During the January–May period, Vietnam’s exports rose 19.5% year-on-year to 215.66 billion USD, while its imports surged 30.8% to 229.46 billion USD. Total trade turnover reached 445.12 billion USD, up 25% from a year earlier.

During his reception for the US Deputy Secretary of State, Foreign Minister Le Hoai Trung said Landau’s visit reflects the importance the US attaches to its relationship with Vietnam and will help maintain the positive momentum in bilateral ties.

After years of boardroom whispers, palace-intrigue rumours and one alleged attempted coup, the question of who will inherit Britain’s most famous yellow-painted family business has finally been settled, and it is not the son the City had been quietly pencilling in.

Lord Bamford, the 80-year-old chairman of JCB, has confirmed that his younger son George, not his elder son Joseph (known as Jo), will eventually take the wheel of the Staffordshire-headquartered digger maker. The disclosure, made in an interview with the Daily Telegraph, brings to an end one of the longest-running succession sagas in British family enterprise and reshapes the future of a group that turns over £6.5bn, operates 22 factories across four continents and employs 19,000 people worldwide.

“In terms of us remaining a family business, that is very important, and we do have plans,” Lord Bamford said. “I’m very lucky and highly privileged to be in charge of this business at the moment. I don’t intend to be forever. I am 80, for heaven’s sake.” Asked directly who would step into his shoes, he replied: “It will be George.”

From heir apparent to outsider

For the best part of two decades, Westminster watchers and the wider engineering community had assumed Jo Bamford was being groomed to take over. He joined the family firm in 2004, was appointed to the board in 2006 and rose through a succession of senior roles, including head of major contracts, a brief widely read in the industry as a finishing-school posting for a future chairman.

What changed, according to people familiar with the boardroom, was an episode in which Jo is said to have pressed his father to step aside. Lord Bamford, by all accounts, viewed the approach as an attempted coup rather than a constructive nudge. The fallout has been swift and unambiguous: George, the family’s third child, has since been installed as deputy chairman, a clear public signal that the line of succession had quietly been redrawn.

The succession is yet to be formally rubber-stamped at board level, but few in the sector now doubt the trajectory. For a privately held company of JCB’s scale, the choice of chairman is not merely a question of family harmony; it shapes capital allocation, factory footprints, R&D priorities and the firm’s political voice for a generation.

Who is George Bamford?

If Jo was the obvious candidate, George has been the unconventional one. Best known outside engineering circles for the Bamford watch brand, which he founded and which built a cult following customising Rolex, TAG Heuer and other luxury timepieces, he has spent the past two decades building his own commercial reputation in the lifestyle and luxury goods market.

He will retain ownership of the Bamford watch business, but JCB is now becoming his full-time job. Those who have worked with him describe a brand-builder with an instinctive grasp of design and marketing, attributes that may prove useful as the digger maker leans further into electrification, hydrogen power and the premiumisation of construction equipment.

The inheritance-tax backdrop

The Bamford succession is playing out against a tax backdrop that has rattled family businesses across the United Kingdom. From 6 April 2026, the Treasury’s reforms to agricultural and business property reliefs have introduced a £2.5m 100 per cent relief allowance, with qualifying assets above that threshold attracting an effective 20 per cent inheritance tax charge rather than full exemption.

For the United Kingdom’s 5.3 million family firms, the change has been seismic. As the House of Commons Library has set out, the reforms close what ministers regard as a loophole exploited by the ultra-wealthy, but critics argue that they catch ordinary trading businesses in the same net as estate-planning vehicles.

Speaking at a business conference in April, Jo Bamford warned that the new regime could push the family’s empire abroad. “The family tax… is a real problem,” he said. “It could quite easily become an American business. I love being in Britain. But I would say to a political party of any stripe, look, there’s only so much you can ultimately do.” Lord Bamford, a long-time Conservative donor who has also written cheques to Reform UK, has been similarly vocal about Whitehall’s direction of travel, concerns explored in our recent piece on Lord Bamford’s £300m family windfall and the wealth-tax debate.

A sector-wide reckoning

JCB is far from alone. From Dyson to Global Brands, blue-chip family-controlled firms have warned that the new regime could force restructurings, share sales or outright relocations to safeguard jobs and intergenerational ownership. Business Matters has tracked the broader fallout in its analysis of how the £2.5m cap is reshaping family-business planning, with more than half of surveyed firms already pausing investment.

For Lord Bamford, the calculation has long been about more than tax. JCB’s ownership structure, headquartered in Rocester since 1945, is the bedrock on which the company’s long-term capital expenditure programme rests — including the recent decision to double its Texas plant in response to United States tariffs. A clean succession line gives lenders, customers and 19,000 employees a clearer view of the next chapter.

The lessons for other founders

The Bamford story is unusual in scale but not in shape. Even the most polished succession plans can be derailed by sibling rivalry, mismatched ambitions and an incumbent who is reluctant to let go. As Business Matters has previously explored in our five steps to successful business succession planning, early, candid conversations with successors, ideally years before any handover, remain the single biggest predictor of whether a family firm survives the generational baton change.

For Jo Bamford, life outside the JCB chair is unlikely to be quiet. He has built a substantial second career in clean energy, founding the hydrogen fuel firm Ryze Power and stepping in to rescue Northern Ireland’s Wrightbus from collapse. Few City observers expect him to disappear from the FTSE conversation.

For George, the in-tray is daunting but enviable: a globally respected brand, a balance sheet that has weathered tariffs, war in Ukraine and a cooling construction market, and a workforce that has known only one family at the helm. The yellow JCB livery has carried the Bamford name for three generations. On the strength of his father’s words this week, it is on course to do so for a fourth.

Read more:
JCB succession: Lord Bamford anoints younger son George as heir to £6.5bn digger empire

The latest figure exceeds the 45 fatalities previously reported by the National Disaster Risk Reduction and Management Council (NDRRMC) on June 10.

Collins Chong Yew Keat, a foreign affairs, security and strategy analyst at the University of Malaya (Malaysia), described AFF 2026 as a valuable platform for fostering long-term strategic thinking, regional trust-building and policy innovation.