Bagnalls has successfully completed an external decorating project at the Watling JCB Peterborough branch, continuing its long-standing working relationship with the global construction equipment manufacturer. The project involved a comprehensive refresh of the building’s exterior, with Bagnalls’ specialist team carrying out the careful recoating of key elements including the cladding, box guttering, downpipes, fire escape staircase and entrance shelter. All areas were finished in JCB’s distinctive corporate colours, ensuring a consistent and high-impact appearance. Health and safety was a central focus throughout the works. To safely access the building’s upper elevations, Bagnalls operatives utilised specialist access equipment, including a 34-foot electric narrow boom and a Skyjack SJ6832 RT, sourced from a trusted local supplier. All team members operating the equipment were fully trained, ensuring the project was delivered safely and efficiently. Prior to decorating, JCB undertook jet washing of the lower sections of the building to remove surface dirt. Bagnalls then completed further cleaning of all relevant areas using access equipment, ensuring surfaces were free from debris and contaminants and providing optimal conditions for paint adhesion. The decorating works were completed in line with a Johnstone’s paint specification. Steel and Cladding paint was applied to the main structure, while Johnstone’s Smooth Metal paint was used on the fire escape and railings to deliver a durable, high-quality finish. Windows and surrounding areas were completed using Zinsser Allcoat in a satin finish, combining strong weather resistance with a smart, professional appearance. Traditional brush and roller techniques were used throughout to maintain accuracy and achieve a flawless result. The project was delivered within a carefully planned two-week programme, designed to minimise disruption to JCB’s day-to-day operations. JCB praised the professionalism of the Bagnalls site team, noting that the work was carried out with minimal disruption and that the operatives remained polite and courteous at all times. In return, the Bagnalls team thanked the staff at the Watling JCB Peterborough branch for their cooperative and welcoming approach, which played a key role in the smooth and successful completion of the project.

After two years of experimentation, pilots and hype, businesses are entering 2026 with a more sober view of AI. The technology itself is no longer the constraint. The real challenge now lies in how organisations adapt their structures, decision-making models and ways of working to make AI genuinely useful. Drawing on work with product, innovation and insight teams across sectors, the founders of Quartz Labs , Jonathan Kahan and Danielle Jaffit, outline three shifts they expect to define the next phase of AI adoption. These predictions point to a move away from isolated tools and short-term efficiency gains, towards AI as a shared, strategic capability embedded across the enterprise. Jonathan believes the next phase of AI adoption will be defined less by technical capability and more by whether organisations are willing to change how they operate: “With 95% of AI pilots failing, the C-suite is entering 2026 with growing AI fatigue. But the issue is not the technology. It is organisational. Outdated habits, slow approvals and legacy decision-making models are blocking what AI now makes possible." “So far, most AI use has defaulted to a chat interface. But is chat the right medium for complex decisions, collaboration or creative work? Should AI behave as a tool, a co-worker, an assistant that moves across applications or something embedded directly into every workflow? And once you answer that, a second question emerges: how should teams work with AI together?" “Do organisations let every employee use AI as they see fit? Do they augment existing workflows? Or do they redesign the operating model entirely?" “Next year will not be about buying more AI, but about building a business that can actually use it.” Meanwhile, Danielle predicts that simulation, rather than automation, will become the most practical way for leaders to use AI in high-stakes decision-making: “Digital twins will become one of the most valuable executive tools in 2026." “Improvements in AI modelling mean teams can now simulate how customers might respond to new ideas, features or creative work, using the insight they already have. This turns research from a static archive into a working system inside the marketing and innovation workflow, allowing teams to test, learn and iterate before costly decisions are made." “For a C-suite facing rising pressure on speed, spend and certainty, simulation will become a key strategic capability over the next twelve months.” Jonathan concludes by saying he expects AI to shift from a personal productivity tool to a form of shared organisational intelligence that shapes how decisions are made: “In 2026, AI stops acting as a collection of isolated assistants and begins operating as a shared intelligence across the enterprise. Most employees will use AI to extend their thinking, but the real breakthrough comes when these individual interactions feed a collective decision layer that benefits the whole organisation." “As AI supports research, models behaviour, generates ideas or challenges assumptions, businesses will need systems that retain the evidence, logic and constraints behind those interactions. Without this shared context, knowledge becomes fragmented, and thousands of personal AI helpers pull the company in different directions." “This is why AI will increasingly function as core infrastructure. It will hold customer understanding, organisational memory and decision standards in one place, reducing rework, uncovering risks earlier and speeding up alignment across teams.”

