St Austell Brewery is proud to announce Children’s Hospice South West as its Charity of the Year. The company - which is marking its 175th anniversary this year - has committed to raising vital funds over the next two years for the only children’s hospice charity in its region. For more than 30 years, Children’s Hospice South West (CHSW) has supported babies, children and young people with life-limiting conditions, providing specialist care and compassionate, professional support for the whole family. Across its three hospices in Cornwall, Devon and North Somerset, CHSW offers far more than medical and nursing care. Every stay is designed to enrich lives, creating precious moments, easing emotional and practical pressures, and helping families make the very most of their time together. One of St Austell Brewery’s key fundraising initiatives will be donating 25p from every portion of fish and chips sold across its 45 managed pubs, expected to generate a significant contribution to the charity. Alongside this, teams across the company’s head offices, breweries, pubs and depots will be taking part in events and fundraising activities throughout the year. Kevin Georgel, Chief Executive of St Austell Brewery said: “We’re incredibly proud to announce Children’s Hospice South West as our Charity of the Year. It was chosen by people from every part of our business, which shows just how close this cause is to all our hearts." “It costs more than £14 million each year for the charity to run its three hospices and provide vital care for children and families during unimaginably difficult times. The fact that these hospices span the South West - near our pubs, breweries and depots across the region - gives us a real opportunity to raise as much as we can for the communities we operate in and make a meaningful difference.” Phil Morris, Chief Executive of Children’s Hospice South West, added: “We are absolutely delighted that St Austell Brewery has chosen Children’s Hospice South West as their charity partner for the next two years. Their commitment and support will help us provide vital services to children with life-limiting conditions and their families who are travelling the most unimaginable journeys.” St Austell Brewery and Children’s Hospice South West are united in their commitment to supporting communities and creating a positive impact across the region, making the new partnership a natural fit. Alongside its Charity of the Year, St Austell Brewery also raises funds for its Charitable Trust, which has donated more than £1 million to local causes - in the places it operates pubs and breweries - since 2003. For more information about Children’s Hospice South West visit here .

A Lake District hospitality venue is manufacturing its own home-made, flavoured crisps for guests to enjoy in its bar, restaurant and microbrewery.   Wild Boar Estate is producing the crisps which can be served hot or cold with different toppings and sauces as a tasty pre-dinner snack, as well as for bar nibbles and an ideal accompaniment to the craft ales it produces on site.   Head chef Dylan Evans has been developing his crisp making technique with the addition of a special crisp fryer in the Grill and Smokehouse restaurant kitchen at the hotel.   The idea behind the crisp making initiative came from a visit home to Ostrava in the eastern Czech Republic by English Lakes Hotels general manager Adam Bujok, when he happened upon a popular venue which produced its own potato based snacks.   Adam and Dylan discussed and developed the idea before purchasing the crisp making equipment and devising a number of flavours for the venue.  The crisp flavours include black truffle and smoked salt with a classic garlic ketchup, rosemary salt and cider vinegar with a lemon and confit garlic aioli, and smoked paprika and Mexican oregano with a chilli jam.   The restaurant team at Wild Boar Estate cooks up the freshly made crisps to order and is raising its stock levels of potatoes in anticipation of increasing customer demand and interest in the new snacks.  There is also the potential for the venue to produce other types of crisps using alternative root vegetables such as beetroot, carrots, parsnips and sweet potatoes.   Adam explains: “When you open a really good bag of crisps, you often take for granted that wonderful crunch of the first mouthful – and of course we all have our favourite flavours." “On my visit home to Ostrava, I visited a venue where they made their own crisps in a range of flavours and they were great with a beer before dinner.    I thought it’s not something you experience much in the UK and that we could easily do the same and come up with a tasty snack in-house to be paired with our craft ales and become a talking point for our guests.”   Dylan adds: “There’s no special secret ingredients or mysterious techniques in making your own crisps, other than ensuring that that they get cut to the optimum shape and size.  Slicing them as thinly as possible gets the best results.  We leave the skins on and dry the sliced potatoes to get rid of excess starch, before seasoning the crisps using the fryer and associated equipment."  “And there’s really no limit to the number of flavours you can try, so we’re already experimenting with other ingredients and tastes for guests to sample and savour.  No doubt everyone will have their own favourite.”   Photo: Dylan Evans and Adam Bujok from Wild Boar Estate with the venue's new home-made crisps.

