Barclays’ Q1 2026 Business Prosperity Index reveals that the vast majority of UK businesses (85 per cent) remain confident in the strength of their business, despite 80 per cent reporting a negative impact from the Middle East conflict. Businesses are doubling down on technology investment, with rising AI investment now matched by a sharp increase in cybersecurity spending. Key findings from the Q1 Index show: Geopolitical tensions continue to weigh on sentiment, with one in five (20 per cent) pausing overall investment in light of geopolitical uncertainty. Larger firms have increased longer-term borrowing suggesting their investment. plans remain intact, while SMEs are building further resilience through savings buffers. 68 per cent expect to increase cybersecurity investment over the next 12 months, but almost half (46 per cent) believe the adoption of new technologies is increasing their exposure to cybersecurity risks. Six in 10 (61 per cent) now proactively use agentic AI, with cloud, cyber and AI together accounting for 44 per cent of planned technology budgets over the next year. Firms expect to grow revenues and investment but are split on how to handle rising cost More than four in five UK businesses (81 per cent) expect revenues to increase next quarter and 83 per cent are confident in their prospects over the next year. Looking ahead, more than half (54 per cent) are planning to increase overall investment in the next 12 months. Barclays anonymised client data from around 900,000 UK businesses comparing Q1 2026 to Q1 2025, showed the diverging ways smaller and larger firms are responding to uncertainty. SMEs within Barclays Business Bank saw a modest uptick in cash inflows (+0.2 per cent), continuing to build savings buffers (+1.5 per cent) and cut borrowing (‑13.1 per cent). Larger corporates within Barclays UK Corporate Bank saw a reduction in cash entering (-7.0 per cent) and leaving businesses (-6.1 per cent) as they reduced savings (-5.2 per cent). These larger firms have simultaneously increased longer term borrowing (+6.9 per cent) and reduced shorter-term overdraft borrowing (-11.8 per cent), suggesting future investment plans remain intact. Businesses of all sizes are split on their pricing strategy in response to rising costs, with 37 per cent passing them on to customers and 32 per cent absorbing the impact within margins. Matt Hammerstein, CEO of Barclays UK Corporate Bank, said: “UK businesses are now operating in an environment where uncertainty has become the norm. Geopolitical instability and persistently high costs are feeding directly into cashflows, borrowing decisions and investment plans." “What’s striking, however, is how businesses are responding. Rather than pulling back entirely, many are adapting to this new reality by tightening financial discipline, managing cash carefully and prioritising investment where it strengthens resilience, productivity and long-term competitiveness.” Cyber security becomes boardroom priority Resilience is now a key focus, with recent global turmoil putting cybersecurity at the forefront of many businesses’ priorities, with fewer than three in 10 (29 per cent) confident in their ability to respond to a major cyber incident. In response, almost seven in 10 (68 per cent) are planning to increase their cybersecurity investment over the next 12 months. However, businesses are seeking to find a balance between adoption and exposure. While 82 per cent are confident that their cybersecurity capabilities are keeping pace, almost half (46 per cent) are concerned that these technologies are increasing their exposure to cybersecurity risks. As technologies develop at pace, large businesses are eager to increase their investment, while micro businesses are adapting more slowly. More than one third (36 per cent) of large firms have increased cybersecurity investment since the start of 2026, falling to 26 per cent of smaller businesses and 4 per cent of micro businesses. With additional finance, large firms say they would prioritise further cyber security (24 per cent) alongside AI investment (24 per cent). The average amount decision makers have spent on cybersecurity to date in 2026 is £505,000. This rises significantly to £1.3million for large businesses, but falls to £134,000 for small businesses and £15,000 for micros. Over half of firms now use agentic AI Alongside rising cyber investment, businesses are doubling down on AI and automation to improve efficiency and offset cost pressures. More than half of businesses (52 per cent) believe AI and automation has improved their productivity, with employees now spending less time on administrative tasks (38 per cent), becoming faster at decision-making (34 per cent) and spending more time on higher value work (31 per cent). The way businesses are using AI has evolved too, with six in 10 (61 per cent) now using agentic AI to some extent in their operations. Abdul Qureshi, Head of Barclays Business Banking said: “SMEs are navigating higher costs and ongoing uncertainty, which continues to weigh on day-to-day decisions. While larger firms push ahead with longer-term borrowing, many smaller businesses are focused on building cash buffers and closely managing their financial position. At the same time, AI is starting to present tangible opportunities for SMEs, particularly where it can help improve productivity and make everyday tasks more efficient.” Barclays Business Prosperity Fund To support businesses to invest in resilience and growth, The Barclays Business Prosperity Fund is available for new and existing Business Banking customers and UK Corporate Banking clients across the UK to apply for lending and refinancing on existing projects. Businesses can find out more at: home.barclays/businessprosperity. £22bn is the total amount of lending Barclays has available to lend and support business growth among Business Banking and UK Corporate Banking clients in 2026. Subject to normal lending assessment, status and application. Terms and conditions apply.

