Key points: New Greek Family Vanilla Kefir 450g launches into Waitrose and Ocado Greek family kefir with 12 live bacteria cultures Lactose free Strong and growing kefir range for Tims Confirmed listings Tims has expanded its fast-growing kefir range with the launch of a Greek Family Vanilla Kefir (450g), now available in most Waitrose and on Ocado. The new Vanilla variant builds on the strong momentum of Tims Greek Family Kefir range, responding to increased consumer demand for flavoured functional dairy that delivers both taste and health benefits. Produced using a unique Greek style kefir process, the range contains 12 live bacteria cultures and is lactose free, broadening appeal to shoppers seeking digestive health benefits without compromising on texture or flavour. The product delivers a thick, creamy consistency more commonly associated with Greek yogurt. Kefir continues to gain traction as shoppers look to incorporate gut health into everyday diets, and Tims reports strong growth across its kefir range, driven by quality and delicious milder taste. The new listings in Waitrose and Ocado strengthen the brand’s presence in premium and online retail, supporting further growth within the expanding cultured dairy category. Tims Launches 150g Greek Family Kefirs into Morrisons Key points: New 150g Greek Family Natural and Vanilla Kefirs Featuring as a Morrisons ‘wigig’ - supported by a multibuy promotion Greek family kefir with 12 live bacteria Lactose free Tims has further extended its Greek Family Kefir range with the launch of new 150g single-serve formats in both Natural and Vanilla. The two SKUs have launched as a paired listing into Morrisons, supported by an introductory multibuy promotion designed to drive trial and encourage repeat purchase within the kefir category. The new 150g formats respond to growing demand for portion-controlled, on-the-go functional dairy, while retaining the core credentials of the Greek Family Kefir range: • Greek-family production • 12 live bacterial cultures • Lactose free • Thick, creamy texture and balanced flavour By broadening format choice, Tims aims to unlock new consumption occasions, from breakfast and snacking to lunchboxes, while supporting category growth through accessible pricing and promotional activity.

The Munnelly Group has announced strong annual results for the year ending 2025, with the business demonstrating ‘resilience and strategic discipline’ in what continues to be a challenging market environment. One of the UK’s leading construction and infrastructure delivery partners, the multi-brand group has continued to deliver stability, growth and exceptional value to its clients, despite sustained margin pressure and industry-wide uncertainty. Key figures from the annual results for 2025 include: Turnover: £167m. Profit Before Tax: £1.55m. EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation): £2.26m. Cash Reserves: £7.3m, representing a 35% increase year-on-year. No third-party borrowing. Last year, the business moved to ensure future continuity with a leadership transition, which saw long-term CEO Phil Munnelly move into the new role of Chairman and be replaced by his son, Paul David Munnelly. Throughout 2025, the Group has continued to expand into new markets, deepen client partnerships and invest in technology and ESG initiatives to future-proof the business. This strategic repositioning has strengthened the Group’s role as a delivery partner across the built environment, supporting projects from early engagement through to completion. With a healthy order book, strong liquidity and a diversified operating model, the Munnelly Group now enters 2026 well-positioned for continued growth, investment and expansion. Phil Munnelly, Chairman of the Munnelly Group, commented: “These results reflect more than financial performance. They demonstrate the value of diversification, disciplined decision-making and a relentless focus on operational excellence. In a difficult market, the Group has remained resilient, adaptable and well-positioned for the future.” Graham Fisk, Group Finance Director, added: “Maintaining a strong balance sheet with no third-party borrowing has been a key priority. This financial discipline gives the Group the flexibility and confidence to invest, adapt and pursue growth opportunities as markets evolve.” Paul David Munnelly, Group CEO, added: “The Munnelly Group enters 2026 from a position of strength. With a strong balance sheet, diversified service offering and clear strategic direction, the Group is focused on continued investment in people, systems and capability." “Alongside organic growth, the Group will also actively explore selective, disciplined acquisition opportunities that align with its long-term, sustainable and risk-managed strategy, as we further strengthen our position across the built environment.” Established in 1982, Munnelly Group has evolved into a leading multi-business organisation, delivering innovative solutions across technology, geospatial surveying, preconstruction consultancy, access control, security, resourcing, payroll and construction logistics. Photo: CEO Paul David Munnelly and Group Chairman Phil Munnelly.

