For many family businesses, shares in a trading company form a core part of long-term family wealth. Importantly, they’ve historically provided a tax-efficient way to pass on wealth via inheritance. Simply keeping hold of shares until you pass away has been an effective form of inheritance tax planning for many years. This is because, shares in qualifying trading companies have usually benefitted from full relief from inheritance tax. But under new legislation, that’s set to change From the start of the new tax year in early April 2026, new inheritance tax rules will significantly limit the reliefs available on shares in trading companies. For some families, the impact could be substantial. The key point is that there is still a window of opportunity to act, but this window is closing quickly. In this short article, we’ll examine the changes, what they mean for you, and what you can do to structure your affairs efficiently. What the rules were and what’s changing from April 2026 The current position Under the existing rules, shares in an unquoted trading company typically qualify for 100 percent Business Property Relief (BPR) once they’ve been held for two years. In practice, that means: no inheritance tax is payable on the value of qualifying shares on death the relief is uncapped, regardless of the size of the shareholding the same relief can apply to certain lifetime transfers. For many business owners, this has made shares in a trading company one of the most inheritance tax-efficient assets to hold and a particularly good option when passing on significant asset value in excess of the usual inheritance tax thresholds. The new rules from April 2026 From 6 April 2026, Business Property Relief will be capped. Originally it was proposed that the first £1 million of qualifying business property (e.g. shares in a trading company) would continue to receive 100 percent relief and that allowance could not be transferred on death to a spouse. However, the government announced just before Christmas that this amount would be increased from £1m to £2.5m and the £2.5m allowance could be transferred between spouses when one passes away (which effectively means a couple can, if structured correctly, have a £5m allowance). This means shares in a trading company are still a good option for values below that £2.5m threshold (or potentially £5m where that value is shared between spouses). However, any value above £2.5 million will only receive 50 percent relief. The remaining 50 percent will be subject to inheritance tax at 40 percent, creating an effective tax charge of 20 percent on the excess over £2.5m. This is a fundamental shift in how trading company shares are treated for inheritance tax purposes and will likely affect estate planning for many with shares in excess of £2.5m. A representative example To illustrate the impact, consider shares in a trading company valued at £4 million. Under the current rules £4 million qualifies for 100 percent BPR meaning no tax is paid on those shares at all. From April 2026, that same amount will see £1.5 million (i.e. the excess over the £2.5m allowance) taxed at a 50% rate. With inheritance tax at 40%, the 50% discount equates to a 20% tax on that £1.5 million, resulting in a total tax bill of £300,000. That is a six-figure tax bill on an asset that would previously have passed tax-free. Whilst HMRC are allowing this liability to be paid interest-free and in equal annual instalments over a period up to 10 years, paying an inheritance tax liability like this will often mean either having to use other liquid assets from the estate, which would ordinarily have ended up in the hands of beneficiaries effectively reducing their inheritance. Alternatively, the company itself may have to have to fund this over time. However, extracting cash out of a company to meet any such liability will incur its own tax liability, meaning the amount the company needs to find would need to be grossed up – effectively double taxation (a consequence the government appear to have glossed over). This may also be an overhead the company simply can’t afford, or which will wipe out its profits. The question that jumps to mind is how can you structure your affairs to be as tax-efficient as possible? The best approach to take is to act before the changes come into effect in April at the start of the 2026/2027 tax year. Structuring your shareholdings before the April deadline For shareholders with more than £2.5 million in qualifying trading company shares, the most effective planning opportunities are those taken before April 2026. Inter-spouse gifting of shares Given the changes announced in late 2025, which now allow the £2.5m allowance to be transferred between spouses, one simple thing that can be done is to move shares between spouses, so both spouses hold shares in the company. Gifts like this between spouses are usually treated as “no gain, no loss” and, as a result, are generally tax neutral. By way of example, if one spouse own shares worth £4m and passes away, then under the new rules, inheritance tax would be payable at the effective rate of 20% on the £1.5m excess over the £2.5m allowance. This is a tax charge of £300,000. If the spouse holding the shares were to transfer half of those shares to their spouse now, then when they pass away, they would only be holding shares worth £2m, so no inheritance tax would be payable. The surviving spouse would then inherit those shares as well as the deceased’s £2.5m allowance. This means when the second spouse passes away, they would be holding shares worth £4m (i.e. the £2m worth of shares gifted to them and the £2m worth of shares inherited) with an allowance of £5m at that point (i.e. their original £2.5m allowance plus the £2.5m allowance inherited from their late spouse). This means that no inheritance tax would be payable when they pass away as the £4m falls within the £5m allowance. This simple act alone would save £300,000 in inheritance tax. Lifetime gifting of shares Another option to take before the deadline is a lifetime gift of shares. Shares in a trading company can be transferred during lifetime rather than on death. If the person making the gift survives for seven years, the value of the shares falls completely outside their estate for inheritance tax purposes. Crucially, under the current regime: Business Property Relief can apply immediately to lifetime gifts that means no inheritance tax charge at the point of transfer full 100 percent relief applies where the shares qualify and the transfer structure is appropriate. For business owners with shareholdings above £2.5 million, gifting shares before April 2026 can lock in the current, more generous treatment. This approach is particularly relevant for: family businesses with adult children involved in the company owners already thinking about succession shareholders