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

There is a question that sits at the heart of every family business succession, usually unasked and often unexamined: is joining the family firm a gift, or is it a weight? For the generation that built or grew the business, the answer feels obvious. Of course it is a privilege. Of course the next generation should want to be part of it. And yet, for many of the young men and women sitting across from that assumption, the experience is considerably more complicated. This is not a criticism of either side. It is simply the reality of what happens when love, expectation, and commercial enterprise share the same space. The Weight Of What Came Before Walking into a business that bears your family's name, where the receptionist knew you as a child, where the boardroom portraits include your grandparents, is an experience unlike any other start to a career. The history is everywhere. So is the expectation. So, often, is the comparison. Next-generation family members frequently describe a particular kind of pressure that their peers in other careers simply do not encounter: the sense that they are representing not just themselves, but everyone who came before them. Every mistake carries extra weight. Every success is questioned — was it really theirs, or did the family name do the work? And the question of whether they would have chosen this path freely, without the family dimension, is one they may never feel fully entitled to ask. None of this makes the family business a bad place to build a career. For many, it is the most meaningful thing they have ever done. But it does mean that the transition needs to be handled with considerably more care than the older generation sometimes realises. Giving The Next Generation Room To Arrive The families that manage succession most successfully tend to share a common approach: they give the next generation genuine room to make the role their own. They do not simply install the incoming leader in the existing seat with the expectation that everything will continue as before. They create space for new ideas, for different ways of leading, for the fresh perspective that someone who has grown up watching the business from the outside, and perhaps worked elsewhere first, genuinely brings. This is harder than it sounds. It requires the outgoing generation to resist the very natural impulse to protect what they have built by controlling how it develops. It requires trust — not just in the individual, but in the process of renewal itself. The firms that have not found that trust are disproportionately represented in the statistics about businesses that fail to make it past the third generation. When Joining Is The Wrong Decision There is another conversation that family businesses rarely have openly, but probably should: the one about what happens when the next generation does not actually want to join, or should not. Not every family member has the skills, the temperament, or the genuine desire to run a business. Bringing someone in out of obligation, or allowing them to join because the family expects it, rarely ends well — for the individual, for the business, or for the family relationships that depend on both. The most forward-thinking family businesses have found ways to make this conversation safe to have. They separate, clearly and kindly, the question of family membership from the question of business involvement. Being part of the family is unconditional. Having a role in the business is something different — it requires the right fit, the right preparation, and, above all, a genuine choice. Legacy As Invitation, Not Obligation The families that get this right tend to think of legacy not as something imposed on the next generation, but as something offered to them. Here is what we have built. Here is what it stands for. Here is what it could become. Do you want to be part of that? When the next generation joins because they genuinely want to, because they see something worth building on and feel free to make it their own, the energy they bring is transformative. When they join because they felt they had no choice, the cost is eventually paid by everyone. The distinction matters more than almost anything else in the long-term health of a family business.

There is a particular kind of meeting that most family business leaders will recognise, even if they have never sat in a boardroom to have it. It is the meeting where a business decision and a family dynamic arrive at the same table at the same time, and nobody is quite sure which one is driving the conversation. Should the founder's eldest child take the managing director role, or is there a stronger external candidate? Should the business carry a family member whose performance has been a source of quiet concern for longer than anyone wants to admit? Should a significant investment be made that one branch of the family supports and another does not? These are not straightforward business questions. They are business questions wrapped around family relationships, personal histories, and emotional stakes that no financial model can fully capture. And they are, for many family businesses, among the most difficult decisions they will ever face. A well-constituted board does not make these decisions easier in the sense of making them less weighty. What it does is create the conditions in which they can be made well, with rigour, with fairness, and with a degree of separation between the family dynamics and the business logic that is almost impossible to achieve without some form of independent structure. The Limits Of Family Consensus Family businesses are often rightly proud of their ability to make decisions quickly and collaboratively. The absence of corporate bureaucracy, the alignment of ownership and management, the shared values that mean everyone is broadly pulling in the same direction and these are genuine advantages, and they should not be designed away in the name of governance for its own sake. But family consensus has limits, and those limits tend to become most apparent precisely when the decisions are most consequential. When everyone around the table has a personal stake in the outcome, financial, emotional, or relational, the quality of the decision-making process is vulnerable in ways that are not always obvious from the inside. Uncomfortable truths go unsaid. Difficult options are not fully explored. The desire to preserve harmony, or to avoid reopening old wounds, quietly shapes the conclusions before the conversation has properly begun. This is not a failure of character or intent. It is simply the nature of family dynamics. The same closeness that makes family businesses distinctive also makes genuine objectivity, in certain situations, genuinely hard to achieve. Acknowledging this is not a criticism of the family. It is an honest assessment of the conditions in which good decisions are hardest to make and a recognition that those conditions call for a different kind of support. What A Board Actually Brings The word governance makes some family business leaders reach for the off switch. It conjures images of corporate formality, of tick-box compliance exercises, of adding cost and complexity to a business that has always prided itself on being lean and direct. This reaction is understandable, but it tends to conflate governance with bureaucracy and the two are not the same thing. A board, at its best, is not an administrative burden. It is a decision-making asset. It brings perspectives that the family, however capable, cannot generate from within, experience of different industries and business models, exposure to challenges that the family has not yet encountered, the kind of detached objectivity that only comes from not having grown up in the business or around the table at family dinners. Independent non-executive directors, in particular, can offer something that is genuinely rare in a family business context: the freedom to say what needs to be said without fear of damaging a relationship that predates the company itself. This is not about undermining family authority or importing a corporate culture that is at odds with the family's values. A well-structured family business board works in service of the family's vision, not in opposition to it. Its role is to strengthen the decision-making process, not to replace the family's judgement with someone else's. The best independent directors understand this distinction instinctively, and they bring their challenge and their counsel in ways that build trust rather than create friction. The Specific Value Of Independent Voices In the context of the decisions where family and business most acutely collide, independent board members earn their place many times over. Consider the question