The relationships that make family businesses special can also make them complicated. Here's how to protect both the business and the people in it. In family businesses, a discussion about a decision can become a disagreement that somehow involves something from a family Christmas 15 years ago. Sound familiar? A family business can bring shared history, purpose and commitment. But those relationships can make business decisions complicated. You're rarely dealing only with the issue in front of you. You're also dealing with years of experiences, expectations and emotions. The challenge is to make the most of that connection without letting it get in the way. You Can't Leave Family Relationships At The Door In theory, it's simple. At work, you're colleagues. At home, you're family. In practice, it's rarely that straightforward. Your dad might also be the managing director. Your daughter might lead a major part of the business. Your partner might be the person you need to challenge in a meeting. Those roles overlap. Pretending otherwise won't make them disappear. I've seen family businesses where people respect each other's professional roles and disagree without making it personal. I've also seen what happens when boundaries aren't clear. If family members argue in front of the team, employees may wonder whether something serious is happening or whether their jobs are affected. If nobody explains anything, speculation and conversations by the photocopier can quickly follow. You don't have to share every private family matter with employees. But consider what they need to know to feel informed and secure. Talk about how you want to work together. What does professional behaviour look like? How will you handle disagreements? Which conversations belong in private? And can you be a family without every dinner turning into a business meeting? A few clear boundaries can protect both the relationships and the business. Don't Make Employees Feel Like Outsiders For founders, the business might be their life's work. They remember the early days, risks and sacrifices. An employee who joined five years ago hasn't lived that history. That doesn't mean they don't care. One of the best ways to help employees feel connected is to share the story of the business. Where did it begin? What did those early days look like? What has changed? What are you trying to build now? Perhaps it started in a spare bedroom and now employs 200 people. Perhaps the next generation has joined and is taking things in a new direction. That's a story worth telling. People want to know what the business stands for, where it's going and how their work contributes. You don't need to reveal every confidential detail or involve everyone in every decision. Help people see where they fit, and they're more likely to feel connected and motivated. Not Everyone Will Love The Business As Much As You Do Owners often think about the business on a Sunday evening, work late and carry the responsibility everywhere. They've built it; of course its success matters enormously. But employees may have a different relationship with work. They might do their job brilliantly, give their working hours their full attention and then go home to enjoy their family, friends and interests. And that's absolutely fine. You need ambitious people, but you also need reliable, skilled people who do a good job and switch off at the end of the day. Expecting everyone to share the founders' emotional investment is unrealistic. They haven't had the same journey, and they don't need to. Make sure people understand the purpose, know what's expected and feel valued. Succession Is An Emotional Business Succession involves leadership, ownership and the company's future. But for the person handing over, it can be much more than a change of job. Imagine spending decades building something from scratch. It has shaped your life, your identity and perhaps your family's future. You've made sacrifices and worked through difficult times to get it where it is today. Now you're being asked to step back. That can be difficult, even when it's right. The next generation may want to introduce ideas and establish their own leadership style without being constantly compared with the person who came before. When succession discussions become difficult, ask what's really going on. Is the founder struggling to let go? Does the next generation feel they aren't trusted? Are there concerns about whether someone is ready? Is the family worried about changing something that has worked for years? The problem may not simply be about business capability. Questions about identity, confidence, trust and family relationships may be sitting underneath it. Sometimes You Need Someone Outside The Family When you're closely involved, history can make it difficult to see a situation clearly or have a fresh conversation. An independent person can create breathing space. They can listen to different perspectives, challenge assumptions and help people talk about things they might otherwise avoid. It's not about deciding who's right. It's about helping people understand each other and find a way forward, particularly when succession emotions are running high. Keep The Family Advantage I would never suggest removing the family element. Shared values, loyalty, history and a desire to build for the next generation are real strengths. But those things don't automatically make relationships easy. You still need to communicate, listen, have difficult conversations and remember the non-family people helping you build the business. A family business is about more than ownership. It's about its people, relationships and shared future. You won't get everything right. No family does, and no business does. But if you can understand each other a little better, be clearer about expectations and make space for honest conversations, you give both the business and the family a much better chance of thriving. The aim isn't to stop being a family when you walk into work. It's to understand how to be a family and run a business well. Understand the people. Protect the relationships. Build something that lasts.