Simpsons Malt Limited, the independent, fifth-generation malting and merchanting business and Certified B Corporation, has successfully completed SAI Platform’s Farm Sustainability Assessment (FSA) third-party verification process, achieving Gold performance level across its entire UK malting barley procurement. A total of 678 growers – all directly contracted through agricultural merchanting division McCreath Simpson & Prentice – now form a single Farm Management Group (FMG) for malting barley following an audit of the group in late 2025. The achievement marks a significant milestone for sustainable sourcing within the UK malting barley supply chain and builds on the company’s distilling wheat Farm Management Group achieving 100% FSA Gold performance level in 2024. Together, this means that all of Simpsons Malt’s directly contracted malting barley and distilling wheat purchases are now verified at Gold performance level. For farmers within the group, which spans from the Highlands of Scotland down to the south of England, achieving FSA Gold verification independently confirms they are operating to first-class sustainability standards across a wide range of environmental, social and economic criteria. This includes soil and nutrient management, crop protection, biodiversity, community impact and employee welfare. It also demonstrates engagement with a Simpsons Malt-led continuous improvement plan, while showing compliance with a trusted, globally recognised framework that assesses the whole farm business rather than individual crops. For Simpsons Malt’s distilling and brewing customers, meanwhile, the verification provides confidence that malting barley processed at both its malting sites – Berwick-upon-Tweed, Northumberland and Tivetshall St Margaret, Norfolk – has clear assurance and supply chain traceability. It is also helping to support these customers towards meeting their own sustainable sourcing objectives. Ben Gothorp, Sustainability Manager at Simpsons Malt Limited, said: “Achieving 100% FSA Gold performance level across our UK malting barley procurement is a huge achievement and it wouldn’t have been possible without the commitment and hard work of all our contracted growers." “It means that every tonne of malting barley that we purchase from contracted UK growers is now verified to the highest FSA standard, highlighting significant progress being made with sustainability on-farm and giving confidence to our distilling and brewing customers in how their raw materials are sourced.” One of the growers involved in the audit process, Jim Macfarlane of Thornhill Farming Partnership in Foulden, Scottish Borders, added: “Audits are an important aspect of modern-day agriculture and I like FSA as it looks at the whole farm business and recognises the practical steps farmers are taking to improve sustainability, while maintaining productivity." “Being selected for audit has been a positive experience as it has helped me stay on top of my game and I’m grateful for the support of the Simpsons Malt sustainability team, who were available to answer any questions that I had throughout the process.” Jessica Joubert, Capability & Assurance Manager at SAI Platform, said: “It’s inspiring to see a fifth-generation family business like Simpsons Malt Limited pair deep-rooted tradition with a clear commitment to sustainable farming." "Achieving 100% FSA Gold verification across such a large malting barley grower base – and doing the same for their distilling wheat supply chain – is an exceptional accomplishment and sets a new benchmark for the UK. Congratulations to Simpsons Malt and their farmers on this outstanding achievement.”

Aldi, the UK’s fourth-largest supermarket, is to invest £370 million this year to open new stores across Britain. This includes the development of new stores in Southam in Warwickshire, Hastings in East Sussex, and Amersham in Buckinghamshire, with the supermarket targeting 40 new store openings this year. This forms part of Aldi’s £1.6 billion two-year investment programme announced last year, as the retailer works towards its long-term ambition of operating 1,500 UK stores. The investment follows an equally busy store opening programme in 2025, which saw Aldi open new stores including Kirkintilloch in East Dunbartonshire to Eastbourne, East Sussex, and in locations such as Fulham Broadway in London and Deeside in Wales. Giles Hurley, Chief Executive Officer at Aldi UK and Ireland, said: “Our unwavering commitment is to make high-quality, affordable groceries accessible to everybody. But we recognise that there are still areas without an Aldi store, so our expansion plans for 2026 are designed to address some of these gaps as we work towards our long-term goal of 1,500 UK stores." "We’ve always believed that access to high-quality affordable food is a right, not a privilege, and that’s why it’s our mission to make this a reality for customers up and down the UK.” The supermarket recently released new figures showing that families in over 200 UK towns are paying up to £2,437 more per year on their grocery shopping simply because they lack access to an Aldi supermarket.* Aldi has been named the UK’s cheapest supermarket by consumer group Which? for the fifth year running. Last week, Aldi also won The Grocer’s ‘Super Grocer 33’ – a survey comparing the price of a 33-item basket of groceries at all major UK supermarkets – for the seventh consecutive time, highlighting its position as the best value for British shoppers. Earlier this month, the supermarket announced it was increasing its already-market-leading pay rates for store colleagues, with Store Assistant rates rising to £13.35 an hour nationally (and up to £14.30 with service) and £14.71 within the M25 (rising to £15.03 with service), effective from 1st March 2026. Those interested in applying for jobs at Aldi can visit here . * View link