of a family member's performance. This is one of the most reliably difficult conversations in any family business, one that, left unaddressed, can damage both the business and the family relationship far more than an honest, well-handled conversation ever would. An independent board member can raise the issue in a way that separates it from personal criticism, frame it in terms of the business's needs and standards rather than individual failing, and support both the family and the individual through a process that might otherwise become entrenched and destructive. Consider succession. The question of who should lead the business into its next chapter is one of the most consequential a family will ever face, and it is one where the risk of the decision being shaped by family dynamics rather than business logic is highest. A board with independent members can ensure that the process is rigorous, that all candidates, family and non-family, are assessed against the same criteria, that the decision is made on the basis of what the business needs rather than what any individual branch of the family prefers, and that the outcome has a legitimacy that the wider organisation can get behind. Consider also the moments of acute family tension — a dispute between siblings, a disagreement between generations about the direction of the business, a breakdown in communication that is beginning to affect the organisation beyond the family itself. An independent board does not resolve these issues directly, but it provides a structure within which they can be addressed with the seriousness and objectivity they require, and a framework of accountability that keeps the business functioning while the family works through what needs to be worked through. Building A Board That Works For Your Business Not every family business needs a full formal board with multiple independent directors, audit committees, and quarterly reporting cycles. The right governance structure is one that is proportionate to the scale and complexity of the business, and that genuinely serves the family's needs rather than simply satisfying an external expectation of what good governance should look like. For many family businesses, the most valuable starting point is a single trusted independent adviser, someone with relevant experience, genuine credibility, and the interpersonal skills to build relationships across the family while maintaining the objectivity that makes their input valuable. This might be a non-executive chair, a formal non-executive director, or an advisory board member whose role is less formally constituted but no less genuinely useful. What matters more than the structure is the quality of the people involved and the seriousness with which the family engages with the process. An independent director who is treated as a rubber stamp, who is given incomplete information, or whose challenge is consistently deflected, adds nothing. One who is genuinely brought into the confidence of the business, trusted with the difficult questions, and empowered to say what needs to be said, that person can be transformative. The Family Business That Governs Well, Endures The families who invest in governance, who build boards that bring genuine independence and challenge, who create structures that can hold the weight of difficult decisions, are not doing so because they distrust each other or because they have run out of their own ideas. They are doing so because they understand something important: that the decisions which matter most to the long-term health of the business are precisely the ones that are hardest to make well from within the family alone. A board does not replace the family's authority or dilute its ownership. It strengthens both by ensuring that the decisions made in the family's name are made with the rigour, the fairness, and the independence that the business deserves, and that the next generation inherits not just a business but a decision-making culture worthy of building on. When family and business collide, and they will, having the right structure around the table is not a luxury. It is one of the most valuable investments a family business can make.

F.Hinds is celebrating its 170th anniversary with the launch of a new brand campaign centred around reassurance, trust and customer confidence. The independent family jeweller, which was founded in Paddington in 1856 and now operates 132 F.Hinds and Chapelle stores across the UK, is using the milestone to reinforce its heritage as something customers actively benefit from today. Built around the line, “Giving Confidence”, the campaign recognises that jewellery purchases are often emotionally and financially meaningful, and positions F.Hinds’ 170 years of expertise as providing reassurance customers can rely on, whether they are buying for themselves, gifting or caring for jewellery over time. The campaign messaging highlights the role of expert guidance, fair value and ongoing customer support before, during and after purchase, helping customers feel confident not only in the piece they choose, but in the moment they are celebrating. Creative executions feature authentic customer reactions including “It’s perfect”, “I’ll wear it forever” and “You know me so well”, each paired with the line, “170 years of giving confidence”. Time-spanning imagery has also been incorporated throughout to demonstrate how F.Hinds has supported generations of customers through milestone moments over nearly two centuries. The campaign is rolling out across in-store point-of-sale, window displays, digital channels, social media and CRM activity, with a consistent message throughout: that F.Hinds’ heritage is not simply a legacy to celebrate, but an ongoing benefit to customers today. Andrew Hinds, Chairman of F.Hinds, said: “Reaching 170 years in business is an incredible milestone for our family and for everyone across F.Hinds. While we’re proud of our heritage, this campaign is really about what that history means for our customers today." "Jewellery is often purchased to mark life’s most meaningful moments, and that brings pressure to make the right choice. We want to reflect the expertise and ongoing care that mean customers have been able to trust us across generations." "‘Giving Confidence’ perfectly captures what we strive to provide every day - helping customers feel confident in the pieces they choose and the moments they are celebrating.” Founded in 1856, F.Hinds is one of the UK’s leading jewellers, but remains an independent family business, recognised with multiple industry accolades including “Retailer of the Year” at the UK Jewellery Awards 2023 and “Retail Family Business of the Year” at the Family Business Awards 2023. About F.Hinds: Established in London in 1856, F.Hinds has grown from humble beginnings into one of the UK’s leading jewellers while remaining an independent family business, now with 133 F.Hinds and Chapelle stores across England, Scotland and Wales. As the business celebrates 170 years on the British high street, F.Hinds continues to build on generations of expertise, trust and customer care, proudly marking the milestone with its “170 years of giving confidence” campaign. Built around the reassurance customers feel when making meaningful jewellery purchases, the campaign reflects F.Hinds’ long-standing commitment to helping customers buy, gift and care for jewellery with confidence through expert guidance, fair value and ongoing support. F.Hinds has received multiple industry accolades, including the unique “Outstanding Contribution to the Industry” award in 2022 and “Retailer of the Year” in 2023, both at the UK Jewellery Awards, as well as “Retail Family Business of the Year” in 2023. The company has been voted “Multiple Fashion Jewellery Retailer of the Year” on a further two occasions. Offering a wide selection of jewellery, watches and gifts for every occasion, F.Hinds also provides a comprehensive range of specialist services including jewellery and watch repairs, a made-to-measure design service, valuations, engraving, lifetime watch battery replacements, insurance replacement and Gold for Cash or trade in. In 2019, the business welcomed the UK’s leading outlet retailer Chapelle into the F.Hinds family, offering customers top international watch and jewellery brands at discounted prices. Committed to maintaining high ethical and environmental standards, F.Hinds is a certified member of the Responsible Jewellery Council (RJC) and is the longest standing retail member of the National Association of Jewellers (NAJ). F Hinds promotes sustainability through jewellery repairs, a watch recycling scheme, a free watch cell takeback service and a long established recycled packaging option. For information about F.Hinds’ interesting history visit here.