It's Not Just Business. It's People. Why understanding yourself and the people around you could be one of the most valuable investments you make in your family business. People are fascinating. Complicated, occasionally frustrating and sometimes downright baffling. And nowhere is that more obvious than in a family business. You may have built a successful company with someone you know better than anyone, yet still find yourselves having the same argument for the hundredth time. Family businesses bring history, loyalty, shared experiences and emotional investment. They also bring the pressure of making decisions and keeping everyone moving in the same direction. We talk a lot about strategy, growth and performance. All important, of course. But underneath all of it are people. After more than 30 years studying the human mind and working alongside people, I've learnt that understanding why we behave as we do can change the way we work together. The Person In The Mirror We're very good at identifying what other people need to change. They need to communicate better, listen more, stop being defensive or become more open to new ideas. But how often do we ask ourselves the same questions? What happens to me when I'm under pressure? Do I become controlling? Do I withdraw? Do I get impatient? Do I assume I know what someone else is thinking without actually asking? Self-awareness helps us recognise our patterns instead of reacting automatically. Imagine a family business owner who has spent 25 years making decisions quickly and independently. It's worked. The business has grown and people trust their judgement. Then the next generation joins and wants to be involved in decisions. The owner might interpret questions as criticism. The younger person might feel they're not trusted. Neither is necessarily trying to cause a problem. They're responding from different experiences and expectations. Until they understand what's happening beneath the surface, they'll probably keep having the same conversation. It's not just about what people do. It's about understanding why they do it. Stop Putting People In Boxes Generational differences can create interesting dynamics in family businesses. There may be a mixture of experience, fresh thinking and different expectations about how work should be done. But we need to be careful about the assumptions we make. The older generation can be labelled as stuck in their ways. The younger generation can be dismissed as inexperienced or unrealistic. I find these labels unhelpful. Age doesn't automatically make someone wise, and being young doesn't mean you have nothing valuable to contribute. Our experiences influence how we think, but age alone can't tell you how an individual will behave. My advice is to get curious. Ask questions and understand a different perspective before deciding it's wrong. If you want people to bring ideas to the business, make sure those ideas are heard. An ideas box is all very well, but if suggestions disappear into a black hole, people soon stop contributing. Not every idea will work. Explain why. People don't need their own way every time, but they do need to feel heard. The Conversations We Don't Have People often avoid difficult conversations because they don't want to upset someone or make an awkward situation worse. So they say nothing. Unfortunately, silence doesn't always keep the peace. Sometimes it gives resentment room to grow. A small frustration becomes a bigger issue, assumptions take hold and people feel criticised or excluded. I'm not suggesting we should all say exactly what we think, whenever we think it. That's unlikely to end well! It's about learning to say things well. Be clear about what you want to achieve, consider how your words might land and give the other person space to explain their perspective. Your intention and their experience of the conversation might be very different. People can build up a difficult conversation for weeks, only to find it wasn't nearly as bad as expected. Often, there's enormous relief. You don't have to agree on everything. But you do need to be able to talk about the things that matter. Different People, Different Responses People respond to pressure differently. One person becomes focused; another anxious or withdrawn. Some want to talk things through, while others need time to process. Neither response makes someone better or worse at their job. Understanding these differences helps leaders adapt their communication and stops colleagues taking every reaction personally. This matters particularly when a family business is changing. New leadership, expansion or succession can bring uncertainty. People may be worried about their role, their future or whether the business they know is about to become something very different. A little understanding can go a long way. Better Relationships Make Better Businesses We sometimes underestimate how much time and energy is lost through poor communication and unresolved tension. People worry about conversations, try to work out what someone meant or avoid someone they find difficult. Decisions take longer. Ideas aren't shared. Good people become frustrated. When people understand themselves better, they have more choice about how they respond. When they understand others, they can communicate more effectively. And when teams feel able to speak openly, challenge ideas and learn from one another, the whole business benefits. This isn't about creating a workplace where everyone agrees and gets along perfectly. Real people don't work like that. It's about creating relationships strong enough to handle differences. For family businesses, that can be a significant advantage. You can build on shared history and values while making space for different perspectives and new ideas. Understanding people isn't a one-off exercise. It's something we need to keep working at. So, the next time something goes wrong in the business, before asking who needs to change, try asking a different question: What might be happening for the people involved, and what could I do differently? It might just be the beginning of a much better conversation. Understand yourself. Understand others. Lead better.