comfortable with reducing personal ownership over time. It does, however, require careful planning around control, valuation and future growth so it’s important that you engage with financial and legal professionals to take advice and to execute your plans. Why timing matters If this option is a good fit for you, you should take action as soon as you can before the deadline. Once April 2026 has passed, the same gift will not qualify for full relief if the value exceeds the new £2,5m cap. For many families, these simple changes on their own will be enough to justify reviewing their structure now rather than later. If you’ve already gifted or are planning to make a gift, the rules around the 7 years and the reliefs available will depend on when the gift was made (pre 30th October 2024 or after 30th October 2024 but before 5th April 2026) and when the person making the gift eventually passes away. As such, it’s important to get advice to understand exactly where you stand (or could stand in the future) if you have or are planning to go down this route Other options to consider as part of wider planning While transfers between spouses and lifetime gifting are often the starting point, it is not the only option available. Other approaches may be appropriate depending on your business, family and long-term objectives. Share reorganisations You may choose to reorganise your share capital to separate the current value of the business from its future growth. In practice, this often involves restructuring the company’s shares so you as the founder retain shares reflecting the current value of the business. You then issue a separate class of shares that carry rights to future growth, which are then transferred to the next generation. These are commonly known as “growth shares”. The benefit of this approach is that: the value built up to date remains with you, the founder any future increase in the company’s value sits with the new shareholders (usually the next generation) that future growth is removed from the founder’s estate while Business Property Relief is still fully available. This type of planning is particularly relevant if you’re a growing businesses where a significant proportion of the value is expected to be created in the years ahead. It requires careful valuation and robust documentation, but it can be an effective way to reduce long-term inheritance tax exposure without stepping away from the business. Use of trusts Trusts continue to play an important role in succession planning for shares in trading companies, especially where you want to balance tax efficiency with control and protection. Whilst many of our clients express concerns over using trusts, mainly borne out of news headlines about people in the news (usually for the wrong reasons) using trusts to “hide” assets, when structured correctly, you can transfer shares that qualify for Business Property Relief into certain trusts without triggering an immediate inheritance tax charge. You then appoint trustees to ensure the shares are managed in line with your wishes. Such trusts can provide long-term protection for your family members, including younger or vulnerable beneficiaries. In these instances, the trust is then the shareholder, so issues and inheritance tax liabilities as a result of the death of a key person become less of an issue. As things currently stand, you can transfer an unlimited amount of qualifying assets (i.e. shares) into a trust without triggering a tax charge providing everything is structured correctly. However, from the start of the 2026/2027 tax year, there will be a lifetime limit of £2.5m worth of qualifying assets that can be placed into trust with any excess triggering an immediate tax charge. For those whose shareholdings are above the £2.5m allowance (or £5m for a couple where the shares are split between the couple), trusts can also help manage how and when value is passed on, rather than making outright gifts at a single point in time. While trusts bring additional reporting and administrative responsibilities like registration with HMRC, a 10 yearly tax charge on the value of the assets in the trust (albeit at a rate significantly lower than inheritance tax rates), annual accounts to be prepared and filed with HMRC etc, trusts are still a useful option for you if you want to plan ahead of the April 2026 changes while retaining oversight of how the business is owned and controlled. Spreading ownership across family members As the new £2.5 million Business Property Relief allowance applies per individual, you may want to review how company shares are held within the family group. This may involve: transferring shares to your spouse or civil partner as above bringing your adult children into ownership earlier as part of a wider succession plan. The aim here is to ensure that more than one individual can potentially benefit from the £2.5 million allowance, rather than having all shares held by a single owner. Any changes must reflect genuine commercial and family arrangements and be supported by proper governance. However, when aligned with the long-term direction of the business, this approach can form part of a sensible and tax-efficient ownership structure. Life insurance as mitigation It may be that transferring shares is not a desirable option for you and your business. Perhaps you want to retain full ownership and control, or perhaps the business isn’t ready for succession. In this case, life insurance can be used as a mitigation strategy. This works by taking out a policy to cover the expected inheritance tax liability on the value above the new £2.5 million cap. This policy is typically written in trust so the proceeds will fall outside of the estate on death. Your family can then use the payout to meet the tax liability without requiring shares to be sold or the business to fund the bill. This approach doesn’t reduce the inheritance tax itself and the premiums for these types of policy can be expensive, but it can provide certainty and protect your business from disruption at a critical time. The bottom line If you have shares in a trading company in excess of £2.5 million and are concerned about succession planning, the time to act is now. If you fail to do so before the deadline, you could looking at hundreds of thousands, or even millions, of pounds in additional inheritance tax that someone somewhere will have to pay. Many of the most effective options are only available, or most effective, if done before April 2026. Waiting too long will narrow your choices considerably. Undertaking any of the routes referred to above will require formal tax and legal advice from your accountant and solicitor, or maybe even a formal tax clearance application to HMRC, to make sure everything is done correctly and other tax liabilities (such as capital gains or income tax) are not accidentally triggered.