Over the years we have gained plenty of insight into what makes family businesses successful and are often asked what family firms do in order to be sustainable across multiple generations. Essentially there are some common traits that can be identified, and of course, there needs to be a degree of luck along the way to ensure the business remains relevant and successfully addresses the challenges that they will have definitely encountered along the way. We have identified 12 pillars that reflect the general traits of successful family firms which are outlined below. The pillars are sequenced deliberately, from the most foundational (purpose and values) through the operational and relational, to the financial and cultural, and closing with the two that carry the most emotional weight: stories and legacy. The sequence tells its own story. Each pillar is genuinely distinct, there is no overlap or repetition between them, which means the twelve together form a complete picture rather than twelve variations on the same idea. The final pillar, "leave it better than they found it" is intentionally the shortest in description, because by that point in the list it needs no elaboration. It is the standard that everything else is in service of. 1 - They know what the business is for They have a clear, shared answer to the question of purpose, one that goes beyond profit to encompass the values, the obligations, and the vision that define the enterprise. Every major decision is tested against it. 2 - They hold the values constant while changing everything else Products, processes, business models, and technologies evolve with the times. The values, how the business treats people, what it stands for, where the line is, never move. That combination of adaptability and rootedness is the engine of longevity. 3 - They have the conversations others avoid Succession, performance, fairness, money, conflict can be difficult topics to address. The families that endure are those that bring the difficult conversations into the room rather than letting them fester and go unsaid. Honesty, practised consistently, is a form of structural resilience. 4 - They develop each generation to lead, not just to inherit Outside experience, genuine accountability, honest feedback, and a clearly defined development path are the conditions that produce next-generation leaders who have earned their authority rather than simply assumed it. 5 - They invest in governance before they need it Effective boards, functioning family councils, robust shareholders’ agreements, built in good times, when there is goodwill and space to think clearly. The families that wait for a crisis to force governance investment pay a far higher price for the same capability. 6 - They plan succession a decade before it is needed The succession that is planned early, with time to develop the successor, structure the ownership transfer, and prepare the organisation, is a fundamentally different event from the succession forced by a health crisis or a family conflict. Start earlier than feels necessary. 7 - They stay genuinely curious about what is changing Markets shift, technologies disrupt, and customer expectations evolve. The businesses that last are those that maintain a genuine openness to what is happening at the edges of their industry, not defensive insularity, but informed, active watchfulness. 8 - They treat people, all people, with genuine respect Employees, suppliers, customers, community members. The family businesses that last are known for it, not as a marketing position but as a lived practice, visible in the decisions made when treating people well was the more costly option. 9 - They remain genuinely connected to their communities The goodwill of a community, built over generations of honest dealing, fair employment, and genuine contribution, is a form of capital that appears on no balance sheet but provides real resilience when conditions change. It is earned slowly and lost quickly. 10 - They manage money with stewardship, not extraction Patient reinvestment over short-term extraction. Conservative leverage that preserves resilience. Dividend policies that are fair to all shareholders. Financial decisions made in the light of what the next generation will inherit, not just what the current generation can take. 11 - They know their stories and keep them alive The decisions that defined the business, the crises that were survived, the people who gave their working lives to the enterprise, these stories are the primary carriers of culture and values across generations. The businesses that tell them, retell them, and live up to them are the ones that last. 12 - They leave it better than they found it Not just financially but commercially stronger, culturally richer, relationally deeper, and more worthy of the community that depends on it. Each generation that meets this standard gives the next generation a platform that is genuinely worth building on. That is the dynasty.

