Dorset’s Douch Family Funeral Directors has achieved more than 1,000 great Trust Pilot reviews – making it one of the highest rated funeral businesses in the country. With 98 per cent of the reviews being the highest possible – 5 stars – the family business knows its emphasis on customer service is being acknowledged by clients. The company has seven branches - in Wimborne, Ferndown, Corfe Mullen, Parkstone, Swanage, Wareham and Blandford. It has been operating for well over a century and also provides its own multi award-winning pre-paid funeral plan.   Trust Pilot allows customers and clients to rate businesses and leave comments enabling others to better decide which company to use. Managing Director Nick Douch said: “We are so proud to have achieved this milestone of 1,000 reviews. And 98 per cent of them were 5 star reviews with the other two per cent being 4 star reviews. It's really is down to the highly experienced and motivated team we have across our branches." “Helping bereaved families arrange a funeral is an extremely responsible role and one we spend a lot of time making sure we get right. We provide training and our staff are experienced, but it often comes down to finding good people who have the right instincts, demeanours and personalities." “It is our policy to do anything a client wants and they really appreciate it when we go the extra mile. Some of the comments on Trust Pilot are so heartfelt it is hard not to be moved – when those who are in mourning take time out to post a review it means even more than it would otherwise.” Trust Pilot is arguably the most reliable platform of its type, having been in existence for more than a decade and boasting more than 111million reviews.

Spectrum Service Solutions, a leading independent cleaning and facilities management company, has announced changes to its management team. Former Operations Director Rebecca Bell has assumed the role of Managing Director, and former MD Sara Taylor (nee Speirs) is now Chair. The changes continue the legacy of being a strong Scottish family business, staying true to its heritage, and at the same time aligning with its commitment to personal development and creating an inspiring workplace and an environment where people can thrive. Sara Taylor founded the company in 2003, and it has grown year on year. It now has an annual turnover exceeding £16m and employs over 700 people working on daily cleaning contracts and at events throughout the UK. Sara's daughter Rebecca, a graduate of the University of Strathclyde, joined the business in 2008, gaining experience across all divisions before assuming the role of Operations Director seven years ago. Speaking about the transition to Managing Director, Rebecca said: "I'm very excited to be taking on the MD role. I've worked in the business for over 16 years, and I have a deep understanding of the role that everyone plays in the company and the challenges they face daily." "But, my experience is not only on the operational side; for many years, I've been working in business development as well as customer and staff relations. Also, I have invaluable experience in the event side of the business and project managing the delivery of our services at mass audience events." Spectrum has commercial cleaning and facilities management, providing daily services to organisations such as The Malcolm Group, Knight Frank, Harper Collins, Edinburgh Zoo, V&A, CBRE, Scottish Ambulance Stations, and Wm Grant & Sons. However, it is also renowned for the services it provides at some of the world's largest sporting events. They have worked at Olympic and Commonwealth Games venues, the Ryder Cup Matches and, for the past 5 years, with the R&A at the Open Championship. In the world of entertainment, they are equally prominent, having worked at stadium concerts for global superstars such as Pink, Coldplay, Ed Sheeran, and Robbie Williams, as well as many outdoor music events for DF Concerts. This news comes ahead of more promotion announcements in the business, which prides itself on the personal development of its workforce and its record of creating opportunities for advancement. Rebecca went on to say: "I know managing director at Spectrum is a significant and challenging job, but I am confident I have the experience I need and a great management team around me to continue to grow the turnover and stature of the Spectrum brand." "Naturally, the change to my role will mean other changes in the company. It's a real pleasure being able to recognise and reward people with the advancement in the business they fully deserve. I look forward to making these announcements in the near future." In tandem with the management changes, Spectrum's team has recently signed off on a new five-year strategy designed around its core values to maintain its impressive growth while achieving its sustainability, diversity and inclusivity goals. Spectrum’s founder, Sara Taylor is also excited about the future; commenting on the changes, she said: “I’m delighted that Rebecca is taking the reins, allowing me to take a step back from the day-to-day operations. I have every confidence in her; she has all the experience and attributes to take the company forward. And we have a fantastic management team in place who I know will support her and drive the business forward." “I’m also delighted to be taking on the role of chair; it provides me with the opportunity to take a step back but continue to play a role in the development of the company. It’s been an exciting journey over the past 21 years, and I suppose it’s a ‘coming of age’ in many respects. I’m excited for the future for Rebecca and everyone at Spectrum.”

