Independent family brewer Shepherd Neame is joining forces with one of Kent’s most iconic entertainment venues, becoming official drinks partner of the historic Margate Winter Gardens ahead of its reopening next year. The seaside landmark is being extensively refurbished by fellow independent family business Westwood One Theatre Group, with Shepherd Neame set to supply its award-winning ales and lagers when the Winter Gardens reopens in 2027. To celebrate the latest phase of the redevelopment, the Winter Gardens is hosting a Summer Weekender at The Green, off Fort Promenade, this weekend (Saturday, August 22 and Sunday, August 23). Saturday’s ‘all-day party’ will include DJs, saxophonists, food stalls and an Aperol Spritz pop-up bar, while Sunday will offer a programme of family entertainment including choirs, children’s entertainment, yoga classes, inflatables, balloon modelling and a toy and book area. Shepherd Neame will be at the event on Sunday offering free merchandise and samples of the newest addition to its Whitstable Bay collection, Whitstable Bay 0.5% Pale Ale. The Summer Weekender event will also give local residents the opportunity to meet the team behind the new Winter Gardens and find out more about the venue ahead of its official reopening. The concert hall originally opened in 1911 and has welcomed some of the biggest names in music, including The Beatles and Blur. It closed in 2022 following the Covid-19 pandemic before being acquired by Westwood One Theatre Group in November 2025. The theatre group, which also owns The Granville Theatre in Ramsgate, has embarked on an extensive programme of works to restore the landmark venue and create a new destination for live entertainment. The renovation includes a reconfiguration of bars and amenities, an exterior extension, blackout glass frontage, and rooftop bars. The main hall’s capacity is increasing from 2,100 to 3,000, while a new 1,000-capacity performance space will provide a dedicated home for smaller shows and emerging artists. The venue is scheduled to officially reopen in March 2027, when visitors will be able to enjoy Shepherd Neame’s award-winning ales and lagers alongside a programme of live music and entertainment. Shepherd Neame Head of Brands Rose Davis said: “We’re thrilled to partner with the iconic Margate Winter Gardens as official drinks supplier ahead of its reopening next year." “The Winter Gardens has a long history of hosting world-famous artists, and we are proud to be part of this exciting new chapter for such an important Kent landmark.” Westwood One Theatre Group Managing Director Zahra Tarjomani added: “We have spent a lot of time getting to know the team behind Shepherd Neame and share their family-focused ethos and love for Kentish produce. We are very excited for this partnership and look forward to the magic it will bring.” Find out more visit here.

One of Scotland's leading family-run hotel and leisure groups is celebrating three decades of award-winning success on the Ayrshire coast this month. The Irvine-based Simpson family is the driving force behind SimpsInns, which now owns and operates a collection of top hotels, restaurants, bars, spa, golf, and leisure activities, including The Waterside Hotel & Spa in West Kilbride, The Gailes Hotel & Spa in Irvine, and The Loans Inn at Troon. Established in June 1996 by Malcolm and Karen Simpson, The Loans Inn (formerly The Bruce Inn) was the first hotel in the SimpsInns portfolio. The Gailes in Irvine opened in 2002, followed by the group’s third hotel, The Waterside, in 2011. Golf and gym facilities were added to the collection in 2014. SimpsInns' debut spa opened at The Gailes in 2021, followed by The Waterside five years later in 2026. The family-owned firm has gone from strength to strength over the thirty years, thanks to an ongoing programme of investment and a dedicated team of over 300 hospitality professionals. Today, the next generation of the Simpson family are supporting their parents, Malcolm and Karen, with the next chapter of the SimpsInns success story. Jack Simpson (32) was just two years old and Lee Simpson (30) wasn’t born when the company was founded in the mid 1990s, but they’re now part of the senior management team, leading some of the most ambitious investment projects in the company’s history. As part of its 30th anniversary year, SimpsInns has just launched Scotland’s ultimate new spa break destination, just 40 minutes south of Glasgow. Boasting commanding sea views over the Firth of Clyde towards the Isle of Arran, The Waterside Hotel at West Kilbride now offers a stunning new sea-view spa and restaurant following a major £3 million development. The opening of Si! Spa at The Waterside is part of SimpsInns’ wider ambition to enhance its reputation for offering the best spa and leisure experiences across the Ayrshire coast region. Looking back on the last 30 years, Malcolm Simpson from SimpsInns, said: “While much has changed over the last thirty years, our commitment to great food, warm hospitality and exceptional service remains at the heart of everything we do." “Looking back at where we started and seeing where we are today, we’re incredibly proud of how far we’ve come. Our success is very much owed to our dedicated team and a constant focus on ongoing investment across each of our venues." “We’d like to thank all our entire team, guests, suppliers and friends who have continued to support SimpsInns over the last three decades." “We look forward to what the next thirty years has to bring as we celebrate our special anniversary year and the launch of Scotland’s ultimate new spa break destination at The Waterside in 2026.” Malcolm’s son, Jack Simpson, is part of the senior management team at SimpsInns. He added: “As we look to the future, our focus remains on continued development across the business. We want to maximise the opportunities ahead of us, while never losing sight of what got us here in the first place - delivering great experiences and maintaining the high standards our guests