The House of Lords Economic Affairs Committee has published its findings into 'Inheritance Tax Measures: Unused Pension Funds And Agricultural And Business Property Reliefs' and the report criticises the lack of consultation undertaken prior to the initial announcements on APR and BPR in the Autumn 2024 Budget. The Government has faced strong lobbying and campaigning on the topic and in December 2025 announced a revision to the rules with limits increasing from £1 million to £2.5 million per individual but family businesses are still at risk and we will continue to campaign on their behalf for a detailed consultation and reversal of the policy. The report from the sub committee criticises the lack of consultation and the full report can be read here In particular the report comments on the specific areas as outlined below: APR and BPR reforms It is disappointing that the Government announced these reforms in the 2024 Budget without undertaking a prior consultation on how to reform APR and BPR, setting out its policy objectives clearly. This is particularly the case given that the reforms are to an area of taxation that has existed in its current form for over 30 years, and in relation to which many taxpayers will have made long-term decisions . (Paragraph 376) Engagement with relevant stakeholder organisations should have begun much earlier to enable a more effective policy-making process. It may have also helped to reduce the level of uncertainty, confusion and worry felt by those who will be impacted by the changes, and avoid the need for significant changes to the original proposal only months before the reforms came into effect. (Paragraph 377) Although the APR/BPR Consultation provided an opportunity for stakeholder engagement, it was too narrowly focused on technical details to give stakeholders a meaningful opportunity to comment on broader issues. (Paragraph 378) Although we welcome the fact that HMRC has subsequently engaged with key sector stakeholders, we are concerned that those stakeholders feel their concerns have not been listened to. (Paragraph 379) Given that the reforms are now less than three months away, HMRC should, as a priority, establish a working group with relevant professional and business bodies to address their concerns and clarify how the policy will operate in practice, so as to minimise practical uncertainties for those affected and reduce the risk of unintended consequences. (Paragraph 380) The Tax Policy Making Principles: We are disappointed by reports that there was a lack of meaningful consultation with relevant stakeholders in the development of the Principles . As a result, we are concerned about the lack of clarity as to why the Government considered it necessary to withdraw the Framework, rather than simply update it. (Paragraph 390) The Government should set out the steps it will take to keep the Principles under review. Such steps must include actively engaging with relevant stakeholders to ensure their views on the operation and the appropriateness of the Principles are properly taken into account. (Paragraph 391) We appreciate the need in certain circumstances for speed in policy development. However, we are concerned that under the Principles, the Government may pursue speed to the detriment of effective policy that has been subject to meaningful consultation. (Paragraph 398) The Government must not move away from the principle that open and public consultation serves a useful and important purpose in developing effective tax policy. (Paragraph 399) Our findings in previous chapters about the Government’s approach to consultation on measures examined in this report appear to bear out the issues raised by witnesses about what the Principles will mean for consultation on tax policy in the future. (Paragraph 400) The Government should adopt the presumption that there should be a formal public consultation, generally at an early stage, on tax policy, unless there are specific reasons against this. Where the Government decides against a formal public consultation, it should publish this decision and explain why. (Paragraph 401) Agile consultation, including where it involves private meetings with stakeholders, need not lack transparency. The Government should publish information about who they have consulted for specific measures. (Paragraph 402) Effective engagement with academics on tax policy can bring valuable insight into the policy making process. (Paragraph 404) Given the statement of intent in the Principles, the Government should set out what steps they are taking to engage with academics on tax policy development. (Paragraph 405) Providing details about the data sources used to develop a particular policy, and publishing the data itself, can help ensure stakeholders can contribute to good policy development. (Paragraph 408) In order to model the impact of proposed tax reforms effectively, it is important that the Government has access to good data. It is concerning to hear that this may not always be the case. (Paragraph 409) The Government should be proactive in sharing the data it is using to make policy decisions in a timely manner, at an early stage of policy development. (Paragraph 410) The Government should carry out a review of the data sources it uses in evaluating and measuring tax policy changes and take appropriate steps to ensure that the data it uses is not only reliable, but the best data available. (Paragraph 411) The Government should set out how it intends to assess whether the principles have been complied with when developing new policies. (Paragraph 415) The Government should carry out a review of the operation of the Principles following the 2026 Budget. The review should engage with tax professional bodies and other relevant organisations to obtain their input into the operation of the Principles in practice. (Paragraph 416) As Paul Andrews, Founder and CEO of Family Business United explains, "We welcome the findings of this report and the fact that it highlights some of the areas of concern that the family business community have been campaigning to address." "We also welcome the revisions to the policy announced in December but for Britain's larger family firms, many of them multigenerational that have been investing in growing their businesses for generations, the changes reduce the impact to a degree but will not remove what will remain as a large inheritance tax liability going forward." "We will continue to support a full review of the policy and campaign for it to be fully reversed so that family farms and businesses can focus on growing their businesses and continuing to make a significant economic contribution to the UK economy."