Students from Leicester College have made the semi-finals of a national competition to find the Young Restaurant Team of the Year 2025. LC Lessons-487 Leicester College is one of eight semi-finalists for the competition, which is supported by the Savoy Educational Trust. The semi-finals will take place at Lainston House, part of the Exclusive Collection on Tuesday 11 March 2025. Launched in 2012, the competition brings together teams from across the UK who run a live restaurant service for guests. All competitors are aged 21 or under, with each team comprising two chefs and one front-of-house member, who balances the role of service and sommelier. The winners of the competition will embark on an international gastronomic study tour of Paris. Nicky Randall, Programme Area Manager for Hospitality and Food at Leicester College, said: “We’re delighted to reach the semi-finals of this prestigious competition and are all fully behind our team." "Our Taste Restaurant provides fantastic facilities and opportunities for students to gain real experience in the hospitality and catering sectors. The team’s success in this competition is further proof that the facilities, service and teaching that the College offers meet and exceed industry standards.” Vicky Enderson, Chair of Judges, commented: "The standard of entries this year exceeded all expectations and it was a difficult decision to choose our eight semi-finalists.” LC Lessons-497The semi-finalists for the UK Young Restaurant Team of the Year 2025 are: Leicester College Loughborough College Eastleigh College Suffolk New College Oaklands College Academy by Simon Rogan University College Birmingham North Warwickshire and South Leicestershire College For further details on the competition, visit here .

Business owners and shareholders planning to gift shares to their children because of impending changes to inheritance tax (IHT) have been urged to seek comprehensive advice by a tax specialist. The announcement of changes to Business Relief (BR) in last Autumn’s Budget has caused a great deal of consternation. Changes to the IHT relief available for assets qualifying for BR and Agricultural Relief (AR) are expected to come into force in April 2026. Although the legislation has not yet been finalised and a consultation is imminent as to the application to trusts, the proposals cap the amount of relief available. This means the first £1 million of qualifying assets will be exempt from IHT and the rest will attract 50% relief, rather than the current 100% relief. Also, unlisted shares (such as those on the AIM market), will qualify for 50% relief, down from the current 100%. Many people were wondering whether now could be the time to pass their shares in their trading companies on to the next generation of their family to reduce the IHT exposure on their death. Corporate tax advisory specialist Tina Harris, Partner at UK top 10 accountancy firm Azets, said the firm had been inundated with queries on the subject, but that now was not the time to make rash decisions. She said: “Take a step back – don’t rush, don’t panic, take a breath and think of the bigger picture. Our advice is don’t do anything too quickly because you might act in a way that is disadvantageous to you and your family." “People have a feeling that they need to do something, and the concentration has been very much on shares in a company – and that might not be the right thing to focus on." “Don’t make important decisions just for tax reasons. If people didn’t think of gifting shares to their children before then it may just be the IHT changes driving their thinking. There must be other reasons why they haven’t given the shares away previously, and these reasons may still be valid." “If it is a family company, do you really want your children to control it now? They might face a divorce or financial difficulties, or they may not have the experience needed – and where would that leave the business you have built up?” “Also, is giving shares away the right thing to do, particularly if business owners need the income/capital value or it results in the loss of control of their company? For some people, it is definitely worth considering making gifts of shares to trusts or individuals, but it is not the right solution for everyone. Before you give your shares away, make sure you understand the implications and that you don’t live to regret it.” Tina added that tax regimes often changed with governments and so there could possibly be a reversal of the current proposals in five years’ time, leaving people who had made a gift now to regret it later. “People in their seventies or eighties do need to think about matters relatively soon, but any business owners in, say, their forties or fifties, will probably experience many more tax changes in their lifetimes." “The younger business owner could gift shares or give something away, but what about taking some life insurance to cover that exposure instead? It might be worth combining keeping those shares alongside insurance cover to protect against the tax liabilities that may arise on your death." “Think also about your other assets. Maybe give away something that is a bit simpler and doesn’t generate any income for you, or that would not benefit from any IHT relief.” Tina said the first step should be to seek professional advice that considers the full picture, particularly with regard to the impact and exposure of IHT changes and BR/AR implications and then decide how to proceed.