Stuart Dantzic, Managing Director of Caribbean, welcomes the Climate Change Committee’s latest adaptation report, arguing that external shading and passive cooling must become central to the UK’s response to rising overheating risk. The Climate Change Committee’s (CCC) latest report, A Well-Adapted UK, should finally put to bed the outdated idea that overheating is only a matter of comfort. It is a national resilience issue, a public health issue and an energy issue all rolled into one. For years, the UK’s built environment has been designed around retaining heat, which made sense in cooler periods. But as the report clearly states, the climate we are living in today is not the one our homes, schools, hospitals and workplaces were originally built for. Hotter summers, more frequent heatwaves and prolonged periods of extreme temperatures are becoming the rule, not the exception. As temperatures continue to rise, reducing heat gain before it enters buildings must become a fundamental principle of building design. Just as we would not heat a home in winter without insulation, we should not cool one in summer without shading. The CCC’s findings reflect this reality and, importantly, acknowledge something our sector has long understood: the smartest and most effective way to cool buildings is to stop heat getting inside in the first place. External shading is vital for overheating adaptation and must now become a standard part of climate-resilient building design. The report’s support for passive cooling measures should therefore be strongly welcomed. One of the most striking conclusions is that external shading in hospitals can reduce temperatures by up to 4°C on peak heat days. That is not a marginal improvement; in healthcare settings, where vulnerable patients are already at risk from extreme heat, those reductions can have very real consequences for wellbeing and safety. There is much talk of air conditioning being the answer to climate change and undoubtedly it has a role in certain environments, such as hospitals, care settings and other high-risk buildings. But cooling buildings mechanically without first addressing solar gain is fundamentally the wrong approach and it cannot become the default answer to every overheating challenge. Passive cooling should be prioritised in all buildings, with active cooling introduced only during prolonged or intense heatwaves. This reflects the cooling hierarchy adopted within the London Plan and increasingly referenced by local authorities and industry guidance. Why? Because if we rely solely on mechanical cooling, we risk creating a cycle where rising temperatures drive higher energy demand, increased emissions and greater pressure on the grid. External shading must always come first because it lowers indoor temperatures before heat enters the building, significantly reducing any later requirement for mechanical cooling. That is a far more sustainable, cost-effective and resilient route. BBSA research, previously cited by the CCC and referenced within the Government’s Warm Homes Plan, found that external shading can reduce indoor operative temperatures (the temperature we feel) by up to 18°C. By preventing heat build-up at source, external shading can significantly reduce reliance on air conditioning, lowering energy demand, cutting carbon emissions and, in many applications, eliminating the need for mechanical cooling altogether when combined with ventilation and thermal mass. This is becoming increasingly important as modern architecture continues to favour larger areas of glazing, sliding doors and open-plan living. While these designs maximise daylight and connect interiors with outdoor spaces, they also increase overheating risk dramatically if solar control is not properly considered. Flexibility is also key because solar conditions constantly change throughout the day and across seasons, which is why adjustable, dynamic shading solutions are essential. This is not new technology. Solar shading has been used for centuries in architecture designed for warmer climates and has long formed part of prestigious buildings and major public architecture, including Buckingham Palace. Yet despite rising temperatures and increasingly frequent heatwaves, it remains significantly underutilised across the UK built environment. The CCC is right to highlight that most of the homes standing in 2050 have already been built, which means adaptation is now immediate. Retrofitting existing buildings with effective passive cooling measures will be essential if we are serious about creating climate-resilient communities. Lord Krebs, former Chair of the CCC Adaptation Sub-Committee, previously stated: “We are not designing buildings for preventing overheating. Shading – shutters or awnings – is not costly or difficult to install, it’s just that we’re not doing it.” What is particularly encouraging is that the conversation is finally shifting. Overheating is no longer being treated as an occasional inconvenience during a hot spell. Instead, it is now recognised as a long-term infrastructure challenge requiring strategic action. The CCC’s report is an important step forward because it recognises that resilience starts with smarter design, not more energy consumption. External shading may once have been viewed as an optional add-on, but that position is no longer tenable in a warming climate. Today, it must be seen as essential climate adaptation infrastructure and a fundamental part of how we design, retrofit and futureproof buildings across the UK. For more information on Caribbean and its range of shading products visit here.

As Dina Foods marked its 30th anniversary in 2022, the London-based family business stands as a quietly formidable presence in the world of Mediterranean food manufacturing. Specialising in authentic, products ranging from artisan flatbreads and savouries to handmade confectionery, the company has grown from humble restaurant beginnings into a multinational supplier with a reputation built on craftsmanship, consistency and care. Operating from state-of-the-art facilities in Park Royal, North-West London, Dina Foods produces at scale while maintaining a strong commitment to traditional methods and quality. Its manufacturing sites are regularly audited to the highest international standards, including BRC, IFS and independent third-party certifications. The business also holds top-tier accreditations such as BRC AA+, IFS Higher Level and Sedex registration, reflecting a sustained focus on food safety, ethical sourcing and operational excellence. Today, the company is run by the Haddad family, with brothers Suheil, Fadi and Samir at the helm. Together, they have steered Dina Foods into becoming a leading supplier across the UK and international markets, serving restaurants, retailers, airlines, wholesalers and cafés across Europe and beyond. Alongside this growth, they have also built a strong and dedicated team that supports and shares in the company’s vision and success. Yet the origins of the business remain firmly rooted in hospitality. Speaking to founder and managing director Suheil Haddad, it becomes clear that Dina Foods is an evolution of a much longer culinary journey. The family arrived in the UK in the 1970s, bringing with them a deep passion for Lebanese cuisine and hospitality. By the time they opened Fakhreldine in London’s Mayfair, it had quickly established itself as one of the capital’s destination restaurants, renowned for its generous welcome and authentic