Family businesses occupy a unique niche in the corporate landscape. They are often defined by their long-term perspective, deep-rooted culture, and the emotional capital embedded in their ownership structures. Yet these same characteristics can create challenges when it comes to leadership succession. Increasingly, many family enterprises are turning to non-family CEOs and senior executives to guide the next stage of growth. While bringing in outsiders offers significant opportunities, it is not without risks, and the decision requires careful consideration of both the business and family dynamics. As Paul Andrews, Founder and CEO of Family Business United explains, "Recruiting a non-family CEO is a big step for many families in business and is not something that should be entered into without significant thought. The family and the business need to be ready for the insight of a new leader, and not only be prepared for their insight, but also to empower them to make the decisions which they have been recruited to make. Finding the right individual, developing the right framework and governance mechanisms to make the relationship work and defining and clarifying roles and responsibilities, and boundaries for decision making is essential." "A non-family CEO can be a challenge and can take time for the family and the business to adjust to the change but it can also provide significant opportunities too." One of the most compelling arguments for recruiting a non-family CEO is the injection of professional expertise and fresh perspective. External leaders often bring extensive experience in scaling businesses, implementing governance structures, or navigating complex markets. They are more likely to challenge entrenched practices, introduce new strategic frameworks, and bring a level of objectivity that family insiders may struggle to maintain. In family firms where the founding generation or current leaders have been heavily involved in day-to-day operations for decades, this external perspective can catalyse innovation, professionalise processes, and drive growth beyond what might be possible under a family successor. Non-family executives also offer credibility to investors, lenders, and other stakeholders. Appointing a seasoned professional signals that the company is serious about governance, performance, and transparency. For firms seeking to expand internationally, access capital markets, or undertake significant strategic transformations, this external legitimacy can be invaluable. It may also ease internal tensions by providing a neutral arbiter in disputes between family members over strategy, investment priorities, or succession planning. At the same time, integrating an outsider into a family business is rarely straightforward. The cultural fit challenge cannot be underestimated. Family businesses are often governed as much by informal norms, relationships, and historical patterns as by formal processes. Non-family CEOs may find themselves navigating complex emotional dynamics, conflicting expectations, and unspoken rules about authority and decision-making. Misalignment between the CEO’s management style and the family’s values can generate friction, slow decision-making, or even provoke attrition among long-standing employees. Trust is another critical factor. Families may struggle to relinquish control to an outsider, particularly when ownership stakes and long-term legacy are at risk. Decisions that would seem routine in a non-family corporation, such as restructuring, cost-cutting, or divesting underperforming divisions, can carry disproportionate emotional weight in a family enterprise. Without careful onboarding, mentoring, and clarity on decision rights, the CEO may feel constrained, while family members may perceive any independent action as a threat. There is also the matter of succession and continuity. While a non-family CEO can professionalise operations and prepare the firm for the next phase of growth, their tenure is often inherently limited. Family owners may still aspire to see a member of the next generation take over eventually, which can create tension if the outsider’s initiatives clash with long-term family ambitions. Balancing the desire for professional leadership with the family’s legacy objectives requires clear communication, well-defined governance structures, and an agreed strategy for eventual leadership transition. Moreover, hiring an external CEO does not automatically solve the challenge of developing future family leaders. Some critics argue that reliance on outsiders can unintentionally delay or diminish the next generation’s involvement, leading to disengagement or a weaker talent pipeline. Conversely, the presence of a skilled outsider can create a structured environment for mentoring and development, offering next-gen family members the opportunity to learn at a strategic level before assuming leadership roles themselves. In practice, the most successful family businesses strike a careful balance. They define clear boundaries between ownership and management, articulate expectations for the non-family CEO, and create forums for constructive dialogue between the family and executive team. Formal agreements, such as employment contracts with well-specified roles, performance metrics, and exit clauses, can mitigate many of the risks while preserving flexibility. Cultural onboarding, mentoring, and regular engagement with the family board or council are equally crucial to ensure alignment. As Paul concludes, "Recruiting non-family CEOs and senior executives can offer family businesses a powerful mechanism to professionalise operations, inject strategic acumen, and accelerate growth. Success depends on careful selection, cultural alignment, robust governance, and ongoing attention to the delicate interplay between family priorities and business imperatives - communication is key." For those family enterprises willing to navigate this balancing act, the payoff can be substantial: a firm that is professionally run, strategically agile, and prepared for sustainable growth across generations.

According to Creditreform, Gebrüder Weiss has a demonstrably strong and stable financial foundation. With a credit index of 173 points, the international logistics company performs better than the industry average – achieving a score attained only by particularly financially strong companies in Austria. Wolfram Senger-Weiss, CEO of Gebrüder Weiss, accepted the rating certificate on January 20, 2026, at the company’s headquarters in Lauterach, Vorarlberg. The credit index is a trusted metric for measuring a company’s financial reliability and its capacity to meet its financial obligations. The scale ranges from 100 points (very high creditworthiness) to 600 points (high risk). The lower the score, the better the rating. The assessment is based on a comprehensive analysis that takes into account economic performance, equity capital and payment behaviour. In addition, structural factors such as company size, industry and long-term stability are taken into consideration. Gebrüder Weiss has consistently achieved similarly high credit ratings in recent years, demonstrating continuity and sustainable corporate management. Wolfram Senger-Weiss said: “Financial stability builds trust – especially in economically challenging times marked by high inflation and weakened global trade. The Creditreform rating confirms that Gebrüder Weiss has a solid financial base and a long-term orientation. This provides security for our customers, partners and employees." Creditreform is a leading credit agency in the German-speaking region. It assesses companies’ creditworthiness based on objective, continuously updated data.