A rural Lake District hospitality venue has launched a new elopement package in a nod to the rising trend of couples choosing greater intimacy for their wedding day. The rationale for Wild Boar Estate’s new wedding service comes from the rapid increase in elopement specific requests at the venue. It mirrors the continuing success of sister hotel Low Wood Bay Resort & Spa which in recent years has hosted a record number of eloping couples seeking a more personalised and lower cost wedding ceremony. Focusing on intimacy with a bit of adventure thrown in, Wild Boar Estate’s 'Escape to the Lakes' elopement wedding package features romantic touches such as the use of the estate’s grounds and woodlands for photographs, an engraved bird box symbolising the wedding date and a 4x4 Land Rover ride up to a private tarn. English Lakes Hotels Resorts & Venues wedding and events manager Lucy Carway says: “We’ve worked hard to develop our elopement services so we can provide an intimate option for smaller weddings, as we have seen a rise in specific enquiries for this in the last couple of years." “More couples are looking to keep the day for themselves and then have a larger celebration party back at home. This allows them to have a day that is less overwhelming and more about the two of them." “There is a cost element associated with this as well, as it allows them to escape to the lakes without putting the pressure on guests, especially elderly relatives and parents with young children, to travel long distances and stay away from home." “We have deliberately created a luxurious elopement and ‘mini-moon’ experience all rolled into one. And a lot of couples are opting to extend their stays past the two included nights, with some staying here for up to a week.” The rising popularity of elopement weddings in recent years has seen more couples seeking scenic or remote areas to get away from it all and make their vows. Reducing costs is a key factor, with the average wedding now reportedly coming in at an eye-watering £22,000. Elopement weddings at Low Wood Bay virtually trebled in 2025, with 31 bookings compared to 11 in 2024. The new elopement service at Wild Boar Estate is based on two nights’ B&B accommodation in a luxury room, romantic 3-course evening meals with a bottle of wine and added treats like a cosy wood-fired afternoon tea. And there’s the option for couples to extend their stay with a mini-honeymoon. Other key features include the provision of witnesses and a wedding co-ordinator to oversee the whole day. There is also the chance for the couple to immerse themselves in a relaxing 3 hour thermal journey in the spa at nearby Low Wood Bay. Photo: Wild Boar Estate wedding co-ordinators Lucy Carway (left) & Ioanna Stergiaki.

A full sized JCB digger dressed up like a collector’s scale model stole a few hearts on Valentine’s Day – and stopped Londoners in their tracks outside an iconic railway station. The ‘JCB Backhoe in a Box’ drew huge crowds when it was first unveiled at the digger maker’s World HQ in Rocester, Staffordshire. Now the capital is digging the love for this innovative display as it arrives in London - proving romance really does come in all shapes and sizes, even giant, beautifully boxed ones. The JCB Backhoe in a Box - a full-sized digger presented as though it were a scale model - has been carefully dismantled in Staffordshire and, transported south, before being lovingly reassembled and unveiled on Valentine’s Day outside King’s Cross railway station. The striking installation will be on display for a full week from February 14th, giving commuters, visitors and Valentine’s Day couples the perfect spot for a memorable photo. Standing nearly 15 feet high and more than 20 feet across in its special packaging, the life size display is impossible to miss. Visitors to King’s Cross can enjoy the exhibit day or night, with the installation illuminated after dark to ensure the magic continues long after the evening commute. JCB Deputy Chairman George Bamford said: “There’s no better day to celebrate something you love than Valentine’s Day - and Britain has loved the JCB backhoe loader for more than 70 years.” JCB Worldwide Events Manager Alice Taylor has helped oversee the installation. She said: “King’s Cross is always buzzing, but this installation brings something truly unique to the area. It’s fantastic to engineer some romance in London by unveiling the Backhoe in a Box in London on Valentine’s Day.” Its appearance in London marks the start of a UK-wide tour celebrating both JCB innovation and the enduring appeal of one of Britain’s best known machines – invented by JCB in 1953. The next stop will be the Cheltenham Festival in March. First unveiled at JCB’s World HQ as part of the company’s 80th anniversary celebrations, the Backhoe in a Box is a playful nod to the popular 1:32 scale models cherished by enthusiasts.