expect." “Equally important is continuing to invest in our people, developing our team and creating opportunities for them to grow alongside the business. After 30 years, we're as ambitious as ever and excited about what the next chapter holds for SimpsInns.” Many famous faces have walked through the doors of SimpsInns’ venues over the last three decades, including actors James Nisbet and Robson Green; musician, Pete Docherty; TV personalities, Mark Wright and Jean Johanson; news presenter, Naga Munchetty; footballer, Ally McCoist; and Swedish professional golfer, Alexander Norén. A motion was recently passed in the Scottish Parliament to recognise Simpsinns for the Best Spa Hotel in Scotland accolade at the Scottish Hotel Awards 2026 and in recognition of SimpsInns’ achievements as one of Scotland’s leading hospitality businesses over the last 30 years. For more information on the SimpsInns Group, visit here. Photo: Credit SimpsInns

We spend a lot of time worrying about whether the next generation is ready to take over a family business. I sometimes wonder whether we spend enough time thinking about whether the senior generation is ready to stop running it. If someone has spent 30 or 40 years running a business, perhaps having started it themselves, stepping down is a pretty significant change. The business isn’t just where they work. It may be a large part of who they are. Their relationships are there. People have been asking their opinion for years and they have probably spent decades feeling personally responsible for what happens. I have never particularly liked the expression that someone “needs to let go.” It makes something quite complicated sound remarkably simple. Perhaps a better question is: what are they going to do instead? We put a lot of effort into the role of the person taking over, but sometimes remarkably little into the role of the person stepping down. They stop being CEO or MD, perhaps remain on the Board and everyone carries on. The trouble is, quite often they carry on too. And why wouldn’t they? If we haven’t worked out what somebody is moving towards, we shouldn’t be particularly surprised when they keep returning to what they have spent most of their working life doing. There may still be a huge amount they can contribute. If they founded the business, perhaps they become Founder or President. Perhaps they retain a handful of important relationships, represent the business externally or get involved in the things they genuinely enjoy and are good at. The title isn’t particularly important. Finding something meaningful to move towards is. But there is also the question of the Board. You can appoint the next generation as CEO, but if the person who ran the business for 30 years is still sitting beside them at every Board meeting, have you really given them the space to become CEO? Maybe. Every family is different. But I don’t think we should assume so. Family relationships don’t suddenly change because someone’s job title has changed. If you have spent your life deferring to Mum or Dad, there is a fair chance you will continue doing it. Partly through respect, but also simply through habit. The same applies to people elsewhere in the business. Someone who has spent 20 years looking to one person when an important decision needs making isn’t necessarily going to stop because the organisation chart has changed. None of this means the senior generation is deliberately interfering. They may genuinely believe they have stepped back. But if people continue asking their opinion, it is quite difficult not to give it. And if you have spent decades solving problems, it is probably quite difficult to watch somebody solve one differently. This is where I think a good independent Chair can play a really important role. The Chair knows the family and the business but isn’t actually part of the family. They can often see what is happening rather more clearly and have conversations which may be much harder between a parent and their children. One of the most useful questions they can ask the person who is stepping down might be a very simple one. What are you actually going to do when you’re not running this place? Perhaps they love dealing with customers but have had enough of managing people. Perhaps there are parts of the business they still really enjoy. Perhaps they want to spend more time away. Perhaps they would enjoy mentoring some of the younger people coming through. Or perhaps, underneath everything else, they are worried that the business won’t be OK without them. If you have spent most of your working life feeling responsible for a business, it must be difficult simply to decide that somebody else is responsible now. And this is where I think the Chair can provide something beyond good governance. If the senior generation trusts the Chair, they know there is someone experienced and independent around the Board table. Someone who understands the family as well as the business, who will support and challenge the new CEO, ask the difficult questions and say something if they think things aren’t right. That must make stepping away a little easier. The Chair can also help establish where the boundaries should sit. In some cases that may mean the senior generation leaving the Board altogether while continuing to have a meaningful role elsewhere in the business. That shouldn’t be seen as pushing somebody out. It may actually be one of the most supportive things they can do for whoever is taking over. Successful succession isn’t about getting the senior generation out of the way. Nor is it about repeatedly telling somebody who has spent their life building a business that they need to “let go”. It is about recognising what they have done, finding a worthwhile role for them if that is what they want, while giving the person taking over enough space to make the role their own. Perhaps that is one of the less obvious jobs of a good Chair. Not persuading the senior generation to let go, but helping create the conditions in which they feel able to.

