Business

Business Wessex in double data deal for lockdown

By Karen Bate managing director at Wessex The company, which provided where traditional copper cables Blandford-based internet Internet said: “This is a tough the same offer during last year’s perform poorly and where the provider Wessex Internet, is time of year for everybody, and lockdown and is contacting its upgrade from copper to fibre doubling its data to customers due to the increasing number of existing customers on limited was deemed uncommercial by on limited data tariffs for free people working from home, data tariffs individually to the rest of the telecoms industry. during lockdown 2021. children who are home inform them of the good news. The network consists of more Thousands of residents, schools schooling, people who are Wessex is an independent ISP than 150 wireless masts and and businesses across Dorset, shielding and businesses that are that uses its proprietary fibre over 1,500km of fibre Somerset and Wiltshire are operating under difficult network to deliver ultrafast delivering ultrafast fibre and being given a helping hand conditions it is anticipated that broadband to Dorset, Wiltshire, wireless coverage to more than during the third lockdown with more data will be used during Somerset and beyond. 3,500 customers. double data availability, free of this period. We want to take the Wessex delivers community n Wessex Internet customer charge in January and February. pressure off and – and give fibre schemes designed for support: 0333 240 7997 Hector Gibson Fleming, something back.” villages, hamlets and areas wessexinternet.com Hold their feet to fire over broadband

In our international design business, we save massively by not exhibiting at trade shows each year in North America, Europe and the Far East. We used to meet face-to-face to make excellent personal contacts. Conference meetings using Skype, Zoom, Microsoft Teams and Google Meets are now universally accepted. Face-to-face meetings still have a vital role, but more sparingly. In normal years half our clients pass through London, the undisputed world financial centre. We can be Dorset to London and back in a day, and conduct all meetings in English. Productive hours have increased. Each meeting starts on the dot, and ends promptly. Documents, images and video clips are shared on screen. Much less time before and after is involved. We write up each meeting on computer immediately, before the next appointment. By ‘meeting’ with more people, we sift opportunities to concentrate on those where we can provide greatest added value. During the covid crisis many of these ‘meetings’ are prospective sales meetings, but soon more will be live project meetings. Now is the time to speak with suppliers, contractors, professional associates in related disciplines, and contacts worldwide. At present they have more time to talk. We are using this time to know them better, learning what excites them most, and where we share values and aspirations. We want to stand out from our competitors, and rival purchasers when supply becomes limited. Despite no physical handshakes, we are getting to know each other sometimes better than snatched minutes on a trade booth. Once business resumes full-on, we expect to have more committed business relationships than ever. Exporting globally, a conference call costs the same anywhere in the world – no cost at all! The UK government has disgracefully retreated from its 100% Fibre to the Premises (FTTP) broadband commitment by 2025, to a soft ‘target’ of merely 85% – in practice typically much less than 85% in rural areas. The cost of fibre cable to every premises in North Dorset is the same as 700 metres of HS2 railway track. How dare they delay? Hold their feet to the fire! We must lobby for 100% fibre broadband by 2025 across our rural economy, and then we shall be glad to report record profits to the tax authorities in the years ahead. We have to pay the same taxes as anyone else, and today broadband is an essential utility! David Warburton MP, Andrew Murrison MP, Simon Hoare MP and Chris Loder MP, that means each of you! n Adrian Fisher is an award-winning maze designer in Durweston

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Business How to ensure you don’t leave your family with an avoidable tax bill...

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Taking the right steps now can shield your loved ones from tax and help ensure your money goes where you want it to go after you die. In the last tax year (2019/20), bereaved families paid some £5.2 billion in Inheritance Tax (IHT)1. However, while many people are aware of strategies that can reduce their IHT liability, such as gifting, they may be less aware of how some employee perks –including workplace pensions and death-inservice benefits (whereby a nominated beneficiary receives a lump sum if you die while in service with your employer) – could be storing up problems for their families in the future. Death-in-service benefits or pensions that are paid as a lump sum to a beneficiary after the death of the benefit holder will form part of that beneficiary’s estate – and IHT may become payable. Currently, IHT is charged at a rate of 40% on the portion of the estate over a £325,000 threshold, or up to £500,000 if it includes a family home that is being passed on to children or grandchildren. However, transfers between spouses and civil partners are tax-free. Preserving your assets The problem can, however, be avoided with the use of an asset preservation trust (APT). APTs are designed for the purpose of holding death-in-service and pension death benefits in such a way as to have the funds accessible to your beneficiaries while keeping them outside their estate for IHT purposes. The trust can be set up easily by a financial adviser, but you will also have to appoint two trustees who will be responsible for the distribution of your money after you have died. You will also need to inform your employer of your arrangements with an ‘expression of wishes’ form. This will ensure that money is paid into the APT rather than to the estate. Greater control The benefits of an APT go far beyond IHT mitigation and need not be the preserve of wealthier families. If, for example, you have children from a previous relationship/marriage and are worried about what will happen to your wealth if one of your beneficiaries divorces, or you are concerned about their ability to manage their finances, an APT provides more control over how and when your money is distributed, and to whom. Holding money in an APT can also be helpful if your beneficiary needs care later in life. As the funds in the APT are held outside their estate, they won’t affect eligibility for any meanstested local authority care. With an APT, the distribution of your estate is controlled by your chosen trustees, who will make decisions based on your instructions. Reviews would be recommended following events such as marriage, divorce or the birth of grandchildren. Getting set up Peter Harding Wealth Management will be able to help you throughout the process. As a form of discretionary trust, an ATP may be subject to certain tax charges – but these can often be offset by the benefits. They will also be able to advise you if the trust becomes unnecessary – for example, when you have retired and death-in-service benefits are no longer relevant, or when your tax position has changed. If you are interested in how an APT can save your family tax or help you control your wealth, please just ask and we can walk you through the process. Contact Peter Harding Wealth Management today for a no obligation meeting on 01747 855554 or email peterhardingwm.co.uk. We are here to help.