In the complex and ever-evolving landscape of modern business, the role of a non-executive director (NED) has gained significant prominence. Non-executive directors are individuals who provide valuable oversight and guidance to a company's board of directors without being involved in the day-to-day operations. They can bring a wealth of experience, objectivity, and diverse perspectives to the table. So what are the benefits of having a non-executive director on a company's board. Independent Oversight One of the primary advantages of having a non-executive director is the independent oversight they provide. NEDs are not part of the company's management team, which means they can offer impartial assessments of the company's performance, strategy, and governance. This objectivity is crucial for holding the executive team accountable and ensuring that the company is on the right track. Strategic Guidance Non-executive directors often have extensive industry knowledge and experience. They can offer valuable strategic insights and help the company navigate challenges and opportunities. Their external perspective can identify blind spots and suggest innovative solutions that may not be apparent to the executive team. Risk Mitigation NEDs play a vital role in risk management. They can help identify potential risks and advise on risk mitigation strategies. By providing an extra layer of scrutiny, NEDs can help prevent costly mistakes and crises. Their experience in dealing with various business scenarios can prove invaluable in times of uncertainty. Enhanced Corporate Governance Good corporate governance is essential for building trust and confidence among stakeholders. Non-executive directors contribute to improved governance by ensuring that the company follows ethical practices, complies with regulations, and upholds its responsibilities to shareholders and the wider community. Their presence reinforces the company's commitment to transparency and accountability. Diverse Perspectives Diversity in the boardroom is essential for making well-informed decisions. NEDs often bring diverse backgrounds, skills, and perspectives, which can lead to more comprehensive discussions and better decision-making. Diversity also helps in understanding and catering to a broader range of customer needs and market trends. Mentorship and Networking Non-executive directors can serve as mentors to the executive team, especially for younger or less experienced leaders. Their networks and connections can open doors to new opportunities, partnerships, and collaborations. NEDs can provide guidance on personal and professional development, helping the company's leadership grow and succeed. Shareholder Confidence The presence of non-executive directors can boost shareholder confidence. Investors often view NEDs as a sign of good governance and responsible management. This, in turn, can positively affect the company's share price and access to capital. In today's fast-paced and competitive business environment, non-executive directors play a crucial role in ensuring the long-term success and sustainability of companies. Their independent oversight, strategic guidance, risk mitigation, and diverse perspectives contribute to better decision-making and enhanced corporate governance. By fostering transparency, accountability, and shareholder confidence, non-executive directors are invaluable assets to any organisation looking to thrive in a complex and ever-changing world.

Engage Consulting, are proud to demonstrate their ongoing commitment to meaningful Corporate Social Responsibility initiatives. Further to their recent staff consultation, they have donated £500 to the British Beekeepers Association (BBKA) to support their Apiary Garden and Education Centre appeal. The BBKA's charitable aims are to advance public and beekeeper education in the craft of beekeeping and promote the importance of bees in the environment. Their Apiary Garden and Education Centre provides hands-on learning experiences for schools and community groups, helping them understand the importance of honey bees, pollinators and beekeeping. This educational resource plays a vital role in promoting conservation and environmental stewardship across the UK. Whilst the day-to-day work focuses on the energy industry, they recognise the importance of supporting initiatives that help build understanding of environmental protection across our communities. The leadership team commented: "As energy industry experts, we understand the value of practical education in driving positive change. The BBKA's Apiary Garden and Education Centre offers hands-on learning experiences that help schools and community groups engage with environmental conservation. Supporting initiatives like this helps build awareness and understanding of environmental challenges at a grassroots level.” Stephen Barnes, President of the British Beekeepers Association said: "We are delighted to receive this donation from Engage Consulting Ltd to our ‘Apiary and Education’ appeal. We invite school groups to spend the day with us free of charge to learn about honey bees and pollinators and their importance to the environment." "We also have our ‘Friends of the Honey Bee’ project aimed at reaching out to primary schools to encourage them to become more bee friendly and aware of the importance of pollinators. We would not be able to offer these initiatives without support through donations." This donation to the BBKA joins our other Corporate Social Responsibility initiatives in 2024/25, including the continued support of the Fuel Bank Foundation, helping vulnerable households maintain access to energy, and our contribution to the Ashden Climate Initiative. The regular donations and supporting our staff's ongoing fundraising activities demonstrate Engage Consulting's commitment to making a positive impact across both environmental and social causes in the UK. To learn more about the British Beekeepers Association and their important work, visit the website here.