For many family business owners, succession planning is something that sits firmly on the "one day" list. The priority is usually on growing the business, supporting employees, serving customers, and creating opportunities for the next generation. Yet whether your intention is to pass the business to family members, sell to a management team, or eventually explore an external sale, the decisions you make today can have a significant impact on the future value and longevity of your business. The reality is that succession planning is not just about what happens when you retire. It is about ensuring the business can thrive without you, preserving the wealth you have created, and giving future generations the best possible platform for success. The strongest family businesses don't wait until a transition is imminent. They build succession planning into their long-term strategy, creating a business that grows, creates value, and remains resilient regardless of who is leading it. Start With The Future In Mind Successful succession planning begins by defining what success looks like. For some family business owners, the goal is to pass ownership and management to the next generation. For others, family ownership may continue while professional managers run the business. Some families decide that an eventual sale provides the best outcome for shareholders and future generations. Whatever the destination, understanding your long-term objectives helps shape the decisions you make today. Questions worth considering include: Who will own the business in 10 to 15 years? Who will lead it? Does the next generation want to be involved? How will shareholders be treated fairly? What level of income will retiring owners need? How will family and business interests be balanced? Too often, these conversations are delayed until circumstances force action. Starting early gives families more options and allows for a smoother transition. Build A Business That Is Bigger Than The Founder One of the biggest challenges facing family businesses is founder dependency. Many successful businesses have been built around the relationships, knowledge, and decision-making of one individual. While this often drives growth, it can create significant risks when it comes to succession. The more dependent the business is on one person, the more vulnerable it becomes. Future leaders need opportunities to develop their skills and confidence long before a formal transition occurs. This means creating clear structures, delegating responsibilities, and building accountability across the organisation. Key areas to focus on include: Developing a strong leadership team Clarifying roles and responsibilities Establishing governance structures Documenting key processes Creating clear decision-making frameworks A business that can operate effectively without the constant involvement of the founder is not only more valuable, it is also more sustainable. Prepare The Next Generation For Leadership Succession planning is often viewed as a technical or legal exercise, but in reality, its success depends on people. If family members are expected to take on future leadership roles, they should be given opportunities to gain experience, develop commercially, and establish credibility within the business. That may involve: Structured development plans Mentoring from existing leaders Exposure to different departments External work experience Professional qualifications and training Importantly, succession should not be based solely on family relationships. Future leaders need the skills, capability, and commitment required to lead the business. Establishing objective expectations helps avoid conflict and ensures the business remains strong for future generations. You Can Build Value In Your Business Alongside Succession Planning Many of the actions that support succession planning are also the same actions that increase business value. Whether the business remains in family ownership or is eventually sold, value creation should remain a core objective. Owners should focus on: Strengthening recurring revenue Businesses with reliable, predictable income streams are generally more resilient and easier to manage through periods of transition. Improving profitability Strong margins provide flexibility for investment, succession planning, and future growth. Diversifying customer relationships Reducing reliance on a small number of key customers strengthens long-term stability. Investing in systems and processes Documented and repeatable processes reduce operational risk and make leadership transitions smoother. Maintaining financial discipline Robust management reporting and strong cash flow management provide stakeholders with confidence in the future of the business. By focusing on these areas, family business owners can improve both succession prospects and long-term business performance. Don't Overlook Tax And Estate Planning For many family business owners, the business is their largest asset. As a result, succession planning should be closely aligned with personal estate planning, family wealth planning, and tax planning considerations. Questions to consider include: Should ownership begin transferring before retirement? Are existing share structures still appropriate? How will wealth be distributed fairly between family members? What are the potential Inheritance Tax implications? Would trusts or family investment structures be beneficial? The recent changes to Inheritance Tax and pensions have highlighted the importance of proactive planning. Family business owners should review their wider affairs regularly to ensure business, personal, and family objectives remain aligned. Early planning often provides significantly more flexibility than decisions made under time pressure. Create A Formal Succession Plan A succession plan should not exist only in the owner's head. The most successful transitions are supported by a documented plan covering: Future ownership arrangements Leadership succession Governance structures Family involvement policies Contingency planning Retirement objectives Communication plans Regular reviews are equally important. Families, businesses, and priorities change, and a succession plan should evolve alongside them. Protecting Your Legacy Successful family businesses rarely happen by accident. They are built through years of hard work, entrepreneurial spirit, and a commitment to creating opportunities for future generations. Succession planning helps ensure that effort is protected. By developing future leaders, building business value, strengthening governance, and aligning business and personal planning, owners can create a business that continues to thrive long after they step back. The earlier these conversations begin, the more options become available and the smoother the transition is likely to be. At RPGCC, we work with family business owners to develop practical succession plans that support growth, preserve value, and protect family wealth. Whether you are considering family succession, management buyout opportunities, employee ownership, or an eventual sale, our advisers can help you build a clear roadmap for the future. If you would like to discuss succession planning for your family business, get in touch with our team today. Together, we can help ensure your business is ready for the next generation and whatever comes after that.