A Treasury U-turn will bring temporary relief to pubs and live music venues across England and Wales, easing the impact of steeply rising business rates that had threatened large swathes of the sector.  Despite welcoming the news for pubs and live music venues there remains disappointment that the relief has not been applied more widely to support other hospitality businesses and firms on the High Street that are struggling with the same issues associated with the increase in business rates and the ongoing pressures associated with the rising costs of doing business today. The government has come under sustained pressure since changes announced in the November budget, combined with the withdrawal of pandemic-era support, left many businesses facing sharp increases in their rates bills from April. Pubs were particularly exposed, with the rises landing alongside higher minimum wages and increased employer national insurance contributions. Industry bodies warned that, without intervention, hundreds of pubs and grassroots music venues could be forced to close. In response, ministers have now confirmed that in 2026–27 all pubs and live music venues will receive a 15% business rates discount, on top of the support already announced at Budget 2025. Their bills will then be frozen in real terms for a further two years. To qualify, a pub must be open to the general public, allow free entry except for occasional entertainment, permit drinking without the requirement to consume food, and sell drinks at a bar. Restaurants, cafés, nightclubs, hotels, sporting venues, theatres, concert halls, cinemas, museums and casinos are excluded. The list is not exhaustive, and local authorities will have discretion to determine eligibility in borderline cases, drawing on their local knowledge and the ordinary meaning of what constitutes a pub. Live music venues are defined as properties used wholly or mainly for the performance of live music to entertain an audience. Other activities are permitted only where they are incidental, such as selling food and drink, or infrequent and do not undermine the venue’s primary purpose. Nightclubs and theatres, as defined under planning regulations, are excluded from the relief. Eligible pubs and live music venues will receive the 15% discount in 2026–27, applied alongside any transitional or small business relief they already receive. In 2027–28 and 2028–29, their business rates bills will be frozen in real terms, meaning increases will be limited to inflation. The move offers some breathing space for sectors that have struggled to recover from the pandemic and rising costs, though many operators continue to warn that longer-term reform of the business rates system remains essential if pubs and live music venues are to survive. Louise Hellem, CBI Chief Economist, said:  “Targeted support for pubs will be welcomed by those businesses, but it does not address the fundamental problem that our whole business rates system is broken. What we need is genuine reform, not another layer of complexity." “The business rates burden is rising sharply across the economy, hitting major infrastructure as well as sectors like retail and hospitality." "The UK’s business tax burden is already at a 25-year high, with the highest property tax in the OECD – before big increases kick in from April 2026." “Business rates affect every bricks-and-mortar company in the UK, from pubs and shops to airports and utilities. Increasing taxes on business has consequences. With business investment and profitability already under considerable strain, growth is stalled and job creation is plateauing. A large transport operator told us that they faced a four-fold increase in their bills, while another said they had already halted investment in order to cover their business rates tripling." “With pressure from rising energy and labour costs, firms are facing a perfect storm. Piecemeal reliefs and sector-specific carve-outs risk adding further complexity without giving businesses the certainty needed to invest and grow." “The government is right to prioritise tackling cliff-edges, which have long acted as a brake on investment and growth across the economy. We welcome both the commitment to explore a slice-based system and options for improving investment incentives – such as enhancing improvement relief. We’re also keen to support the government’s new High Street Strategy to bolster local jobs and opportunities across the country." “Businesses are crying out for fundamental reform not further tinkering. The case to act – implementing business rates reform that supports investment, competitiveness and economic growth across all sectors – has never been stronger." William Lees‑Jones, Managing Director of JW Lees Brewery added that "I suppose it shows that government is listening but I really feel for the hotel sector since they got nothing and have been worse hit by the changes." Steve Perez, founder and CEO of Global Brands, Casa Hotel, Peak Edge Hotel and Red Lion Restaurant adds, “While it’s certainly welcome news that the Government has recognised the damage its original approach to business rates would have caused, this is not a U-turn but a slight left turn, and simply doesn’t go far enough." "Limiting support to pubs and music venues only – just a subsection of the hospitality sector – ignores the fact that restaurants, hotels and other venues are also facing the same intense cost pressures, which will only worsen when the increased alcohol duty and national minimum wage both take effect in the coming weeks." "The hospitality industry doesn’t operate in silos, and so neither should policy." "This means it will be more expensive to holiday in the UK. Unlike the most rest of Europe who an average of 13% (eg Spain, France Italy 10%)  the UK pays 20% VAT for hospitality so this make us uncompetitive."   “These constant U-turns are also becoming increasingly frustrating. Businesses need stability and clarity to plan and invest, not last-minute reversals on poorly thought-through policies." "The Government must start properly consulting with businesses before announcing changes, to understand their real-world impact and avoid making decisions that have to be hastily revised.” "Unfortunately we are going to see more restaurants, cafes and wonderful  hotels close more job loses due to this governments lack of understanding of business." Kevin Georgel, Chief Executive, St Austell Brewery: “We welcome today’s intervention by the government which will mitigate the impact of business rates increases that were scheduled for April. We are pleased that the government has engaged with our trade bodies and heard the voice of the British public who so clearly recognise and value the enormous economic, social and cultural contribution of our pubs."   “It has been heartening to see the support of the public play out so clearly across the media in recent weeks and this public support has rightly influenced the government to reconsider their proposed changes to business rates that would have seen an acceleration in pub closures." “We hope that this intervention is a recognition that we need a full review of the fiscal and regulatory landscape that has placed an unfair and unsustainable burden on the Great British pub. We now need to continue working with the government to permanently overhaul the outdated business rates system." "Over time, we must create the conditions in which pubs can not only survive, but once again thrive at the heart of their communities - providing valuable employment, fostering social connection and cohesion, and acting as engines of economic growth across the length and breadth of the country." Kate Nicholls, Chair of UKHospitality, said: “We welcome the recognition by the Prime Minister and the Chancellor of the scale of the challenges facing the hospitality sector. They have listened to us about the acute cost challenges facing businesses, all of which is impacting business viability, jobs and consumer prices." “The rising cost of doing business and business rates increases is a hospitality-wide problem that needs a hospitality-wide solution. The Government’s immediate review of hospitality valuations going forward is clear recognition of this." “The devil will be in the detail, but we need to see pace and urgency to deliver the reform desperately needed to reduce hospitality’s tax burden, drive demand, and protect jobs and growth. We will work with the Government over the next six months to hold their feet to the fire to deliver this." “This emergency announcement to provide additional funding is helpful to address an acute challenge facing pubs." “The reality remains that we still have restaurants and hotels facing severe challenges from successive Budgets. They need to see substantive solutions that genuinely reduce their costs." “Without that clear action, they will face increasingly tough decisions on business viability, jobs and prices for consumers. Those are costs borne by us all, and I hope the Government delivers on its promise to support the whole hospitality sector.”

Family businesses are often celebrated for their resilience, long-term outlook and distinctive cultures. From corner shops to global conglomerates, they account for a significant share of employment and wealth creation across economies. Yet their defining strength, the overlap of family and firm, is also their most persistent vulnerability. Long-term success in a family enterprise depends on a delicate balancing act: nurturing the health of the family system, safeguarding the performance of the business system, and continually managing the relationship between the two. When any one of these elements is neglected, the consequences tend to be felt not gradually, but abruptly. At its core, the family system and the business system operate according to different logics. Families are built on unconditional membership, emotional bonds and equality of belonging. Businesses, by contrast, depend on conditional participation, performance, hierarchy and accountability. In a non-family firm, these distinctions are taken for granted. In a family business, they coexist within the same people, relationships and decision-making forums. The challenge is not to eliminate this tension, an impossible task, but to manage it consciously. Problems arise when the rules of one system bleed unchecked into the other. When family norms dominate the business, decisions may be driven by loyalty rather than competence, and difficult conversations about performance, pay or succession are postponed in the name of harmony. Over time, this erodes trust among non-family executives and undermines the firm’s competitiveness. Conversely, when the business logic overwhelms the family system, relationships can become transactional, with affection and identity subordinated to results. In such environments, family members may feel valued only for their utility, breeding resentment and disengagement that can fracture both ownership and kinship. The relationship between the two systems therefore requires deliberate attention. Successful family enterprises recognise that harmony is not the absence of conflict, but the presence of clear boundaries and fair processes. They invest time in defining where family ends and business begins, and where it is appropriate for the two to intersect. This often involves separating roles, distinguishing between being an owner, a board member and an employee, and clarifying the rights and responsibilities that attach to each. Such distinctions reduce ambiguity and help family members navigate their multiple identities without confusion or resentment. Governance plays a central role in sustaining this balance. Formal structures such as boards with independent directors, family councils and shareholders’ assemblies provide forums tailored to different conversations. Business strategy and executive performance can be debated rigorously in the boardroom, while values, legacy and family relationships are explored in family forums designed for inclusion rather than efficiency. When these spaces are absent, families tend to overload operational meetings with emotional issues or, worse, conduct business decisions informally at the dinner table, where power dynamics are opaque and accountability is weak. Succession brings the balancing act into sharp relief. For families, succession is an emotional passage, touching on identity, fairness and mortality. For businesses, it is a risk management exercise that demands early planning and objective assessment of capability. Treating succession purely as a technical process ignores the emotional undercurrents that can derail it. Treating it purely as a family rite of passage risks installing leaders who are unprepared or unwilling. Families that succeed over generations acknowledge both dimensions, creating processes that are transparent and merit-based, while also allowing space for the emotional work of letting go and stepping up. The same duality applies to the development of the next generation. From a family perspective, all children belong equally. From a business perspective, not all will have the interest or aptitude to lead or even work in the firm. When these realities are not addressed openly, expectations harden into entitlement or disappointment. Families that keep both systems in view invest in education about ownership and governance for all next gens, while setting clear entry and progression criteria for operational roles. In doing so, they protect family cohesion without compromising business standards. Crucially, the balance between family and business is not a one-off design challenge but an ongoing discipline. As families grow, ownership fragments, markets shift and social norms evolve, yesterday’s solutions lose their effectiveness. What worked for a founder-led enterprise with three siblings will not suffice for a cousin consortium or a geographically dispersed family. Regularly revisiting the relationship between family and firm, through facilitated conversations, governance reviews and updates to family agreements, helps prevent silent drift and sudden crisis. The families that endure are those that resist the temptation to prioritise one system at the expense of the other. They understand that strong businesses cannot be built on fractured families, and that healthy families struggle to thrive when their shared enterprise is mismanaged or in decline. By keeping both systems, and the interface between them, firmly on the agenda, family businesses turn a potential fault line into a source of long-term advantage. In the end, the balancing act is less about achieving a perfect equilibrium than about remaining attentive. Family enterprises that last are not those that avoid tension, but those that recognise it early, address it openly and adapt their structures and relationships as circumstances change. In doing so, they preserve not only economic value, but the social and emotional capital that makes family business distinctive in the first place.