The levels and bases of taxation, and reliefs from taxation, can change at any time and are generally dependent on individual circumstances.

Trusts are not regulated by the Financial Conduct Authority.

1HMRC, Inheritance Tax Statistics 2019-20, July 2020

Peter Harding Wealth Management is an Appointed Representative of and represents only St. James’s Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the group’s wealth management products and services, more details of which are set out on the group’s website sjp.co.uk/products. Peter Harding Wealth

Management is a trading name of Peter Harding Practice Ltd.

Battens COVID-19 – Family Matters, how have things changed?

Solicitors COVID19 and the lockdowns have left many people feeling adrift in their The main difference to how proceedings relationships and have sadly led to an increase of incidents of domestic are now managed is the use of remote violence. The good news is that we are still able to help you with any Court hearings. The Court is providing both and all family matters during this time and have dedicated practitioners telephone and video link hearings. Usually working within the team. you would have to attend court in person alongside your solicitor and the other You may wish to undertake mediation in the first instance to see if parties. However, during the pandemic, matters can be agreed between you and your spouse or partner. Courts are now using the BT MeetMe Mediators are still working and this can be done remotely via Zoom. telephone conference service, Microsoft Teams, Skype and other video Thanks to the technology we now have, the same benefits of mediation conferencing software. These new methods of conducting Hearings are such as separate rooms, individual or joint mediation, or family easy to use and do not require additional software aside from a smart mediation can be accessed without putting yourself at risk. There phone for video conferences or any phone number for BT MeetMe. At are some circumstances in which mediation is not suitable; however, the outset of the Court Hearing you will be reminded that recording the attending mediation can help keep the relationship more amicable. A Hearing is a criminal offence and that it is essential you are alone in a less contentious divorce or separation can be much easier in situations private location for the duration of the call. Once this formality has been where there are children, for example. Mediation is a voluntary process covered, the process is the same as in pre-COVID times, and your solicitor and neither party can be forced to attend. However, mediation is usually can represent you. a mandatory step before any Court proceedings can be issued. We can advise you fully in respect of mediation and its appropriateness. There is currently a backlog in Court cases due to the increased demand and staff absence. However, Courts are still running and dealing with as If mediation is not suitable, or fails, we are now taking instruction mainly much as they can manage but there are delays in getting Court Hearings via telephone or remotely for example via Zoom. We can arrange a and paperwork being dealt with by the Court. Whilst this may mean any telephone call or virtual meeting whenever is convenient for you and proceedings take a little longer than usual, we are still able to offer the give you the necessary advice. full range of assistance and services as we could at any other time.

All documents and bundles for filing with the Court are now often being If you need any assistance in relation to any family matter please be filed electronically. This prevents multiple people handling documents. confident that our team can assist you fully – the processes may be We may therefore be sending you more emails with documents to be slightly different in these difficult times – however we can still progress electronically approved. We will take your email address at the outset to matters on your behalf. Contact Hollie Knapman on 01935 846255 or ensure we can send everything we need to you promptly and safely. hollie.knapman@battens.co.uk enquiries@battens.co.uk www.battens.co.uk 0800 652 8373

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By Karen Bate newsdesk@blackmorevale.net