Building wealth with a family business is only half the story. It’s also about how to protect it and pass it on. Over the coming years, there will be an unprecedented transfer of wealth to the next generation, with more assets being passed down than at any point in living memory. At the same time, protecting that generational wealth transfer has become more difficult. What Changed In April 2026? Previously, qualifying business assets could be passed on with 100% tax relief from Inheritance Tax (IHT) through Business Property Relief (BPR). From 6 April 2026, the 100% relief rate on qualifying business assets has been capped at £2.5 million. Any value above that threshold now receives 50% relief. The allowance can be transferred between spouses and civil partners, and will rise with inflation from 2031. Here’s an example to illustrate the impact this will have on businesses: Before April 2026, a business owner could have gifted shares in a qualifying limited company worth £5 million to the next generation with no inheritance tax due. Under the new rules, the first £2.5 million qualifies for full relief, but the remaining £2.5 million qualifies for only 50% relief. That leaves £1.25 million chargeable to inheritance tax at 40%, resulting in a tax bill of £500,000. Many businesses will struggle to pay a six- or seven-figure IHT bill because the value is tied up in the business assets or goodwill rather than available in cash. Fortunately, several family wealth transfer strategies still exist to help limit your business’s exposure. Step 1: Understand Your Exposure It’s important to understand your potential exposure before you can implement strategies to mitigate the impact of BPR and IHT on a transfer of generational wealth. Valuing your business is a great place to start. This is not always straightforward, and various factors will impact this, so we recommend this is done by a professional. It will also be useful in identifying surplus and non-trading assets. Excess cash, investment property and other non-trading ("excepted") assets can restrict the relief available, so identifying these early gives you the chance to address them. Once you know your numbers, you can model your likely inheritance tax liability against the £2.5 million allowance. Step 2: Restructure If Necessary You could reduce your exposure and streamline the transfer of generational wealth by adjusting your business's structure. There are several possible approaches, including: Separate ("alphabet") share classes. These allow different family members to hold shares carrying different rights. "Freezer" and growth share arrangements. These can fix the value of your own shares and pass future growth to the next generation. A holding company structure. This separates trading and investment activities and ring-fences valuable assets. Separating control from value. This lets you pass on the economic value of the business while keeping voting control in your hands. The right strategy will be unique to your business, so ensure you address this step with professional advice rather than on your own. Step 3: Plan Ahead And Gift Shares Using The Seven-Year Rule Gifting shares during your lifetime remains one of the most effective ways to reduce a future inheritance tax bill. Outright gifts fall outside your estate entirely after seven years. If you die within a seven-year window, the tax rate decreases on a sliding scale between years three and seven. It’s worth remembering that you do not have to give it all away. You can gift a proportion of your shares while retaining enough to keep control. This lets you transfer assets to the next generation in stages rather than all at once. If you do gift shares, keep clear records of the date and value of every gift. Your executors will need them. Step 4: Think About A Trust A trust can provide a flexible and protective framework for holding ownership across generations. A discretionary trust is the most common form, giving you a say over who benefits and when. It is particularly useful where beneficiaries are young, or where you want to retain influence over the timing of any transfer. There are important mechanics to understand. Transferring assets into a trust above your available nil-rate band (currently £325,000) can trigger an immediate 20% charge on the excess. Trusts also incur additional charges on each 10-year anniversary and when assets are distributed. That said, business assets that qualify for relief can, in some cases, be settled into a trust without an immediate charge, although the new £2.5 million cap affects how this works. What Can You Do Today? Don’t delay initiating these wealth transfer strategies. Below are practical first steps you can put in motion today: Arrange a business valuation so you have a clear picture to plan from. Model your inheritance tax exposure against the £2.5 million allowance. Check your ownership structure is fit to plan around. Decide how any tax bill would be funded, so your family is never forced into a rushed sale. Look at potential life insurance cover that could help minimise the impact of any identified IHT exposure Review and update your will to ensure it reflects both your wishes and the current rules. Start talking to your family so everyone understands the plan. Seek professional advice to bring it all together. Find Advice You Can Rely On The family wealth transfer strategies in this article interact with one another and with your own circumstances in ways that reward expert guidance. Getting the details correct, and in the right order, is where a trusted adviser makes the difference.

