Harrison Spinks’ Technical Manager Ethan McGuigan has secured a top title in an awards programme from national trade body the British Furniture Association (BFA). Ethan won the Award for Sustainability Champion - recognising an individual who has gone above and beyond to champion sustainability in the workplace. He joined Leeds-based Harrison Spinks in 2022 as part of the sustainability team, with the task to further improve the company’s self-sufficient, vertical marketing ethos. The company designs and manufactures its own springs in-house at its Leeds site, as well as rearing sheep and growing natural hemp fibres and linen flax on its very own Yorkshire farm. Ethan McGuigan was nominated for the award for his impactful green- thinking strategy in the company’s sustainability journey. The Future of Furniture Awards recognise excellence in sustainability and education, in the furniture industry - and the award was announced and presented to Ethan at the trade body’s Furniture Components Expo, held recently at the Telford International Centre. BFA MD Phil Spademan said: “Our Future of Furniture Awards are recognised as a hallmark of businesses that are forward-thinking and recognise the importance of sustainability in the workplace." “Ethan has made a significant impact throughout his company, delivering business-wide sustainability training and improving employees’ understanding of its sustainability strategy. “He has created a more sustainable future in the furniture industry.” In 2023 Ethan joined a panel at ISPA EXPO in the United States, the world's largest tradeshow exclusively for the sleep products industry. He highlighted how sustainability should be integrated into good business practices and that sustainability is not just about environmental responsibility, but also looking after employees and community. Ethan said: “I was delighted to win this award and am committed to making Harrison Spinks the UK’s most sustainable bedmaker. The better informed we are about our production processes, the better we can tailor our solutions to improve." “Sustainability is not about drastic change - but focusing on responsible business and being more flexible to the changing business environment.” Harrison Spinks was the first bed manufacturer to win a Queen’s Award for Enterprise in Sustainable Development in 2013 and was recognised again in 2019, and more recently in 2024 with a King’s Award.

Business confidence in March sustains high seen in previous month Business confidence among retail firms rises seven points to almost 10 year high Manufacturing firms’ confidence falters amid uncertainty surrounding supply chains Trading prospects remain unchanged, at highest level since 2017 Business confidence in the UK remained robust at 49% in March, maintaining its highest level since August 2024, according to the latest Lloyds Business Barometer. This sustained high was driven by a significant boost in confidence among retail firms, which saw a seven-point rise to 58%, the highest seen since August 2015. While overall business confidence remained stable, economic optimism slightly declined. Sixty per cent of businesses felt more optimistic about the economy, down from 63% last month, while 19% were less optimistic, leaving the net balance for economic optimism down one point to 40%. However, this remains the highest levels since August 2024. Trading Prospects Businesses’ own trading prospects also remained unchanged at 57%, marginally surpassing last year’s high of 56%, and reaching the highest level since 2017. Nearly two-thirds (64%) expect stronger activity in the coming year. The Lloyds Business Barometer surveys 1,200 businesses monthly, providing early signals about UK economic trends both regionally and nationwide. Data this month was collected between 3 – 17 March. The results show that businesses confidence levels in March were significantly above the long-term average of 29%. Employment Insights Businesses reported a slight decline in hiring intentions, falling one point to 40%, driven by the manufacturing and construction industries. Despite this dip, it remains the second strongest level since the pandemic. Pay expectations eased this month but remain higher than late last year. Hann-Ju Ho, Senior Economist, Lloyds Commercial Banking, said: "Business confidence remained steady this month, suggesting that UK companies may have been waiting to see the impact of government decisions at home and globally. Despite this, today's data continues to reflect a positive growth trend in the UK economy. With confidence maintaining last month’s high, business leaders are optimistic, noting that investing in their development and workforce will position them well to seize future growth opportunities." Sector Insights Retail confidence rose seven points to 58%, a post-pandemic high, reflecting positive trading prospects. In contrast, the manufacturing sector saw the largest decrease in business confidence this month, declining 12 points to 39%, due to increased concerns about supply chain disruptions. Construction firms also saw a decline to 48% and businesses in the service sector saw confidence decline to 47%. Regional Insights Seven of the UK’s 12 regions and nations reported stronger business confidence, with the West Midlands and London seeing highest confidence levels, followed by the North West and Scotland. Sentiment in Wales, the South East and Yorkshire and the Humber saw significant increases, placing them above the national average. The North East and East of England saw substantial declines in confidence, from their highs of 69% and 61% respectively, down to 43% and 29%. Paul Kempster, Managing Director for Commercial Banking Coverage, Lloyds Business & Commercial said: “The findings of the latest Business Barometer are encouraging, maintaining the previous month’s uplifted business confidence and economic optimism across the UK." “At Lloyds, we are committed to supporting businesses and our range of financial services and expertise are designed to help firms navigate the evolving economic landscape, seize new opportunities, and achieve their growth ambitions." Pricing Insights Businesses price expectations decreased from February's five-month high but remain higher than in January. Sixty-three per cent of firms expect to raise their prices in the next 12 months, while only 2% plan to reduce them.