A modern classic, since 1883. The Guinness Men’s Six Nations brand identity has been recharged. Connecting its rich heritage with the modern game, and articulated through a distinctive and bold new brand, designed to resonate with new and existing fans, the players and unions competing in the iconic Championship. Following extensive research and consultation with fans, target audience members, the Six Nations Unions and Federations, and international rugby players, Six Nations Rugby has created a brand identity that celebrates the heritage of its Men’s Championship, whilst connecting and reflecting the modern game. The bold visual designs reflect today’s game and how fans feel about the sport and specifically, the Men’s Six Nations experience. The launch of the M6N identity joins the recent introduction of W6N and U6N brands, creating a consistent and versatile family of brands. The modern brand is defined by its distinctive orange colourway, informed by research, and signifying the optimism fans feel when they come together at the end of winter to experience the Six Nations together. To reach fans and introduce the new brand, Six Nations Rugby, alongside its Unions and Federations, led a CGI social media campaign, alongside in stadia activation and host broadcaster support, across the final two weeks of the Autumn Nations Series. The brand was introduced across Six Nations Rugby social channels following the culmination of Ireland v Australia, in Dublin on Saturday (November 30); the final fixture of this year’s Autumn Nations Series. A ‘Rugby Recharged’ showreel here, debuted for fans in stadia, with global amplification across all Six Nations Rugby platforms. The brand-film seeks to articulate the new brand identity, and how it can connect more fans to the Championship. More than just reimagining the brand logo of the Guinness Men’s Six Nations, the launch of the new identity is intended to articulate the evolution of the Championship and modern game of rugby. The electrifying action and experiences that fans look forward to and enjoy every year, is expressed through the versatile new identity that has been informed by feedback from all corners of the game. Rich in heritage and returning bigger and better reach year, the Guinness Men’s Six Nations celebrates its 25th anniversary in 2025, but its roots reach back to 1883, when the Home Nations competition was first founded. It’s the heritage of the Championship that separates it from other forms of entertainment vying for the attention of fans, but a new brand identity offers the opportunity to better engage new fans, whilst excite existing ones. The impact can be to close the generational gap within fans, signposting rugby to a younger and more diverse audience. The work undertaken by Six Nations Rugby has been in progress for nearly three years, and the latest evolution of its Championship identities, joins the recently launched Women’s Six Nations and U20 Six Nations brands.

The Royal Horticultural Society (RHS) has announced the 44 finalists competing in this year’s RHS Britain in Bloom UK Finals, as groups across the nation prepare to win judges over with their greening of the UK’s villages, towns and cities. The finalists, nominated through regional arms of the competition, will compete to be crowned winner in one of eight categories, and will secure an RHS gold, silver gilt, silver or bronze award. One will then go on to be named RHS Britain in Bloom Overall Winner for 2025. Judges will assess groups’ efforts against a criteria that has environmental benefit, community engagement and horticultural excellence at its core. This year there are 13 first-time finalists, including Conwy in Bloom, Uppingham in Bloom and Torquay in Bloom with many showcasing groups’ commitment to sustainable water practices. Among this year’s finalists are Abergavenny in Bloom who have devised a smart system that draws on sensors fitted across the town centre that measure soil moisture levels and temperature to help conserve water and identify ideal planting conditions. Similarly, Stony Stratford in Bloom have fitted innovatively designed downpipes to polytunnels, enabling them to capture even more rainwater. Many groups such as Middleton in Bloom and Better Bankside are also managing ‘pocket gardens’ – smaller scale growing spaces distributed across urban areas and including plots of land next to train stations and bus stops, along residential roads and in town centres. Sarah Galvin, RHS Head of National Community Programmes, said: “Britain in Bloom is more than just a competition; it’s a celebration of the incredible impact that gardening and green spaces can have on our communities and the environment." "Congratulations to our 44 finalists who are demonstrating how convening people around gardening can be a powerful tool for tackling some of the most pressing environmental and social challenges we face today.” There are 17 Britain in Bloom Regions that nominate their highest-performing entries to compete in the RHS run UK Finals. Each of the finalists will be visited by a pair of judges in summer 2025, and winners will be announced at an awards ceremony in the autumn.