Alan Boswell Group (ABG) are delighted to have been awarded the ‘Large Business of the Year’ at the Eastern Daily Press Business Awards 2025. Held at the Norfolk Showground on the 27th November, the awards celebrate excellence within Norfolk’s business community. Across ten categories, they recognise a range of achievements: outstanding business performance (for small, medium, or large businesses), growth and innovation, customer service excellence, sustainability, employer practices, and positive community impact, among others. Within the ‘Large Business of the Year’ category, Alan Boswell Group was a finalist alongside well-respected Norfolk-based businesses Mills & Reeve, Norfolk Passport, and Blakely. As well as winning the ‘Large Business of the Year’ category, ABG was also named as runner-up for the ‘Norfolk Business of the Year’ award. Alan Boswell, Executive Chairman commented, "This award is a testament to the ethos of the whole company and the hard work our team put in every day to deliver excellent service to our clients." "It's an honour to be recognised alongside so many great Norfolk businesses; congratulations to all the finalists and winners." This follows other awards success for the Group this year, including ‘Insurance Broker of the Year’ at the British Insurance Awards 2025, ‘Best Landlord Insurance Provider’ at the National Landlord Investment Show Awards, and a third Which? Best Buy award.

Alan Boswell Group has been named ‘Insurance Broker of the Year’ at the prestigious British Insurance Awards 2025, held on the 9th of July at the Royal Albert Hall. The award recognises outstanding customer service, client retention, and excellence across the UK insurance industry. Alan Boswell Group stood out against the other finalists for its customer-first approach, continued investment in its people and communities, and commitment to providing friendly, expert advice. Speaking about the award, Alan Boswell, Executive Chairman, said, “We’re proud to be recognised as Insurance Broker of the Year." " This award is a testament to the hard work and professionalism of everyone across our Group and reflects our continued commitment to putting clients at the centre of everything we do.” Founded over 40 years ago, Alan Boswell Group is one of the UK’s largest independent insurance brokers, offering expert advice and tailored insurance, risk management, and financial solutions to individuals and businesses. The award follows the Group's continued growth and success, with the recent acquisition of three brokers further bolstering their presence across East Anglia.

A female industry leader, who was behind one of Harrods’ most successful marketing campaigns, is setting her sights on expansion after completing a £2m investment drive. Big Bear Plastics’ Managing Director Emma Hockley is looking to maximise installation of two CNCs, a new robot and a waterjet machine to cement its position as one of the UK’s leading vacuum forming and compression moulding specialists. She is targeting new opportunities in point-of-sale retail and the defence sector to complement existing high-profile contracts within the agricultural, construction and leisure industries. A focus on big service, big reliability and rapid response times will be driving the growth beyond £10m by 2027, with the new ERP system helping to optimise manufacturing processes and new product introductions. “There’s been a lot of change and consolidation in the plastics sector and that represents a big opportunity for us,” explained Emma, who marked five years at the helm this month. “We’ve invested heavily in new technology and getting experienced manufacturing specialists in place and feel we have the platform and capability now to overcome some of industry’s pain points, including speed of response, material innovation and achieving world class quality in both low and higher volumes.” She went on to add: “These are already delivering solutions for OEMs in automotive, agriculture and mobile home providers and we believe there are plenty of opportunities where we can deliver products to retail, as well as maximising a renewed focus on defence.” Big Bear Plastics was founded in 1998 by Emma’s father Gerald Bloom, who previously launched and developed major tier 1 automotive supplier Midland Industrial Plastics. Located in a 75,000 sq ft factory in Droitwich, the company has evolved from vacuum forming and trimming of plastic parts to offering customers access to high quality compression moulding and waterjet cutting of lightweight interior trim products. The firm delivers a full-service solution from initial design, development and tooling to the manufacture of medium to high volume moulded parts up to 3.5m x 2.5m. It works with a wide range of thermoplastic materials, including ABS, PMMA-ABS, HDPE, HIPS, PC and PE in a variety of colours, finishes and thicknesses. Emma, a recent inductee of the Great 100 campaign by the Made Group, concluded: “Our sales are growing steadily, and I genuinely believe we can achieve and sustain sales of £10m+ by 2027." “We’ve got the capacity, we’ve got the technology, we’ve got the experience and we’ve got a strong sales pipeline, featuring exciting opportunities in new markets. As we move towards our goal, I believe we’ll be able to create more than 20 jobs during this time, taking our total workforce to 100 people." “Thermoforming allies itself to multiple sectors and we’re starting to explore more of these. For instance, we’re producing parts ranging from children’s play equipment to highly technical panels for vehicle modifications and aerospace applications…we’re also in discussions with military and defence specialists.” She concluded: “Manufacturing is completely different to what I was used to as Perfumery & Cosmetics Buyer at Harrods, arguably the world’s biggest and most luxury retailer." “Here I came up with the Perfume Diaries, an exhibition charting the history of perfume, which generated more than £2m of press coverage and significant sales results. It’s this eye for ‘telling a story’ I want to bring into the world of industry; it will just need to focus on the benefits of vacuum forming plastics rather than high-end fragrance brands!” Big Bear Plastics, which is accredited to ISO 9001 and is recommended for certification to the ISO 14001 environmental standard, has started work towards being part of the JOSCAR register, a collaborative online platform for the UK aerospace, defence and security sectors. For further information, please visit here .