A brand-new flavour of Yorkie bar debuts across supermarkets and shops nationwide this week. Nestlé’s latest confectionery offering, the limited-edition Yorkie Biscuit & Brownie, is a delicious twist on the original Yorkie chocolate bar. Chocolate fans will open the wrapper to find chunks of smooth brownie flavour milk chocolate and crunchy pieces of biscuit. Talking about the launch, Yorkie Brand Manager, Michael Kehoe, said: “The new bar brings together brownie-flavour chocolate and crunchy biscuit pieces to make a delicious treat that we’re excited to share with Yorkie fans everywhere. We’re looking forward to hearing what people make of it!” Like all Yorkie chocolate, Yorkie Biscuit & Brownie contains no artificial colours, flavours or preservatives and is made in York, UK using cocoa mass sourced from families enrolled in Nestlé’s income accelerator programme. Building on the work of Nestlé’s Cocoa Plan, the Income Accelerator programme was created to help close the living income gap of cocoa-farming families and reduce child labour risk. After a successful test with 10,000 cocoa farming families, 2024 was the first year of a ‘scale up phase’, with 30,000 families now enrolled in the programme across Côte d’Ivoire and Ghana. Created in York by Rowntree’s, Yorkie was inspired by York Chocolate, a bar from 1924. Since then, Yorkie has remained among the top confectionery brands in the UK and is still a crowd favourite today. Yorkie Biscuit & Brownie joins the ranks of Yorkie Original Milk Chocolate and Yorkie Raisin & Biscuit.

The Biochemical Society have given its annual Research Support Award to Dr Morag Martin, of the University of Dundee for outstanding contributions to life sciences research and innovation. Introduced in 2022, the Research Support Award is presented annually to celebrate the skills and experience of support staff within education, research and industry who have demonstrated an outstanding contribution and impact. Dr Morag Martin is the Innovation Cluster Manager at the University of Dundee, where she leads initiatives focused on maximizing the economic and social impact of life sciences research and innovation. She has played a key role in advancing research innovation at the University by securing competitive funding to support life sciences translation and commercialisation, and fostering collaboration across academic, government and industry sectors. Dr Morag Martin said, "I am truly surprised and deeply honoured to receive this award from the Biochemical Society." “Winning the Research Support Award is an incredible privilege, and I would like to extend my heartfelt thanks to my colleagues who nominated me." “The Biochemical Society’s decision to create the Research Support Award underscores the importance of collaboration in advancing research and innovation." “At its core, scientific research is a team effort, and I am fortunate to work alongside many talented individuals. Together we have always aimed to create and support opportunities to translate life sciences innovation into meaningful social and economic impact." “I would like to thank all my colleagues and mentors at the University of Dundee, as well as our collaborators and partners beyond, for their ongoing support and collaboration on a wide range of projects." Joining the University in 2010, Morag contributed to the development and implementation of the School of Life Sciences' research strategy. Alongside Professor Sir Michael Ferguson, she helped raise external capital investment, enabling the expansion of the University’s translational life sciences capabilities. This included supporting the growth of the Drug Discovery Unit, the Division of Computational Biology, and the development of one of the world’s largest Quantitative Proteomics facilities through the creation of the Discovery Centre for Translational & Interdisciplinary Research at the School of Life Sciences. In recent years, Morag has helped secure external funding from government, charitable foundations, and enterprise agencies, leading to the establishment of a new Life Sciences Innovation Hub. Earlier in her career, Morag held postdoctoral positions at Cancer Research UK and the University of Dundee and holds a PhD from the University of Edinburgh.