Family businesses are economic powerhouses and the bedrock of our communities yet only three per cent make it to the fourth generation. Statistically, family firms who trade for 200 years amount to one in a billion. Blandford-based Hall & Woodhouse has been brewing in the heart of the Dorset countryside since 1777, trading for a staggering 244 years. Now in its eighth generation, Hall & Woodhouse is one of the oldest independent family brewers in the country. Surviving the Industrial Revolution, two world wars, The Great Depression, 14 recessions and a pandemic, nine monarchs later, Hall & Woodhouse is not just surviving, it is thriving. Leading the UK market in brewing and hospitality, the company owns 180 pubs and turns over £100m in a normal year – a testament to its entrepreneurship, innovation and vision. Well-known for its range of award-winning ales brewed under the Badger brand, a logo launched in 1977, Hall & Woodhouse sells 12 million bottles of Badger Beer globally each year and live by its ethos to “make people’s day”. “Purpose and strong values are at the heart of Hall & Woodhouse,” said chairman Anthony Woodhouse. “We want to make people’s day and enrich our communities from generation to generation and this is what drives us to get out of bed. “Our goal is to build on the success for generations to come.” Hall & Woodhouse has created a lasting legacy not just for their families, but for the people employed who form part of the Hall &

FAMILY BUSINESS: The Hall & Woodhouse directors pictured in 1899, inset, Charles Hall and Frank Woodhouse and, bottom picture, workers with a dray outside the original brewery

Brewing, innovating, investing and raising a glass for 244 years

Woodhouse ‘family’ and for the communities the firm serves. Since launching the Community Chest in 2002, the company has distributed more than £600,000 to local causes. Anthony said: “Our ethos is that we are stewards of Hall & Woodhouse and allow subsequent generations to become stewards. The thread of entrepreneurship has remained a constant throughout each generation.” This entrepreneurship and innovation can be traced back through the generations when Charles Hall, a gentleman farmer, opened a brewery in the village of Ansty in 1977 for Dorset’s hard-working and thirsty farmers. By 1793 the Napoleonic wars had begun and the British government gave their troops a daily allowance of five pints of beer. Charles, spotting an opportunity, won the licence to supply Wellington’s troops quartered in Weymouth. Mark Woodhouse, who has been working for the family firm since 1979 and is family director, said: “All the profits were reinvested in the business, a tradition that continues today. You will never see a Woodhouse driving a Ferrari.” Some 60 years later, Charles’ son Robert, who inherited the brewery, brought Edward Woodhouse into the business as his commercial partner, a move he knew would propel the business forward. What he did not foresee was Edward falling in love with Charles Hall’s granddaughter, Hannah Dodge. Thus, when Edward and Hannah married Hall & Woodhouse was born. Today 95 per cent of shareholders are able to trace their lineage back to Edward and Hannah and thus to Charles. Mark said: “Hall & Woodhouse was fortunate that Charles and Robert were alive to the fact that the troops at Weymouth would not be there forever and realised that they needed to guarantee the output of the brewery at Ansty. They reinvested the profits and started to buy pubs. The first recorded purchase in 1856 was the Ship on the Quay at Weymouth. “This sense of entrepreneurialism and reinvesting for the future is a key feature of our longevity.” Edward Woodhouse died in 1875. His sons George, Alfred and later Frank formed a partnership and took on the running of the company. In the same year the Badger logo was officially recorded as the trademark. n CONTINUED ON PAGE 58 57

Business Family firm securing its legacy to the

n CONTINUED FROM PAGE 53 In 1882, the trio bought Hector’s Brewery in Blandford, together with more pubs. Over the years it became apparent a new brewery was needed and they opened Blandford Brewery in 1900. After the deaths of Alfred and George, Frank held the fort while the fifth generations were fighting in the First World War. Harold and Charles joined, navigating the Great Depression and Second World War, and the pair increased their portfolio to 150 pubs during this time. Mark said: “The Crown in Blandford joined the family in 1932 – for the price of what we sometimes take in a day now.” Edward and John joined in 1949 after war service and Sunparlour Soft Drinks was set up in 1957. “This was the forerunner to Panda Pops, which Jock Woodhouse, ex-SAS and founding father, ran very successfully from 1968,” said Mark. “At one time Sunparlour commanded over 25 per cent of the children’s drinks market. This business was eventually sold and the proceeds reinvested in Hall & Woodhouse in Bath.” To invest and to innovate are key strengths of the firm. In 1963 Matthews & Co Brewery, Gillingham, merged with Hall & Woodhouse. In the same year the Badger Steak House concept was launched – one of the first pub food offerings in the country. Success followed with the launch of Brock Lager followed by Skona, both leading supermarket brands, and in 1987 Tangle Foot secured a double gold in the World Beer Awards. 58

n Edward Woodhouse at The Ship Inn in Weymouth and, right, Ansty Brewery

n The fire at Hector’s Brewery in 1900 and, right, a print of the original brewery in 1899