Red Roses join forces with Team England Rugby Ltd in ground-breaking move to help bridge the gap between the men’s and women’s game. This decision marks a significant step towards unifying the representation of both the men's and women’s teams under a single entity, ensuring stronger and more consistent advocacy on and off the pitch. TER is a not-for-profit organisation which was set up to work collaboratively with the RFU and other game-wide stakeholders, in order a create a fresh start and new governance structure for the men’s England Rugby Team. This new partnership with the Red Roses will be exclusive and will cover all matters related to their central contracts. The move reflects the growing recognition of the immense value of the women's game and the importance of a collective voice across the sport The move aims to: Support the growth of women's international rugby Enhance negotiating power for both teams across commercial opportunities Oversee bespoke player welfare matters Promote greater equity where possible One of the team’s elected representatives, Abbie Ward, expressed her enthusiasm about the new chapter: “Joining Team England Rugby Ltd is an exciting moment for us. As players, we are proud to be part of something bigger than just our team, and we look forward to the opportunities this brings." "With the Women’s World Cup around the corner, we’re more motivated than ever to have the right representation for us.” Ellis Genge, TER Ltd Board Director, added: “We welcome the Red Roses into Team England Rugby Ltd. We’ve seen tremendous growth in the women’s game recently, and this move demonstrates our commitment to supporting the Red Roses with the same expertise and focus that the men’s team has benefitted from.” The Red Roses will continue to push the boundaries of women’s sport, while the men’s and women’s teams unite to drive rugby forward across England.

The new partnership with the Home of Cricket joins football and tennis in Barclays’ commitment to professional and grassroots sport. Ahead of a world-class 2025 cricket schedule kicking off in April, Barclays is today unveiled as the new principal partner of MCC, owners of Lord’s Cricket Ground, the Home of Cricket. From creating unmissable experiences for fans to supporting young people in the community, the bank continues to create unparalleled opportunities through the UK’s most loved sports – football, tennis and now, cricket. The iconic Media Centre at Lord’s will now be known as the Barclays Media Centre. Since opening in 1999, the unique design has won eight architectural awards and offers the best panoramic views of the Ground. As with its partnerships in football and tennis, Barclays will support the MCC Foundation, the official charity of MCC, with one of the biggest annual donations made to the charity. These sporting partnerships demonstrate the bank’s long-standing commitment to the communities where it operates, helping people to develop the skills and confidence they need to succeed. Part of this investment will support the Foundation’s Hub Programme, a network of cricket hubs that provide free-to-access coaching and match play to state-educated children from across the UK, who might not otherwise experience the sport. Through Barclays’ contribution, the Hub Programme will expand from 124 sites to 200 sites in 2026, benefiting more than 10,000 young people by 2028. Barclays will also be supporting the MCC Foundation’s Coaching Programmes, expanding opportunities and removing barriers for young people, while levelling the playing field for women and girls across the sport. This work sees the bank build on the transformational work they already do in this area through football. Across their sport partnerships, Barclays’ record-breaking sponsorship of the Women’s Super League has seen the biggest investment ever made by a brand into women’s sport in the UK. Since 2019, women’s football has seen exponential growth to the most followed women’s domestic league and the average attendance at matches has increased 283% since the 21/22 season. As part of an ongoing commitment to equal access to football for girls, Barclays and The FA have extended their partnership through the Barclays Girl’s Football School Partnerships, which has seen the number of participating schools rise from 3,000 in 2019 to 20,000 in 2024. C.S. Venkatakrishnan, Group Chief Executive of Barclays, said: “It is a privilege to partner with Lord’s, the Home of Cricket. Barclays and Lord’s, two great British institutions, will work together to build the next generation of budding cricketers." "Barclays is invested in world-class sports partnerships. We are eager to work with the MCC Foundation on their grassroots cricket programmes, strengthening communities by providing access and facilities for all players.” Rob Lynch, Interim Chief Executive & Secretary of MCC, said: “This partnership marks an exciting new chapter for MCC, Lord’s and cricket as a whole. Barclays shares our passion for working for the good of the game and ensuring that as many young people throughout the UK can pick up a bat and ball and take part in our wonderful game. Their incredible support for the MCC Foundation will help us make cricket more accessible to thousands of young people, fostering the next generation of talent and fans to Lord’s.” In 2025, Lord’s will host four international fixtures: England and India’s men’s and women’s teams will face each other in a Test match and an ODI respectively; England take on South Africa in a men’s ODI in September; and the ICC World Test Championship Final will come to the Home of Cricket for the very first time. 2026 will see Lord’s host its first ever women’s test match, exactly 50 years since Rachael Heyhoe-Flint first led out an England women’s team on the ground.