There is a growing disconnect between higher education and workplace readiness, with 89% of HR leaders saying they are actively avoiding hiring recent graduates, according to a new Workplace Intelligence survey sponsored by Hult International Business School The survey highlights immense dissatisfaction shared by recent graduates and HR leaders, with both groups believing universities are failing to equip students adequately to join the workplace. Results show recent university graduates feel increasingly underprepared entering the workforce with 85% wishing their college had better prepared them. Moreover, HR leaders say 96% of colleges need to take more responsibility for training people for the workplace. Martin Boehm, Global Dean of Undergraduate Programmes at Hult International Business School, said: “Traditional undergraduate curriculum has not kept pace with an evolving global workplace, and the chasm between what’s being taught and what employers need has become more apparent. Schools need to prepare students in new ways, with a focus on building both the skills and mindsets needed for continuous learning in a rapidly changing world.” The survey interviewed 1600 respondents – 800 HR leaders and 800 recent graduates. This found that traditional degree programmes are leaving undergraduates underprepared and therefore increasing costs for employers. In contrast, 62% of HR leaders said graduates with a business degree are more skilled, with 95% stating they are more likely to hire such graduates and 82% offering them higher starting salaries. Specifically, more than 90% of HR leaders emphasised the growing importance of interpersonal skills. Communication, willingness to learn, collaboration, creativity and critical thinking were all human skills found to be the most desirable for graduates to have. However, teaching such skills was an area students felt most college programmes fell short.

Retailers were given crime prevention advice at an intelligence briefing aimed at tackling the surge in shoplifting across the country. Experts from Retailers Against Crime (RAC) demonstrated the methods and props used by thieves to evade security systems and highlighted the way they often work in teams with some offenders distracting staff while others steal goods. The meeting, attended by staff from Edinburgh-based retailers, also heard about the detrimental impact the rise in retail crime is having on the mental health and wellbeing of workers. It follows recently released figures from the British Retail Consortium’s annual crime survey which warned how retail crime is “spiralling out of control” with 55,000 thefts a day across the UK – an all-time high - and violent and abusive incidents rising by 50% last year. The intelligence briefing, hosted by national retail crime partnership RAC at Edinburgh’s Harvey Nichols store, emphasised the importance of businesses working together and sharing information to combat crime. It highlighted RAC’s SentrySIS crime-fighting tool which allows users to share real-time information about thefts happening in the city with fellow retailers and the police. Natasa Wilson, Intelligence Co-ordinator at RAC, told how incidents of violent crime are surging with 1674 reported to the organisation during 2024 from a total of 11,890 offences. Meanwhile, overall losses for retailers increased by 26% to £1.85M during the last year. She said: “Retail crime and acts of violence are on the rise and getting worse – our aim is to detect and prevent crime and we are here to help you. We can provide you with the tools you need as a retailer or security personnel to tackle retail crime and I want to emphasise how working together in partnership is so important.” She demonstrated how retailers can use SentrySIS to find out which criminals are currently active in their local area, be alerted to the latest crime incidents and access a database with information on more than 16,000 offenders. And she presented footage of criminal teams demonstrating how one member might distract a shop assistant while another steals merchandise and a third hides them from view in a premeditated and quickly executed plan. Ms Wilson also highlighted the current MOs (modus operandi) and props being used by criminals to conceal stolen goods and the tricks they’ve developed to deflect alarms. She said: “We can provide added intelligence which you may not have come across about the different MOs offenders use – the extreme lengths these people go to and the effort they put in to steal valuable stock from your stores." “We are seeing a lot of theft by distraction by teams who know exactly what they are doing. They scope out the shop in advance, get their bearings and work together to remove a large amount of items very quickly and they are good at what they do.” Meanwhile, Stephanie Karté, National Operations Manager at RAC, described how the SentrySIS app has led to police officers catching criminals following intelligence sharing and highlighted the need for a partnership approach. She said: “Shop workers are being met with violence on the job and putting up with a lot on a daily basis while we all see an increase in prices and our bills going up as retailers face increased costs. We all need to work together because the impact of retail crime affects us all.” A security officer from a high street retailer told the group – which included representatives from security firms and staff from shops such as Marks & Spencer, Next, Harvey Nichols and Edinburgh’s St James Quarter - about the toll retail crime is taking on shop workers. He said: “The cost of retail crime has a major impact on us all. Every incident directly impacts the profitability and economic wellbeing of the shop involved, but the crime also takes a huge toll on the mental and emotional health of employees." “It can make staff feel unsafe and hesitant to engage with customers which in turn has a further detrimental effect on the success and security of the business." “Retail crime is getting worse and worse and seems to be being normalised. It’s demoralising and it’s vital that we work together to keep the area safe and thriving and do what we can to provide intelligence and reduce crime.” He added that he uses the SentrySIS platform