Independent family brewer and pub company Shepherd Neame is to reopen landmark Farringdon pub The Hoop and Grapes in February following a £1.8m transformation.   The historic Grade II-listed site, a few minutes’ walk from Fleet Street, has been closed since 2019 during redevelopment of the surrounding area. Shepherd Neame began a comprehensive restoration in October, carefully designed to enhance the pub’s appeal while celebrating its rich heritage.   Housed within a five-storey building, the renewed Hoop and Grapes will offer three distinct experiences. The ground floor will retain the atmosphere of a classic London pub, centred around its original long bar, with bi-fold doors opening on to a charming courtyard garden. The first floor will provide relaxed seating leading to a fully covered, heated terrace, designed to be enjoyed all year round. On the third floor, an intimate piano room will offer a private and elegant retreat, perfect for dining or special gatherings.   Built in 1721 on land that once formed part of St Bride’s Church burial ground, the Hoop and Grapes gained notoriety as a venue for illicit ‘Fleet Marriages’—clandestine ceremonies associated with nearby Fleet Prison in the late 17th and early 18th centuries. This colourful history is celebrated with a bespoke swing sign depicting a wedding scene from the period. Traditional hand-painted external signwriting will further enhance the building’s restored façade.   The refurbishment includes relocating the kitchen from the cellar to the second floor, allowing for the creation of new customer facilities below. In line with Shepherd Neame’s commitment to sustainability, the project incorporates energy-efficient fridges, smart cellar technology and LED lighting throughout.   A refined new menu will showcase locally sourced, seasonal produce with an emphasis on relaxed, shareable dishes. Oysters will be a speciality, served freshly shucked with garnish or grilled in the pub’s take on Oysters Rockefeller, featuring bacon, spinach, shallots, Ricard, Tabasco, cream and Parmesan. Small plates will include miso-glazed aubergine with sweet tahini yoghurt, creamy burrata, and grilled lamb koftas with smoky baba ganoush. Larger dishes will range from Whitstable Bay beer-battered haddock and chips to tandoori chicken skewers with warm quinoa salad, alongside a 5oz grilled sirloin finished with Parmesan and garlic butter.   The drinks offering has been completely reimagined, with a strong focus on quality and provenance. Guests will be able to enjoy an extensive range of Shepherd Neame’s award-winning Kentish ales and lagers, alongside premium English wines, including from Champagne Taittinger’s Domaine Evremond vineyard in Chilham, close to the historic Faversham Brewery. A curated cocktail list will complete the experience.   It is part of the Kent-based brewer’s ongoing investment in its premium London pubs, following recent major refurbishments at the Tom Cribb, Westminster Arms and White Horse and Bower, as well as the freehold acquisition of the Bishops Finger in Smithfield.   Operations Manager Ryan Torrie said: “We are really looking forward to welcoming customers back to the Hoop and Grapes after more than four years. As Farringdon continues its evolution, we have taken care to ensure our transformation celebrates the pub’s unique heritage while offering a refined, contemporary experience.”

Family businesses have always been the quiet constants in economies defined by upheaval. Whether a corner shop, a farm, or a sprawling industrial dynasty, these enterprises often outlive the social and political storms that reshape the world around them. Looking back from 2025 to 1925, two years separated by a century of transformation, reveals not just how family firms have changed, but how history itself has sculpted their character, priorities, and survival instincts. The family firm of 1925 and the family firm of 2025 share a common thread: a deep sense of stewardship. But the world they inhabit, the pressures they face, and the tools at their disposal could not be more different. The World of 1925: A Market Built on Muscle and Tradition In 1925, family businesses were the backbone of nearly every nation’s economy: British textile mills run by second-generation owners; Italian vineyards passed from father to son; Japanese merchant houses governed by tight-knit clans. The model was patriarchal, hierarchical, and often intensely local. Most family firms of the era shared several characteristics: Leadership by inheritance, usually male, with little question of alternative candidates. Decision-making based on intuition and tradition, not data or strategic planning. A paternalistic relationship with workers, who might stay with one employer for life. A narrow customer base, often in the immediate community. Limited access to capital, as bank loans were difficult to secure without land or strong collateral. Technology limited to mechanisation, with electrification still incomplete in many regions. Still reeling from the First World War, businesses in 1925 were operating in a fragile peace. Globalisation existed only in embryonic form, and the radio, still a novelty, was one of the few technologies hinting at the interconnected world to come. A Century of Upheaval: The Historical Forces That Shaped Today’s Family Firms Family businesses alive today, or rebuilt through successive generations, have weathered an extraordinary set of historical turning points. Each left its mark, forcing adaptations that transformed the nature of family enterprises. 1. The Great Depression (1929–39) Many family firms in 1925 did not survive the economic devastation that followed. Those that did learned an early lesson in financial prudence, conservative debt, and diversification. The Depression cemented the instinct for cautious long-term planning still seen in family businesses today. 2. The Second World War and Its Aftermath (1939–50s) Wartime production transformed industries. Family factories pivoted to support national efforts; women took on management and technical roles for the first time. Post-war reconstruction created new markets, while rationing and material shortages forced innovation and lean operations. 