n The new brewery in 2012, left, and the old building, right

John died in 1987 and David and Mark joined the board in 1990. David died in 2009 and Anthony took over as managing director and Mark as chairman. The eighth generation sees Lucinda Gray, Lucy Woodhouse and Matt Woodhouse heading the team. While steeped in tradition, it is clear Hall & Woodhouse are ahead of their game. Mark said: “Our first brewery in Ansty is just 10 miles down the road from our current site today. This was not like the microbreweries of today based in people’s garages. This stayed in operation until 1900, and part of it is still standing today as the Ansty Village Hall. This showed great ambition.” Securing a long and loyal following of its ‘guests’ and staff, who all form part of the Hall & Woodhouse ‘family’, it is little surprise the company have a low staff turnover and remain strong in tough economic times with its sustainable approach to investment and a forward thinking edge. Anthony said: “Hall & Woodhouse is a values-led business where the team is part of the family and the family is part of the team. We own 180 pubs, from the traditional to state-of-the-art and we continue to invest and innovate. “By making people’s day it is vital that we employ the very best talent. We are known to be a great place to work. Our staff turnover is low, many have worked with us for more than 50 years. “Many people develop longterm careers with us while

Business community after 244 years of brewing

n Current directors Mark Woodhouse, Anthony Woodhouse and Lucinda Gray

for many young people, working in one of our pubs might be their first job and first step into the adult world of work. “All our careers are richlyrewarding and social mobility is excellent. “From apprentices to operations management, administration to accounting, transport to retail, marketing and brewing, we have many wonderful opportunities –each challenging and rewarding – offered with all of the support you need to succeed.” Hall & Woodhouse built its third brewery in 2012, to the tune of £5m, with flexibility to produce Badger’s widely recognised range of 12 beers in a lowenergy, sustainable way and allowing for future growth to take the company well into the next century. Anthony added: “We are a much-loved and cherished tradition, yet we adapt with a forward-thinking edge and are a step ahead in anticipating consumer trends.” What is certain is that Hall & Woodhouse has secured its legacy to make people’s day for at least the next century.

n hall-woodhouse.co.uk

Four Sins to Avoid

Directors’ Responsibilities at Insolvency

Clive Fortis, a director of Antony Batty & Co, Insolvency Practitioners & business turnaround specialists, warns that directors must ensure they carry out their responsibilities, especially right now. “It will only get harder for many 昀nancially distressed companies to survive, despite government support. End of January tax bills are coming, and with the 昀rst CBIL repayments under 3 months away, many businesses will be teetering on the edge of insolvency, so directors need to be vigilant. The 昀duciary duties of directors at insolvency are unchanged by Covid-19. They must tread very carefully to avoid personal liability to creditors and the possibility of misfeasance claims, director disquali昀cation, or even prison. Also, if CBILs are mis-used and the company becomes insolvent, a likely outcome is that the directors will be personally liable for the outstanding loan.

The four sins for directors to avoid if insolvency strikes are:

Wrongful Trading. A civil offence that occurs when a company continues to trade whilst insolvent.

Fraudulent Trading. A criminal offence where a director knows their company is insolvent and deliberately attempts to deny creditors what they are owed.

Creditor Preferences. Directors must not show preference to one creditor over any other.

Transactions at an Undervalue. Any transaction for asset disposal must be at arms-length and full value. Directors must always be aware of their company’s 昀nancial position. Ignorance is no excuse. Failure to recognise that a company is 昀nancially stressed is likely to be seen as irresponsible, negligent and proof of ‘un昀t conduct’ by the directors.”

Advice for Directors

“The sooner under pressure directors act, the better the chance of survival. Figures from R3 (the Association of Business Recovery Professionals), show that over 40% of insolvent businesses are rescued by Insolvency Practitioners. From access to 昀nance to the breathing space that insolvency procedures such as Company Voluntary Arrangements and Administrations provide, liquidation is not inevitable. In addition, the earlier directors talk to an Insolvency Practitioner the quicker they can be advised on what measures to take to avoid breaching their responsibilities.”

Clive Fortis, clive@antonybatty.com https://www.antonybatty.com/about-our-insolvency-practitioners/salisbury-of昀ce/

For when it isn’t business as usual.

CALL 01722 685101 OR CONTACT US AT HTTPS://ANTONYBATTY.COM/CONTACT-US

Cash Flow dif昀culties? Creditor pressure? Large tax bills? Uncertain turnover? Concerned about your responsibilities as an employer?

We have over 20 years of experience in helping and advising business owners with 昀nancial dif昀culties. Our aim is to help directors save their businesses and livelihoods. If a formal insolvency solution is needed, we are Licenced and Regulated by the Institute of Chartered Accountants in England and Wales to give insolvency advice. We have dealt with over 2,000 companies and individuals. If worrying about your business is weighing heavily on you and keeping you up at night, it’s time to speak to one of our specialists. An initial consultation is FREE*.

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