Hendy Group is starting 2026 on a high after securing a top 20 position in the national Family Business Apprentice Employers Report 2025, underscoring its continued commitment to nurturing future talent. Published by Family Business United, the report highlights family businesses making a significant contribution to the UK’s apprenticeship landscape. Last year, Hendy welcomed 15 new apprentices, bringing the total to 38 apprentices currently undergoing training across the family-run business. Hendy also celebrated the graduation of six apprentices from the previous cohort, including two who achieved distinctions. All six were offered and accepted permanent full-time technician roles across Hendy Group. The process of bringing on new apprentices continues unabated. Hendy is always looking for talented people to join the Group. People who are interested in apprenticeship opportunities within the Group and are keen to be part of an innovative and exciting organisation, visit here . Nathan Dyson, Apprentice at Hendy Group, says: “Completing my apprenticeship with Hendy has allowed me to develop my skills and confidence to be able to communicate and build my professional network in the motor trade. Hendy has guided me to perform at my best and allowed me to progress on to the next stage in my career after qualifying with distinctions.” Structured training and a clear career pathway Hendy’s apprentice programme provides one-to-one mentoring, manufacturer-led college training and ongoing support from dedicated College Coaches, Trainers and Apprentice Ambassadors, who help guide new apprentices throughout their apprenticeship journey. The programme can take from one to three years, depending on the chosen speciality. Recruitment has increased following a successful year for Hendy Group in 2025, which now represents 25 automotive brands and has continued to expand its footprint across the South and South West through major site developments. Paul Hendy, CEO at Hendy Group, commented: “Being recognised as one of the UK’s top family-business apprentice employers is a great acknowledgement of the work that so many Hendy colleagues put into developing future talent. Our apprentices play an important role in the business, and it is a privilege to see each one grow into their role and give them a strong start in a dynamic, ever-evolving industry.”

Family Business United (FBU) has launched a nationwide campaign to highlight the contribution of apprentices working within family-owned firms as part of National Apprenticeship Week 2026 (NAW2026). Paul Andrews, Founder and CEO of FBU, said the initiative aims to celebrate both the scale and significance of apprenticeships across the sector. “We wanted to showcase the depth and diversity of apprentices working in family firms across the UK,” he explained. “Family firms are the engine room of the UK economy and focus on the long term, investing in all aspects of their businesses as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key aspect of this investment, and it is a pleasure to share stories about apprentices working in family firms this week in particular.” One of the businesses taking part is the John Good Group, a sixth-generation family enterprise founded in 1833. What began as a ship chandlery in Hull has grown into a multifaceted organisation specialising in logistics, shipping, travel, and e-commerce. Guided by its philosophy of “Growing Businesses Together,” the company places strong emphasis on long-term performance, responsible business practices and community support through the Matthew Good Foundation. CEO Adam Walsh said apprentices play a central role in the organisation’s future. “We invest in apprentices because they are the future of our organisation,” he said. “In a family business with over 190 years of history, longevity relies on constant evolution, and apprentices bring the fresh perspectives, digital fluency and hunger to learn that challenge us to think differently. They are not just trainees; they are a vital investment in our culture, helping us bridge the gap between our traditional values and the modern skills needed to drive our business forward for the next generation.” Among those thriving within the group is Hannah Hopkins, who joined as an apprentice in 2022 and now works as an admin clerk. Her training has included a Level 3 qualification in Business Administration and a Level 2 Certificate in Accounting, programmes she says have broadened her skills and strengthened her confidence. As Hannah explains, “My apprenticeship has provided me with skills such as communication, IT and project support which I can use throughout the organisation,” she said. “I chose an apprenticeship because I was changing career paths and preferred practical learning over full-time study. It also provided the bonus of getting paid while learning the skills and knowledge needed to continue throughout the company.” Hopkins completed her first apprenticeship in 2023 and continued her training in 2024 with accounting studies, which she passed in December 2025. She said the support of her colleagues has been key to her progress. “I wanted to continue learning new things while being able to progress and stay within the company. I was encouraged by my peers to do so, which made me feel supported.” She added that working for a family business has offered a sense of belonging not always found elsewhere. “There’s a real sense of trust because decisions are made with people in mind rather than just profit. The atmosphere is more relaxed and personal, and I’ve had the chance to help in different areas because the company encourages you to get stuck in." "There is a feeling of stability and pride in working here—decisions are made with long-term effects in mind, so it is great to be part of something built to last.” As Family Business United continues its National Apprenticeship Week campaign, Hopkins’ experience stands as a powerful example of the opportunities family firms create for emerging talent, and the value apprentices bring in return.