3. The Rise of Global Trade (1960s–1980s) Containerisation, cheaper air travel, and post-colonial trade routes opened global markets. Family firms expanded beyond local boundaries, exporting goods, partnering with foreign distributors, and establishing international branches, an unimaginable prospect for their 1925 predecessors. 4. The Digital Revolution (1980s–2000s) Computers, email and the internet massively changed how family firms operated. Even the smallest businesses adopted digital accounting, marketing, and inventory systems. E-commerce blurred the line between local and global business, giving small family firms access to the same platforms as international corporations. 5. The Financial Crises (2008 and beyond) Economic instability strengthened the reputation of family companies as stable, value-driven employers. Their tendency to prioritise survival over short-term gains helped many outlast publicly listed competitors. 6. The Global Pandemic and the Hybrid Work Era (2020s) The pandemic accelerated digital adoption even further. Family firms embraced remote work, online sales, contactless services, and new community roles. The crisis also triggered mass generational handovers and pushed long-standing issues, succession, governance, sustainability to the forefront. The Family Firm of 2025: Global, Purposeful, and Professionally Managed Today’s family enterprises operate in a world that would be unrecognisable to the business owners of 1925. They’re both more complex and more resilient, blending heritage with modern strategy. Professional Governance and Succession Planning Where leadership in 1925 was almost always a hereditary right, succession today is treated as a professional process. Families now use boards, external advisers, leadership programmes, and performance reviews—none of which existed a century ago. Many appoint non-family CEOs while retaining ownership and strategic oversight. Diversity in Leadership In 1925, the idea of daughters or younger siblings running a family firm was rare. By 2025, women lead thousands of family enterprises worldwide, and younger generations assume top roles earlier, often bringing international experience and modern expertise. Technology as the New Family Asset Whereas 1925 firms prized land, machinery, and physical inventory, 2025 firms invest in AI systems, data infrastructure, cloud platforms, and intellectual property. Technology allows even small businesses to scale globally: an artisan workshop can reach customers across five continents through social media and online marketplaces. Purpose, Values, and Sustainability Family firms have transformed their historic ethos of stewardship into a modern strategic advantage. Unlike 1925, where survival was the main concern, 2025 family businesses often embed: Carbon-neutral targets Ethical supply chains Community investment Social entrepreneurship The desire to leave a legacy—once focused on lineage—now extends to environmental and societal impact. Resilience Through Diversification While the 1925 business might have focused on one craft or trade, the modern family firm often spans multiple industries. Some run legacy operations alongside renewable energy projects, real estate ventures, hospitality portfolios, or tech start-ups. Diversification has become a key survival tool. What Has Endured Across the Century? Despite the transformations, some core principles remain unchanged: A long-term perspective—thinking in generations, not quarters. Deep commitment to employees and community. The blending of personal identity with business purpose. A preference for steady stewardship over rapid, risky expansion. A belief that values matter as much as profit. These philosophical constants have proven to be the competitive advantage of family firms throughout the century. From 1925 to 2025: A Legacy of Adaptation The family business has evolved from a traditional, local enterprise into a sophisticated global player, but its soul remains intact. If the business owners of 1925 could see their successors today, they might marvel at the technology, the global markets, and the professional structures. Yet they would recognise the intent: to build something enduring, meaningful, and capable of being passed on. As we look ahead, the greatest lesson from this 100-year arc may be simple: family businesses survive because they adapt, but they endure because they care.

Businesses in and around Dorset can now explore, test drive and purchase new Kia vans, as well as used vans from a range of other manufacturers, as Hendy opens the doors to its dedicated Van Centre. The Hendy Van Centre is located just off the A31 on Ringwood Road, on the site previously known as the Hendy Used Car and Van Store. The repurposed showroom will initially represent Kia’s ‘Platform Beyond Vehicle’ (PBV) range of electric light commercial vehicles, including the all-electric Kia PV5, recently recognised as the 2026 International Van of the Year. PBV refers to Kia’s range of functional vehicles, all of which are built on the same innovative platform – the vehicle’s ‘base’ – with different modular structures on top. This means that the PBV range will ultimately cover a variety of applications, from family-friendly people carriers, taxis, refrigerated cargo vans and food trucks to Wheelchair Accessible Vehicles (WAVs), and more. Later in Q1, the Hendy Van Centre will expand to offer new vans from Nissan, Vauxhall, Peugeot, Citroën, Renault, and Fiat, making Hendy the only multi-brand light commercial vehicle showroom in the area. Hendy’s team of van experts will be available to offer guidance and expert advice to visiting businesses and sole traders in Dorset, Wareham, Christchurch, Bournemouth and beyond. All used vehicles purchased at the Hendy Van Centre will come with a standard three-month warranty, 90-point quality check and are available with national UK delivery. John Stone, Regional Director for the West at Hendy Group, comments: “We’ve opened this site in response to demand from local tradespeople who are time poor and want to explore a diverse selection of vans and light commercial vehicles all under one roof. Our new Van Centre allows us to showcase some exciting new brands which haven’t previously been available locally." "This site will be a one-stop shop for traders and businesses based in and around Dorset, providing new and used stock, high-quality sales support and advice from our team of enthusiastic, van-savvy Hendy colleagues.” To find out more about Hendy’s Van Centre, visit here .