A well-handled succession is one employees and customers barely notice. It feels less of a leap into the unknown and more like a natural next step. That sort of succession, the one that doesn’t make for riveting television or tabloid headlines, rarely happens by accident. It is the result of careful planning over several years. Here, we discuss what good succession planning actually looks like, and how to start it, whatever stage you are at. What A Good Succession Planning Process Looks Like At A Glance In businesses that handle succession well, the plans tend to share the following hallmarks: It is written down rather than held in the owner’s head It was started early, giving everyone time to prepare It is reviewed regularly rather than written once and forgotten It appoints a successor who is being actively developed It aligns the family, with expectations discussed openly It is built around advice from trusted professionals If your arrangement already ticks most of these boxes, you are in a strong position. If not, there is plenty of time to change that with the following family business succession planning strategies. Treat It As A Process, Not An Event Research by Family Business United finds that forward-thinking leaders treat succession as a continuous process of renewal rather than a handover event. It is an ongoing process that is revisited, tested and adjusted as circumstances change. They always do, whether it is a change in the business, the family or tax and inheritance laws. A good plan anticipates that change and is flexible to move with it. StartEarlier Than You Think Best practice recommends starting family business succession planning three to five years before you expect to step back. For large, complex businesses, it can be even sooner. In practical terms, that means choosing a provisional date on which you intend to hand over the business, then working backwards from it. Having enough runway matters because the best outcomes take time to arrange. Time allows you to mentor and properly prepare a successor. It also allows ownership to be passed on gradually and sensibly, and to make use of the tax reliefs and planning arrangements that reward those who act in advance. Planning early also means planning for the unexpected. We often talk about the “five Ds”: Death Disability Divorce Disagreement Distress Whatever your timescale, there are safeguards worth putting in place now to protect the business if something happens sooner than expected. These include lasting powers of attorney, an up-to-date shareholders’ agreement and key-person insurance. Deciding when to step back raises an obvious question: step back to what? That depends on the route you choose. Choose The Right Exit Route There are several ways to exit a business. The right one for you depends on your business, situation and goals. Passing the business to a family member keeps the legacy and culture intact, but relies on having a willing and capable successor. A management buyout hands the business to people who already know and value it. A trade sale may achieve the strongest price and the cleanest exit. A sale to an Employee Ownership Trust (EOT) can preserve the culture of the business and offers certain tax advantages. Winding down the business can sometimes be the right answer, but it should be a deliberate choice rather than something that happens by default. If your chosen route is to pass the business on to family or to management, then everything now rests on the person taking it over. Find And Develop Your Successor A family business succession plan ultimately rests on the person at its centre. The right successor turns all your structural, tax and ownership planning into a business that continues to thrive once you have stepped away. A capable, well-prepared successor provides continuity, protects the value you have built, and reassures employees, customers and lenders that the business is in safe hands throughout the transition. Just as importantly, they give you the confidence to let go, which is often the hardest part. The obvious candidate is not always the best one, so look with an open mind. Once you have the right person, you'll want to prepare them as best as possible by: Giving them real responsibility, with room to make survivable mistakes Drawing up a development plan with clear milestones Agreeing a proper handover period As much as you want your successor to succeed, it can be wise to have a plan B who can bridge the gap if your preferred option needs more time to develop. Keep The Plan Under Review A succession plan is not a one-off exercise. To remain effective, it must be revisited regularly, often every year or so, and always after a significant event. At each review, it is important to check that the following aligns with your plan and intentions: Your will Your shareholders’ agreement and company articles Any lasting powers of attorney An up-to-date valuation of the business Regular reviews keep everything aligned, so that all your careful planning is not undone by a document that no longer reflects your wishes. Involve The Right People Succession touches more people than some owners think. A good process brings the right voices into the conversation at the right time. They include: The owner, whose goals set the direction The wider family, both those working in the business and those outside it The board and any other directors Other key stakeholders, such as senior employees, lenders and major customers Trusted professional advisers, who bring objectivity and technical expertise Bringing these people together is easier with a little structure. Many families find it helps to hold a regular, planned meeting with succession as a fixed item on the agenda, rather than letting the subject surface only in moments of tension. Take The First Step Today If all of this feels like a lot, there are several small, practical steps you can take: Write down a provisional date for stepping back, and put an annual review in the diary Check your will, shareholders' agreement and powers of attorney are current and consistent with one another Arrange a conversation with your adviser to map out what good looks like for your particular business.