A leading home improvement specialist has started its recruitment drive this week to create up to 20 new jobs in Telford. 5 Star Windows & Conservatories is looking to take on fitters, designers, surveyors and sales specialists to work at its new state-of-the-art showroom in St Georges, which is due to open in May. More than £750,000 is being invested in the transformation of the old C-Thru building, creating a dedicated modern space for people to visit and explore the latest windows, doors and conservatories and, on the first floor, a large range of modern living spaces. Potential customers will be able to discuss their ambitious home projects with a team of experts, whilst gaining an insight into latest innovations like hup!, the new modular extension system that makes building conservatories, orangeries and living spaces quicker, easier and more energy efficient. Richard Manser, Managing Director of family-run 5 Star Windows & Conservatories, commented: “Our sector appears to be defying the growth of online shopping, with people still keen to visit a physical location to touch and feel the products - it’s almost like they want to see their vision come to life in person." “That’s why we’re investing £750,000 into creating a dedicated Telford showroom that will be one of the most advanced in the region. We are already completing 100 installations every month across Shropshire and believe we can treble that number by having a local place people can come to.” He continued: "The 3000 sq ft, two-floor building will be completely refurbished in time for our April opening and will, at any one time, house up to 50 different windows, doors and lifestyle extensions." “20 new jobs will be created because of this venture and we’re actively recruiting now. As well as looking for experts in the sector, we also want to attract people who share our passion for customer service and home improvements.” 5 Star Windows & Doors, which is part of the CO Home Improvement Network, has enjoyed a strong trading year across its existing showrooms in Kidderminster and Worcester. This has been driven by a renewed appetite from consumers for home improvements and to tap into the firm’s all-round service, from initial consultation and design, right through to sourcing products, installation and after sales support. More than 40,000 projects have been completed since the 5 Star Windows & Conservatories brand was created back in 2002, all carrying its industry-leading 20-year guarantee. This commitment to best practice is reinforced by its dedicated training centre, which ensures its 90-strong team are kept up to date with the latest legislation and construction techniques. Richard continued: “5 Star is bringing more choice, premium products and unrivalled single storey extensions to Telford, utilising our in-house team of designers, surveyors and trades people – all under one roof." “We’ve also invested in the latest technology so that people will be able to see various products superimposed on their own homes using state-of-the-art visualisation software. This is a great tool when considering which style and colour to choose.” Whilst the Telford showroom will primarily cater for retail clients, commercial and trade customers will still be able to tap into 5 Star Windows & Conservatories’ specialist trade counter in Kidderminster. For further information, please visit here or follow the company across its social media channels. Images: How the current Telford showroom looks ahead of its transformation

Independent insurance broker, TL Dallas, has appointed Tim Mortimer as its new Chief Executive, as the fourth-generation family firm positions itself for the next phase of managed growth. Tim takes up the role at the Yorkshire-headquartered group as Group Managing Director, and fourth generation family member, Polly Staveley, moves into an Executive Chair position, allowing her to focus on strategy, key clients, ambassadorial work and selective acquisitions. Tim joined TL Dallas six years ago as Commercial Managing Director, with a clear succession plan in mind and has since played a central role in developing the Group’s commercial insurance operations, delivering significant year on year organic growth. He has over 35 years’ experience in the insurance sector, having previously held senior regional roles at Smart & Cook, Bluefin and Marsh Commercial. During his time at TL Dallas, Tim has been instrumental in strengthening the group’s footprint in Scotland, most notably through the acquisition of a 40-strong team based in Inverness, Elgin and Orkney, now operating as Nord Dallas and Caledonia Dallas. He has also supported further growth through the launch of new regional offices and specialist propositions in Lincolnshire, with the launch of Dallas Scott Davey, a specialist agricultural and business insurance firm; and the establishment of Dallas Wilding Drew in North Yorkshire, serving businesses across a broad range of sectors; as well as expanding into Cumbria, opening a new office in Cockermouth specialising in commercial and agricultural insurance. Polly Staveley said: “Tim has really delivered for our business, and this is a natural and positive evolution of our leadership structure. Tim was appointed with a view to progressing into this role, and he has consistently demonstrated his commitment to TL Dallas, our people and our values.” The changes will support the firm’s long-term vision of remaining a fully independent, full-service insurance broking and financial services group, with no external investment and continued majority ownership by the family and its employees. Polly added: “In my new role, I’ll focus on the strategic and ambassadorial aspects of the business, representing TL Dallas across family business, chamber of commerce and international networks, supporting long-standing generational clients and identifying like-minded opportunities that align with our vision and key strengths." “Continued, well-managed, growth is essential to remain competitive in a consolidating broking market, and to secure the best outcomes for clients and create progression opportunities for our team.” Tim said: “I’m proud and excited to take on this role at a business with more than a century of history. TL Dallas is a rare example of a large, truly independent insurance broker that combines scale with a very personal approach to client service. Our independence, our people and our values are central to what makes us successful, and my focus as CEO will be on building on that strong foundation." “We will continue to grow in a measured way, invest in our teams and ensure we remain competitive for our clients, whilst staying true to the culture that sets TL Dallas apart.” Founded in 1919, TL Dallas now employs more than 220 people across 14 offices throughout the UK and is a founding member of the UNA national alliance of independent brokers. Photo: Chief Executive Tim Mortimer and Executive Chair Polly Staveley from TL Dallas.