Bechtel has been selected by Harmony to deliver the Eva Copper Mine Project Copper Concentrator and Non-Process Infrastructure in Northwest Queensland, a landmark greenfield development that will establish a long-life open-pit mining operation. The project is set to become the region’s largest new copper operation and a key contributor to Australia’s critical minerals strategy, helping to advance the global energy transition. After successfully completing an updated front-end engineering design and a final investment decision by the Harmony Board of Directors in November 2025, Harmony has appointed Bechtel as its Engineering Procurement and Construction (EPC) partner to deliver the awarded project scope, leading to first production in 2028. “We are honored to partner with Harmony to deliver the Eva Copper Mine Project, a development that will strengthen Australia’s position in the global copper supply chain,” said Ailie MacAdam, President of Bechtel Mining & Metals. “Copper underpins modern infrastructure and the transition to a low-carbon future, enabling advances in infrastructure, technology, and electrification. This project will deliver lasting value for Queensland through jobs and opportunities for regional suppliers.” Bechtel is recognized as a world leader in copper project delivery, having executed 42 major copper projects over the past three decades, representing approximately 40% of the world’s copper production capacity. Construction of the copper concentrator and supporting infrastructure is scheduled to begin in 2026. Learn more about how Bechtel is advancing innovative, efficient mining solutions at Bechtel.com

Half of UK adults (50 per cent) are more worried about falling victim to a scam than they were 12 months ago, according to the latest Barclays Scams Bulletin. As analysis of Barclays’ proprietary data reveals how fraudsters are changing tactics to target victims, Fraud & Scams Expert Kirsty Adams shares her top tips on staying scam safe in 2026. Key Findings: Half of UK adults (45 per cent) have been targeted by a scam this year, rising to two thirds of Gen Z (64 per cent) Barclays scams data shows investment scams accounted for 47p in every £1 claimed by victims in 2025 – up from 39p in 2024 and 32p in 2023 While social media remains the biggest source of scams, average monthly volumes of scams originating via text/SMS have increased 40 per cent from 2024 Investment Scams On The Rise Barclays’ claims data shows that investment scams accounted for almost half (47 per cent) of the total value of total claims in 2025, up from 39 per cent in 2024 and 32 per cent in 2023. Despite investment scams’ significant share of the overall value of claims, they represent just 7.1 per cent of the volume of reports in 2025 – however, this is up from 5.6 per cent in 2024. Purchase scams maintained the largest share of claims, at 71 per cent, unchanged from last year. One in three (35 per cent) reported investment scams originated on social media. Fraudsters Are Turning To Text, But Social Media Remains Top Scam Source Looking more broadly at all scam types, social media remains the biggest source of reports by Gen Z customers in 2025, accounting for six in 10 (58 per cent) cases, compared with 45 per cent across all generations. Amid significant advances and widespread adoption of artificial intelligence this year, three in four (75 per cent) believe AI has made online scams more convincing. This has led to one in three Gen Z consumers (34 per cent) now actively avoiding online shopping due to scam concerns – the highest rate of any generation, and 12 percentage points higher than older age groups (22 per cent). Barclays data shows that these scammers have responded to this declining online confidence by pivoting towards more direct and trusted channels. Average monthly reports of scams originating via text/SMS have increased 40 per cent from 2024, now accounting for 14 per cent of claims. One In Four Are Skipping Finfluencer Background Checks To Avoid FOMO Barclays research also found that 42 per cent of those who acted on social media investment content lost money – and not always by being scammed. While scams involve deliberate fraud, many investors also face losses after following unregulated advice from ‘finfluencers’. One in four (24 per cent) say they feel pressured to act quickly on unsolicited tips, often mistaking displays of wealth for credibility. This rises to 48 per cent among Gen Z (18–27). Consumers Show Growing Support For Data Sharing To Fight Scams Eight in 10 (81 per cent) consumers believe more work should be done to protect them from scams, and 79 per cent think tech companies should do more to prevent scams occurring on their platforms, up from 75 per cent in spring of this year. Almost half (45 per cent) would welcome tech companies and banks sharing personal data with each other, if it was done to prevent them falling victim to a scam. Barclays Fraud and Scams Expert Kirsty Adams, says: “Once again, scammers adopted new tactics in 2025, and as a result we saw a shift in the nature of scams reported by our customers. While fraudsters targeted victims with higher-stakes opportunities, we witnessed the resurgence of scams coming via text message, as confidence in online channels has declined." “There’s no doubt that scammers will attempt to take advantage