Who will take over the business, when and how? These are the questions that keep family business owners awake at night. But the day-to-day running of the business comes first, which means answering them is rarely a top priority. The result? Many family businesses still lack formal succession plans. Unfortunately, that can put the business in jeopardy. According to research by Family Business United, fewer than one-third of family businesses successfully transition to the second generation. The encouraging part is that this is one of the most avoidable risks a business faces. With enough time and the right planning, a smooth, successful transition is achievable. What Is Succession Planning In Family Business? Family business succession planning is the process of preparing for new ownership and leadership of a company. The goal is to make the transition as smooth, well-timed and profitable as possible. A good succession plan answers three questions: Who will carry the business forward? When will the handover happen? How will it work in practice? It’s important to note that leadership succession and ownership succession can be independent of one another. Business owners can hand over the running of the company without transferring ownership, or transfer ownership while remaining involved in the business. A complete succession plan also addresses the financial implications of your exit. When done well, it protects the value you have spent years building and gives everyone involved, from your family to your employees, a clear sense of what comes next. What Happens When You Leave Family Business Succession Planning Too Late? When business leaders leave succession too late, or never address it at all, the consequences tend to fall into five areas: Business discontinuity. Many owners are the cornerstones of their businesses. If they step away suddenly without a plan and no one prepared to step up, day-to-day operations can falter. Diminished business value. A business sold or handed over in a hurry rarely achieves its full worth. Buyers often pay less for a company that depends heavily on one individual and has little management depth beneath them. Family discord. Few things test family relationships like the future of a shared business. Questions of fairness can become a source of lasting tension. Missed opportunities. The most effective ways to protect and pass on a business need time to work. Many of the available tax reliefs and gradual transfer arrangements reward those who plan years ahead. Leave it late, and those options narrow, often leaving fewer and more expensive routes open to you. Tax and legal exposure. Following reforms that took effect in April 2026, passing a business to the next generation is no longer as tax-efficient as many owners assume, and some families now face an inheritance tax bill where previously there would have been none. As you can see, a smooth succession is about more than just money. What’s also at risk is your legacy, relationships and the livelihoods of the people your business supports. What Makes Family Business Succession Difficult? While succession plans for any business are rarely straightforward, family-owned companies carry a particular set of complications. In many family businesses, the founder’s and the business’s identity have become closely intertwined. Rightly or wrongly, many owners feel like the business can’t run without them and extracting them from the company can prove difficult. Family dynamics add another layer of difficulty. Decisions that would be purely commercial in another company become personal. Treating family members “fairly” and doing what’s right for the business aren’t always the same thing, and reconciling the two takes careful thought. While these are not reasons to put off succession planning, they are reasons to approach it deliberately and with support from trusted advisers who offer an objective perspective. The Sooner You Start Planning, The Better None of the difficulties or complications surrounding family business succession planning is insurmountable. With enough time, thought and the right advice, you can ensure a smooth and profitable transition that supports the livelihoods of your family and employees for years to come.

Bank of Scotland Business Barometer paints an interesting picture of Scotland’s relationship with AI. More than half (54%) of Scottish businesses plan to increase investment in AI skills, and 47% believe that failing to adopt AI within three years will put them at a competitive disadvantage. Yet only 48% currently use AI, compared with 61% across the UK – and among those already using it, lack of understanding (25%) is the biggest barrier to getting more value from the technology. Lindsay Ratcliffe, chief innovation and transformation officer at Edinburgh-headquartered AI-native digital transformation organisation CreateFuture, argues that the answer isn’t simply more AI investment or making more specialist hires. Businesses need to get much clearer about what they actually want to achieve with AI. Commenting on the findings, Lindsay said: “Scotland doesn’t have an AI ambition problem. Businesses clearly recognise the opportunity and are prepared to invest. The bigger risk is that companies spend heavily on AI skills and technology without having clear strategic goals about where AI can accelerate to create real business advantage." “Lack of progress can often be attributed to lack of ownership. Who owns the AI agenda?" “The organisations taking the lead are those who recognise AI is not a technology problem - it's a cross-functional opportunity that sits all across the executive functions. AI capability isn’t just about having specialists in the building. It’s about people across a business understanding where AI can genuinely make something better – whether that’s the customer experience, a product or an internal process – and where it can’t." “My advice to Scottish business leaders is simple: don’t start with an AI strategy, start by identifying the problems holding your business back. Then ask where AI could make a measurable difference, put the right people around those problems and prove the value. Then scale what works." “Scotland already understands that AI will matter to its competitiveness. The priority now should be turning that intent and investment into something tangible. Otherwise, we risk spending more on AI without closing the gap between adoption and achieving actual business value.”