Perdue Farms today recognized Mike Levengood, Chief Animal Care Officer, for being named the USPOULTRY Workhorse of the Year, one of the poultry industry’s highest honors recognizing ‑long-term service, steady leadership, and meaningful contributions to both the industry and the U.S. Poultry & Egg Association. The award was presented Monday evening during the Chair’s Reception, part of the International Production & Processing Expo (IPPE) in Atlanta. Levengood brings more than 40 years of service in the poultry industry, including four decades at Perdue Farms, where he has built a career grounded in operational excellence, animal care leadership, and strong partnerships with the farmers and associates who raise Perdue’s chickens. He began his career with the company in 1984 as a flock advisor and advanced through nearly every level of live production and operations at the company, including Area Coordinator, Plant Manager, Complex Manager and Vice President, before assuming his current role. Jim Perdue, chairman of Perdue Farms commented: “Over more than four decades of working together, Mike has demonstrated the steady leadership and dedication that keep Perdue Farms and our industry moving forward. He has earned the respect of farmers, associates, customers and peers by living Perdue’s values each and every day.” As Perdue’s Chief Animal Care Officer, a role established for him in 2016, Levengood has played a key role in advancing the company’s industry ‑leading Commitments to Animal Care, influencing more than 100 animal care initiatives, helping position Perdue as a leader in responsible poultry production. His work has also helped thousands of associates and customers gain a deeper understanding of poultry production — from hatchery to farm to processing — reinforcing the care, accountability, and responsibility at the heart of Perdue’s approach. In his current role, Levengood is also responsible for Perdue’s relationships with farmers and has strengthened Perdue’s engagement with the farmers who raise its chickens, helping foster open communication, regional farmer councils, and new tools to gather and act on farmer feedback. Beyond his work at Perdue Farms, Levengood has been a longstanding contributor to the poultry industry. He has served on the USPOULTRY Board of Directors since 2022, including as board chair, and has held leadership roles with the National Chicken Council Growout Committee and the Delmarva Land and Litter Collaborative, supporting research, education, and sustainability efforts across the industry. Nath Morris, president of USPOULTRY commented: “Having worked at Perdue under Mike’s leadership and having him serve as our board chair at USPOULTRY, it is indeed a great honor to present this distinguished award to Mike in recognition of his dedicated service to both the poultry and egg industry and USPOULTRY. Through steadfast service and a genuine commitment to supporting others, Mike has made a lasting and meaningful impact on both the industry and USPOULTRY.” Last year, Levengood was recognized by his alma mater, Penn State University, where he was named the 2025 Outstanding Alumnus by the College of Agricultural Sciences and inducted into the Armsby Honor Society. The USPOULTRY Workhorse of the Year Award honors individuals whose careers exemplify enduring dedication, servant leadership, and meaningful contributions to the poultry industry. Levengood’s career reflects those values through his focus on people, animals, and shared responsibility.