of shoppers during the festive sales, so we’re urging people to remain vigilant. Looking ahead to 2026, we’re hopeful we will see continued progress in the fight against fraud, in the form of cross-industry collaboration.” Kirsty’s top tips on staying ahead of the scammers in 2026: Never disclose personal details : Your bank will never ask you for your debit card PIN, your password, or your complete online banking login details. Requests along these lines should jump out as a red flag. Verify company details : If you are in doubt about a company that has contacted you by phone, it is always worth double checking their contact details. Check official websites and call the listed number directly yourself. Take your time : When it comes to making purchases online or committing to an investment, don’t be forced into making any hasty decisions. Always remember that legitimate organisations shouldn’t push you into anything. Be sceptical of promises : Our data shows the average investment scam claim is higher than any other scam type. Remember the old adage; if it sounds too good to be true, it probably is, and remain sceptical of any promise of unrealistic returns. Beware of scam texts : If you’re sent a one-time passcode to authorise a payment or registration, always read the full message to check it matches up with what you’re doing. If it doesn’t, stop the transaction and don’t use the code or give it to anyone.

Family Business United is delighted to announce the family firms that are in the running for the National Family Business of the Year Awards 2026. Organised since 2012 these are the only national awards dedicated to celebrating the significant contribution that family firms make to the national economy in terms of the jobs they provide, income they generate and the wealth they create, as well as recognising their philanthropic endeavours in the communities in which they operate. Paul Andrews, Founder and CEO of Family Business United adds; "These prestigious awards are an annual highlight as the recognise family firms that make a real difference, celebrating their achievements and bringing the family business community together to realise the collective impact they have." "Family businesses are important and these awards enable us to take stock of their achievements and crown some incredible family business winners." "Winners over the years have come from all corners of the UK, large and small, multigenerational and some early on their journey but collectively they all share the same underlying values and make a difference each and every day. They all have incredible stories to share and we look forward to finding out more about those shortlisted this year and ultimately crowing the winners in due course." Taking place in London on June 17 awards will be presented to regional winners and then national awards will be given for business sectors such as manufacturing, retail and homes & gardens, and categories such as societal impact, entrepreneurship, small family business, innovation and sustainability before the crowing of the overall Supreme Champion Family Business of the Year for 2026. The family businesses in the running for the 2026 awards by region are: EAST & EAST ANGLIA - Sponsored by Birketts ABL Circuits Ltd Breckland Orchard Ltd Hamblion Transport M. Gaze & Co Ltd Matthew Douglas Limited Netto Care Morgans Butchery Ltd Neville Trust Objective IT Princebuild Rose Builders Ltd Rose Calendars Stockvale Limited Stort Group Wildwood Pets Ltd LONDON & SOUTH EAST - Sponsored by Forsters Active Digital Capital Roofing Co Ltd Chartway Janitorial Construct Virtual Croxsons Dobsons Ernest Doe & Sons Ltd Eximia F. Hinds Ltd Furniture Village Gibsons Games Homesitters J&G Traffic Management Lawsons (Whetstone) Ltd Nourish Contract Catering Ltd Olive Dining Pennyhills (London) LLP Powerday PLC RED Physiotherapy Sesame Access Limited Shepherd Neame Shorts Group Ltd The Orchard Practice Ltd Visiting Angels South Middlesex Wise Up Teambuilding MIDLANDS & CENTRAL - Sponsored by Buckles Bowers Electrical Bunches Florapost Ltd Champions Speakers Colton Packaging Cooper Group UK Daltons Empathika Falcon Contract Flooring Holdsworth Foods Inclusive Care & Education Langdale Care Homes Little Brewing Company Ltd MHR Global P2BS Ltd RB Windows RSP UK The Wilkins Group NORTH OF ENGLAND - Sponsored by TWYD & Co Acresfield Health Club & Spa AllpaQ ARB Property Trading Ltd Deal Direct Blinds Hayley Rose Wellbeing HMG Paints Linda Lewis Kitchens Mercury Lifts Ltd Olea Care Group The Quiet Site SCOTLAND - Sponsored by Turcan Connell Andron Facilities Management BlueSky Experiences CW Johnson Plant Ltd Farm Stop Gordon & Macphail Hattie's Autobody John White & Son (Weighing Machines) Ltd Johnstons of Elgin Mac Mic Group Redpath Bruce Spectrum Service Solutions Limited The Malcolm Group The Victor Pizza Company Vittoria Group SOUTH OF ENGLAND - Sponsored by Downs Solicitors HCE Foodservice Just Live-In Care New Forest Ice Cream Rawlingson Lane Seldram Supplies SOUTH WEST & WALES - Sponsored by James Cowper Kreston EG Carter & Co Ltd FC Douch Funeral Directors Hussey Seatway Laceeze Defiance Mathias & Sons Ltd Tamar Fresh Tamarisk The Mount Studio Architects The Old Monmouth Hotel YORKSHIRE - Sponsored by Western Pension Solutions Britcab LTD BSP Hydraulics Ltd Care Connection Partners Hill Cross Furniture Howarths Howcrofts Funeral Services John Good Group Power Plastics Limited The Pet Vet TL Dallas Group Finalists for the sector awards and the national categories will be announced in due course. Thanks to our other award sponsors: Entrepreneurship - Rickard Luckin Essence of Family Business - Goodman Jones Supreme Champion Family Business of the Year - Brooks Macdonald For further information about the awards and sponsorship opportunities please do not hesitate to contact us . Further details of the gala evening and to book tickets to join the gala evening to see the winners crowned can be found here