What if the infrastructure doesn't exist to answer it. Next-gen family members want visibility into how decisions get made. That request is entirely reasonable. What's missing is the layer that would make honouring it possible. The next generation is consistent about one thing. They want more communication. More transparency. More visibility into how decisions are made. This is not a cultural complaint. It is not ingratitude dressed up as governance feedback. The ask is legitimate and across most family structures, it goes unanswered. Not because the principals don't care, but because there is nothing to point at. Transparency requires an object. You cannot show someone how decisions are made if the decision logic lives in the heads of two or three people, surfaced only in retrospect, communicated through conversations that were never recorded and may never be repeated. Good intentions do not produce legible governance. Structure does. The families who have done the work, who have reviewed the estate plan, engaged the advisors, sat through the family meetings, often assume the transparency piece has been handled. In most cases, it has not. What exists is a set of documents that describe the structure, and a set of relationships that carry the logic. Neither one is accessible to the person who needs it at the moment they need it most. Most families have intent. They do not have infrastructure. The gap is not willingness. Principals want their successors prepared. Advisors want their clients' structures to survive transition. But wanting transparency and having the architecture to deliver it are two different things and the distance between them only becomes visible under pressure. That pressure arrives in one of two ways. The first is slow: a gradual withdrawal, a growing silence, a next-gen member who stops asking because the answers never came. The second is sudden. A health event. An incapacity. A death that was not expected when it happened. In either case, the absence of infrastructure becomes the defining fact. A family convenes after an unexpected health event. The founder is present but no longer in a position to lead. The next generation has been told for years that they would be brought into the process - and they believed it, because the intention was genuine. They know the values. They know the approximate intentions. They have sat in enough rooms to understand, broadly, what the family stands for. What they do not have: decision rights for an unplanned scenario, a documented rationale for any prior major call, a record of what was agreed and with whom, a clear picture of what activates under what conditions, or any way to distinguish between the preferences that were firm and the positions that were still in motion. The advisory team does their best. The legal structure holds. But the conversation that follows — about what was always meant to happen — surfaces years of ambiguity that no amount of goodwill can resolve in real time. Memories diverge. Priorities conflict. The people who were supposed to carry the logic forward find they were carrying different versions of it. The transparency the next generation was promised was never built. It was intended. And in the gap between intention and infrastructure, the family spends the next eighteen months reconstructing decisions that should have been legible from day one. This is not a failure of care. It is a failure of architecture. The family wanted to do this well. The advisors wanted to help them do it well. But the industry's tools are built for the succession that was planned, the one with lead time, with living principals, with the opportunity to explain. They are not built for the moment that arrives without asking. The industry has a strong track record with planned transitions. We know how to prepare for the succession that was always coming, the one that gives us time to document, review, and rehearse. We do not have an established practice for the 72-hour window after something goes wrong, the period when the people left in charge need to understand, rapidly and accurately, what the structure requires of them. In that window, transparency is not a communication problem. It is a structural one. The question is not whether the family wanted to be open. The question is whether the governance was built to be legible when it mattered, not reconstructable afterward, not interpretable by those who remember the conversations, but readable by someone encountering it cold, under pressure, for the first time. A governance structure that can only be explained by the person who built it is not a structure. It is a dependency. What next-gen members are asking for, even if they do not have the language for it, is continuity infrastructure. A live, accessible record of how the family thinks, decides, and activates. Not a static document. Not a binder that lives in a drawer until someone remembers to open it. A layer that holds and surfaces the logic of the structure so that it is readable at the moment of need. That layer does not exist in most family governance frameworks today. The documentation exists. The intentions exist. The relationships between advisors and principals exist. What does not exist is the connective tissue between them, the thing that makes the structure operable when the person who built it is no longer available to interpret it. Building that layer is not a documentation project. It is an infrastructure project. And it is one that most families are not having yet, because the gap it addresses only becomes obvious after it has already cost something. The next generation is asking the right question. The answer requires more than better communication. It requires a structure that was built to be activated — not one we hope to explain after the fact. If the person who currently holds the logic of this system is no longer available, can someone else step in and operate it, without asking, interpreting, or reconstructing what was meant?

Bath Rugby and St Austell Brewery have entered the next phase of their long-standing partnership, marked by major bar refurbishments across the Tribute Stand to elevate the matchday experience as the club enters the final quarter of the 2025/26 season. St Austell Brewery - Bath Rugby’s official beer partner since 2022 - has worked closely with the club to refresh key fan areas at their stadium known as The Rec, including redesigning two fully branded bars and updating wayfinding throughout the stand. The improvements give greater prominence to the St Austell Brewery’s award winning line up, featuring Tribute Pale Ale, korev lager, and Bath Rugby Stout - a new addition poured at the stadium from late 2025. The partnership continues a long-standing connection between Bath Rugby and the St Austell Brewery family, building on a relationship first established through Bath Ales’ sponsorship of the club in 2014. Since Bath Ales joined St Austell Brewery in 2016, that shared commitment to the South West and its rugby community has continued to grow. The bar upgrades form part of a wider investment from St Austell Brewery across The Rec which includes new digital screens in the Swift Half, boosting brand visibility and allowing for more dynamic content on matchdays. St Austell Brewery also remains the exclusive supplier of draught and bottled beer, lager and cider throughout the stadium. Dan Crabb, Sales and Distribution Director, St Austell Brewery, said: “We’re proud to continue building on our partnership with Bath Rugby. The Tribute Stand is an important space for both the club and supporters - the revamped bars give us a brilliant platform to showcase our beer brands whilst also backing local sport. With the season heading into its final stages, we’re excited to bring even more energy and great experiences to The Rec.” James Bibby, Commercial Director, Bath Rugby added: “St Austell Brewery has been a committed partner for many years, and their investment in the Tribute Stand and the Swift Half will make a noticeable difference to fans on matchdays. We’re delighted to take this next step together and further our shared ambition to keep improving the supporter experience at Bath Rugby.”