Birth order remains one of the most powerful lenses for understanding sibling dynamics in family enterprises. A sibling’s place within the family system often influences behaviour, leadership style, relationship patterns—including relationships with in-laws—and the values later passed on to the next generation. Although birth order has been widely discussed in the behavioural sciences for decades, profound social and structural changes—such as shifting gender roles, evolving family forms, and new legal and cultural frameworks—require us to continuously revisit how these dynamics play out in today’s enterprising families. This article offers practical observations that apply to many families, while acknowledging a fundamental truth: no two family systems are the same, and each sibling’s experience is shaped by a unique combination of context and timing. Two Factors That Shape Sibling Relationships Across generations and cultures, two variables consistently stand out: The amount of time siblings spend together during childhood The age gap between siblings Siblings who are closer in age typically form deeper emotional bonds. In larger families, it is common to see informal alliances emerge among siblings born closer together. Another, often overlooked, factor is the stage of the business when each child is born. In enterprising families, birth order intersects with the life cycle of the business itself. Older siblings may grow up during the uncertainty and resource constraints of the startup phase, while younger siblings are raised during periods of growth or maturity. These different contexts shape perceptions of effort, entitlement, risk, and emotional ownership—often long before siblings enter the business. Life-cycle alignment also matters. When siblings share similar life stages—particularly during midlife—relationships often stabilize. By then, roles in the enterprise tend to be clearer, personal identities are more settled, and many earlier conflicts lose their intensity. Oldest Siblings: Natural Leaders Firstborns frequently assume leadership roles, both formally and informally. They are often described as responsible, loyal, structured, and authority-oriented. Research across family firms suggests that firstborn siblings are disproportionately represented in top leadership positions. Older siblings tend to prefer clear decisions and defined hierarchies. While this can bring stability and focus to a family enterprise, it may also limit openness to dissent or alternative perspectives. Gender remains a critical factor. In many cultural contexts, older sisters demonstrate the same sense of responsibility and commitment as older brothers, yet are less likely to be recognized as legitimate authority figures. In some families, leadership opportunities bypass older daughters in favoir of younger sons, reinforcing unspoken hierarchies that can resurface later as conflict. The leadership advantage of firstborns often works well when the business is performing strongly. However, when results falter, unresolved tensions may surface. Authority that once felt natural can quickly be challenged, particularly if siblings feel excluded or unheard. Younger Siblings: Agents of Innovation Younger siblings often enjoy greater freedom, fewer expectations, and more access to family resources. As a result, they tend to develop creativity, independence, and a willingness to challenge established norms. In larger families, younger siblings frequently become the drivers of change—questioning rules, proposing new ideas, and pushing the system to evolve. These traits can be invaluable in periods of transformation, innovation, or generational renewal. At the same time, their perceived privileges can generate resentment if not openly acknowledged and managed within the family system. Middle Siblings: Skilled Negotiators Middle siblings are often natural negotiators. Positioned between authority and freedom, they tend to be adaptable, socially skilled, and capable of seeing multiple perspectives. Yet this flexibility comes at a cost. Because their role is less clearly defined, middle siblings may feel overlooked or undervalued—particularly in same-gender sibling groups. This sense of invisibility can persist well into adulthood and influence how they engage with governance, leadership, and ownership discussions. As family sizes shrink globally, middle siblings are becoming increasingly rare, making this balancing role less visible—but no less important. Final Reflections Birth order continues to shape family enterprise dynamics in meaningful ways. Despite evolving social norms, the timing of births, shared childhood experiences, and the stage of the business remain powerful forces in how siblings relate to one another. While no framework can capture the full complexity of family systems, understanding birth-order patterns provides families and advisors with a valuable lens. Used thoughtfully, it can foster empathy, improve communication, and support more effective governance across generations." About the Author ; Guillermo Salazar is a senior advisor and founder of Exaudi Family Business Consulting. He is an educator, author, and expert on family governance, strategic succession planning, generational transition, and conflict resolution. He is a former FFI board member and a former member of the GEN (Global Education Network) faculty. Guillermo is the recipient of the 2015 FFI International Achievement Award and mentor of the Iberoamerica Virtual Study Group. In 2023 was inducted into the Family Business Hall Of Fame. He can be reached at guillermo.salazar@exaudionline.com.

JCB apprentices have created a unique 80th anniversary project at the company’s World Headquarters that invites the public to tune into its past, present, and future. The team of 15 young engineering, manufacturing and business apprentices designed the innovative ‘listening bench’ for the grounds of the company’s Rocester factory – giving employees, visitors, and the local community the chance to sit, relax and hear JCB’s story. The bench, designed in the style of Joseph Cyril Bamford’s first ever product - a tipping trailer made out of wartime scrap - has built-in speakers which play recordings at the push of a button, capturing the company’s remarkable story over the past eight decades. JCB Chairman Anthony Bamford officially unveiled the listening bench and pressed the button to introduce a recording of his father speaking 30 years ago on the company’s 50th anniversary. Lord Bamford said: “It’s a real thrill to unveil this listening bench and I hope people will enjoy sitting here and listening to stories about JCB. What I think is so clever is the way that our apprentices have integrated speakers into the bench and when I pressed the button, who should be speaking but my father, which was very emotional to hear.” Over ten weeks, a team of engineering, manufacturing, craft, commercial, finance and marketing apprentices were challenged to design and build the bench with a focus on sustainability, using surplus materials from production lines to keep the project as close to carbon neutral as possible. Project leader and Business Administration Apprentice Lana Hockaday, 21, said: “This project has really helped us develop a wide range of skills - from communication and teamwork to organisation and problem-solving." "For many of us, it was our first time taking on something of this scale, so it was a great opportunity to build confidence and experience working across different departments and sites. Seeing it all come together and hearing the finished audio playing from the first bench was an amazing moment.”

A Poole storage facility is investing more than £500,000 to increase its footprint by a third. Store & Secure in Hamworthy opened four years ago and has been so successful it applied for permission to expand. It is now preparing the site so work can begin on extending the premises at the back, providing hundreds more units. The family-owned business is run by ‘storage sisters’ Lucy and Sophie Maidman and the facility is named Joyce House after their late mother. Lucy said: “We opened four years ago and the 40,000sqft included hundreds of storage units of varying sizes as well as serviced offices. We are in the fortunate position of requiring more units and have been able to secure permission to increase the facility by around 30 per cent." “Already the new units which will be at the back of the facility are being allocated. We cater for domestic and commercial clients and we have many online retailers who store their stock with us." "We take in deliveries for them and it enables them to have a second income – it’s a trend that began during the pandemic." “Being a family business we really do focus on excellence of service and people are always welcome to pop in for a cup of tea – you can’t miss the facility because it’s bright yellow and next to Lidl.” Photo:   Kavan Wood of Store & Secure

Regal Food Products Group has officially opened a new multi-faith room at Leeds Bradford Airport, reinforcing its ongoing commitment to creating inclusive and welcoming spaces within community and public environments. Guests joined representatives from Regal Foods, ISSE (Inspire Support Sports Empower) and Leeds Bradford Airport on Friday 6 February to mark the official opening of the new facility. The landside multi-faith room has been thoughtfully designed to provide a calm and quiet space for prayer and reflection. It is available to passengers arriving at or departing from Leeds Bradford Airport, as well as airport staff and business partners working on site. The space features newly installed flooring and furnishings, including seating and dedicated footwear storage. Prayer mats and a qibla compass have also been provided to support faith practices. Regal Food Products Group Plc has a strong track record of delivering multi-faith facilities in public venues. Previous projects include Valley Parade, home of Bradford City Football Club (February 2023), and Headingley Cricket Ground, home of Yorkshire County Cricket Club (August 2016). Faz Ali, Sales & Marketing Director at Regal Food Products Group Plc, commented: “We are proud to continue our work in creating safe, inclusive spaces for people of all faiths in places where communities come together.” “The new multi-faith room at Leeds Bradford Airport provides a welcoming environment not only for prayer, but also for quiet reflection, offering passengers and staff a calm space. We look forward to developing our partnership with Leeds Bradford Airport as we work together to support wellbeing, inclusion and community needs.” Humayun Islam, Chief Executive of charity ISSE (Inspire Support Sports Empower) Ltd, commented: "Access to calm, respectful spaces for prayer and reflection in public settings is an important part of creating genuinely inclusive environments. The opening of the multi-faith room at Leeds Bradford Airport is a positive step that recognises the diverse needs of passengers and staff alike.” “Initiatives like this help people feel seen, respected and supported, particularly in high pressure environments such as airports, and demonstrates how practical design choices can make a meaningful difference to wellbeing and dignity." Kunaal Wharfe, General Counsel and Company Secretary and DEI Executive Sponsor at Leeds Bradford Airport, commented: “This new multi-faith room is an important step in ensuring people of all faiths and beliefs feel supported when travelling through Leeds Bradford Airport. We’re grateful to Regal Food Products Group for their support in delivering a calm, welcoming space for passengers, colleagues and business partners.” “This comes ahead of the delivery of a purpose-built airside multi-faith room, due to open in early 2027 as part of LBA:REGEN, which will also include dedicated ablution facilities. “These investments reflect our ongoing commitment to inclusion, wellbeing and improving the experience for everyone who travels through and works at LBA.”

Exclusive Collection has taken a further step in its sustainability journey with the introduction of Kress electric mowers across a number of its hotel and golf properties, reinforcing its commitment to responsible land stewardship. Following extensive trials at Lainston House and The Manor House, the group has begun rolling out Kress RTKⁿ robotic electric mowers across its portfolio, supporting a more efficient, lower-impact approach to managing its golf courses and surrounding landscapes. The move aligns with Exclusive Collection’s wider environmental ambitions, underpinned by its B Corp certification and, at The Manor House, GEO Certification® for sustainable golf operations. At The Manor House, where sustainability is embedded across both hospitality and golf operations, the technology has been tested over the past year on fairways and rough areas of the championship course. The trial period allowed the greenkeeping team to assess not only performance and quality of cut, but also how the system could integrate into day-to-day operations on a busy estate. The results delivered a consistently high-quality sward while reducing soil compaction and supporting healthier grass growth. The quiet, fully electric operation has also brought benefits for wildlife, golfers and guests, particularly during peak periods when traditional machinery can be disruptive. The shift supports broader sustainability objectives at The Manor House, which has been recognised with GEO Certification® for its approach to golf course management. Working closely with the Wiltshire Wildlife Trust, the estate has introduced habitat parcels to protect biodiversity, while recent initiatives have included water-saving irrigation upgrades, renewable energy generation and significant reductions in carbon emissions. Robotic mowing now forms part of this wider framework, helping to lower emissions, reduce noise pollution and make more efficient use of resources. Six robotic units are now operating at The Manor House, with further units introduced at South Lodge, Royal Berkshire, Lainston House and Ansty Hall, bringing the total to ten across the Exclusive Collection portfolio. During the summer months, the majority of rough at The Manor House will be maintained by the robotic fleet, allowing greenkeeping teams to redirect time and expertise towards detail-focused work that enhances playability, presentation and the overall golfing experience. Andrew Ryan, director of golf at The Manor House, said: “Sustainability at The Manor House is about making considered, practical choices that benefit the course, the environment and our members and guests. The trial period gave us confidence that this technology could support