A new study released by the UK's leading Out of Home media and infrastructure company, Clear Channel UK , revealed that over one in three people expect to increase their spending on food (36%) in 2025 compared to 2024, despite having money saving as their top New Year’s resolution. Other product categories consumers are expecting to increase spending on include travel (31%), household items (23%), clothing (19%), entertainment (14%), drinks (10%), toiletries/cosmetics (9%), shoes (8%) and bags (6%) while one in five Brits (20%) are determined to not increase their spending on any products/services at all. The study of 2,000 respondents, conducted via OnePoll, also revealed that Gen Z (41%) and younger Millennials (27%) expect to increase their spending on clothing more than older age groups, while the latter expect to spend more money on food. Interestingly, 47% of Brits purchase products specifically to aid them in achieving their New Year’s resolutions, with 44% admitting to ultimately regretting these purchases. Top 10 New Year’s Resolutions For 2025: Save more money - 42% Exercise more - 40% Eating healthier - 37% Weight loss - 28% Travel more - 23% Emotional wellbeing - 22% Trying new things/being more adventurous - 16% Being more sustainable - 13% Cutting down on drinking - 11% Spending less money on eating out - 8% There are also generational disparities when it comes to New Year’s resolutions. A high number of 18-24-year-olds (60%) and 25-34-year-olds (54%) cited money saving as their key goal for 2025. As the ages climb, saving money becomes less common among resolution-makers, with only 44% of 35-44-year-olds, 40% of 45-54-year-olds, 32% of 55-64-year-olds and 26% of 65 and over seeking to adopt frugal living. Gen Z and Millennials are more likely to focus on emotional well-being as a New Year’s resolution than older generations. Nearly one in three 25-34-year-olds (29%) and 18-24-year-olds (28%) chose emotional wellbeing as their focus for 2025. People aged 44 and over are 10% less likely to focus on emotional wellbeing. When asked about openness to new brands, Gen Z shopping habits suggest they are more likely to step out of their comfort zone and experiment with new brands than older generations. One in five (21%) of 18-24-year-olds and nearly a quarter of 25-34-year-olds (24%) claim to want to try new brands. That figure is almost three times higher than those aged 45 and over. Food (47%), clothing (35%), household items (31%), toiletries/cosmetics (28%) and drinks (24%) were revealed as the top product categories people are looking to try from a different brand. When it comes to main motivators for trying new products, the most popular responses were: when recommended by a friend (52%), when being exposed to advertising (23%), around specific occasions of the year (22%), the beginning of the year (20%) and when the product goes viral (18%). Other key findings from the study: Men (10%) are more likely to consistently stick to their New Year’s resolutions than women (6%). Millennials and younger; those aged 18-24 (27%), 25-34 (31%), and 35-44 (25%) are more inclined to try a new brand after being repeatedly exposed to advertising. Top reasons for trying new products are affordability, better product reviews, superior quality, brand reputation and dissatisfaction with a current product. Men (19%) are more likely to try new brands than women (10%). 1 in 5 (19%) of 18-24-year-olds are planning to increase their spending on toiletries and cosmetics - almost double what older generations are planning to spend on the same category. Ben Hope, Marketing Director at Clear Channel, said: ‘’Our study shows that while the younger generations are prioritising money saving for 2025, they are also more open to trying new brands after becoming aware through advertising - particularly Gen Z and Millennials." "This suggests they are a perfect target for marketers who plan to expand their reach." "Our study will help brands to better understand key opportunities this year and give them a better idea of how their customers plan to spend their money in 2025.”