food. “At Fakhreldine, the idea was that guests would be greeted with warm, freshly baked Lebanese bread straight from the oven,” Haddad recalls. “It was served with olives, salads and mezza, and people would often ask where they could buy the bread to take home. That question stayed with us.” The success of Fakhreldine, followed by other ventures including Lucullus in Knightsbridge, Noura and Adonis in Fitzrovia, revealed a clear demand beyond the restaurant table. When Fakhreldine was sold in 1990, the family made a decisive shift. In 1992, Dina Foods was born, originally as a bakery dedicated to bringing authentic Middle Eastern flavours into homes and businesses across the UK. The transition from restaurateurs to manufacturers was not without its challenges. “It was a steep learning curve,” Haddad explains. “We had to understand production, scale, logistics and quality control in a completely different way. But the foundation was always the same: authenticity and trust.” From those early days producing traditional Lebanese flatbreads such as Khobez, the business has expanded significantly. Today, Dina Foods produces a wide portfolio including its trademarked Paninette® flatbreads, baklawa, falafel and a range of savoury products. Its reach now extends across 18 European countries, with products supplied into multiple foodservice and retail channels. Despite this growth, Dina Foods remains unmistakably a family enterprise. Suheil works alongside his brothers, with Fadi serving as manufacturing director and Samir overseeing engineering. Supported by an expanded team whose expertise and commitment play a vital role in the company’s continued success, the business benefits from a strong foundation beyond the family itself. The next generation is also beginning to take on roles within the business, continuing a legacy shaped by close-knit collaboration. Family continuity, however, is only one part of the company’s identity. Equally central is a long-standing culture of reliability and resilience, upheld today by a large and dedicated team across the business. “Our reputation was built on quality and service from the very beginning,” Haddad says. “Customers trust the family name, and that trust is something we work hard to maintain every day.” That sense of responsibility extends to the company’s workforce, many of whom have been with Dina Foods for decades. With around 160 employees across its Park Royal sites, the business places strong emphasis on training, stability and long-term development. Even during the pandemic, the company avoided redundancies, prioritising continuity and support for its staff. Life within a family-run food manufacturing business is demanding. Production runs around the clock, seven days a week, and operational issues can arise at any time. Yet this intensity is balanced by a sense of shared purpose. “Everyone understands their role,” Haddad notes. “If there is a problem, we deal with it together. That is the nature of a family business.” Looking ahead, Dina Foods continues to build on its dual identity as both heritage-driven and forward-looking. Its products combine traditional recipes with modern manufacturing capability, allowing the business to respond quickly to changing consumer tastes while remaining rooted in authenticity. For the Haddad family, the journey from a single restaurant kitchen in Mayfair to an international food business remains a source of pride. Yet the guiding principles remain unchanged: quality, integrity and a deep respect for the food traditions that started it all. As Haddad reflects, the essence of Dina Foods can be distilled into three words: innovation, authenticity and quality.

There is something quietly remarkable about a family business that has been trading for a hundred years or more. Not because longevity is an achievement in itself — plenty of businesses persist without thriving — but because surviving a century means having navigated, successfully, a set of challenges that would have broken most organisations. Two world wars. The Great Depression. The collapse of industries and the rise of new ones. Technological revolutions that rewrote the rules of entire sectors overnight. Economic crises, political upheaval, generational change, and the thousand smaller disruptions that accumulate across a hundred years of trading. The businesses that came through all of that did not do so by accident. They did so because of something in their DNA — a set of characteristics, habits, and instincts that proved, again and again, to be more durable than the circumstances they faced. Those characteristics are not historical curiosities. They are directly relevant to the challenges facing family businesses today. And understanding them — really understanding them, not just as abstract principles but as practical disciplines that can be applied in the present — may be one of the most useful things any family business leader can do right now. The Long View As Competitive Advantage The first and perhaps most fundamental characteristic shared by family businesses that endure across generations is a genuinely long-term orientation. Not the kind that gets mentioned in mission statements and promptly forgotten when a short-term pressure arrives, but a deep, structural commitment to the future that shapes decisions at every level of the business. This shows up in the way century-old family firms approach investment. They are willing to accept lower returns in the short term in exchange for a stronger position over time. They reinvest in the business consistently, even in difficult years, because they understand that the alternative — extracting value at the expense of capability — is a form of slow disinvestment that compounds in ways that are not immediately visible but are eventually irreversible. It shows up in the way they approach relationships. With customers, with suppliers, with the communities in which they operate. These are not transactional relationships managed quarter by quarter. They are investments in trust, built over years and sometimes decades, that provide a kind of stability and loyalty that no marketing budget can replicate. When times are hard, those relationships hold. They are, in a very real sense, part of the balance sheet — even if they never appear on it. And it shows up in the way they approach risk. Not recklessly, and not with the paralysing caution that masquerades as prudence, but with a clear-eyed willingness to take considered bets on the future while maintaining the financial resilience to absorb setbacks without being undone by them. The businesses that last a hundred years are not those that never made a wrong call. They are those that were never so exposed by a wrong call that they could not recover from it. Adaptation Without Abandonment A second characteristic is the ability to adapt — to change what needs to change while holding firm to what must not. This sounds straightforward. In practice, it is one of the most genuinely difficult things any organisation can do, and family businesses face a particular version of the challenge because the things that must not change are so deeply personal. The family businesses that have survived a century are not the ones that looked the same at the end of it as they did at the beginning. They are the ones that evolved — sometimes radically, sometimes repeatedly — in response to changes in their market, their technology, and their competitive environment. What remained constant was not the