Car buyers in and around Portsmouth now have some exciting new options to choose from, following the opening of Hendy’s new Chery showroom on the Southampton Road. The new facility will officially open this month, operating alongside the existing Hendy Ford Store. The launch brings the total number of vehicle brands available through Hendy showrooms across the south of England to 26. Chery becomes the latest addition to the family-run Hendy Group’s growing brand line-up, following the arrival of OMODA, JAECOO, Geely and BYD in 2025. The new Chery site on Southampton Road will offer stock and test drives for the full Chery UK model range, including the Tiggo 7 compact petrol SUV, the seven-seat Tiggo 8 and the flagship Tiggo 9, which features Chery’s Super Hybrid Powertrain. Alongside new car sales, the new Portsmouth Chery dealership will provide a comprehensive aftersales offering for customers, covering all vehicle brands and including servicing, maintenance, repairs and MOT. David Cooper, Regional Director at Hendy Group, said: “Adding Chery to our Portsmouth site reinforces our commitment to delivering outstanding value and a diverse choice of world-class brands. Chery’s emphasis on innovation and customer care aligns perfectly with our own approach, and we look forward to welcoming new and existing Hendy customers alike to explore what Chery has to offer.” Further information is available at: New & Used Chery Cars - Browse Online | Hendy Chery

The Hubb Foundation and Staffordshire digger giant JCB have launched a unique partnership to ensure thousands of vulnerable children across the city have free half-term holiday activities throughout the year. The three-year £375,000 partnership will fund 1,000 activity places every half term in February, May and October at up to 35 Stoke-on-Trent schools and fund a marketing post for three years. The ‘Hubb Holidays’ scheme, which runs throughout the week, will see schools supporting children who will benefit most from attending activities and experiences ranging from sports clubs and treasure hunts to poetry workshops and fun STEM (science, technology, engineering and maths) themed sessions. Launching the scheme were 50 children at St Mary’s Primary School, Tunstall, who enjoyed a morning of robotics STEM workshops run by teachers, trusted activity providers and JCB apprentices, as well as English enrichment sessions with Pep the Poet and a JCB digger experience. The activities were followed by a healthy free lunch. The partnership completes the full cycle of school holiday activities ensuring youngsters from age 4 to 16 have wraparound holiday support for the entire year - with the Government HAF (Holiday Activities and Food) programme funding the main Easter, Summer and Christmas breaks. The Hubb Foundation Chief Executive Officer Adam Yates said: “In Stoke-on-Trent more than 19,000 children are classed as living in absolute poverty. Since our charity launched in 2018, the programme has made a massive difference to the city’s most vulnerable children raising their aspirations, providing hundreds of thousands of healthy meals and starting to drive great social change." “The JCB partnership is a real gamechanger and will ensure that every school holiday can be a happy, fun and healthy experience for those most in need across the city. We also know it will be an absolute lifeline for parents too.” The partnership between JCB and the Hubb Foundation began during the first Covid 19 lockdown in 2020, when chefs at JCB’s World HQ in Rocester prepared 35,000 meals for the charity to deliver to vulnerable families across Stoke on Trent. Over the past four years, the two organisations have also collaborated on JCB’s annual Christmas Toy Appeal, with the Foundation distributing almost 6,000 donated gifts from JCB employees to disadvantaged children throughout the city. JCB Chairman Lord Bamford said: “We are delighted to support the incredible work of The Hubb Foundation with a £375,000 donation over the next three years. JCB employs more than 1,700 people from Stoke-on-Trent at its six Staffordshire factories, so the city and its people play a big part in our company’s success. JCB is a family company so it’s important to us that all children across Stoke-on-Trent have the very best start in life and have the confidence to aim high, not least because they could be our apprentices and employees of the future.” To find out more about The Hubb Foundation visit here . and for more information about JCB in the community visit here.