Family Business United has announced an exciting new addition to the National Family Business of the Year Awards 2027, with the introduction of a dedicated Small Family Business of the Year – Scotland category, recognising the contribution and achievements of smaller family firms across the country. The new category means there will now be three awards specifically recognising Scottish family businesses, providing opportunities for firms of different sizes and backgrounds to gain recognition for their achievements and contribution. These awards will be presented to family businesses for: Small Scottish Family Business of the Year – recognising family businesses with an annual turnover of up to £10 million. Large Scottish Family Business of the Year – recognising family businesses with an annual turnover of more than £10 million. People's Choice Award – Scotland: an opportunity for the public to vote for their favourite Scottish family business and show their support for the family firms that make a difference. The introduction of the new small business category reflects the importance of recognising family businesses of all sizes and ensuring that smaller firms have an opportunity to showcase their achievements, celebrate their heritage and demonstrate the positive impact they make within their communities and the wider Scottish economy. Paul Andrews, Founder & CEO of Family Business United, commented: "We are delighted to be introducing a new Small Family Business of the Year category for Scotland in 2027. Family businesses come in all shapes and sizes, and whilst they share many of the same characteristics, challenges and ambitions, we recognise that smaller family firms deserve their own opportunity to shine." "Scotland has a fantastic community of family businesses, making a significant contribution to employment, economic growth, wealth creation and local communities. We want to celebrate that contribution and recognise the people, passion, commitment and entrepreneurial spirit that underpin these businesses." "With three dedicated Scottish awards, including our People's Choice Award, we are providing even more opportunities to celebrate the diversity and strength of the Scottish family business community, in addition to the sector and national titles that are also up for grabs." We are grateful to Turcan Connell for their support in sponsoring the Scottish categories and would encourage family businesses from across Scotland to put themselves forward and share their story. Entry is free, and we look forward to celebrating the very best of Scottish family business." Entries Are Now Open The National Family Business of the Year Awards 2027 are now open for nominations and entries, with family businesses across Scotland encouraged to participate and take advantage of this opportunity to gain recognition. Entry is completely free, and businesses can nominate themselves or be nominated by someone who believes their family business deserves recognition. The People's Choice Award will provide an additional opportunity for the public to get behind their favourite Scottish family businesses, helping to raise awareness of the contribution that family firms make and giving communities the chance to show their support. The closing date for entries and nominations is 30 November 2026, so interested family businesses are encouraged to submit their entries ahead of the deadline. The National Family Business of the Year Awards, organised by Family Business United, celebrate the achievements, contribution and positive impact of family firms across the UK, shining a spotlight on the businesses, families and individuals who make a difference. For further information about the awards, the categories and how to enter, visit the dedicated awards page here

JCB employees have dug deep to help raise thousands of pounds for this year’s Royal British Legion Poppy Appeal by snapping up commemorative digger themed pin badges. The poppy pin badges - the brainchild of retired Staffordshire firefighter Kelvin Chell - feature a JCB backhoe loader and have been sold at all 11 of the company’s UK manufacturing sites in the run up to Armistice Day. The initiative raised more than £11,400, with JCB boosting the total to £12,500. Within days of being offered for sale, employees bought all 2,400 of the badges while Kelvin has sold another 850 at local retail outlets and online, with orders from as far afield as the United States, Canada, Ireland, and the Orkney Islands. Kelvin, who has produced 39 different themed poppy badges in recent years, approached JCB on hearing it was the company’s 80th anniversary last year. After giving its seal of approval to the design, the company, and Fenton-based JCB supplier Rayne Engineering joined forces to help fund production of the badges. And the bespoke design has helped take Kelvin’s fundraising total for the Royal British Legion past the £150,000 mark over the last six years – and he has no plans to stop fundraising. Kelvin, of Audley, near Newcastle-under-Lyme, said: “Sales of the JCB badges have been brilliant. I have had orders from all over the world and we could definitely have sold more. I am very grateful for the support of JCB and Rayne Engineering in bringing this idea to life. The Royal British Legion is a cause close to my heart and every badge sold will help veterans and their families.” JCB Head of Defence, former Army Brigadier Adam Fraser-Hitchen DL, officially handed over the funds raised at JCB World Headquarters, in Rocester. He said: “It has been a real privilege for the company to support Kelvin’s incredible fundraising work and it is no surprise that the badges have sold out so quickly. As a company we hold the UK’s Armed Forces in high regard and we employ many veterans.” Annemarie Jones, Regional Poppy Appeal Manager for the Northeast and Northwest Midlands, added: “We are incredibly grateful for the continued support of JCB and Kelvin. This has been a lovely initiative which has raised important funds for the armed services community.” The pin-badge fundraiser continues JCB’s longstanding support for the Royal British Legion, including the unveiling of a special poppy-themed machine which was auctioned for the charity in 2018 to mark the centenary of the Armistice. Kelvin has produced a number of Staffordshire themed poppy badges such as the Staffordshire Knot, Potteries bottle kilns and the Spitfire fighter plane.