Consumer card spending declined -0.2 per cent year-on-year in 2025, after growing 1.6 per cent in 2024 and 4.1 per cent in 2023. In a year marked by careful and considered budgeting, confidence in household finances consistently exceeded confidence in the economy. Some non-essential categories, such as beauty, travel and entertainment, bucked the general trends, as shoppers once again prioritised affordable treats and experiences that bring them joy. New data from Barclays reveals that essential spending declined -2.3 per cent in 2025, down from 0.9 per cent growth in 2024. Non-essential spending increased marginally, up 0.8 per cent, however this lagged behind the latest CPIH inflation rate of 3.8 per cent. The Barclays Consumer Spend report, which combines hundreds of millions of customer transactions with consumer research to provide an in-depth view of UK spending, reveals the top 10 trends that shaped consumer behaviour this year. 1. Consumers Prioritise Non-Essentials Despite Economic Uncertainty Confidence in the UK economy remained low in 2025, with a monthly average of one in four adults (24 per cent) feeling confident in the nation’s economic strength. In October, all seven measures of consumer and economic confidence tracked by Barclays declined for the first time since August 2022, when the Bank of England announced its biggest base rate increase in 27 years. However, supported by prudent budgeting, at year-end, the majority remain confident in their household finances (64 per cent) and their ability to spend on non-essentials (52 per cent), although both measures have declined since January (from 70 per cent and 56 per cent respectively). Linked to this confidence in discretionary spending, consumers found room in their budgets for experiences and “feel-good” purchases in 2025. Growth in non-essential spending consistently outpaced essential spending throughout the year, even when consumer and economic confidence were subdued. Almost half (44 per cent) of consumers say they like to treat themselves regularly, but find ways to do it on a budget, which led to categories such as pharmacy, health and beauty (9.5 per cent) and food and drink specialists (2.7 per cent) receiving a boost. 2. Beauty And Wellness Now Non-Negotiables 2025’s strongest performing category, pharmacy, health and beauty, saw double-digit growth in several months of 2025, marking close to five years (56 months) of consistent growth. Those spending on the pharmacy, health and beauty category splashed out £324 each on average, up from £291 in 2024, as the “lipstick effect” – when consumers buy small, affordable luxuries as a pick-me-up – persisted, while 71 per cent of consumers say they’ve invested in wellness in the last 12 months. Earlier in 2025, Barclays chronicled the rise of male beauty spending, revealing that almost one in five (19 per cent) men now care more about beauty than they did 10 years ago, contributing to the category’s success. Further, a quarter of men (25 per cent) have now incorporated skincare into their daily routine, and one in eight (12 per cent) have spent money on a cosmetic procedure. 3. AI And Technology Aid Money Management Over a third (35 per cent) of consumers, and 70 per cent of Gen Z, have used AI tools in the last year for budgeting, planning, and shopping. Of the 65 per cent who are yet to make use of AI, half (50 per cent) prefer to manage things without the help of tech, 42 per cent don’t trust AI and 30 per cent have privacy and data concerns. The growth of AI is also transforming how people approach sales; 37 per cent of shoppers said they would use AI and other smart tools during their Christmas shopping, rising to 53 per cent for those aged 18-34. This group is turning to AI to research products (43 per cent), compare prices and deals (34 per cent), generate gift ideas (31 per cent) and set up personalised alerts (25 per cent). 4. The ‘Experience Economy’ And Oasismania 2025 saw a marked shift towards spending on experiences over material goods, as consumers opted to make more meaningful memories. The entertainment category enjoyed growth of 4.3 per cent over the course of the year, as major events, such as Coldplay’s World Tour and Sabrina Carpenter’s Short n' Sweet tour, drove significant spikes in spending. The greatest increase was seen in April, at 13.2 per cent, when A Minecraft Movie was released. Consumers spent £316 on average on memorable moments, while 16 per cent said that they spent more in 2025 on entertainment compared to last year. Also contributing to this surge was the Oasis reunion tour. Barclays’ Wonderwallets research in April found that Oasis fans anticipated they would spend a combined total of £1.06bn attending the highly awaited reunion, with attendees planning to splash out an average of £766.22 each to see the Gallagher brothers perform at one of the 17 UK concert dates. 