The curtain is rising on a new chapter for the Robin Hood Theatre in Newark thanks to a generous donation from The Wilkins Group. Following the success of the company’s 12 Months of Giving initiative in 2025, which focused on nature and conservation, this latest campaign shines a spotlight on the arts and talent within the local community. Donating £1000 each month of the year to 12 different charities, The Wilkins' Group's first donation of 2026 was given to the Robin Hood Theatre to fund new stage drapes, which can cost in excess of £10,000 - helping ensure the theatre continues to host performances that delight audiences young and old. Justin Wilkins of The Wilkins Group said: “After a year of supporting nature and conservation, we wanted to turn our attention to the arts and support a local gem that brings the community together. The Robin Hood Theatre has a story as colourful as any stage production and supporting the new stage drapes means the show can quite literally go on." “Theatre is about passion, dedication and a little bit of magic. We are proud to play a part in keeping this historic venue alive and ensuring it continues to entertain and inspire for generations to come.” The theatre has a remarkable history dating back to 1913. Rev. Joseph Cyril Walker who had moved into the rectory next door, had a greater passion for opera than parish duties. He joined forces with the village carpenter, Robert Lee, to create a mini operatic theatre and staged its first production, Aladdin, in 1918. The reverend even made the costumes himself, and a scrapbook of images from the time is still kept at the theatre. Sir Donald Wolfit, who appeared in early pantomimes, went on to become one of the most renowned actor managers of the 19th century. Performances paused during the war but resumed in 1961 thanks to the efforts of a new bishop and his actress friend, Valerie Baker. The theatre narrowly escaped demolition in 1967 when Donald Wolfit himself stepped in to purchase the freehold, preserving this treasure for the community. In the new millennium, the theatre trust secured lottery funding to expand, but setbacks including halted construction and a burglary meant doors only reopened fully in 2014. Today the theatre hosts five annual productions of its own, as well as visiting shows, dance schools, the local WI and tribute acts. Around 100 volunteers keep the theatre running, from stagehands to front-of-house, some of whom have been involved for decades. Jean Baliol-Key, a trustee for The Robin Hood Theatre said: “We are thrilled to receive this support from The Wilkins Group. The new stage drapes will make a real difference to our productions, helping us maintain the character of our historic building while adding a touch of theatre magic. With this donation, we can keep welcoming performers, audiences and volunteers alike and ensure the show truly goes on.” Geoff Morgan, Chairman, said: "Our plan is to replace our drapes and then move onto the seating, The theatre attracts people from all over Newark and we really are at the heart of the community. Support like this is invaluable and we would like to thank the team at The Wilkins Group." The Wilkins Group produces food packaging for Pukka Pies, Pizza Express, Harrods and Cadbury, and has also been recognised for bespoke products including eco-friendly coat hangers and the iconic M&S light-up glitter gin bottles. For more information about The Robin Hood Theatre, visit Robin Hood Theatre Company. For more information about The Wilkins Group, visit here .

The Cyber Security and Resilience Bill passed its second reading, and has progressed through to the committee stage. This fast-moving legislation marks a significant step forward in the government’s efforts to strengthen national cyber defences. The legislation is designed to modernise existing cyber laws to reflect the scale of today’s digital threats, improve resilience across businesses, and to better help protect the public. Rob Rees, Divisional Director at Markel Direct, the business insurance specialist, explains what the Bill is proposing, how this will affect UK SMEs and what actions should be taken in 2026. What does the Cyber Security and Resilience Bill propose? The Cyber Security and Resilience Bill’s primary aim is to strengthen the UK’s cyber security framework by expanding who is expected to manage cyber risk, tightening incident reporting and giving regulators stronger enforcement powers. It looks to build on existing Network and Information Systems (NIS) regulations and brings additional sectors, such as data centres and managed service providers, into scope, placing greater emphasis on supply chain security. While the Bill is primarily targeted at larger organisations whose disruption could have widespread economic or societal impact (such as the NHS and transport operators), it signals a broader shift in cyber resilience expectations, making cyber security awareness and action a basic requirement for doing business rather than a “nice to have”. Does the Bill directly impact SMEs? Largely, if this Bill becomes law, it will not directly impact most SMEs in a regulatory way. The Bill is not designed to impose the same proposed compliance burden on small businesses as it does on operators of essential services or large digital providers. However, SMEs could instead feel the impact of the Bill indirectly in several different ways: Increased scrutiny of supply chains: The large organisations and regulated entities that will be impacted by the Bill will be required to assess and manage cyber risk across their suppliers, meaning SMEs are more likely to be asked to demonstrate ‘reasonable cyber security’ to win or retain contracts. Stricter requirements within contracts: There will likely be an increase in cyber security clauses, assurance questionnaires and minimum-security standards within contracts, becoming more common in commercial agreements with larger clients. Higher expectations around resilience: Even where there is no formal compliance