product, or the business model, or even the industry in many cases. What remained constant was the values, the purpose, and the commitment to the people and communities the business served. This distinction matters enormously for family businesses navigating change today. The question is not whether to adapt — the evidence of a hundred years suggests that adaptation is not optional — but what is genuinely non-negotiable and what is simply familiar. Confusing the two is one of the most common and costly mistakes a family business can make. Treating a business model as a value, or a product as a purpose, ties the business to a form that the world may no longer need, rather than to a commitment that the world will always value. Stewardship Over Ownership A third characteristic, visible in family businesses with the deepest roots, is a particular orientation towards ownership — one that thinks less in terms of what the business can provide to the current generation and more in terms of what the current generation owes to the next. This is the stewardship mindset, and it changes everything about how decisions get made. The steward-owner does not ask only what is best for the business today. They ask what is best for the business in twenty years — and they are willing to accept personal sacrifice in the present in service of that longer horizon. They invest in people, in infrastructure, in capability, even when the return on that investment will not be visible on their watch. They resist the temptation to extract more than the business can comfortably afford, understanding that the wealth of a family business is not just in its current cash flow but in its capacity to generate value across generations. This mindset also shapes how century-old family firms think about their responsibilities beyond the purely commercial. The businesses that have survived longest tend to have deep roots in their communities — not as a marketing strategy, but as a genuine expression of the belief that the business exists in relationship with the world around it, and that the health of one is bound up with the health of the other. That sense of mutual obligation is not just ethically admirable. It is strategically sound. The businesses most embedded in their communities tend to be the ones with the strongest reputations, the most loyal customers, and the deepest reserves of goodwill to draw on when things get hard. Family Unity As A Strategic Asset A fourth characteristic is the ability to maintain family unity across generations — not by avoiding disagreement, but by building the structures and the habits that allow disagreement to be navigated without becoming destructive. The family businesses that fall apart rarely do so because of external pressure alone. They fall apart because the external pressure finds an internal fault line — a succession dispute, a governance vacuum, a breakdown in communication between branches of the family — and exploits it. The businesses that endure have typically invested heavily in the relational infrastructure that keeps the family aligned. Family constitutions that articulate shared values and agreed ways of making decisions. Governance structures that provide accountability and independence without undermining family authority. Regular, honest communication that keeps the family connected to the business and connected to each other, even as individual members pursue their own lives and careers. This is not glamorous work. It does not generate headlines or feature in award entries. But it is, arguably, the most important work any multigenerational family business can do — because without it, everything else is built on foundations that may not hold when the pressure comes. What The Long-Lived Know That Others Do Not The century-old family businesses that continue to trade today have something that cannot be manufactured quickly or purchased at any price: proof. Proof that their values hold under pressure. Proof that their model can survive disruption. Proof that their family can navigate the challenges that come with passing a business from one generation to the next — and the one after that. That proof is not just a source of pride. It is a source of confidence, for the family, for their people, and for everyone who does business with them. But the lessons they embody are not the exclusive property of those who have already been trading for a century. They are available to any family business willing to learn from them — to adopt the long view, to adapt without abandoning what matters, to think as stewards rather than owners, and to invest in the family unity that makes everything else possible. The businesses being built today that will still be trading in a hundred years are not defined by their sector, their size, or their starting point. They are defined by the choices being made right now — about values, about governance, about how the family relates to the business and to each other. The century-old firms did not know, when they started, that they would last. They simply made the choices, year after year, that made lasting possible. That is the lesson. And it is as relevant today as it has ever been.

There is a fresh, friendly face on the Cromer high street this week. Crabpot Cottages, a family-run holiday letting agency, has officially opened the doors to its brand-new office at 8 Hamilton Road in Cromer. The move marks a big new chapter for the business. Driven by steady growth and a desire to be right in the middle of the local community, the family has relocated from their previous base in Sheringham to this vibrant, much busier spot in the heart of Cromer. At a time when the holiday rental industry is increasingly dominated by giant corporate algorithms and automated call centres, Crabpot Cottages is keeping things completely personal. Run by Penny and Mike Jones, alongside Penny’s children, Tom and Lucy, and team member Chloe, it is a proper family affair. When you call or walk through the door, you do not get a corporate script. Instead, you get a genuine chat with a close-knit team who know every single cottage inside out, right down to which local pub serves the best Sunday roast. The new Cromer office reflects just how much the business has blossomed over the last decade. Yet, despite their growth and even winning a Small Business Sunday award from retail tycoon Theo Paphitis, their core family values have stayed exactly the same. They still handpick and personally look after every property in their collection like it was their own home. For the team, moving to Cromer, famous for its iconic pier, community spirit, and great local seafood, feels like the perfect fit for the next step of their journey. Penny Jones, Co-Founder of Crabpot Cottages, said: “Moving the office from Sheringham was a huge milestone for us, but stepping into 8 Hamilton Road just feels right. This bustling new location is a real testament to how much our business has grown, thanks to the wonderful property owners and guests who have trusted our family over the years." "We work side side every day with honesty, care, and a lot of heart. The kettle is always on, and we cannot wait to welcome both old friends and new neighbours into our new Cromer home.” Whether you are a property owner looking for a management team that will actually care for your home, or a family searching for the perfect dog-friendly coastal getaway, Penny, Mike, Tom, Lucy, and Chloe invite you to pop into the new office for a chat and a cup of tea.