RSP UK Suction Excavators Ltd marked its 10th anniversary on 26 September 2026 with a celebration evening at The Belfry, Sutton Coldfield, bringing together around 250 guests from across its customers, suppliers, team and RSP Germany. The evening also honoured two people who have shaped the business since day one: Nigel Gardener, who retires after more than 50 years in the industry, and Jens Graber, who is stepping back from his role on the RSP UK board. Founded in 2016 as the UK arm of the RSP Group, RSP UK has grown into a leading supplier of premium suction excavators, vacuum excavators and road sweepers across its RSP, Amphitec and Brock brands. Today it operates across machinery sales, service, parts and training, including its own dedicated training centre, which is proud to offer EUSR, CPCS and NVQ training. The evening was presented and compèred by TV magician and presenter Ben Hanlin, who guided guests through a programme of speeches, films and celebration in The Belfry's Masters Suite. A night for the Henry Allen Trust At the heart of the evening was the Henry Allen Trust, a Milton Keynes charity local to RSP UK's Bedfordshire base, and its chosen charity for the anniversary year. Henry loved road sweepers and sadly passed away aged just four. In his memory, RSP UK dedicated a Brock road sweeper to him, carrying his face and the Trust's livery, which welcomed guests outside the venue. Introduced by Ben Hanlin, the Trust's film was one of the most moving moments of the night. Thanks to the generosity of guests, £15,500 was raised for the charity. RSP UK now plans to offer "Henry's road sweeper" to the industry, with the aim of raising further funds for the Trust. Celebrating Nigel Gardener Nigel Gardener joined RSP UK at its formation in 2016 as Business Support Manager, bringing a wealth of experience in heavy plant and trenchless technology. Earlier in his career, he helped introduce trenchless technologies internationally. Known throughout the industry as a true supporter of the customer, Nigel has set the standard for professionalism at RSP UK: immaculate presentation, meticulous attention to detail, and treating every customer with the same care, always there whenever they needed him. Nigel retires as the recipient of two Lifetime Achievement Awards. In September 2026 he received a Lifetime Achievement Award from Family Business United, five years to the day after he was honoured with the UKSTT Lifetime Achievement Award. Thanking Jens Graber The evening also paid tribute to Jens Graber, a founding member of RSP Germany, who is stepping back from his role on the RSP UK board. Jens has been a guiding figure since the company was founded, and his support and friendship have been central to RSP UK's growth over the past decade. Charlie Gardener, Director, said: "Ten years ago we set out to build something special, and standing in that room with our customers, our team and our RSP family was an incredibly proud moment. The machines may be what brought us together, but it is the relationships that have made the last ten years so special. Raising £15,500 for the Henry Allen Trust made the night mean even more, and we would like to thank everyone who gave so generously." Lloyd Gardener, Director, added: "My Dad, Nigel, has worked in this industry for more than fifty years, and he has given RSP UK his time, experience, advice, patience and support. He helped us build this business into what it is today, and we are incredibly proud of him and deeply grateful for everything he has done." "Our relationship with RSP goes back twenty years, and those working relationships have become genuine friendships. As Jens steps back from the board, we thank him for the groundwork he laid in the UK, and for his hard work, fairness and friendship. We admire him enormously." For more information about RSP UK Suction Excavators Ltd, please visit here.