5. Streamflation And The Digital Content Boom Streaming’s golden age continued in earnest, with spending on digital content and subscriptions up 4.3 per cent, following the success of shows such as White Lotus, Severance and Adolescence in 2025. One of the year’s biggest streaming hits was animated film KPop Demon Hunters, which contributed to the category's 5.6 per cent boost in June as fans broke viewing and soundtrack records, with hits like "Golden" topping the charts. Nine in 10 (90 per cent) UK adults say they’re now signed up to at least one streaming service to get their entertainment fix, however, 52 per cent of customers reported they had noticed ‘streamflation’ taking effect (the rising cost of streaming services), while the average spend on digital content and subscriptions in the year totalled £378. 6. Savvy, Value-Conscious Shopping Cost-of-living pressures led to widespread adoption of budgeting strategies, with nearly two thirds of consumers (64 per cent) consistently looking for ways to get more value from, or reduce the cost of, their weekly shop. Those cutting food costs are making use of loyalty schemes (56 per cent), discount supermarkets (49 per cent), own-brand alternatives (45 per cent), and the revival of the “big shop” (31 per cent). Meanwhile half (50 per cent) are making the effort to cut back on discretionary spending. Consumers’ price sensitivity meant significant numbers noticed tactics such as “skimpflation” (57 per cent), where the quality of certain products or ingredients declines, without a corresponding drop in price, and “drinkflation” (37 per cent), where alcoholic drinks become smaller or contain less alcohol, yet cost the same or more than they used to, up from 22 per cent in 2023. Three quarters (76 per cent) reported concerns about shrinkflation, and a similar proportion (74 per cent) noticed food products becoming more expensive. 7. Travel Spending Slows Travel spending remained resilient in 2025, up 2.7 per cent, however this represented a decline from 2024’s growth of 6.9 per cent. Travellers spent £1,158 on average each on the category. In a drive to keep costs down, many opted to travel at off-peak times or during the shoulder season (54 per cent) and used AI tools for planning and budgeting their holidays (27 per cent). Among this group, the top uses are creating itineraries (35 per cent), researching and choosing destinations (32 per cent) and translation (30 per cent), while over a quarter (27 per cent) are finding and comparing prices, discounts and deals with these tools. 8. Furniture And Home As Comfort Investments Furniture stores grew 4.3 per cent overall, having declined -2.2 per cent in 2024, as consumers invested in their living spaces, five years on from the pandemic. Spending at furniture stores grew in each month of 2025, the most sustained growth for the category since 2020. This trend was partly driven by new homeowners and their desire for “pick-me-up” purchases that enhance comfort at home. Furniture enjoyed a particularly strong month in June, up 8.2 per cent, after a record number of mortgage completions took place in March 2025, ahead of April’s stamp duty changes. Similarly, garden centres, which fell -2.4 per cent in 2024, saw strong growth of 4.6 per cent year-on-year as buyers looked for ways to spruce up their outdoor areas. 9. Support For British-Made And Local Products Amid widespread uncertainty post-Liberation Day, when the US announced sweeping tariffs on the import and trade of international goods, two thirds of UK consumers (67 per cent) cited concerns about the prices of imports. Meanwhile 71 per cent said they would buy more items that were “Made in Britain”, and one in eight said they would be willing to pay a premium for local products (12 per cent). Seven in 10 (68 per cent) said they wanted to support UK businesses by buying more home-grown products, with this trend supporting growth in food and drink specialist stores and local retailers, up 2.7 per cent overall in 2025. 10. Fitness-Driven Socialising And Low/No Alcohol Choices 2025 saw the rise of “low-and-no” alcohol options and fitness-based gatherings, as nearly a third of consumers (31 per cent) said they have changed how they socialise in the last 12 months. Two in five (41 per cent) of those aged 18-34 say they now like to combine social catchups with exercise such as meeting for a gym class, cycle or run, while 48 per cent opt to socialise in ways that support health and wellbeing). This wellness trend is leading many to cut back on big nights out; two fifths (44 per cent) reported going on fewer nights out in 2025, with spending at bars, pubs and clubs down -0.2 per cent year-on-year, after experiencing 3.6 per cent growth in 2024. Karen Johnson, Head of Retail at Barclays, said: “While confidence in the UK economy has declined, UK households’ confidence in their ability to manage their money has remained strong, translating into the resilient performance of categories such as travel, entertainment and beauty." "It is encouraging to see that through purposeful spending, consumers continue to prioritise the things that bring them joy, unlocking the potential for UK economic growth.”