As Data Privacy Day (January 28) arrives, many businesses are reflecting on their security practices. However, outdated myths about data privacy could leave your organisation vulnerable to serious risks. Key Points: Data is valuable, and even small information can be targeted. Cyberattacks are increasing across all businesses. IT and OT systems need equal protection. Cloud security is a shared responsibility. Compliance doesn’t guarantee security. IDS-INDATA is debunking some of the most common misconceptions that could lead to costly consequences. From the belief that 'our data is too insignificant to be targeted' to thinking that 'only IT systems need protection,' these myths put businesses at greater risk as threats evolve. Our Data Is Too Insignificant To Be Targeted Cybercriminals target any data they can exploit. No data is too small to be valuable, whether it’s customer records, financial information, or intellectual property. Protecting all data is vital to preventing potential breaches. Only IT Systems Need Protection In today’s environment, operational technology (OT) systems are as vulnerable as IT systems. These technologies often control critical infrastructure, making them key targets for attacks. IT and OT must be secured to prevent breaches affecting business operations. We’re Compliant, So We’re Secure Compliance is not synonymous with security. Regulations may lag behind emerging threats, and meeting compliance standards don’t guarantee protection from evolving cyber risks. Continuous risk assessments are necessary to stay ahead. Cyberattacks Are Rare And Won’t Affect Us Cyberattacks are more common than ever, and all businesses, regardless of size, are potential targets. Cybercriminals constantly scan for vulnerabilities, making it essential to maintain a proactive security stance. Our Employees Already Know The Best Practices For Data Security Human error is one of the most common causes of data breaches. Employees need ongoing training and awareness programs to identify and respond to threats like phishing or social engineering. We Have A Firewall; That’s Enough While firewalls are essential, they are insufficient to protect against sophisticated threats. Multi-layered security strategies are required to deflect advanced attacks, including those that target specific system vulnerabilities. OT Systems Are Always Isolated And Can’t Be Hacked OT systems, often connected to IT networks, are vulnerable to cyberattacks. These attacks can disrupt critical services and have real-world consequences, making integrating security measures across IT and OT environments vital. Often, companies don’t realise they have security gaps due to misconfiguration or unpatched vulnerabilities. In many ways, the OT environment is the more likely entry point for attackers. Small Businesses Are Not Valuable Enough To Be Targeted By Cybercriminals Cybercriminals often target small businesses because they typically have less robust cybersecurity defences. Regardless of business size, every organisation is at risk and needs the appropriate safeguards. Cloud Providers Take Care Of All Security Issues Cloud providers implement strong security measures, but responsibility for securing data in the cloud is shared. Businesses must address risks and configurations unique to their cloud environment to ensure end-to-end protection. Data Privacy Laws Only Apply To Large Organisations Data privacy regulations, such as GDPR and CCPA, apply to businesses of all sizes and across borders. Non-compliance can lead to substantial fines, making it crucial for every organisation to stay informed and adhere to relevant data privacy laws. Ryan Cooke, Chief Information Security Officer at IDS-INDATA , comments: “Many businesses think their data is too insignificant to be targeted or that meeting compliance requirements alone means they are secure. These misconceptions present a considerable risk." "Cyberattacks are on the rise and are generally not targeted, so it is vital to understand that every organisation across every industry is at risk." "Attackers know that your data is invaluable to you, regardless of what it is, so they will look to extort you to get it back. Companies must move beyond surface-level measures to implement proactive, integrated security strategies that protect IT and OT environments. Legacy signature-based antivirus and simple port-based firewalls are simply not enough." "Additionally, human error is a significant factor to consider. On Data Privacy Day, let's recognise that security is a shared responsibility; all systems and staff must be educated and protected to keep businesses safe. Clear and concise company policies should be shared across the organisation, and regularly updated security awareness training highlighting modern threats is just as critical as any technical security control.” "In today’s digital landscape, businesses must challenge these myths to understand the risks better and adapt their security strategies accordingly." "By embracing a proactive, integrated approach to data privacy and security, organisations can mitigate the risks of cyberattacks, data breaches, and costly fines."