daily, finding it useful for accessing intelligence on travelling offenders and building relationships with fellow retailers. Meanwhile, PC Evelyn Hegarty, who works in the Police Scotland Crime Prevention Department in Edinburgh, spoke of the actions police officers are taking to fight retail crime. She said: “We are well aware of how shoplifting has changed and increased in recent years – offenders are much more brazen now and not at all concerned about walking into shops to grab stock and threaten staff. We know the emotional impact that retail crime has on workers and there are staff who have left their jobs because they have been so traumatised." “We know just how serious it is and we are trying to prevent it and what really helps us all is joint working and good communication.” Measures include the recently announced Retail Crime Taskforce which will see specific officers dedicated to tackling retail crime with the aim of producing a more coordinated approach to shoplifting and better results. Meanwhile, an intensive Day of Action, organised by RAC in partnership with Police Scotland, will take place in Edinburgh in June. Its aim is to target the most prolific offenders in the city and the initiative is expected to result in arrests and a major crackdown on retail crime. Retailers Against Crime is a national retail crime partnership, established in 1997, which aims to detect and prevent crime by sharing information on local and travelling offenders with members and partners throughout the UK. More information is available on the website - www.retailersagainstcrime.org

Azets has made a strategic promotion as the UK top 10 accountancy firm seeks to expand its forensic accounting and valuation services to meet business demand. David Houghton has been named National Head of Forensic and Valuations by the UK’s specialist business advisor to SMEs. He is a commercially focused expert with more than 25 years’ experience in the specialist area of forensic accountancy. David, who joined Azets as a Partner in January 2024, is a chartered accountant with expertise in the valuation of private company shareholdings, litigation support and forensic accounting. He previously worked within a top tier law firm for 11 years, providing technical specialist support to colleagues and independent advice to external accountants to assist their clients, as well as having experience in industry and investment banking. Manchester-based, he has been regularly appointed by the courts as single joint expert, as well as appearing as an expert witness for both appellants and respondents under cross examination in the Technology and Construction Court, High Court, Tier 1 Tax Tribunal and Family Court. At Azets he leads a team helping clients in relation to the key specialist areas requiring contentious and non-contentious valuation or forensic advice, including share valuations, loss of profits claims, post transaction warranty or earn out disputes and losses arising from alleged fraud. David has been appointed to the Institute of Chartered Accountants in England and Wales (ICAEW) Presidents Appointment Scheme for Expert Determination and is one of only a small number of accountants in the UK to have received to the prestigious Forensic Accounting Accreditation from the ICAEW. He is a regular lecturer for the ICAEW members professional development programme and for Resolution and is a contributing author to technical publications in relation to expert witness provision and private company share valuations. Azets UK Chief Executive Officer Peter Gallanagh said: “The Azets UK Forensics and Valuations team provides market leading tailored advice and reports to lawyers, private equity and corporates across the country." “It is very much a growth area for Azets and we were pleased to appoint such a knowledgeable and skilled seasoned operator as David to head this crucial division of our Business Consultancy offering. His long experience in the field will serve us well.” David said: “I am honoured to have been asked to lead the team and have been tasked with further developing our service while driving new business for the firm. These are exciting times for forensic accounting as companies, organisations and investors seek to make every penny count." “With our experience of serving the legal, accounting and private equity industries we are changing the way litigation support and business valuation services are offered to professionals and clients, adding commercial skills and expertise to the standard accounting solutions." “Our extensive commercial experience takes the provision of forensic accounting services beyond standard numerical and accounting techniques to incorporate the most current market knowledge and holistic methodologies. This enables us to provide the best possible, supportable outcomes for our clients.” In addition to larger discreet projects, the Azets Forensic and Valuations team is happy to work alongside solicitors and barristers on an as required basis, providing assistance or guidance on a specific financial element of a given matter: there are no minimum fee levels and all assignments can be provided on a capped fee basis where required. Above Photo: Promoted - David Houghton has been named National Head of Forensic and Valuations by Azets, the UK’s specialist business advisor to SMEs

As SMEs across the UK navigate the end of the tax year and brace for an ‘awful April’ of rising bills, driven by fiscal changes such as minimum wage increases and national insurance contributions, a recent survey by Purbeck Insurance Services offers a more optimistic outlook. The survey of small business decision makers from across the UK found that a third of SMEs are already making a good profit and more than half (55%) have plans to expand their business this year. Age and postcode matter, however, and younger business owners in the West Midlands are currently painting the brightest picture of business success. Location, Location, Location From 6th April the growing financial burden placed on SMEs will be impacting business owners across the nation. Purbeck’s research, however, reveals that some areas of the UK look set to be more resilient than others. The most profitable place to run a business is the West Midlands where over half (52%) are making a good profit compared to the UK average of 33%. In contrast, just 18% of the firms surveyed in the South East are making a good profit. In fact, businesses in the South East, and Yorkshire and Humber, appear to be in more perilous positions financially, with more business decision-makers stating they were making a loss or close to insolvency. Location matters when it comes to growing a business too. According to Purbeck’s survey, regionally, firms in the West Midlands and Greater London are most likely to have plans for expansion. Age Is Not Just A Number While a third of businesses across the UK are making a good profit, this figure rises to 43% in businesses operated by 25-34 year olds. Meanwhile as 55% of UK businesses plan to expand in 2025, expansion is most likely in businesses run by this age group where two thirds (66%) of firms are seeking to grow their businesses. Boosting Business With Artificial Intelligence With added financial burdens on SMEs in the coming year many will be looking for ways to boost productivity. So, it is interesting to see that as the Government continues to usher in its AI Action Plan, offering small businesses the chance of government investment[ii], 65% of SMEs plan to invest in new technology, AI or generative AI in the next year. Only 18% of firms said they have no plans to invest in new technology. As AI continues to disrupt business across the country, it is the larger SMEs, perhaps with the ability to make greater economies of scale, which are turning to new technologies. Indeed, the bigger the business the bigger the likelihood they will spend on the latest technology, 84% of firms with 100-249 employees plan to invest in new technology. Comments Todd Davison, MD of Purbeck Personal Guarantee Insurance: “It’s reassuring to see that business confidence remains buoyant despite fiscal headwinds. With an appetite for investment many SMEs will be seeking finance to invest for growth." "Proportionate, managed risk is the cornerstone of business success and is an incredibly good sign for the UK economy as we head into the new tax year.” When securing a new personal guarantee backed loan, it is always advisable to secure personal guarantee insurance, meaning the business owners’ and directors’ personal finances won’t be at risk in the unfortunate situation of a business failure.

STEP, the professional body for trust and estate practitioners, has today launched a major report Attitudes to Wealth – the first STEP survey of its kind capturing the insights of global clients’ attitudes to wealth and tax from more than 900 private client advisors across 86 countries. This report comes at a critical time as multiple countries contend with rapid economic, political, and tax policy transformations. It offers a clear snapshot of the evolving attitudes toward wealth, taxation and social responsibility. Why This Report Matters Now Debates over wealth taxes gained unprecedented momentum at the World Economic Forum in Davos last year following calls from 250 billionaires and millionaires under the alliance of the Patriotic Millionaires to introduce wealth taxes to help pay for better public services around the world. This was followed by bold proposals at the G20 to tax the wealth of billionaires by at least 2 per cent annually. STEP’s report provides clarity on what matters most to today’s ultra-high-net-worth clients. It reveals that, beyond the heated public discourse, securing financial stability for future generations remains the key driver for clients, but new generational perspectives are starting to influence priorities. In an era marked by technological disruptions and geopolitical risks, this insight is highly pertinent. Attitudes to Wealth demonstrates the importance of avoiding assumptions and the need to fully explore each client’s values and objectives to develop a truly personalised approach. Key Findings: Future-focused wealth planning : Financial security for future generations tops the list of priorities. Advisors report that today’s clients are increasingly informed and intentional about setting up enduring legacies that safeguard their families’ futures. Increasing awareness of social responsibility : Social responsibility is becoming a key consideration, especially among younger clients, but it has yet to translate into meaningful action. Balanced tax strategies : While taxation remains a key concern, mitigating tax exposure is not the most influential factor for clients and there is a shift towards an approach that balances efficiency and compliance with long-term wealth planning. Generational differences may drive new approaches to tax planning and a change in language around tax. A need for enhanced education : There is a pressing need for greater public and professional education on trusts and related structures. Clear, accessible knowledge is crucial for clients, policymakers and the broader public to dismantle misconceptions. Breaking family taboos : The persistent reluctance to discuss wealth openly within families remains a significant hurdle to proactive planning. Overcoming these barriers is essential for early and effective wealth management. Holistic, values-driven advisory : A significant number of advisors are now engaging clients in comprehensive discussions about responsible wealth stewardship, integrating philanthropic interests and personal values into tailored planning strategies. Catherine Grum TEP, a spokesperson for STEP, said: "Safeguarding legacy for current and future generations overwhelmingly remains a priority for clients. What is also apparent is that attitudes are not uniform with some clients taking steps to limit their wealth accumulation. The same is true in relation to their views of taxation." "In the main clients have a more negative than positive attitude to tax which may not be surprising but more than one in 10 reported a more positive attitude towards taxation. A significant number of practitioners had clients who actively declined tax reliefs. It’s therefore increasingly important to take the time to ascertain where your clients stand." "There's a clear rise in social responsibility, particularly among younger clients. It's encouraging to see advisors routinely broach philanthropic giving. There remains significant potential to embed these discussions at the core of wealth planning, aligning financial decisions with personal values and purpose." "Over the next decade, we are likely to see a significant shift in client attitudes, amid rapid technological advances, geopolitical risks and evolving tax policies. The challenge for practitioners is to adapt and position themselves to support clients across the spectrum. With increasing reliance on AI and automation, maintaining strong client relationships while promoting responsible wealth stewardship will become more critical." Strategic Implications For Practitioners The report outlines actionable steps for wealth advisors: Empower through education : Enhance client financial literacy and guide them through complex family dynamics. Adapt to new priorities : Tailor strategies to meet the evolving expectations of younger, more socially conscious clients. Stay ahead of change : Proactively monitor legislative shifts and advise on cross-border tax issues, ensuring compliance while achieving client end goals for their wealth and family security. Champion sustainable investments : Assist clients in navigating sustainable investment opportunities, effectively balancing impact goals with financial returns. Avoid misleading information : Ensure a sound understanding of climate change and social justice issues to avoid pitfalls like greenwashing, while adapting to increasing demand for transparency and accountability. Demonstrate global expertise : Provide expertise in cross-border tax, immigration policies and international laws to help clients navigate increasingly complex global scenarios. Deliver personalised, trusted advice : Emphasise the irreplaceable value of personalised, human-centric advisory services in an era increasingly driven by AI and automation. To read the full Attitudes to Wealth report, visit the STEP website here

Running a family business is a journey filled with unique challenges and rewards. As family dynamics intertwine with business operations, it can create a complex environment that requires careful balancing acts. Understanding Family Business Challenges Family businesses face a plethora of challenges that can impact their operations and sustainability. These challenges often stem from personal relationships, emotional ties, and the interconnectedness of family life and work. For instance, how decisions are made can be deeply influenced by family dynamics, creating conflicts that might not arise in non-family-run companies. Conflicts over leadership roles, succession planning, and differing visions for the business's future can hinder decision-making. Moreover, family businesses may struggle with maintaining objectivity in business decisions due to emotional attachments. This intermingling of family and business often makes it difficult to approach conflicts in a professional manner, leading to tension that can affect overall performance. Navigating Family Dynamics in Business One of the most significant hurdles in managing a family business is navigating family dynamics. Unlike traditional workplaces, family-owned establishments often involve individuals with emotional stakes in the company. Relationships can become a double-edged sword - they foster loyalty and commitment but can also lead to conflicts and misunderstandings. For example, one family member may believe they should have a more significant role in decision-making because of their tenure in the family, while another may seek a modern approach that prioritises professional expertise over familial ties. These situations can create friction and hinder growth if not managed properly. To successfully navigate these dynamics, open communication is key. Holding regular family meetings dedicated to discussing both business and family matters can help bridge gaps and foster understanding. Encourage honesty about feelings and opinions while establishing clear boundaries between personal and business relationships to avoid conflicts. What Is A Family-Owned Business? A family-owned business is typically defined as an enterprise in which a majority of the ownership and management rests within a family. This can include companies that are controlled by families across generations or those that have been founded by family members and continue to operate within the family circle. A significant number of businesses worldwide are classified as family-owned enterprises. These companies exhibit unique traits, such as a focus on long-term stability and a commitment to family values, making their role in the economy pivotal. The structure of family businesses may vary, but the fundamental aspect remains consistent: family members are the vital stakeholders in guiding the direction of the enterprise and sustaining its legacy. Succession Planning: A Family Business Dilemma Succession planning can be one of the most daunting challenges for family businesses. Preparing the next generation to take over leadership roles requires extensive planning and open discussions. Many family businesses fail to survive beyond the first generation due to inadequate succession plans. It’s essential to define a clear path for leadership transition well ahead of time. Family members should be encouraged to develop skills that would prepare them for future roles, fostering their independence while keeping the business's values intact. Implementing a structured training programme or mentorship can effectively bridge generational gaps. Additionally, consider encouraging family members to pursue education and work experience outside the family business. This experience can offer them a broader perspective, contribute fresh ideas, and ultimately benefit the company. Balancing Professionalism And Family Values Striking the right balance between professionalism and family values can be challenging yet essential for the harmony of a family business. As family members work together, it's vital to establish professional standards that everyone adheres to while preserving the familial bond. One way to achieve this balance is by implementing clear policies that define roles, responsibilities, and performance expectations. Treating family members as employees when they are on the clock conveys that all team members are subject to the same standards and evaluations, fostering a sense of fairness. Creating a culture of accountability can also enhance professionalism in family-owned businesses. Encouraging regular performance evaluations, setting specific goals, and recognising achievements will help ensure that all family members understand their contributions and responsibilities. The Impact Of Family Business On Community Family businesses often have a significant impact on their local communities. They may provide employment opportunities, stimulate the economy, and contribute to the local culture by supporting community initiatives. Many family businesses prioritise giving back as part of their core values, often involving the entire family in philanthropic efforts. Moreover, these enterprises often boast a loyal customer base. Customers tend to prefer family-owned establishments, valuing their personalised services and genuine commitment to community well-being. According to statistics, over 60% of consumers report a preference for family-owned brands. Family businesses have a unique opportunity to leverage their familial ties and dedication to community cause to their advantage. Building strong relationships with local stakeholders and focusing on community involvement can solidify a family business’s reputation, encouraging growth and sustainability. Fostering A Legacy For Generations To Come A crucial aspect of running a family business is building a legacy that can inspire future generations. A well-defined mission and vision, shaped by family values, can guide operations and decision-making processes. This alignment helps the family remain cohesive and committed to their collective goals. Encouraging younger family members to understand the business’s history, values, and vision can help instil a sense of pride and responsibility towards the family enterprise. Engaging them in various aspects of the business, from day-to-day operations to strategic planning, can cultivate ownership and a future mindset. Furthermore, documenting family traditions and values through storytelling sessions or organisational resources aids in preserving the legacy. Capturing the essence of what family means to the business will resonate within the organisation and inspire future generations. Navigating Opportunities With The Right Strategies While the challenges of running a family business can feel overwhelming, several actionable strategies can enhance resilience and success. Embrace Open Communication : Foster an environment where family members feel comfortable sharing their thoughts and opinions, ensuring that every voice is heard. Formalise Processes : Establish clear policies and systems for decision-making, conflict resolution, and performance metrics, emphasising transparency and accountability. Invest In Training : Provide professional development and mentorship opportunities to prepare the next generation for leadership roles within the business. Focus On Community Engagement : Leverage your business's family-oriented values by actively participating in local community initiatives to strengthen your brand presence. Plan For Succession : Initiate discussions surrounding succession planning early, involving younger family members to nurture their interest and commitment to the family business. While running a family business comes with its own set of unique challenges, the rewards of family cohesion, commitment, and community impact can far outweigh the difficulties. By adopting clear strategies and emphasising the importance of relationships within both the family and the business, family enterprises can not only endure but thrive for generations to come.

When it comes to gardening, there’s a fine line between satisfaction and frustration. Some people relish the chance to spend a sunny afternoon pottering around their outdoor space, while others see mowing, weeding and scarifying as chores they’d rather avoid. But whether you’re a gardening guru or someone who’d rather watch the grass grow, certain jobs can make or break your lawn’s health. Here, Cheryl Harper, MD of Greensleeves Lawn Care, shares the top three tasks that make even the keenest of gardeners groan – and why skipping them is a mistake. 1. Moss And Thatch Control – Silent Lawn Killers Moss and thatch may not seem like major threats, but they can quietly choke the life out of your lawn. Moss thrives in damp, shaded areas, forming a dense carpet that blocks sunlight and prevents grass from growing. Thatch, a layer of dead grass and organic matter just above the soil, acts like a barrier, stopping water, air and nutrients from reaching the roots. Left unchecked, these issues create the perfect conditions for a weak, patchy lawn. The good news? Tackling these issues isn’t as daunting as it sounds. Moss is best treated during cooler months when it’s most active, and iron-based treatments work wonders to keep it under control. Thatch, on the other hand, needs a more hands-on approach – scarification (more on that later!) is the key to giving your lawn room to breathe. Aerating the soil to improve drainage also helps stop moss from making itself at home. 2. Scarification – Tough Love For A Healthier Lawn Scarification might not be the most glamorous gardening task, but it’s a crucial one. This process involves raking or using specialist equipment to remove thatch and moss from the surface, giving the grass the space it needs to grow strong and healthy. It’s a tough, time-consuming job that many homeowners dread – and skipping it can lead to long-term problems. When it comes to scarifying, timing is everything. Early autumn or spring is ideal, as the grass is actively growing and has time to recover afterwards. If you’ve got a small lawn, a trusty spring-tine rake can do the trick, but for bigger areas, a powered scarifier makes life much easier. It’s important not to go overboard – light scarifying once a year is usually enough to keep thatch in check. But if your lawn is heavily thatched, a more thorough approach may be needed to restore its health. 3. Lawn Renovation – Don’t Rip It Up; Revive It! When a lawn looks tired and beyond repair, many homeowners assume that starting fresh is the only solution. But just like updating kitchen cupboard doors instead of installing a brand-new kitchen, a lawn renovation can breathe new life into your grass without the cost and hassle of a complete replacement. Aeration is like giving your lawn a breath of fresh air. By creating small holes in the soil, it relieves compaction and helps air, water and nutrients reach the roots. Once aerated, overseeding is the next step – adding fresh grass seed to fill in any bare patches and thicken the lawn. The best results come from choosing a seed mix that suits your lawn’s conditions. To give your lawn an extra boost, fertilising after aeration and overseeding encourages quicker establishment and overall healthier growth. If you’re looking for a quick fix before a garden party or special event, a bio-boost treatment can give your lawn that vibrant, freshly manicured look. Packed with essential nutrients, these treatments don’t just offer a temporary glow-up – they nourish the roots to support long-term growth, ensuring your lawn stays healthy and lush long after the guests have gone home. Still Think It’s All Too Much? For homeowners who’d rather leave these tasks to the experts, Greensleeves offers a range of seasonal treatments that tackle moss, thatch and tired lawns. “Many homeowners don’t realise that a struggling lawn can often be revived without drastic measures,” says Cheryl. “With the right care and seasonal treatments, it’s possible to restore a lawn to its full potential.” So, if your lawn is looking a little lacklustre, don’t throw in the trowel just yet. A little investment in the right treatments can go a long way – and it doesn’t have to be a pain in the grass! For further information about Greensleeves and how they can help you with your lawn care, visit www.greensleeves-uk.com

The LTA have confirmed the appointments of a new Chair from July 2025, William Jackson, and a new President from January 2026, Roy Colabawalla. William Jackson is Founder (and until 2024 Chair) of Bridgepoint, a FTSE 250 company and one of the world's leading quoted private asset growth investors, specialising in private equity, infrastructure and private credit. He was born and grew up in Macclesfield and has served on numerous boards during his career including holding the chair role at both Pret A Manger and MotoGP. He is the Senior Independent Director of The Royal Marsden NHS Foundation Trust, Europe's largest comprehensive cancer hospital and one of the world's top five centres for cancer research and also Chair of Wellington College Education, one of the leading co-educational international schools group. He is a keen tennis player and is married with three daughters. William succeeds Mervyn Davies, Lord Davies of Abersoch, CBE, who has been in post since 2018 and announced in December 2024 that he was stepping down later this year. William will take up his role immediately after The Championships at Wimbledon in July 2025. Roy Colabawalla has been LTA Deputy President since January 2023 and in this capacity also sits on the LTA Board. He is from Birmingham and is married with two young children. He has volunteered in tennis for over 20 years in a number of roles including multiple club positions, assisting in the Cliff Richard Tennis Foundation, being involved in the LTA’s international tournament at the Edgbaston Priory Club in Birmingham, multiple County committee roles and volunteering on the LTA council. Roy is a corporate partner in a regional law firm and specialises in a broad range of corporate work including mergers and acquisitions, corporate finance, private equity, joint ventures, group reorganisations and commercial transactions in mergers and acquisitions. He succeeds Sandi Procter who completes her three-year term as LTA President at the end of 2025. Roy will take up his role on 1 January 2026. An appointment process for a new LTA Deputy President is already under-way. William Jackson said: “I am delighted to be taking up this important role at such an exciting time for British tennis. The strong grassroots participation figures we have seen coupled with brilliant and inspiring performances from our professional players mean the future looks bright. I am passionate about access to opportunity for all, so am looking forward to working with colleagues at the LTA and the whole British tennis community to continue to open the sport up to more and more people.” Roy Colabawalla said: “I am hugely excited to become the LTA’s 24th President next year. I am proud to be following Sandi who has made so many strong connections inside and outside of tennis during her term. The LTA Council represent the grassroots of the sport across Britain, and I look forward to being their voice on the LTA Board and representing the LTA within the international tennis community.” Vicky Williams, LTA People Director, who facilitated both appointment processes said: “William was the outstanding candidate from a very strong field for the role of Chair. His extensive business experience including many years as Chair of different businesses including MotoGP, allied with a keen interest in sport and equality, meant that he had the perfect blend of skills to chair the board. Roy will be our youngest President for 68 years. He has been a very active Deputy President and I am sure will continue this approach in his role as President. It is a very important role that forms the bridge between the grassroots of our sport and the highest echelons of the international game, and he will bring enthusiasm and energy to the role.” Scott Lloyd, LTA Chief Executive said: “We are delighted that William has accepted the role, and I am sure he will prove an excellent Chair as we look to deliver our mission of transforming communities through tennis. I would also like to pay tribute to Mervyn who has been an inspirational Chair over the past seven years and has done so much behind the scenes to steer and support the LTA Board." "Roy has deep experience in British tennis and is ideally placed to build upon the contribution that Sandi has made, and strong relations she has developed across the sport over the past three years. I have no doubt he will excel in his new role and I would like to thank Sandi for all her hard work during her tenure.”