Bagnalls, a national painting contractor with a Head Office in Cleckheaton, understands more than most that the world of sustainability is always evolving. Thanks to the company’s commitment to reducing its environmental impact, it has become a positive example of progress for other businesses within the painting and decorating sector. This is just one of the many reasons why Bagnalls’ Sustainability Coordinator, Ben Featherstone, was asked to speak at the World Sustainability Congress 2025, alongside professional partner CBRE. We caught up with Ben to get his insights into sustainability and how things are set to change for businesses operating in 2026 from an environmental perspective. An ongoing commitment to the environment “We recognise that Bagnalls has an ongoing commitment to the communities that we work within, as well as the natural world as a whole,” Ben says. “This commitment has brought about a number of changes within the business over the years, not least my own qualifications. “Bagnalls has made it possible for me to study for a Sustainability Business Specialist Level 7 MSc. My specialist knowledge in this area allows me to keep abreast of the regulatory changes coming up, which will impact both our suppliers and us." “For example, responsibilities around ensuring sustainable products and packaging are set to extend. Bagnalls is preparing to make sure we’re on hand to help our suppliers with this transition as much as we can." “Ultimately, this change will help to bring our levels of waste down. We recycle a large proportion of our waste, but we will be seeking to limit our incineration waste even further in the future by developing systems that our suppliers – and potentially other companies within the sector – will be able to benefit from.” The future is collaborative Collaboration and partnerships are extremely important for Bagnalls when it comes to lowering carbon emissions and encouraging other companies in the industry to think about their own sustainability credentials. Ben explains: “We have just completed an effective year of collaboration with CBRE, showcasing our success with decarbonisation in line with their carbon reduction plan." “Bagnalls was shortlisted alongside CBRE at the World Sustainability Awards, thanks to the work we completed after engaging with CBRE’s Carbon Trace Programme and reducing Scope 3 emissions.” Ben travelled to Amsterdam to speak alongside CBRE’s Vice President of Responsible Procurement, Alexandra Delval Faure, for a joint session describing the partnership and goal of reducing carbon emissions. “It was really exciting to tell Bagnalls’ story in front of global leaders in the sustainability field,” he continues. “It was also great to hear about the challenges they themselves are facing in terms of supplier engagement. I was able to offer guidance so they can go back and further engage their supply chain, which felt really productive.” Why should companies care? Sustainability is becoming ever more important to the average consumer: buyers are now willing to pay 9.7% more for a sustainably sourced product, with 85% of people dealing with the first-hand effects of climate change day-to-day. It’s clear that all businesses, whether B2C or B2B, need to place their sustainable credentials front and centre to remain a company of choice for the increasingly climate-conscious customer. Ben recognises this demand: “Providing sustainability credentials to customers is becoming increasingly important. That’s just one of the reasons why I’m extremely proud that Bagnalls has reduced our Scope 1 and 2 emissions by 10% since 2022. Our initiatives are clearly working well!” "Beyond customer demand, the government is also getting involved, cracking down on company emissions. “There is set to be more emphasis on sustainability reporting regulations in 2026 and beyond, as well as further planned focus on EV vehicles,” Ben explains. “Bagnalls will be looking to upgrade our fleet of vans to increase our EV provision, helping to protect our planet. We’re also committed to Net Zero by 2048, a really important focus for both our team, but also our customers and the local communities we work within. What should businesses aim for? Collaboration is key. If your company is looking to enhance its environmental credentials, follow Bagnalls’ example and start partnerships with relevant schemes in your industry. Ben explains: “We have a number of sustainability-focused partnerships that I’m very proud of. I’m particularly looking forward to continuing our collaboration with The PDA and its Paint Green pledge throughout 2026 and beyond, helping to drive environmental improvements within our industry as a whole." “We are also part of Crown Trade’s CanBack scheme, allowing us to recycle our metal and plastic paint cans so that they don’t end up in landfill. With only 2% of all paint in our sector successfully recycled, it’s really important for us to help boost this statistic." “Our industry has an ambitious target of recycling 75% of our paint cans by 2030, which means it’s essential that we get the word out there about schemes like CanBack!" “Bagnalls also has an extremely beneficial relationship with Paint 360, a fantastic organisation that converts waste paint back into brand-new paint. Each litre of this new paint has a percentage of recycled content. I’m thrilled that Bagnalls gets to be a part of this exciting new development in terms of sustainable paint manufacturing!” It’s clear that collaboration with change makers in the industry has helped propel Bagnalls’ sustainable policies forward and shape Ben’s goals for 2026 and beyond. Whether you’re a big player in the painting and decorating sector, or a small company with fewer than 100 team members, there is always something you can do to become more sustainable. Make 2026 the year of green policies and sustainable methods for your business. Credit: Bagnalls with this link .

Another big name is set to make Wakefield’s City Fields it’s new home as Aldi confirms plans to open a store at the site’s District Centre. Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth, said: “Aldi will be another great addition to City Fields and the local area. The new store will give residents more choice about where to shop and create job opportunities for local people." “It’s great to see global brands showing confidence in our district as a place to invest and do business. Residents have waited patiently for new facilities at City Fields. I’m pleased that we’re seeing them start to come through and look forward to more announcements very soon.” Aldi currently operates 1,052 stores across the UK and employs in the region of 45,000 staff, making it one of the largest supermarkets in the country. Mark Stringer, Aldi Real Estate Director, said: “We’re delighted to confirm our plans to open a new Aldi store at City Fields, building on our strong existing presence in Wakefield and our long-term commitment to serving customers across the city." "City Fields is an exciting development and we’re pleased to be part of the vision for the new District Centre. We are working closely with the developers of this scheme to progress our new store as the wider project moves forward." "We’re proud to continue investing in Wakefield and to bring even more residents access to the high-quality, affordable groceries they expect from Aldi.” The City Fields Site is currently being prepared for construction to start, with more announcements from prospective new leisure and retail businesses expected to follow. Daniel Newitt, Director at Stirling Investments, said: “We’re really pleased to be able to bring forward the new District Centre at City Fields, as we know how important this is for local people. And Aldi is another great addition to the site.” With groundworks already underway it’s expected the site will be ready for new businesses to move into the new District Centre before the end of 2027. Photo : Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth