement is therefore essential. Timing Matters The timing of a separation can also have a significant impact on tax outcomes. The dates that often matter include: When spouses or civil partners stopped living together When the separation became permanent When any formal agreement was reached When business shares or other assets were transferred When properties were sold or ownership changed Recent changes to UK Capital Gains Tax rules have provided greater flexibility for separating couples, particularly where assets are transferred as part of formal divorce agreements. However, careful planning remains crucial to ensure available reliefs are not lost. Business Ownership And Capital Gains Tax For many family businesses company shares represent both their livelihood and for many their retirement planning. Under certain circumstances, transfers between separating spouses or civil partners can take place on a "no gain/no loss" basis, meaning no immediate Capital Gains Tax charge arises. However, the recipient typically inherits the original base cost of the shares. While this may avoid an immediate tax bill, it can create future tax consequences when those shares are eventually sold. This is particularly important for family businesses where ownership has often been retained for many years, and significant gains may have accumulated. Protecting Succession Plans One area frequently overlooked during divorce proceedings is succession planning. Many family businesses spend years developing plans to transfer ownership to the next generation. A divorce can disrupt those plans if ownership structures change unexpectedly. Issues that may require consideration include: Existing shareholder agreements Family constitutions Succession plans Trust arrangements Voting rights Dividend entitlements Future inheritance planning Reviewing these arrangements early can help preserve long-term business continuity while ensuring an equitable settlement for both parties. Property, Pensions And Family Wealth Business owners often hold wealth across a combination of business interests, commercial property, pensions and personal assets. A farming family, for example, may have significant value tied up in land and business assets, while a professional practice owner may have most of their wealth within their company and pension arrangements. Each asset class carries different tax characteristics. Understanding the interaction between these assets is essential when assessing how wealth should be divided. The family home remains one of the most important assets in many settlements, but private residence relief, mortgage arrangements and future property ownership plans all need careful review. Similarly, pensions can often represent one of the largest assets in a marriage and should never be overlooked simply because they are not immediately accessible. Inheritance Tax And Preserving Family Wealth Divorce should also trigger a review of wider estate planning arrangements. For many family business owners, wealth preservation extends beyond the current generation. Wills, trust structures, life assurance policies and pension nominations often require updating following a separation. Failure to review these arrangements can create unintended consequences for both the family and the business. Governance Matters As Much As Tax While tax is important, governance can be equally critical for family-owned businesses. A well-drafted shareholder agreement can help define what happens to shares following a divorce. Likewise, clear family business governance structures can help manage difficult situations and minimise disruption to operations. For businesses with multiple family shareholders, proactive planning can make the difference between maintaining stability and experiencing prolonged disputes. Expert Insight Wes Mason, Head of Owner Managed Business at RPGCC, comments: "Family businesses are about much more than balance sheets and shareholdings. They represent years, and often generations, of hard work, values and relationships." "When a marriage breaks down, business owners need to look beyond the immediate settlement and consider the wider impact on the future of the business, family wealth and succession plans. Early advice can help preserve both fairness and continuity." Tim Humphries, Head of Tax at RPGCC adds: "The tax implications of divorce are often underestimated. The transfer of company shares, investment assets, property interests and future pension rights can all have significant tax consequences." "Understanding the after-tax value of assets before agreements are finalised helps avoid unexpected liabilities and supports better long-term decision-making." Practical Considerations For Family Business Owners Before agreeing any settlement, family business owners should consider: How the business is being valued Whether shares may be transferred Potential Capital Gains Tax implications Existing shareholder agreements Succession planning objectives Dividend and income implications Pension arrangements Property ownership structures Estate planning and Inheritance Tax considerations The future governance of the business Looking Beyond The Settlement Divorce is undoubtedly a challenging period, both personally and financially. For family business owners, the stakes are often even higher because decisions made today can affect future generations and the long-term success of the enterprise. Taking specialist legal, tax and business advice early in the process can help ensure that settlements are structured fairly, tax implications are understood and the continuity of the family business is protected. Ultimately, the goal is not simply to divide assets, but to preserve value, safeguard family wealth and support the future of the business for everyone involved.

Lidl GB has announced a £500 million sourcing investment in the British berry industry, pledging to increase the volume of UK-grown berries amid rising demand for healthy, home-grown produce. The investment reflects the value of sourcing contracts with British-based berry suppliers over the next five years, with the discounter signing new five-year agreements to give its suppliers greater certainty to invest and expand at a time of rising costs and unpredictable weather. With Lidl GB now the UK’s fifth largest supermarket, announcement underscores its continued focus on building long-term partnerships with British suppliers to offer its customers the quality locally sourced products they demand. It also reflects the discounter's significant over index in the category after reporting the largest year-on-year increase in berry sales last year and being recognised at the British Berry Retailer of the Year. According to the supermarket, there is a growing demand for fresh, healthy foods among shoppers. Blueberries in particular are becoming one of Britain’s fastest-growing fruit categories, with Lidl seeing sales of British blueberries surge by more than 200% over the last three years. Blackberries are also seeing strong growth, increasing by almost 93% over the same period, while Lidl GB’s Deluxe Blush Strawberries saw a 50% volume increase last year. Richard Bourns, Chief Commercial Officer at Lidl GB, said: "We are backing British farming with a £500million vote of confidence in our British berry growers. By extending our long-term agreements, we’re providing the security suppliers need to build a resilient future." “It is our clear ambition to be the first-choice partner for British growers. By building a framework providing long-term security, we enable our growers to confidently invest, innovate and scale alongside us. And by investing in these partnerships we are making fresh, healthy produce more accessible to our customers - offering the best British berries at unbeatable prices.” Commenting on the announcement, Tom Busby, Director from Dearnsdale Farm said: “We have been farming Dearnsdale Farm in Staffordshire for 100 years, producing quality British produce to feed the nation. Dearnsdale Fruit is proud to have a strong, open, collaborative relationship with Lidl GB with a focus to provide Lidl’s customers the best quality, affordable, sustainable berries in the market today." "Now we have a long-term agreement with Lidl GB, this will give us as a British grower the opportunity and confidence to continue to invest and adapt in the everchanging world of berries into the next century.” British Berry Growers Chair, Nick Marston, said: “Over the last three years, we have been impressed by the increase in Lidl’s British berry volumes, from around 11,500 tonnes in 2023 to more than 15,700 tonnes in 2025 – an increase of more than 36% in just two seasons. Across strawberries, raspberries, blueberries and blackberries, Lidl now accounts for around 12.6% of all British berry tonnage sold through British Berry Growers members." “This kind of retailer investment and commitment to British berries is exactly what our growers need and, as we head into another British berry season, that continued support for homegrown produce is more important than ever.” This long-term sourcing builds on Lidl GB's landmark £30 billion sourcing commitment to the British food and farming industry by 2030, to back a resilient, ethical, sustainable British supply chain.

British engineering giant JCB has set a new world land speed record of 406.320 mph with its hydrogen-powered JCB Hydromax. The car recorded the average speed 400.623 mph in its first run this morning across the Bonneville Salt Flats, and 412.135 mph on its second run, giving the average of 406.320 mph - the fastest a hydrogen internal combustion car has ever travelled. Driven by Wing Commander Andy Green OBE, the twin engine, 32-foot car completed the two runs required under FIA rules - one in each direction within an hour - comfortably beating the previous FIA-officiated hydrogen internal combustion benchmark of 185.5 mph set by the BMW H2R in 2004. The record is subject to official ratification by the Fédération Internationale de l’Automobile (FIA), the global governing body for motorsport. In doing so, JCB Hydromax surpassed the 350.092 mph world diesel land speed record set by JCB Dieselmax — also driven by Green, on the same salt, in August 2006. Twenty years on, JCB has beaten its own benchmark with an engine that produces no CO₂ at the tailpipe. The speed also exceeds the 303 mph hydrogen fuel cell mark — making JCB Hydromax the fastest hydrogen-powered vehicle of any kind in history. The record - set in the Category A, Group XIV - Class 7 FIA World Flying Record Start Land Speed Record - was set using two of JCB’s own production-based hydrogen digger engines, producing a combined 1,600 bhp and manufactured at the company’s engine factory in Foston, Derbyshire, UK. They are the same engines now powering JCB machines and equipment rolling off production lines in the UK as part of the company’s £100 million hydrogen programme. JCB Chairman Anthony Bamford has led JCB’s hydrogen engine project and came up with the idea of a hydrogen world land speed record bid early last year. Lord Bamford said: “Twenty years ago we came to Bonneville with JCB Dieselmax and showed what British engineering could do with diesel power. Today we have done it again — this time with engines powered by hydrogen. This record was set by production-based engines, the same engines powering JCB diggers right now. That is the point of JCB Hydromax: it shows hydrogen works, and it works today at the highest level with zero emissions.” Andy Green said: “Bonneville is the spiritual home of the world land speed record, and JCB Hydromax has just written itself into that history. The car was terrific — stable, strong and fast." "Setting a world land speed record with hydrogen power, twenty years after Dieselmax, is a huge privilege. This record is a huge achievement by a world class team and superb technology.” JCB Engineering Director Ryan Ballard, who is leading the project, said: “This record belongs to the engineering team which took a hydrogen digger engine and made it the fastest of its kind on earth. This has been an amazing challenge from the outset of the it being set in February last year. We came here fully prepared, and the car delivered.” President of the FIA, H.E. Mohammed Ben Sulayem, said: “This is a truly historic milestone for motorsport showcasing how innovation, performance, speed, and sustainability can go hand in hand." “Motorsport has always been a catalyst for technological progress pushing the boundaries of what is possible. This new land speed record continues this tradition, showcasing the potential of hydrogen combustion for the future of sustainable mobility." “For over 100 years, the FIA has proudly played a central role officiating land speed record attempts. I would like to thank our Member Club, the Automobile Competition Committee for the United States, for their support during this record attempt and offer my congratulations to Lord Bamford, Andy Green OBE, and to everyone involved in this remarkable achievement.” Wing Commander Andy Green is the fastest man on earth at 763.035 mph, the only person to break the sound barrier on land, and was the driver of JCB Dieselmax when it set the FIA world diesel land speed record of 350.092 mph at Bonneville in August 2006. That record still stands. Last week the JCB Hydromax broke through the 368.347 mph barrier at the world's leading land speed racing event. The run was completed as part of the Southern California Timing Association's (SCTA) renowned Bonneville Speed Week, setting a new SCTA record in the Blown Gas Streamliner class (AA/BGS, 500+ cubic inches) of 368.347 mph, a major milestone in the car’s development programme. The record comes ahead of the opening of JCB’s new $500 million factory in San Antonio, Texas, which will employ 1,500 people manufacturing machines for the US market. JCB has long pushed the limits of speed and in addition to the JCB Dieselmax success, the JCB Fastrac became the world’s fastest tractor at 135.191 mph in 2019, and in 2014 the JCB GT set the backhoe loader record at 72.58 mph.

A Nottinghamshire motor dealership has gone viral after stepping up its social media content and clocking up millions of views for its light-hearted videos. From showroom sprints to musical-theatre flair and impressive acrobatics, NK Motors has proven that car sales social media content does not have to stay in the slow lane. The business, which operates across Chilwell, Long Eaton, and Derby Pride Park, says its online audience has grown rapidly since it brought marketing in-house and gave its team the creative freedom to produce what it openly admits is ‘wacky, weird and wonderful’ content that steers away from traditional motor trade promotion. Sanj Kumar, managing director of NK Motors, said: “We wanted our social media to reflect the energy, enthusiasm and personality of our teams across the business. What is being achieved resonates with our existing customers, who already praise us for our friendly, forward-thinking attitude." “Team members are being recognised locally for their part in the posts and the content is drawing in new customers with some even asking if they will feature in content during their visit to the showroom.” The team manages the full digital ecosystem, including content for all social platforms and the company website. Sanj said: “Our marketing team are fully immersed in the business, with a deep understanding of the stock, people, and customer experience. This intellectual investment means they can create more relevant content, and build a stronger, more recognisable brand identity across all channels.” After moving away from traditional car sales posts, NK Motors says across all platforms, its social media content has generated about 4.6 million views this year, with thousands of new followers, around 100,000 profile visits and hundreds of enquiries linked directly to social media. Engagement has increased dramatically, with over 1,000 comments and strong interaction across posts and reels. The content is now consistently reaching new audiences, with leads increasingly generating themselves through organic visibility, and playing a direct role in bringing people into the dealership. The business has ambitious plans to continue scaling its digital presence over the coming months, with a target of reaching 10 million views this year. At the heart of the approach are digital marketer Alfie Adamson and brand ambassador Ruby Harwood. The duo’s viral handover videos have created distinctive voice, while behind-the-scenes clips and playful showroom run-arounds, have brought the show to the showroom. Alfie, who joined NK Motors shortly after Covid, has a strong understanding of the brand. He said: “We have shifted our focus toward ‘people content’, storytelling through humour, personality, and sharing the human side of dealership life with behind-the-scenes moments." "This approach has revolutionised what main dealer social media marketing looks like, with collaboration between marketing and sales helping bring campaigns and ideas to life. It has led to multiple viral moments across platforms.” One of the standout campaigns was the grand showroom opening of NK Derby, which marked a major milestone for the business and performed strongly across social platforms. Content such as the ‘silence of an EV reversing,’ used car handover videos and more recently, ‘how trustworthy are your salesmen?” are also entertaining viewers. The star of many of the videos is 24-year-old Ruby Harwood, a professionally trained musical theatre performer who joined NK Motors in March as a brand ambassador. She has combined her performance background with hospitality and social media experience to bring out-of-the-box ideas to the dealership’s channels. Ruby commented: “My personal favourite content to film is our ‘run around’ videos, where Alfie and I will think of a relevant question and literally run around to all departments for the answer. We don't take no for an answer, and my girly giggles make the grown men scared. I think that's what people find engaging." “As expected, the comment section has been a real mix. There have been so many kind and supportive messages recognising the work and effort I've put into learning about an industry that was completely new to me, and I'm incredibly grateful for that. Of course, there have also been some comments that focus on things other than the work itself, but my experience in the showroom couldn't be more different. I've been welcomed, supported, respected, and encouraged to learn by the people around me, which has been invaluable." “If anything, I hope this inspires more women to step outside their comfort zones and pursue opportunities in industries where they may feel outnumbered or inexperienced.” Ruby said: “What makes NK different is actually quite simple: young creative minds, creative freedom, a platform and a niche. Not everyone has an all-singing, dancing performer in their showroom, and I think that light, fun, happy energy might just be what the motor trade is missing.” “The future of NK is bright. That's for sure. My ambitions, as they always have been, are big and I would like to see NK Motors reach 10,000 Instagram followers by early 2027.” NK Motors says it will continue to grow its online presence with further campaigns, giveaways and event-led content over the coming months, Ruby added: “Watch this space for all things wacky, weird, and wonderful, with a chic twist, all whilst selling the product and creating a large, permanent audience." “I feel very proud of myself and the team for delivering the stats that we have so far. The growth is quick, at this point it's not about keeping up, it's about staying ahead. Whilst we have produced strong results, we know that social media is ever-changing, so getting comfortable isn't an option.” Follow NK Motors on Instagram @nk_motors

Ready for store exclusive offers, all the best decorating brands under one roof and an expert team on hand to serve all your decorating needs? Well, Brewers Eastleigh is now open. Located on Unit 5, Stanstead Road Trade Park, SO50 4RZ, the store is conveniently next to Toolstation and Screwfix. To celebrate the opening of the new store, we’re holding a competition for customers with a trade account. You could be in with the chance of winning a spray-painting product from Graco or Mirka. There’s free parking and our popular Collect Anytime service, featuring a simple, secure and convenient lockbox system. When ordering your goods, you'll be sent a code (unique to your order) by SMS so that you can access the secure lock box at a time that suits you. Don’t forget you can also place orders for Click & Collect on our website and we also offer delivery - free for our account holders. The store has a wide range of products in store, including tinting facilities from Duluxe Crown, Albany, Little Greene, Farrow & Ball, Zinsser, Isomat, Benjamin Moore and Johnstone’s, mixed specifically for you to take away the very same day. Brewers Eastleigh also features an inspirational showroom, filled with an array of designer paint brands and over 120 wallpaper books, giving you the confidence to choose your next scheme with ease. Head into Brewers Eastleigh where Tanya and the team will be there to give you a warm welcome and offer you the very best advice. Fancy 10% off your first two purchases plus free delivery? Sign up to a Brewers Pro Trade or DIY card.

Estates worth more than £10m appear to have driven the vast majority of the latest rise in inheritance tax liabilities, according to analysis by Irwin Mitchell. HMRC figures show that overall IHT liabilities rose by 5%, from £6.70bn in 2022/23 to £7.03bn in 2023/24, despite the number of taxpaying estates falling from 31,500 to 30,400. Irwin Mitchell’s analysis of the data suggests £10m-plus estates accounted for around £300m of the £330m increase. In 2023/24, 220 estates in this band paid an average IHT bill of £4.72m, implying total liabilities of around £1.04bn. In 2022/23, 202 estates in the same band paid £734m in total. This means fewer than 1% of taxpaying estates accounted for close to 15% of all IHT liabilities in 2023/24, underlining the growing concentration of the tax burden at the top end of the estate value range. The figures relate to estates passing on death in 2023/24, rather than current-year tax receipts, due to the time it takes for estates to be reported and processed. Irwin Mitchell says they still provide an important indication of where inheritance tax pressures were heading before major reforms to Business Property Relief, Agricultural Property Relief and pensions take effect. From April 2026, reforms to Agricultural Property Relief and Business Property Relief are due to restrict the availability of 100% relief. From April 2027, unused pension funds and death benefits are also set to be brought more clearly within the scope of IHT. Andrea Jones, Head of Irwin Mitchell’s Private Client Advisory team, said: “These figures may not provide a real-time picture of inheritance tax, but they give a useful indication of how liabilities were evolving before the latest reforms." “What stands out is the growing concentration of inheritance tax among a relatively small number of high-value estates. Estates worth more than £10m appear to have accounted for a significant share of the increase in liabilities during 2023/24. “With further changes to business relief, agricultural relief and pensions now taking effect, many families will want to review their succession plans and understand how those reforms could affect the transfer of wealth between generations.”

Cumbrian accountancy firm Lamont Pridmore is urging business owners and high earners to plan their transition into retired life. There are currently 1.4 million people over the age of retirement that still work within some capacity – a number that continues to increase year to year. This is mainly due to an increase in part-time work of people over the retirement age. Everyone has to prepare both financially and for their work life succession as retirement approaches, but perhaps because of the challenges of running a business, many business owners are taking a different approach to retirement. Lamont Pridmore has pointed out that in the UK a growing number of business owners are postponing traditional retirement and instead are opting for phased retirement plans. Often times business owners see their company as an extension of themselves, and the idea of stepping back completely can often be complex and undesirable. Graham Lamont is the Chief Executive at Lamont Pridmore, he said: “Many businesses owners aren’t just planning for retirement, they are planning for the upheaval of their life as they know it." “Owners will spend years building emotional attachments to their business as it grows, the concept of just walking away from that on one day can be scary." “However, we are urging business owners to not see retirement as a setback, but the start of the rest of your life" . “This is where phased retirement comes into play, owners can choose to work part time over several years or months until they are confident that their business can thrive without them there.” During phased retirement owners may start exploring options like partial sales, succession planning, consultancy roles or stepping into a chairperson position as a way to keep a foot in the door once they make their step into full retirement. Graham said: “Owners would rather gradually reduce their involvement in the company rather than just stop cold turkey. Phased retirement is emerging as a practical and appealing solution for owners to take a step back, it allows owners to maintain their sense of identity, support the businesses leadership transition and reduce sudden lifestyle adjustments associated with full retirement. “We want to encourage business owners to focus on the conversation around legacy, rather than just the exit.” A conversation with one of Lamont Pridmore’s experts can help you begin your retirement planning in earnest. Visit here for more information.

Family Business United (FBU) has announced the finalists for the Family Business Lifetime Achievement Award 2026, recognising individuals whose contribution to their family businesses and to the wider sector has been exceptional. The award celebrates a lifetime of dedication, leadership and impact, honouring individuals who have shaped their businesses across generations and who continue to inspire the family business community. This year's finalists are: Gerald Bloom - Owner and Chairman, Big Bear Plastic Products Ltd Matthew Pudney - CEO, Princebuild John J Smith Senior - Funeral Director, John J Smith Funeral Service & Monumental Masons Elizabeth Rose - Marketing Manager, Rose Calendars Mark Rutter - Co-Founder & Chairman, Open Study College John Lawson - Founder & Director, Lawsons Group Terry Peck - Managing Director, Capital Roofing Co Ltd Philip Miller MBE - Executive Chairman, Stockvale Group of Companies Nigel Gardener – Business Support Manager, RSP UK Wes Arbuckle - Co-Founder, LINIAN Commenting on the finalists, Paul Andrews, Founder and CEO of Family Business United, said: "These awards are truly special and recognise some very special people within the world of family business. Each year the evening where they are all recognised and one becomes the overall champion is a pleasure to host with some incredible people joining us on stage for a moment of reflection and celebration for all that they have achieved." "All of the finalists deserve to be recognised and celebrated. They are what family business is all about – people with a dream, family values at the heart of what they do and above all they care. We look forward to celebrating with all of them and crowning the overall winner in due course.” The Family Business Lifetime Achievement Award forms part of the National Family Business of the Year Awards, run by Family Business United. The award recognises individuals who have made an outstanding and lasting contribution to their family business over many years, demonstrating leadership, resilience and a commitment to the values that underpin family enterprise. All of the recipients will be presented with their award during a gala dinner in London on September 16, 2026. Find out more and book your tickets to join us here

JCB's hydrogen-powered Hydromax streamliner clinched an SCTA speed record on the Bonneville Salt Flats – reaching 368.347mph at the world's leading land speed racing event. Driven by Wing Commander Andy Green OBE, the car set a new record in the Southern California Timing Association’s (SCTA) Blown Gas Streamliner (AA/BGS, 500+ cubic inches) class at Bonneville Salt Flats at 8:50am today (MDT), recording a speed of 368.347 mph. The success came as the engineering giant gears up for an official FIA world record attempt next week. The run was completed as part of the Southern California Timing Association's (SCTA) renowned Bonneville Speed Week, regarded as the world's premier land speed racing event, which requires teams to make two runs on consecutive days and takes the average of the maximum speeds reached. Lord Bamford | JCB Chairman commented: “To reach 368.347mph is a fantastic achievement for the whole JCB Hydromax team. It shows just what JCB’s hydrogen engines are capable of ahead of our outright FIA world record attempt. This project is about proving that hydrogen power can perform at the very highest level with zero emissions, and result is powerful evidence of that.” Andy Green, the fastest man on earth at 763.035mph and the only person to break the sound barrier on land, said: “It has been an absolute joy to be back on the salt, racing at Speed Week alongside some incredible teams. The Bonneville Salt Flats are the home of the World Land Speed Record, where racers get to push the boundaries of physics and innovation." "This record has given all of us huge confidence in the car, the team and the quality of the engineering. With our first record in the bag, we're now turning up the power on the engines, aiming to go even faster next week.” JCB Hydromax Project Leader Ryan Ballard said: “Speed Week is one of the most iconic and respected events in world motorsport, bringing together competitors from around the globe who share a passion for pushing the boundaries of engineering and performance." “We are immensely grateful to the Southern California Timing Association for the professionalism, expertise and enthusiasm with which they organise this unique event. The SCTA's commitment to land speed racing has created a platform where innovation can thrive and records can be challenged. It has been a privilege for JCB to compete here, and we'd like to thank everyone involved for making us feel so welcome as we strive towards even greater achievements on the Salt Flats.” Yesterday the 32 foot long, twin-engined JCB Hydromax recorded a speed of 367.141mph and reached a maximum speed of 369.554mph, giving an average speed of 368.347mph, setting a new SCTA record on the Bonneville Salt Flats. The result surpasses the previous SCTA record of 348.342 mph set by the Spectre Streamliner in 2010, marking the first time in 16 years the class record has been broken. With the SCTA challenge behind it and valuable data gathered, the JCB team is now focussing on next week's outright Fédération Internationale de l’Automobile (FIA) world record bid, where the JCB Hydromax will attempt to write a new chapter in hydrogen-powered motorsport history. JCB Hydromax is powered by two of JCB’s own production-based hydrogen internal combustion engines. With the engines now being turned up towards their full combined output of 1,600hp, the team will look to build on this SCTA record as it prepares for the FIA record attempt next week. Bonneville Speed Week is the world's leading land speed racing event, run by the SCTA, which governs and verifies official class records at the event. Following Speed Week, the JCB Hydromax team is remaining at Bonneville to pursue officially recognised world records under the FIA, the global governing body for motorsport. The JCB Hydromax team has been running to a strict test programme, completing 44 runs to date, building speed and confidence in the car as they push the limits of hydrogen combustion technology and showcase British engineering to a global audience. JCB’s speed attempt comes ahead of the opening of the company’s new $500 million, one million sq. ft, 400-acre factory in San Antonio, Texas, which will employ 1,500 people, manufacturing machines for the US market. JCB has a long history of pushing the limits of speed. In 2006 JCB’s Dieselmax streamliner clinched the world diesel land speed record, reaching 350.092 mph on the Bonneville Salt Flats powered by two JCB diesel engines. In 2019, the JCB Fastrac tractor was crowned the world’s fastest tractor at 135.191 mph, while in 2014 the JCB GT set the world record for the fastest backhoe loader at 72.58 mph.

Supporters returning to Bromley Football Club for the new football season will be able to enjoy a newly refurbished Ravens' Nest bar, following significant investment by independent family brewer and pub company Shepherd Neame. The brewer, which first became the National League club's official drinks supplier in 2022, recently extended its pouring rights partnership until 2032. The Ravens’ Nest project has been six months in the making and forms part of Shepherd Neame's ongoing investment in Bromley Football Club. Located within the fan zone, the container bar serves a range of Shepherd Neame beers on draught, including Spitfire Lager, Whitstable Bay Lager, First Drop and Orchard View Cider. It also offers bottled Singha premium Thai lager, brewed under license by Shepherd Neame, along with wines, spirits and soft drinks. The previous Bear Island branding has been replaced with a bold new Spitfire Lager identity, giving the popular bar a fresh new look and creating a vibrant destination for supporters on matchdays. The Ravens' Nest refurbishment has been delivered alongside the installation of three new bars in Bromley FC's new George Wakeling Stand, named in honour of the club's former manager. Accommodating almost 3,000 supporters, the stand is part of the club's ongoing programme of improvements to enhance the matchday experience. Shepherd Neame Chief Executive Jonathan Neame said: "We're delighted to unveil the new-look Ravens' Nest ahead of the new season. Our relationship with Bromley Football Club continues to go from strength to strength, and this latest investment reflects our shared ambition to enhance the matchday experience." "The new Spitfire Lager branding gives the bar a fresh new identity, while our extended partnership until 2032 demonstrates our long-term commitment to the club and its supporters." Bromley Football Club’s Chief Revenue Officer Mick Livesey said: “We are incredibly proud of our long-standing relationship with Shepherd Neame. The partnership is built on shared values, a passion for our community, and a commitment to creating memorable experiences for supporters." "The new Ravens’ Nest area is a superb space, and we are excited for fans to enjoy everything it has to offer.”