Youngsters in Possilpark will have a safe, modern place to play for free for years to come following the completion of a new all-weather astroturf pitch at Glasgow Perthshire FC (GPFC). The 136-year-old club has become much more than a Saturday football ground. During school holidays, local children are given free access to its facilities through community programmes, while the ground is also used by local groups and for charity football matches. GPFC even offers supporters free membership for its home matches, part of manager Billy Adams’ determination that money should not prevent people from being part of the club. Billy said: “Everything’s free so everybody is treated the same. My mum had six boys and we all played football. She was a single parent and, if that was now and it was £30 or £40 a head for us to play, we couldn’t have done it." “You come in here and whether you’re a millionaire or you’ve got nothing, you’re treated the same. That’s us trying to give something back to the community and keep football alive in the community.” The new all-purpose pitch replaces an ageing second-hand astroturf surface which had been in place for a decade and had developed holes and trip hazards. Billy says Glasgow Perthshire’s ground is now the only football pitch remaining in Possilpark, an area he remembers having around a dozen pitches some 15 years ago. The new surface can be used not only for football but for activities including netball and rounders, or even community events, giving local children and community groups a flexible outdoor space to come together. Beyond football the ground is used by community organisations during the school holidays and hosts charity matches for local people and causes. Billy said the club’s aim has always been to create a place that encourages a community spirit, with groups including the local community centre and housing associations making use of its facilities. The project was made possible with £30,000 from Allied Vehicles Charitable Trust which was established by Possilpark-based Allied Vehicles Group and donates £240,000 a year to charities and community organisations around its north Glasgow headquarters and further afield. Billy said Gerry Facenna, founder of Allied Vehicles, became involved after seeing the work taking place at the club and the number of local children using its facilities. “It means everything for the weans because most of them have nothing,” Billy said, “All they’ve had in the past here is second-hand stuff, sometimes falling apart. But this is the real deal this time." “My aim is to keep it going and take the club and the community forward. I want whoever takes over from me to have a chance because they’ll inherit better facilities than I inherited.” Gerry Facenna, founder and owner of Allied Vehicles, said: “I grew up in Possilpark, so I know how important it is that young people here have somewhere they can go, play and be part of their community. Billy has given an extraordinary amount of his life to Glasgow Perthshire and to keeping this club open to local people." “What struck me was that he isn’t asking what the community can do for the club, he’s constantly looking at what the club can give back to the community. We’re proud to help him give local youngsters a first-class facility that they can enjoy without their families having to worry about the cost." On a recent visit to the new facility with Gerry Facenna, Lord Provost of Glasgow, Jacqueline McLaren, said: “Having somewhere safe and welcoming to get active is so important for young people. It supports their physical and mental wellbeing, gives them the chance to make friends and, importantly, to simply get outside, play and have fun." “The fact that youngsters can come here and take part without cost being a barrier makes it even more valuable. This new pitch is a terrific investment in Possilpark and a community asset that can be enjoyed for many years to come.” For Billy Adams, the new surface secures something increasingly rare in Possilpark: a place where local youngsters can simply turn up, get active and play. As he puts it, Glasgow Perthshire’s purpose is straightforward: “You’ve got to give something. If you’re only in it to take for yourself, that’s not what community is all about.” Photo: L-R: Billy Adams, Lord Provost Jacqueline McLaren, Gerry Facenna

Construction is off to a flying start at Swansway Motor Group's new Fleet Super Hub in Wardle, Cheshire, with David Smyth getting behind the controls of a digger to mark another milestone in the development. The multi million pound investment will provide capacity for up to 3,000 vehicles, alongside dedicated pre-delivery inspection facilities, supporting the continued growth of Swansway Fleet. The purpose built site is expected to be completed in Q1 2027 and will incorporate rooftop solar panels, electric vehicle charging and cycle to work facilities. The latest progress marks another exciting step towards the completion of the new facility, which will strengthen Swansway Fleet's ability to support businesses and customers across the UK.

Harrisons, a leading UK manufacturer of nonwoven wipes, has unveiled a new brand identity, strapline and website. The change marks the next chapter in the company's 135-year history while staying true to the values that have carried the business through several generations. The refreshed identity brings an updated colour palette and a cleaner, more modern look across the Harrisons family of brands, including Harrisons Hygiene and Harrisons Industrial. The visual change is deliberately evolutionary rather than a departure: the heritage, the UK manufacturing and the focus on proven quality that customers rely on all remain firmly in place. At the centre of the refresh is a new strapline: Set the standard with every wipe. It reflects Harrisons' own ambition to aim high across quality, innovation, sustainability and customer service. It also reflects the people who use the products: the cleaning operatives, engineers, chefs and healthcare workers who are themselves working to set high standards of cleanliness and hygiene, one task at a time. And it sets a clear direction for the business - a commitment to keep improving for customers, and something Harrisons has always worked towards throughout its history. Alongside the strapline, Harrisons has set out a new mission: to set the standard with every wipe by partnering with customers to deliver expert solutions, uncompromising quality and a cleaner world. In practice, that means treating distributors as long-term partners rather than accounts, and backing them with reliable supply, proven quality and expert advice. Stephen Harrison, Managing Director at Harrisons, said: "I'm delighted to launch our refreshed brand, which we see as the launch pad for the next phase of our growth. With the new mission we’ve set out, we want our partners and customers to know that when they work with us, they get quality products and advice they can rely on, every time.” The new look is live now at www.harrisonwipes.co.uk and will be rolled out across the Harrisons parent brand and its Hygiene and Industrial sub-brands, giving the business a consistent identity while keeping each product category clearly recognisable for the audiences it serves.

The Chapman family, owners of Farmlay Eggs and Chapman Farms, will take over the ownership and management of Brucklay Garage Ltd at the end of 2026, marking an exciting new chapter for the established rural business. Located in North East Aberdeenshire, Brucklay Garage Ltd, has served its customers since 1983, providing services and products including agricultural machinery parts, lawnmowers, garden machinery, and tools. Under its new name, ‘The Store at Brucklay’ and new ownership, the business will continue to offer existing horticultural parts and services, while expanding its range of agricultural supplies. Current owners Michael and Karen Brown, who are husband and wife, and have run the business together for more than four decades said: “It has been an enjoyable venture. We’ve thoroughly enjoyed the hard work involved in building the business into what it is today but now, with retirement beckoning, we’re ready to pass the baton on to a younger generation, and we couldn’t be happier that it’s going to such a great family.” Michael added: “We’ve known the Chapman family for many years and remain good friends. Having followed their journey and success of Farmlay Eggs and Chapman Farms, we have every confidence they’ll bring continued success to the business, while maintaining the customer values and relationships, we’ve worked hard to establish." “I’ve always been passionate about fitting the right machine to the needs of the customer. It’s important to me that people can come here, receive honest advice and invest in the right equipment. That’s what builds trust, and I know Debbie and Iain share those same values." “With their knowledge and understanding of the agricultural industry, there is an opportunity to build on the agricultural side again. I wish them the very best of luck for the future.” For the Chapman family, the acquisition represents an opportunity to build on Brucklay Garage and its established reputation while responding to the needs of the agricultural and horticultural communities. Iain Chapman says: “We are extremely excited to expand the product range available to the community and build on everything Michael and Karen have achieved over the years. Thank you to them both for their hard work and dedication in building the business into what it is today." “We see a gap in the local market for a country store customers can visit, find what they need and take away there and then. We want to build on the existing offering, its position in the market and expanding the range of both horticultural and agricultural products and services available to the community." “We’re delighted to announce that Murray Bremner will be joining as manager at Brucklay Garage. We look forward to welcoming customers to the store for our sale in January, before temporarily closing to refresh and restock, and we are delighted to announce customers can look forward to a much wider range of products at Brucklay Garage, and we’ll be sharing more details as the plans take shape.” Top photo: Michael Brown and Iain Chapman From left to right: Debbie, Emma, Iain, Molly, Robert, Megan, Ethel (Chapman) Photo credit: Craig Stephen Photography

A Leamington Spa restaurant has been officially named the Best Restaurant of the Year 2026 by the Bangladesh Caterers Association UK. Paprika Club, in Regent Street, was crowned national winner in the biggest category of the night at the 19th annual awards at Park Plaza Westminster Bridge Hotel in London. A spokesman for the restaurant said: “Paprika Club is beyond honoured to receive this year’s Bangladesh Caterers Association UK “Best Restaurant of the Year 2026” Award for Outstanding Service and Cuisine. To be recognised among the restaurants shaping this industry is an achievement we’ll treasure." “Since opening in Leamington in 1994, we’ve built Paprika Club around generous hospitality, memorable food and the people who return to our tables year after year. This award joins a proud history of recognition, including three consecutive Asian Curry Awards wins from 2023 to 2025." “To our team, whose care and hard work make every service special, and to our customers: your loyalty, encouragement and recognition have helped bring us to this moment. Every visit, celebration shared with us and kind word has mattered. This award belongs to you too. Thank you for renowned support and love which has allowed us to be recognised by this outstanding award.” Tipu Rahman, Secretary General, said: “The BCA Awards recognise the restaurants whose commitment to quality, service and consistency keeps our industry moving forward. By celebrating outstanding businesses, we set a benchmark for excellence and encourage the next generation to build careers in hospitality.” The BCA Awards Committee Convener is celebrity chef Atik Rahman BEM. The Bangladesh Caterers Association was set up in 1960 and represents 12,000 restaurateurs across the UK. Its Restaurant of the Year awards recognise excellence across food, service, hospitality, presentation, consistency and the overall customer experience.