Croxsons, a 150-year-old family business that manufactures premium glass packaging for the food and drink sector, has developed the country’s first British-made sparkling wine bottle. The Sovereign bottle has been designed to elevate and support the burgeoning English and Welsh wine-making industry closing the provenance loop from vineyard to bottle. Winemakers have until now relied entirely on imported bottles transported across Europe. The English and Welsh wine industry is one of the fastest growing agricultural sectors in the country with over 1000 vineyards (WineGB July 2024) and is estimated to be worth £422m in 2025 growing at a CAGR of 3.5% over the last five years (IBISWorld November 2025). Sales of sparkling wine have risen 187% since 2018, from 2.2m bottles to 6.2m in 2023 (WineGB), making this the perfect time to bring sparkling wine bottle production home. The Sovereign bottle will be produced in England and rather than the traditional green colour of European sparkling wine bottles, the British bottle will be made using a distinctive amber glass. This will give the bottle a strong shelf standout and clear British provenance. Tim Croxson, CEO of Croxsons commented on the launch; “We are incredibly proud to launch Sovereign, the UK’s first British made sparkling wine bottle, delivering improved sustainability while ensuring British drinkers enjoy wine that is British through and through." “Six generations of our family have been involved in the wine trade, beginning as a bottle supplier to the London wine trade 150 years ago, so it feels particularly fitting that we are now helping the English and Welsh winemaking industry deliver a truly British sparkling wine bottle.” The Sovereign bottle uses 77% recycled content which improves its sustainability credentials and with a shorter journey from factory to vineyard, it will reduce road-miles for millions of bottles traditionally transported from France, Germany and Italy. This launch builds on Croxsons’ wine expertise working alongside English wine brands including Lyme Bay and Ridgeview Wines. Matt Gayler, Operations Director at Ridgeview Wine said: “Seeing a UK-made sparkling wine bottle available to producers is a great milestone - it shows just how far the industry has come." “As we continue to build the reputation of English wine both at home and internationally, having domestically manufactured, high-quality packaging supports our identity, sustainability and ambitions." “It’s a positive step forward and we’re grateful to those who’ve worked hard to make it happen.” The Sovereign bottle will be produced in March 2025 and can be ordered direct from Croxsons .

Tims is accelerating growth within the kefir category with a series of new listings across major UK retailers, reinforcing its position in the fast-growing functional dairy sector. Greek Family Vanilla Kefir Launches into Waitrose and Ocado Tims has expanded its kefir portfolio with the launch of a new Greek Family Vanilla Kefir (450g), now available in most Waitrose stores and online via Ocado. The new Vanilla variant builds on the strong momentum of the Tims Greek Family Kefir range, responding to rising consumer demand for flavoured functional dairy products that combine great taste with health benefits. Produced using a unique Greek-style kefir process, the range contains 12 live bacteria cultures and is lactose free, broadening its appeal to shoppers seeking digestive health support without compromising on flavour or texture. The product delivers a thick, creamy consistency more commonly associated with Greek yogurt, alongside a milder, more accessible kefir taste. 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 a delicious, milder taste profile. The new Waitrose and Ocado listings 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 Tims has also extended its Greek Family Kefir range with the launch of new 150g single-serve formats in both Natural and Vanilla, now available in Morrisons. The two SKUs have launched as a paired listing and are 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. Each product is made using Greek family production methods, contains 12 live bacterial cultures, is lactose free, and delivers a thick, creamy texture with a balanced flavour. By broadening its format offering, 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.