A 110-strong display ‘slab wall’ has become the major attraction of Solus Ceramics’ new showroom transformation at its headquarters in Tyseley. The family-run business, which is recognised as one of the UK’s fastest growing suppliers of architectural and sustainable tiles, has seen footfall almost double since it invested seven figures into creating the new 3,400 sq ft space earlier this year. Sales to the public have already risen by 25% and the firm has also increased its share of the local contractors’ market, as well as reinforcing its industry-leading reputation with some of the country’s top architects. The new HQ and showroom displays a carefully curated product range that blends exceptional quality with accessibility across all budgets. Materials are grouped by aesthetic family rather than brand - for example marble, stone, terracotta, wood, concrete and decorative collections. Alongside the iconic slab wall are units with clapper and drawer displays, with room sets further clarifying how different products might look in a variety of contexts. Marcus Bentley, CEO of Solus Ceramics, commented: “Visitors can expect a design-led experience shaped to provide inspiration, rather than a traditional tile showroom." “A lot of time and understanding has gone into the space, which has been carefully curated to help customers move beyond browsing samples and instead fully visualise how materials will work in real environments." “We have more than 30 years’ experience working with architects and designers, providing technical and design advice. This showroom enables us to bring this experience to a more general homeowner audience with the same level of care and service that we deliver across the country.” He continued: “The investment is definitely paying off and this is reflected not only in the volume of customers, but the mix of them. We’re attracting homeowners from the Midlands, along with developers, corporate clients, and luxury residential clients. Lots of architects and designers have also visited the space.” Solus, which was founded by Peter Bentley in the family home in 1995, has seen a £10m+ rise in revenues since 2021, with turnover expecting to exceed £26m going into 2027. The company’s commitment to ‘people’, ‘product’ and ‘planet’ has seen it develop an international network of trusted suppliers that provide unique ranges of sustainable tiles for architects, designers, commercial contracts and retail. With strong growth seen across its satellite showrooms in London and Manchester, the company continues to work on some of the UK’s most prestigious tiling projects, including for Porsche, Kensington Olympia and Finsbury Dials. Marcus went on to add: “For the luxury residential team in particular, it’s had a tangible impact. Developer clients feel confident directing their own customers to the showroom, knowing they’ll find a wide range of inspiring displays alongside a knowledgeable team who can support decision-making and provide technical advice. That trust is a key step in strengthening ongoing partnerships. “What we have created fully reflects Solus as a design-led business, offering the same level of service and expertise as our other successful showrooms in Clerkenwell in London and Manchester.” Solus, which has supplied over 4 million sq metres of tiles since 2019, has built its success on strategic partnerships with leading factories and collaborations with top architects, designers and developers. Its current portfolio of high-quality tiles spans more than 300 different ranges, including LoopCrete and LoopStone (both incorporating 63% of pre- and post-consumer recycled content) and its recently launched Caldera, Tibero, Damier and Sidequest options. For further information, please visit here or follow the company across its social media channels. Photo: Ryan and Marcus (Solus): (l-r) Ryan Bennett (Managing Director) with CEO Marcus Bentley

It is tempting to think about legacy in purely philosophical terms — as something that unfolds over time through the natural accumulation of good decisions and strong values. And there is truth in that. But legacy does not simply happen to family businesses. The ones that endure, the ones that are genuinely still recognisable three or four generations on as the businesses their founders built, have almost always made deliberate choices about how to structure, protect, and transmit what matters most. If you want to build a legacy that lasts, it helps to be intentional about it. Document The Story Before It Is Lost One of the most underestimated risks to family business legacy is the simple passage of time. The founders who carry the original vision in their heads, who know why certain decisions were made, who embody the values in the way they walk through the business every day — they will not always be there. And when they are gone, a great deal of institutional knowledge and cultural memory goes with them, unless someone has made the effort to capture it. This does not need to be elaborate. It can be as simple as recorded conversations, a written history of the business, or a set of family stories collected and shared across generations. What matters is that it is done while it can be — while the people who were there are still able to tell it. The families that have neglected this work often find, a generation later, that they are building on foundations they no longer fully understand. Create Governance That Reflects Your Values Good governance is not just a business necessity. In a family firm, it is also one of the most powerful ways of embedding and protecting the values that the family wants to carry forward. A family constitution that articulates what the business stands for, how decisions will be made, and how family members can engage with the business provides a framework that outlasts any individual leader. This does not mean governance needs to be rigid or corporate in feel. The best family constitutions are documents that feel like the family — alive to their particular history, their particular way of doing things, their particular version of what fairness and commitment look like. They are not imposed from outside. They are written from within, with every generation that will be affected by them having a voice in shaping them. Invest In The Next Generation Before You Need Them One of the most common mistakes in succession planning is leaving it too late. The conversation about who will lead the business next, and how they will be prepared for it, should not begin when the current leader is ready to step back. It should begin years, ideally decades, earlier — with deliberate investment in the development of the people who will one day carry the business forward. This means giving next-generation family members meaningful experience, inside and outside the business. It means creating development opportunities that are genuinely stretching, not just titular roles that carry responsibility without real authority. It means being willing to have honest conversations about capability and fit, however uncomfortable those conversations might be. Stay Connected To Your Community The family businesses that endure longest are rarely those that have been most focused on their own interests. They are the ones that have remained genuinely embedded in their communities — as employers, as contributors, as organisations that people trust because the family behind them has earned that trust over time. This is not just good ethics, though it is that too. It is a source of resilience. Businesses that are genuinely woven into the fabric of a community have stakeholders who will go the extra mile when things are difficult. They have a reputation that competitors with deeper pockets cannot simply buy. They have, in the truest sense, a reason to exist that goes beyond profit. Measure What You Want To Protect Finally, if legacy matters to your family, find a way to measure it. Not just the financial performance — though that matters too — but the things that tell you whether the business is still the business you want it to be. Employee tenure and satisfaction. Community impact. The degree to which the values you have articulated are visibly alive in the way the business operates day to day. The families that take legacy seriously enough to measure it are the ones who find, a generation later, that they have actually managed to protect it. Not perfectly — nothing in business ever is — but recognisably, meaningfully, in ways that the people who built it would be proud to see. Legacy is not an accident. It is a choice, made over and over again, in the decisions that matter and the ones that seem small. The family businesses that understand that are the ones that will still be standing a hundred years from now.