requirement, SMEs will face a knock-on effect of rising expectations around data protection, incident response and business continuity. This means that if cyber security hasn’t been a consideration by SMEs to date, it will need to become so. Commercial risk of non-compliance: For SMEs that cannot show evidence of having cyber security measures or considerations in place, it may be that they are at risk of exclusion from tenders, experience delayed onboarding, or be viewed as higher-risk partners. Greater reliance on third-party IT providers: As larger organisations face tougher cyber rules, many SMEs will need to rely more on external IT support to meet basic security expectations without the cost of building or hiring in-house expertise. What ‘reasonable cyber security’ looks like for SMEs One of the biggest challenges for SME owners is uncertainty about what is expected of them and the potential attached cost. ‘Reasonable cyber security’ means taking sensible, practical steps that match the size of the business, what it does, and the type of data it works with. For most SMEs, this simply includes: Keeping systems and devices updated with the latest security patches Using strong passwords and multi-factor authentication Regularly backing up critical data and testing recovery Restricting access to sensitive systems Training staff to recognise phishing and social engineering attacks Having a basic incident response plan These measures help to significantly reduce SME exposure to common threats and demonstrate a responsible approach to cyber risk. How soon do SME owners need to act? Despite the fast pace of this legislation (moving from a first reading on November 12th 2025 to a second reading on January 6th), there is no ask of SMEs to invest in expensive, enterprise-grade security tools or in-house cyber specialists; the only request is that there is an awareness of risk and evidence of reasonable effort and preparation to mitigate cyber threats. Small and medium-sized businesses that can demonstrate an understanding of the risks that could affect their operations and the proportionate steps they have taken to manage them are far better placed to meet client expectations and withstand disruption. Practical next steps for 2026 With the Bill moving quickly through Parliament, now is a sensible time for SMEs to stay ahead of the curve. Simple actions include: Carefully reviewing contracts for any cyber security obligations Identifying what data is held by your business and where it is stored, making improvements where necessary Checking backups, access and updating your own data protection policies Arranging cyber insurance to protect against the impact of a targeted cyber-attack on your business Assigning responsibility for cyber risk at leadership level Carrying out a basic cyber security review and considering the ‘reasonable cyber security’ steps, implementing anything that is currently missing. For more information and tips on cyber security for SMEs, visit the Markel Direct website.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign highlights both the depth of talent emerging from family firms and the long-term perspective that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is JW Lees Brewery, Manchester’s oldest brewery. Founded in 1828 by retired cotton manufacturer John Lees, the seventh-generation family business remains headquartered in Middleton, in the north-east of the city. Today, JW Lees employs more than 1,525 people across its operations, including 150 at the brewery and Middleton Junction site and over 1,375 staff working across its 49 managed pubs, inns and hotels, as well as The Alderley Edge Hotel, The Trearddur Bay Hotel and Willoughby’s Wine Merchants. A further 100 pubs are operated in partnership with pub partners, with sites stretching from Manchester to North Wales. Theresa Mitchell, Learning & Development Business Partner at JW Lees Brewery, said apprenticeships play a critical role in sustaining the business for the long term. “Investing in apprenticeships is beneficial for a family business like JW Lees Brewery because they support long-term skills development while preserving the company’s values and heritage,” she explained. “Operating a brewery, warehouse and a large pub estate across the North West of England and North Wales requires a skilled, loyal workforce with diverse knowledge. Apprenticeships support in-house training, allowing our team members to further develop skills and knowledge to meet specific operational needs.” She added that apprenticeships also provide a clear and cost-effective route to developing talent. “By utilising the Levy fund, apprenticeships give us a structured framework for building clear career pathways, helping us retain talent over time and reduce recruitment and additional training costs." "We continue to broaden the range of apprenticeships offered across all areas of the business to promote the passing on of traditional brewing and hospitality skills, embrace new technologies and ensure the business continues to thrive for future generations.” One of those benefiting from this commitment is Timothy McGaw, a Marketing Executive undertaking a Level 4 Marketing Executive apprenticeship with Apprentify. The programme covers fundamental marketing frameworks and how they are applied in the planning and delivery of successful campaigns. “An apprenticeship at a family business presents a unique opportunity not only to learn skills on the job, but to do so in a workplace steeped in real heritage,” Timothy said. “At JW Lees, I’ve been able to develop in my role while I learn, taking on meaningful projects with support from people who truly embody the vision and values of the business." "The knowledge, skills and behaviours I’ve developed during my training have also allowed me to share that learning internally, benefiting both the team and the wider business.” As National Apprenticeship Week 2026 continues, stories like this underline the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign highlights