The Islay Spirits Company, producer of The Original Islay Rum and the island's first dedicated rum distillery, has agreed a distribution partnership with Kirsch Import, one of Germany's leading premium spirits importers. Under the agreement, Kirsch Import will take the brand’s core portfolio of rums into new accounts across Germany, building on the distillery's direct-to-consumer sales, which already ship domestically in the UK from its website. The core range comprises three expressions: The Original Islay Rum Barrel Aged rested in ex-peated Islay whisky casks; The Original Islay Rum Geal pure single white rum; and The Original Islay Rum Peat Spiced smoked over a peat fire. Islay is famous globally for its whisky, but rum has been made at The Islay Rum Distillery since production began in January 2022 in the restored Old Lemonade Factory in Port Ellen, led by head distiller and distillery manager Ben Inglis. In May this year, the distillery released its first single cask expression, The Original Islay Rum Sherry Wood, limited to 390 bottles. The German deal follows a run of international recognition for the business. The Original Islay Rum Barrel Aged took Double Gold at the San Francisco World Spirits Competition 2026, scoring 98 points, won Gold at the International Wine & Spirit Competition 2025, and was awarded 3-stars at Great Taste 2026, the world's largest food and drink awards, judged by more than 500 food and drink experts. Kirsch Import was founded in 1976 by Dieter Kirsch and is celebrating its 50th anniversary this year. The family business, based near Bremen, is now run by second-generation Christoph Kirsch and supplies retailers and the hospitality trade across Germany with more than 4,500 spirits, including one of the country's most extensive whisky portfolios. Andrew Crook, Director at The Islay Spirits Company, said: “As a family-owned, independent business, we feel very closely aligned with the Kirsch Import team. They share our values in good, honest business and they have seen the magic of The Original Islay Rum." “Germany is one of the most knowledgeable spirits markets in the world, and its drinkers already have a deep affection for Islay whisky. Kirsch has spent 50 years earning the trust of that audience, and there's no better partner to introduce our rum to it.” Christoph Kirsch, Managing Director at Kirsch Import, said: "Fifty years in this business makes you careful about what you take on. We get offered a lot of rum and say no to most of it, but this is their own spirit, distilled in Port Ellen, not bought in and dressed up. Islay is home ground for us. We have sold whisky from that island to German drinkers for decades, so we know the audience will be curious about this one." For further information about The Original Islay Rum, visit here.

More than one-third of UK employers plan to increase permanent hiring before the end of the year according to the latest research. Key Findings: Employers continue to invest in flexible workforce models, with 25% planning to increase contract hiring Demand remains strongest in Technology & IT, where nearly half of employers intend to increase permanent recruitment Skills shortages remain a key challenge, with employers increasing investment in training, upskilling and reskilling AI is changing the nature of work, but employers continue to value human judgement, communication skills and critical thinking UK employers are continuing to invest in talent despite ongoing economic uncertainty, according to new research from global talent solutions and business consulting firm Robert Half. The survey of 500 hiring managers across the UK shows more than one-third (34%) plan to expand permanent headcount before the end of the year, while an additional 25% plan to increase contract hiring, and 24% intend to expand project-based hiring to support business priorities and maintain workforce flexibility. The findings suggest the hiring market is becoming more selective rather than slowing, with employers focusing on recruiting in areas that drive growth and productivity. This includes technology, cybersecurity, accounting, risk and compliance, digital marketing and communications, legal affairs and customer support functions. "Organisations are continuing to hire where skills are scarce, and talent can directly support strategic business objectives," said Matt Weston, Senior Managing Director, UK & Ireland at Robert Half. "Employers are taking a targeted approach to hiring, prioritising specialist talent and investing in training and workforce development." Hiring Plans By Professional Field Technology & IT: 47% plan to increase permanent hiring, 29% contract hiring and 30% project-based hiring. Finance & accounting: 38% plan to increase permanent hiring, 29% contract hiring and 26% project-based hiring. Marketing & creative: 30% plan to increase permanent hiring, 22% contract hiring and 24% project-based hiring. Administrative & office support: 29% plan to increase permanent hiring, 25% contract hiring and 22% project-based hiring. Legal, risk & compliance: 24% plan to increase permanent hiring, 20% contract hiring and 19% project-based hiring. Employer Investment In Skills Development To address persistent skills shortages and workforce challenges, organisations are taking a multi-pronged approach. More than a quarter (26%) expect even greater competition for highly skilled talent. In addition, six in 10 small-to-midsized enterprises and nearly two-thirds of large organisations (64%) say training, upskilling and reskilling are key strategies for addressing workforce challenges, while 36%plan to redesign roles and ways of working. Employers are increasingly seeking candidates who can combine technical expertise with critical thinking, communication skills and business judgement. The findings suggest AI is changing the nature of work rather than reducing the need for skilled talent. “As organisations continue to grapple with skills shortages and an ageing workforce, they are investing in employee development and technology while competing for top talent,” Weston added. “Employers increasingly need professionals who can use AI effectively while bringing the critical thinking, judgement and communication skills that technology alone cannot provide."