After 55 years of helping businesses across Scotland find the right people, family-run recruitment agency Stafffinders has released its first-ever Christmas film, bringing a festive twist to the challenges of recruitment during the busiest time of year. The film follows a familiar Christmas challenge: even Santa needs a reliable team behind him to make sure everything runs smoothly. With the festive season placing additional pressure on businesses across Scotland, the film highlights the importance of having the right people in place, whether that's covering unexpected absences, managing increased demand or bringing in extra support during particularly busy periods. Founded in Paisley in 1971, Stafffinders has spent more than five decades supporting Scottish businesses with temporary and permanent recruitment across a wide range of sectors, including Hospitality, Industrial, Warehouse and Office Support. The Christmas film is a light-hearted celebration of the people working behind the scenes to keep businesses operating throughout the festive period, from chefs and waiting staff managing busy Christmas services to warehouse teams handling increased deliveries and office professionals keeping operations organised. It also carries a simple message for employers: having a trusted recruitment partner available when staffing challenges arise can make all the difference. With Christmas traditionally bringing increased demand for temporary workers, Stafffinders is encouraging businesses to plan their festive recruitment requirements early, helping them secure the staff they need before the busiest weeks arrive. The film marks a first for the long-established Scottish recruitment agency, combining its recruitment expertise with a little Christmas storytelling. Businesses looking for temporary or permanent recruitment support can contact Stafffinders through its website at www.stafffinders.co.uk, call the Paisley office on 0141 887 1155 or the Edinburgh office on 0131 225 6898. Established in Paisley in 1971, Stafffinders is Scotland's longest-established family-run recruitment agency. With offices in Paisley and Edinburgh, the company provides temporary and permanent recruitment solutions across a wide range of industries, supporting businesses and jobseekers throughout Scotland and beyond.

The Gebrüder Weiss site in Wels became a testing ground for the AMADEE-27 Mars analog mission at the end of October. On October 30 and 31, the Austrian Space Forum (ÖWF), the University of Applied Sciences Upper Austria (FH Oberösterreich), and other research partners tested scientific experiments and technical systems for the mission, which will take place in Portugal in April 2027. As the official logistics partner, Gebrüder Weiss is responsible for transporting the sensitive research equipment to and from the mission site. Jürgen Bauer, Member of the Management Board of Gebrüder Weiss, said: “The future of mobility is an important topic for Gebrüder Weiss. That is why we are supporting the Austrian Space Forum in a Mars analog mission for the third time. For us, this also includes giving our employees insights into innovative research projects. The tests at our Wels location provide a unique opportunity for this,” During the two test days, Gebrüder Weiss employees had the opportunity to experience the research activities first hand. They met the analog astronauts and observed various experiments in action. Among them was a rover developed by the University of Applied Sciences Upper Austria, designed to support the crew during the mission by transporting tools and scientific samples and assisting with navigation in the field. From Austria to Portugal In February 2027, Gebrüder Weiss will manage the logistics for the mission itself, transporting the sensitive research equipment to the Monsaraz Analog Research Station in Portugal. Handling the valuable equipment requires special care and precise planning. The project logistics team in Wels will contribute its expertise in managing complex transport projects. After the mission is completed, the company will return the equipment to the Austrian Space Forum’s headquarters in Innsbruck. Dr. Gernot Grömer, Director of the Austrian Space Forum, said: “Gebrüder Weiss has been a long-standing and reliable partner of the Austrian Space Forum in our Mars analog missions. Especially when transporting our valuable research equipment, the expertise of an experienced logistics provider is indispensable. The precise planning, professional execution, and know-how of Gebrüder Weiss are of tremendous value to us,” Following AMADEE-20 in Israel and AMADEE-24 in Armenia, AMADEE-27 is the third joint mission of Gebrüder Weiss and the Austrian Space Forum. From April 5 to 18, 2027, six analog astronauts will carry out 17 experiments in Portugal, developed by more than 20 research institutions and universities from Austria, other European countries, and the United States. Further information about Gebrüder Weiss’ commitment to the future of mobility visit here.