both the depth of talent emerging from family firms and the long-term perspective that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come." "Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is JW Lees Brewery, Manchester’s oldest brewery. Founded in 1828 by retired cotton manufacturer John Lees, the seventh-generation family business remains headquartered in Middleton, in the north-east of the city. Today, JW Lees employs more than 1,525 people across its operations, including 150 at the brewery and Middleton Junction site and over 1,375 staff working across its 49 managed pubs, inns and hotels, alongside The Alderley Edge Hotel, The Trearddur Bay Hotel and Willoughby’s Wine Merchants. A further 100 pubs are operated in partnership with pub partners, with sites stretching from Manchester to North Wales. Theresa Mitchell, Learning & Development Business Partner at JW Lees Brewery, said apprenticeships are central to the company’s long-term sustainability. “Investing in apprenticeships is beneficial for a family business like JW Lees Brewery because they support long-term skills development while preserving the company’s values and heritage,” she explained." “Operating a brewery, warehouse and a large pub estate across the North West of England and North Wales requires a skilled, loyal workforce with diverse knowledge. Apprenticeships support in-house training, enabling our team members to develop the skills and expertise needed to meet specific operational needs.” She added that apprenticeships also provide a structured and cost-effective route to developing talent. “By utilising the Levy fund, apprenticeships give us clear career pathways, helping us retain talent over time and reduce recruitment and additional training costs." "We continue to broaden the range of apprenticeships across all areas of the business to pass on traditional brewing and hospitality skills, embrace new technologies and ensure the business continues to thrive for future generations.” One of those benefiting from this commitment is Kyle Grimshaw, a Trainee Brewer undertaking a Level 4 Brewing apprenticeship with HIT Training. The work-based programme combines hands-on brewing experience with advanced technical knowledge of brewing science, quality control and production processes, equipping apprentices with the skills required to produce consistent, high-quality beer in a commercial brewing environment. “Being an apprentice at JW Lees means learning a skilled craft within a family business that genuinely invests in its people,” Kyle said. “It’s an opportunity to gain hands-on experience, develop professionally and build a long-term career while contributing to a tradition of quality that’s been passed down through generations.” As National Apprenticeship Week 2026 continues, stories like Kyle Grimshaw’s underline the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

90% of family business owners are confident they understand the value of their business, yet as little as a third (32%) have had a recent professional valuation, showing there’s a distinct gap between confidence and certainty, according to a finding in, Protecting what you’ve built: family business resilience, a report by Hymans Robertson Personal Wealth . The gap between perceived understanding and verified insight could affect financial planning, resilience, and long-term family strategy, it warns. Valuations are the basis of key business decisions such as tax and succession planning. As the survey found that over half (52%) of owners were concerned over tax and policy change, and around three quarters (74%) are planning for succession, the lack of recent valuations is reason for concern. An informal understanding of the value of their family business, can limit business owner’s ability to foresee the size of implications of change and may negatively impact the future longevity of the business, warns the financial wellbeing firm. The report explores the challenges to family business resilience in the UK and highlights where confidence is strongest and uncertainty is felt the most. The firm wanted to understand key barriers, from balancing commercial growth with family values, to planning succession and managing wealth across generations. Commenting on the importance of understanding the value of their business, Jeff Simpson, Head of Wealth Management, says: “Family businesses play an essential role in the UK economy. Yet many owners are navigating extended periods of growing uncertainty. Shifting tax policy, rising operational costs, and the complexities of succession and intergenerational wealth transfer mean owners are being asked to make bigger decisions, often faster than they would like." “Our report shows that while confidence in understanding business value is high, this confidence isn’t always backed by a recent professional valuation. Relying on informal or outdated assumptions risks leaving owners exposed to sudden change." "Without an accurate, up to date view of what their business is worth, it becomes much harder to anticipate the scale of potential tax liabilities, manage wealth effectively across generations, or plan for the future stability of the business." “Understanding the business value sooner provides an important reference point that can act as an anchor for decision making when uncertainty arises. It can similarly allow for proactivity in planning rather than reactive decision making under pressure, especially as more than half (52%) express trigger points to be sudden policy change." “With succession clearly on the agenda, as three quarters (74%) are putting plans in place, the need for a formal reference point only grows. A strong valuation won’t only inform financial planning, it supports continuity, clarity in inheritance discussions, and helps ensure the business is best positioned to thrive for future generations." "In many ways, it is the foundation for resilience and brings some confidence in a landscape where the only constant is change.” You can read the full report here: