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New research from Barclays Private Bank and Wealth Management reveals that becoming a millionaire is more than a financial milestone, it is also a turning point for giving back. The data shows that 77% of HNWIs in the UK began making sizeable charitable contributions before the £2 million mark, with 51% giving before reaching £1 million. This is set against the backdrop of the ‘great wealth transfer’, with a third of HNWIs expecting to receive inheritances of £1m or more, suggesting that philanthropy could accelerate in the coming years. Advice is key to unlocking greater giving While wealth is a trigger, confidence is the real opportunity to unlock giving, with many donors hesitant to give more because they feel under-informed. While 81% of HNWIs want advisers to raise philanthropy proactively, only a third say it has happened. Guidance helps clarify intent, align giving with values and financial goals, and navigate complexity such as understanding charity operations and impact. While philanthropy specialists may wield the greatest influence on the sizeable giving of HNWIs (43%), these are closely followed by tax specialists (34%), family offices (33%) and wealth managers (29%). Donations are growing but impact is key HNWI giving is rising, with median annual donations rising from £5,500 in 2019 to £12,000 in 2025. Organisations that clearly demonstrate mission, credibility, and measurable results are more likely to attract major gifts. Two-thirds of HNWIs seek social or environmental impact, among younger donors (18–34), 44% require evidence of impact before giving large sums, nearly double the rate of older donors. Top causes include health and social welfare (supported by nearly 80% of HNWIs), followed by climate and environment (73%) and social justice and development (69%). Philanthropy is becoming more structured The research also found a third of HNWIs have already set up charitable trusts, included philanthropy in estate plans, or engaged advisers to shape their giving. A quarter have donor-advised funds, and similar numbers plan to take these steps soon. This shift reflects philanthropy’s growing role as a core element of wealth strategy. Juliet Agnew, Head of Philanthropy, Barclays Private Bank & Wealth Management said: “The view of philanthropy amongst HNWIs in the UK is shifting to become an integral part of wealth planning. As the research shows, once individuals reach key milestones in their wealth journey, they increasingly want their money to carry meaning as well as value.” “There is a major opportunity for all kinds of financial advisers to play a more proactive role in guiding and supporting donors. As we approach the great wealth transfer, this is a chance to turn this intent to impact, ensuring that donors have the clarity, confidence and structures they need to make real difference.” To read the report visit here .

A handcrafted soap and skincare business in South Uist has opened a new purpose-built studio after the business owner accessed Business Gateway’s expert advice and funding support. The Uist Soap Company began at founder Joanne MacMillan’s kitchen table in 2016, when she started making natural soap for her young family. After honing her skills through a specialist soap-making course, Joanne began supplying friends, family and local craft shops. Demand quickly grew, and what started as a hobby soon developed into a thriving small business run from home. The company is known for its handcrafted soaps and personal care products inspired by the pristine landscapes and unique flora of the Outer Hebrides. Using the traditional cold-process method, Joanne creates blends infused with botanicals, seaweed, herbs and therapeutic-grade essential oils, all sourced with a focus on quality, sustainability and a sense of place. Products are available through her website and a network of carefully selected stockists such as Uist Craft Producers, Taigh Chearsabhagh, Puffin Studio Crafts, Benbecula Distillery and Salar Smokehouse. Eager to grow her business further and expand into new premises, Joanne turned to her local Business Gateway adviser, Catherine Macdonald, for guidance. Through one-to-one support, Catherine helped Joanne identify funding opportunities, resulting in a successful application to the Outer Hebrides Young Enterprise Support Scheme, which is funded by Highlands and Islands Enterprise and delivered by the Comhairle’s Business Gateway team. The funding helped bring Joanne’s vision for a dedicated studio to life, providing the space and facilities to increase production, expand her range and improve efficiency. The new workspace has also allowed her to invest in specialist equipment and streamline operations, ensuring she can meet growing demand without compromising on quality. Since opening earlier this year, the studio has become a popular stop for visitors and a welcome addition for the local community, with many appreciating the chance to see the craft and inspiration behind each product. Joanne MacMillan, founder of The Uist Soap Company, said: “The new studio has been a game-changer for my business, giving me the space and facilities I need to grow while maintaining the quality and craftsmanship that customers expect. The guidance and funding support from Catherine have been invaluable, and I’m incredibly grateful for their help in making this next step possible.” Catherine Macdonald, Business Gateway adviser, said: “It has been wonderful to support Joanne as she’s grown her business from a home-based venture into a thriving local brand with its own dedicated premises." “Her products not only showcase exceptional craftsmanship, but they also celebrate the unique character of the Outer Hebrides, it’s a fantastic example of how local inspiration can be turned into commercial success.”

Business leaders have pledged to work alongside the winner of next year’s Hampshire and Solent mayoral vote to champion the region’s ‘huge potential’. The promise was made at SOGROW, a business symposium that brought around 150 decision makers together to discuss and shape Southampton’s place in the regional economy. Held in The Spark Building at Southampton Solent University, the one-day SOGROW was organised by Hampshire Chamber of Commerce in association with creative marketing agency Carswell Gould. Partner organisations providing input included Southampton City Council, the Southampton Renaissance Board, Solent Growth Partnership, Venturefest South, ABP and Business South. Keynote speaker was Andy Haldane, a former Chief Economist at the Bank of England who served two three-year terms on the Bank’s Monetary Policy Committee, the body that sets the official bank base rate in the UK. Now Chief Economic Advisor for PwC, the multinational professional services network, Andy described the forthcoming regional devolution as a ‘once in a generation opportunity to craft a local plan and industrial strategy at real scale’. He said: “The Mayor will be a strategic leader who can operate at scale, and businesses need to seize the opportunity to achieve the inclusive growth devolution can bring to progress the Hampshire and Solent economy. There is huge potential in this region. My message to business is to think big and think bold, get behind devolution and tell a story that is distinctive. That will be the wellspring of growth and jobs.” Andy comments were echoed by Ross McNally, Chief Executive and Executive Chairman of Hampshire Chamber of Commerce, and Mandy Boughton, Chamber President. Ross said: “The inaugural SOGROW was a landmark moment for Southampton and its business community. It was about more than discussion; it was about shaping the future of our city through shared ambition, bold ideas and practical collaboration." “SOGROW brought together the voices that matter - leaders from business, education, public life and community - to explore how we grow sustainably, inclusively and with purpose. Let’s seize the opportunity to connect and grow together. Southampton’s next chapter starts here.’ In her closing address to attendees, Mandy said: “Let’s take the spirit of SOGROW and carry it into our boardrooms and places of work. Southampton’s future will be built by businesses working in partnership. We must keep growing, keep collaborating.” As well as the presentations by Andy, Ross and Mandy, SOGROW featured talks from Ed Gould, Creative Director at Carswell Gould; James Knowles, Vice-Chancellor of Southampton Solent University; Councillor Alex Winning, leader of Southampton City Council; Professor Mark E Smith, Chair of Southampton Renaissance Board; Kate Beal-Blyth, Founder and Chief Executive of Woodcut Media; and Jane Grattan, Deputy Director of Public Policy at British Chambers of Commerce. The day included small-group breakout sessions on themes such as low-carbon growth, innovation, connectivity, community and skills. A dedicated session on business needs and expectations in relation to devolution was hosted by Peter Taylor, Senior Partner at law firm Paris Smith and a past President of Hampshire Chamber. Contributors included: Nick Adams-King, Leader of Hampshire County Council; Mark Downer, Chief Executive of Griffon Marine; Claire Whitaker CBE, Chief Executive of Southampton Forward; Stephen Haynes, Executive Director for Growth & Prosperity at Southampton City Council; and Will Smith, Partner at KPMG. Photo: Andy Haldane, right, former Chief Economist at the Bank of England, was keynote speaker at SOGROW. With him in The Spark Building at Southampton Solent University are Mandy Boughton, Hampshire Chamber’s President, and Ross McNally, its Chief Executive and Executive Chairman.

Arkell’s Brewery and French & Jupps are proud to announce the launch of Ancestry (ABV 3.8%), a brand-new cask ale brewed in collaboration between one of Britain’s oldest family brewers and Great Britain’s oldest maltster. Together, they have crafted a speciality dark heritage beer that celebrates more than five centuries of combined brewing tradition. Ancestry will be available in pubs during October/November 2025. Brewed exclusively for cask, Ancestry is a smooth, easy-drinking, session-strength dark ruby ale. Head Brewer Alex Arkell selected a unique blend of French & Jupps' heritage roasted malts to build a complex flavour profile. Expect delightful notes of caramel, maple syrup, nuts, chocolate, and roast coffee in this speciality heritage beer. The collaboration began in September when Arkell’s Head Brewer Alex Arkell and Foreman Brewer Bob Mercer visited French & Jupps’ historic maltings. They conducted an in-depth tasting and analysis of the malts, selecting the most complementary heritage profiles to shape the recipe. In late September, James Marinos from French & Jupps joined the team at Arkell’s Victorian brewhouse in Swindon to help brew the final product—a true meeting of traditions, where French & Jupps’ story dates back to 1689 and Arkell’s to 1843. Ancestry is the product of 518 years of shared tradition and expertise. Alex Arkell, sixth generation family member, said: “It’s wonderful to work with another family business that has such a passion for their heritage and traditions just like we do. We brew our beer in one of the oldest breweries in this country, they malt their barley in the oldest maltings, could there be a better collaboration of brewing heritage?” "It's an honour to see our range of malts being used by a family brewer of the pedigree of Arkell's." said James Marinos, Growth & Marketing Manager at French & Jupps. "Together we chose a unique blend of our Crystal and Roasted Malts to give Ancestry a flavour which reflects the complexity and depth of our shared centuries-old craft. I’m especially excited to share and taste a beer with such a unique story behind it." Ancestry (ABV 3.8%) will be available exclusively on cask at participating Arkell’s pubs throughout October and November 2025.

In the heart of Renfrewshire, where lorry fleets roll out from Linwood and construction projects unfold across the country, The Malcolm Group has grown from humble beginnings into one of Scotland’s most respected names in logistics and construction. But while its operations are far-reaching, the heart of the business remains distinctly local, personal, and deeply rooted in family values. For over a century, The Malcolm Group has remained a family-led enterprise with a strong sense of purpose—focused not only on logistics and construction but on supporting livelihoods and preserving a legacy. A Horse, a Cart and a Vision Originating as a family-owned business in the 1920’s, The Malcolm Group began with assets of just a single horse and cart. A small family-run enterprise, its operation involved collecting coal from the nearby railway station, filling individual sacks in preparation for door-to-door deliveries in and around the local area. The success the company has enjoyed since then is largely due to the hard work and business savvy of one man – Donald Malcolm – who inherited the coal-round business from his late father. With entrepreneurial foresight and prudent investment in vehicles, plant and depots, he is responsible for building the business which we know today. By 1960, when the firm was acquired by Grampian Holdings, Donald had built it up to a fleet of 37 vehicles - plus seven items of plant. Consistent investment in the business, often ahead of market trends, lifted the company to its current status as a respected player in the logistics and construction markets. On 18th January 2002, Grampian Holdings plc was renamed The Malcolm Group plc and was fully listed on the UK Stock Exchange. In May 2005, after 45 successful years in the "public" domain, the Group was once again taken into private ownership by the Malcolm family, currently run by Donald’s two sons Andrew and Walter Malcolm. Leading with Purpose Today, Andrew Malcolm serves as the Group’s Chief Executive. Having worked in almost every part of the business, from the garage floor to the boardroom, he brings a grounded perspective to leadership. For Andrew, the company’s purpose goes far beyond financial performance, it’s about stability, trust, and responsibility. “My job in life is to protect the workforce I have got,” he says. “I want to make sure every generation that works in the business sees a secure future, a secure income. Our first priority has been to create security and an income stream for people’s families that they can actually depend and rely on.” This people-first approach is a key reason why the company remains so resilient. Many employees have spent their entire careers at Malcolm’s. Some families have had three generations working there. The Malcolm Group’s culture is stronger because of shared values, including – care for people, promises delivered, trust and integrity, pride in our work and mutual respect. Built on Relationships The company motto, “Practical Solutions, Successful Partnerships,” captures how The Malcolm Group prefers to work—with honesty, flexibility, and long-term thinking. In both logistics and construction, the focus has always been on building trusted relationships, whether with national clients, local authorities, or team members on the ground. Their logistics division now covers a vast network of warehousing, rail freight, road haulage and distribution. Meanwhile, their construction division services all areas of the construction industry including civil engineering & groundworks, sports surfaces, surfacing, plant hire, hiab & plant transport, tipper & skip hire, road sweeper hire, recycling, waste management, landfill and quarrying & aggregate supply. Despite its growth, the firm has always kept its feet on the ground. Andrew Malcolm's leadership reflects this balance—he holds fast to the company’s roots, but he’s also looking ahead. Practical Solutions, Sustainable Future Environmental responsibility is no longer optional in any industry, and The Malcolm Group is embracing the challenge. Sustainable business practices have been at the core of the Group’s one hundred years history – putting their people at the heart, building successful partnerships for longevity, and looking at new innovative ways to reduce their carbon footprint. Their experience has enabled The Malcolm Group to be adaptable, practical, and efficient – attributes they hold key as they progress their environmental sustainability strategy. As a cross-sectoral business, operating within logistics, civil engineering, and waste industries, they recognise the opportunities and challenges ahead. With each sector being a vital component of continued growth and economic viability of the UK, the transition towards Net Zero across each sector is unique, bringing their own risks and rewards. A consistent feature, however, is the importance of collaboration and collective agreement across peers, customers, industry bodies and governments. Their Environmental Sustainability Strategy compliments and supports their wider approach to ESG (Environmental, Social and Governance). They recognise the role they have in continuing to reduce carbon, improve air quality, enhance biodiversity, provide fulfilling employment opportunities, and connect communities. The Science Based Targets initiative (SBTi) has recently verified The Malcolm Group’s net-zero science-based target by FY2046, highlighting their continued commitment towards the climate emergency. This recognition demonstrated that The Malcolm Group’s climate related targets are aligned with climate science. Andrew looks forward to continuing their journey towards a greener future. Recognition and Responsibility In recent years, Andrew Malcolm’s leadership has been widely recognised. In 2023, he was awarded an MBE for services to the transport industry. The honour, he said, was not just personal, but a reflection of the collective effort of the business and the team he has led. “I’ve been quite lucky in life in that I do what I enjoy, and I enjoy what I do,” he remarked. “Although I’m the fortunate one who gets the honour, it is in no small way due to the business and team that I have around me.” He was also awarded an Honorary Doctorate by the University of the West of Scotland—an institution closely linked to the region and one whose graduates now work across the Malcolm organisation. For Andrew, it was particularly meaningful to be honoured by his local university and to see how the business continues to support and be supported by the community. Looking Ahead with Confidence Running a century-old family firm in modern times comes with real challenges—from volatile fuel prices and regulation to shifting labour markets and political uncertainty. But Andrew Malcolm takes a long view. The company is privately held, meaning it is not beholden to shareholders or quarterly earnings. That gives it the freedom to make decisions that benefit the business in five, ten or even twenty years from now—not just in the next financial year. He often speaks of the importance of stewardship over ownership—of maintaining something for the next generation. That ethos permeates every part of The Malcolm Group, from how it treats its staff, to how it invests in equipment, systems, and people. “My father was a phenomenal influence on me,” says Andrew. “What he gave me, what we’ve tried to hold onto, is the belief that when you look after people and keep your word, the business will look after itself.” A Legacy in Motion The Malcolm Group is proof that family businesses can scale without selling their soul. It demonstrates how tradition and innovation can co-exist—and how a sense of purpose, rooted in the value of people, can drive a business as much as profit margins or technology. As its trucks continue to criss-cross the UK and its teams break new ground on construction projects, The Malcolm Group remains quietly but confidently itself: proudly Scottish, wholly family-owned, and guided by the steady hand of experience. In a world of uncertainty, that kind of continuity may be its greatest strength of all.

Hendy Group has extended the number of people who have been with the business for 25 years or more with the addition of three new colleagues from Portsmouth to its ‘25 Year Club’. This takes the total tally across the business to 170 colleagues – more than 11% of the total workforce – cementing the Group’s position as an employer of choice across the south of England. Joining the Club in 2025 are Ian Lush, Parts Team Leader at Hendy Portsmouth Renault; Neil Restorick, Service Desk Engineer from Hendy Portsmouth Car and Van Store; and Harry Pearson General Manager from the Hendy Portsmouth Ford and Kia dealership. On 12th September, Hendy Group Chief Executive and fifth-generation family member, Paul Hendy hosted a dedicated event to celebrate the careers and achievements of the new members and welcomed them to the exclusive ’25 Year Club’. The celebratory event featured presentations and speeches from the Hendy leadership team, as well as an award ceremony where each inductee was presented with a commemorative carriage clock. Speaking on the day, Paul Hendy commented: “The ’25 Year Club’ is crucial for highlighting the success and dedication of our long-serving employees and showing our gratitude for their commitment to the Group’s success. It is also a chance to inspire the next generation of Hendy colleagues by demonstrating the range of long-term career opportunities we have to offer.”

CBRE Scotland successfully completed its first Property Bike Ride on Friday 26 September, cycling 20 miles from Glasgow to Balloch, Loch Lomond, to raise funds for Alzheimer Scotland. Twenty participants came together from across CBRE’s Glasgow and Edinburgh teams to take on the challenge, which the firm hopes will become an annual event, following the example of the CBRE UK’s London Property Bike Ride. Setting off at 9:30am from CBRE’s Glasgow office the team basked in the Autumnal sunshine as they made the 3-hour journey to the shores of Loch Lomond. CBRE has been supporting Alzheimer Scotland for two years, recently extended the partnership for a third year, and this latest event is part of the firm’s ongoing commitment to support the charity and raise funds. In addition to the Property Bike Ride, Scotland office staff have participated in a range of charitable initiatives this year, raising nearly £12,000 through activities including Row 50, a UK-wide rowing challenge, alongside various office fundraisers. Tom Garry, member of CBRE Scotland’s Charity Committee, said: "It was fantastic to see everyone in such great spirits as we cycled from Glasgow to Loch Lomond. The day went really well, and it was wonderful to bring together colleagues from all different teams in CBRE, spreading from property managers to credit control accountants.” “We hope to expand the Property Bike Ride next year to include family, friends and potentially clients, building on the success of this inaugural event and continuing to grow our support for Alzheimer Scotland." Georgia Jackson, Alzheimer Scotland, said: "We’re so grateful to CBRE Scotland for taking on this challenge. Seeing the team cycle all the way to Loch Lomond with such enthusiasm is truly inspiring, and the funds raised will make a real difference in supporting our work supporting those living with dementia and their families."

One of Dartmouth’s most iconic buildings, the Royal Castle, has reopened this week following a transformational renovation by St Austell Brewery.   The 17th century pub, which sits proudly on the harbourfront, has been sensitively restored over the past nine months. St Austell Brewery has worked meticulously to preserve the site’s historic features while giving it a new lease of life which will help secure its continued success for generations to come.   Andrew Turner, Chief Operating Officer at St Austell Brewery, said: “We are thrilled to be reopening the doors of the Royal Castle. This much-loved building needed significant investment, and we are delighted to have been able to sensitively restore it to its former glory, while respecting its rich heritage." “As a business, we are committed to continued investment into all of our pubs across the South West, providing beautiful places for our guests to eat, drink and stay."   “Our exceptional team, led by General Manager, Matthew McKinley-Booton have returned to deliver memorable experiences for the local community and welcome new faces from near and far.” The renovation has seen key elements of the pub reused and repurposed, including existing timber wall panelling, the reupholstering of existing furniture and timber listed floorboards. The site’s Victorian windows - previously hidden behind partition walls - have also been restored and its new pale-plaster coloured frontage pays homage to its likely original stone façade.   All 24 bedrooms at the Royal Castle, many of which have views overlooking the Dart Estuary, have been given a fresh look and feel inspired by the site’s waterside location.   Guests can enjoy a variety of bar areas and dining experiences, tailored to suit every occasion. On the ground floor, the Dory Lounge offers a cosy space ideal for informal drinks and light bites, complete with a dedicated area for sports viewing, while the Ketch Bar features comfy nooks and open fires. Towards the rear, a more traditional pub atmosphere awaits. Upstairs, the Sloop serves everything from coffees to cocktails, from breakfast through to bedtime. A private dining area is also available to hire. Original artwork of the local area - including prints by contemporary artist, Kim Carlow - are displayed alongside historic oil paintings, fusing tradition with modern design. The materials and colour palettes - soft sandy pinks, deep earthy reds and oceanic green blues - have been inspired by the Dartmouth landscape.   With a dedicated kitchen team at the helm led by head chef Iain Aldous, the pub’s refreshed menu champions local suppliers. Dishes such as pan-roasted pigeon breast, steamed cider mussels and mushroom bourguignon pie feature alongside a catch of the day, landed locally.   St Austell Brewery crafts award-winning beers including Proper Job, korev, and Tribute at its breweries in St Austell and Bath. In addition to its 45-strong managed estate, the company operates 123 leased and tenanted pubs across Devon, Cornwall and Somerset.   The Royal Castle’s transformation marks the seventh major refurbishment in the company’s managed pub estate in the past three years, following projects at the Wellington in Boscastle, the Pier House in Charlestown and most recently, the Pedn Olva in St Ives.

UK consumers are the most likely to think that fraud will become a bigger issue for banks and insurers in the next five years, compared to other European countries. The new findings from CRIF, Europe’s leading provider of consumer and credit information, shows that four in five Brits (84%) expect the scale of fraud to become an even bigger issue between now and 2030, with the level of expectation higher than in Germany (80%), France (77%), Italy (76%), and Poland (76%). Brits are also the most likely to expect a major cybersecurity incident in the next five years, with a similar proportion (81%) predicting that a significant data breach at a major bank will compromise personal information in the coming years. This compares to an average of 74% across the rest of Europe. As well as leading Europe in terms of fraud concerns, the research also reveals sharp divides between age groups around attitudes and behaviours towards financial fraud. Nine in ten Baby Boomers (92%) and Gen X (88%) now believe financial fraud will become a bigger issue, compared with a lower – but still significant – three in four Gen Zs (75%) and Millennials (76%). However, when asked about what they are most worried about negatively impacting their finances in the next five years, just a quarter of Gen Zs (24%) and millennials (26%) ranked fraud as one of their top concerns, compared to nearly half (49%) of Baby Boomers. Despite having overall lower levels of worry around the threat fraud can pose to their finances, UK Gen Zs are currently at significantly greater risk from scams, with young adults more likely than older generations to fall victim to financial fraud and lose larger sums of money. Sara Costantini, Regional Director for the UK & Ireland at CRIF, said: “Fraud may not be a new phenomenon, but the digital age has undoubtedly created more sophisticated ways for criminals to exploit consumers and businesses." “UK consumers clearly feel the most pessimistic about the situation, with expectations for fraud to get worse by 2030 and a widespread belief that major cyber breaches are inevitable. These concerns send a clear signal that fraud prevention and cyber resilience must remain top priorities for the financial services sector." “At the same time, there are striking generational differences. Older consumers are the most concerned, yet it’s younger generations who are more likely to fall victim – and lose more when they do. This underlines the need for greater collaboration across the sector to improve security, raise consumer confidence and ensure we reduce the impact of fraud in the years ahead.” Despite efforts to tackle it, the scale of financial fraud continues to generate major losses for the sector and its customers. Last year, fraud cost consumers and financial providers over £1.1 billion, according to UK Finance. As financial services continue to digitise, the pressure on banks, insurers and other providers to safeguard consumers will intensify. Nearly three-quarters of Brits (75%) now believe government and regulators will need to step in more forcefully to control the use of data and tackle fraud as a result. The new data forms part of CRIF’s upcoming Banking on Banks report – the second of 2025. The first report, published in June, looked at the biggest changes to the financial services sector across Europe over the last decade, drawing on the views of both consumers and senior financial services professionals working in the UK, and serving European markets. The second report, to be published in October, will look at the trends and issues that are expected to shape European financial services in the decade ahead.

Coventry football team Coundon Nugget FC has a brand new strip sponsored by contractor Clegg Construction. The construction company is currently redeveloping the Woodlands School site in the city to create a £23m new specialist education school, and the donation of new shirts to the football club is part of its commitment to the local community. Coundon Nugget FC plays at the Woodlands School site on Sundays and midweek in the Coventry Sunday League which is affiliated to Birmingham Football Association. Both of its teams ended last season on a high with the first team crowned champions and the second team finishing runners up in their division in their first season as a team. Now they are starting the 2025/2026 season playing in their new strip, sponsored by Clegg Construction. Based at the Nugget Pub in Coundon Green, Coventry, Coundon Nugget FC is the longest-serving team in the Coventry Sunday League, having been founded in the 1999/2000 season. First team manager Dave Thomas said: “Sponsorship is massive to clubs like ourselves and we greatly appreciate the kind support from Clegg Construction." “The costs of grassroots football is always rising in regards to league fees, pitch hire, paying officials, and buying kits and equipment. Clegg’s sponsorship has enabled us to buy a smart new kit which will keep the team looking sharp and everyone at the club sends their thanks.” The sponsorship from Clegg Construction allowed the club to buy 17 full outfield kits and a full goalkeeper strip. Open to men aged 17 and over, Coundon Nugget FC is a family and community club which regularly holds charity events and is currently supporting Hallie’s Hideaway – a UK charity that provides holiday homes for poorly children and their families to help them make precious memories. The charity’s logo has also been included on the new shirts, alongside the Clegg Construction logo and website. Michael Sims, MD at Clegg Construction, said: “It is important to the team at Clegg Construction that we support the local communities in which we are working. When we heard that Coundon Nugget FC needed a new strip, we were happy to step in to help, especially when we learned that the football team itself is such a strong supporter of charities and good causes.” Dave Thomas, who played for Coundon Nugget FC before becoming manager, added: “I would like to thank Clegg Construction and everyone from Cleggs that I have spoken to during the sponsorship process. Everyone has been fantastic and so supportive, with a special mention going to Peter Booth who was so kind to have a chat with me on site at the Woodlands School project and was the cog in getting everything rolling.” Clegg Construction began work earlier this year on a refurbishment scheme to deliver a new specialist education school for Coventry City Council on the site of the former Woodlands School in Eastern Green, Coventry. It is due to be completed in 2026 and will provide specially designed and much-needed additional space for pupils at Woodfield School and bring together primary and secondary aged pupils.

A tax expert has warned construction companies they need to be fully aware of updated legislation surrounding ‘contracted out’ research and development (R&D) tax relief claims or find themselves in deep water. Businesses can claim tax relief for the cost of R&D which is contracted out to or from another party, generally a sub-contractor, for accounting periods beginning from 1 April 2024, but HMRC is closely scrutinising applications and the language used in contracts. Emma Hussey, Tax Director at UK top 10 accountancy firm Azets, said: “The contracted-out legislation update has been welcomed as a sensible approach but is still open to interpretation. Anyone submitting a claim must ensure their eligible contracting project and associated working relationship has a robust, watertight and fully documented argument.” Under previous legislation, contracted project eligibility came down to the size of the company as to who could claim, which was a positive for contracting SMEs, but not for the subcontractors who were actually doing the R&D, and who could only claim under the old RDEC system, if at all. This led to situations where contractors were thinking they were undertaking R&D, but the field expertise lay with the subcontractor who felt its activity was routine – thus false R&D claims were being made on matters such as specialist engineering and software development. Conversely, although a great deal of R&D would be going on, such as on a design and build contract, the contractor may not have known about it, so no claims would be made. The situation was further complicated by First-tier Tribunals (FTT) late last year, one involving a construction company, in which HMRC’s claim that R&D activity was subsidised and therefore invalid was dismissed, and the company’s claim for R&D relief upheld. This led HMRC to update legislation. Emma said: “The updated contracted-out legislation certainly offers more clarity, however, there remain technical difficulties. “Now for R&D to be contracted out to a company, there must be a contract between two companies for R&D-based activities to be done. That contract can be written, verbal, or implied, and the R&D can be further subcontracted. However, in writing that contract, for the client to claim, they must have intended or contemplated that R&D of that sort would be done. “Whether R&D of that sort was intended or contemplated is suitably vague for a reason. HMRC wants to leave it up to reasonableness rather than contractual wording – it is not enough to just write in the contract ‘I own the R&D’ to claim relief." “Intended or contemplated, there must be more than just an awareness that R&D will take place – it is a requirement for this type of R&D. The client cannot be indifferent to how the end contract is completed as then they may not be intending for R&D to take place" “Also, the phrase ‘of the sort’ expands the scope – while the R&D doesn’t need to be precisely detailed, the work done needs to be similar to what was needed by the contract. In that case, considering the definition of R&D for tax purposes, the claim needs someone experienced in the engineering discipline and industry who can explain the technological advance and uncertainty." “We must also look at the working relationship outside of the contract. For instance, how much autonomy does the contractor have, who controls how the R&D is exploited, who is involved in the decision making, who owns the resulting intellectual property?" “In theory, this legislation should make it easier for those holding the R&D risk to reap the benefits, but I’m sure there will be more tribunal decisions arising from the changes in the next few years.” Latest available figures show there were 65,690 R&D tax credit claims for the tax year 2022 to 2023, a decrease of 21%. The total R&D tax relief support claimed for the tax year 2022 to 2023 was £7.5 billion, an increase of 1%. Photo : Emma Hussey, Tax Director at UK top 10 accountancy firm Azets, is advising construction firms to be vigilant over updated legislation surrounding ‘contracted out’ research and development (R&D) tax relief claims

A Lake District based hotel group has introduced Bitcoin transactions to help expand its business into new markets.    Guests with English Lakes Hotels Resorts & Venues now have the option to book and pay using Bitcoin for rooms and leisure services across its venues, which include Low Wood Bay Resort & Spa on the shores of Windermere.    The rationale behind the move is primarily to tap into the Bitcoin market both in the UK and overseas where there is a wealthy potential client base, as well as helping the hotel group to increase international bookings.    Using the Bitcoin digital currency exchange system provided by CoinCorner, the company is aiming to appeal to new customers and extend its global reach, especially to regular cryptocurrency users.    English Lakes Hotels Resorts & Venues managing director Ben Berry explains: “There are sound business reasons for hospitality companies like ours to be embracing new technology and plugging themselves into the Bitcoin network."  “There is significant wealth held by Bitcoiners, both in the UK and around the world, and these individuals tend to lean towards supporting businesses that support this cryptocurrency. So it makes sense to accept cryptocurrency payments using Bitcoin and offer our guests a secure system to book and pay for their stay."    “A key benefit for our customers is that they can make bookings and payments from anywhere in the world with greater certainty in terms of protecting themselves from price volatility. They can also lock in on exchange rates and avoid unnecessary bank charges or processing fees. Speed and ease of payments is another business advantage.”    English Lakes Hotels Resorts & Venues is also in the process of building up a treasury of Bitcoin. A key aim will be to offer the facility of paying suppliers who also accept Bitcoin.    The ability to utilise cryptocurrency payment platforms is becoming increasingly popular with international travellers, and more hospitality venues with global booking profiles like Low Wood Bay are starting to offer the service.    CoinCorner is an established provider of Bitcoin services which has been operating for over a decade. It serves over 350,000 users in more than 40 countries across the globe.    Photo : Ben Berry has overseen the introduction of Bitcoin payment facilities at English Lakes Hotels.