those aims while maintaining the standards golfers expect.” The partnership with Kress robotic mowers has been supported by premium distributor ATH Machinery in delivering tailored solutions across the properties. Nicola Jones, head of marketing at Kress, said: “Exclusive Collection is a perfect example of how robotic mowing can elevate standards while reducing environmental impact. The flexibility and precision make them ideally suited to golf courses and estate settings of this calibre.” Tim Lane, managing director at ATH Machinery, added: “Exclusive Collection have embraced innovation throughout the trial period and seeing the technology perform so well and then scale across such outstanding properties is something we’re really proud of.” The wider rollout reflects Exclusive Collection’s continued investment in responsible luxury. As a B Corp-certified business, the group has committed to measurable progress across governance, community and environmental impact, with land management playing a central role given the scale and setting of its estates. By integrating electric, autonomous technology into its grounds and course care, Exclusive Collection continues to evolve how its landscapes are managed - quietly, efficiently and with long-term environmental resilience in mind. About The Manor House The idyllic countryside retreat is like no other at The Manor House. Offering a fairy-tale setting for romance and escapism in the historic manor or mews cottages, with fine dining and gastro fare, as well as a championship golf course, all set in the picture-perfect village of Castle Combe. The hotel offers a choice of 50 luxurious rooms, suites, and cottages, all individually designed and full of historic character. Refined palates will appreciate the tasting menu offering British modern classics that never fail to delight at the Michelin starred Bybrook restaurant. For relaxed dining, local charm meets exceptional experience at The Castle Inn, an attractive 12th Century and top 50 gastropub. Offering golf on another level, the 18-hole, par-72, parkland course was designed by Peter Alliss and Clive Clark, and opened for play in 1992. The championship course measures 6,500 yards and is set within 365 acres of picturesque rolling countryside on the southern edge of the Cotswolds. For more information visit here.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. The campaign highlights the important role apprenticeships play in developing talent, building skills and supporting the long-term sustainability of family firms. Paul Andrews, Founder and CEO of Family Business United, said the initiative reflects both the depth of talent across the sector and the long-term mindset that defines family businesses. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” One of the family businesses featured in the campaign is KW Bell, where apprentices play an integral role across the organisation and represent the future of the business. KW Bell is a prominent third-generation family-owned construction and property development business based in Cinderford, Gloucestershire. Founded in 1968 by Keith Bell, it has grown from a local bricklaying outfit into a diversified group of businesses employing investing in and developing apprentices throughout the business. There are a number of apprentices currently developing their careers at KW Bell, including Quentin Gardner, a Trainee Quantity Surveyor undertaking a Level 4 Quantity Surveying HNC apprenticeship. Reflecting on his experience, Quentin said: “Working as an apprentice at a family business has allowed me the opportunity to learn valuable skills from my more experienced mentors, whilst remaining in my local area." "Working in a close-knit team has helped enhance my personal and professional growth, as we constantly work together to achieve targets.” Ollie Mason, who is undertaking the same apprenticeship, added: “Being an apprentice in a family-run business has helped me gain experience first-hand, learn from my mentors and build my pathway into a skilled role within the business.” Another Trainee Quantity Surveyor, Leisha Williams, values the balance apprenticeships offer between learning and earning. “My apprenticeship is a combination of lots of learning while earning at the same time,” she explained. “My responsibilities include measuring works, preparing valuations and pricing variations. I currently study at college one day a week for my Level 3 qualification and hope to progress to Level 4 and beyond.” “Being a Trainee Quantity Surveyor in a family-run business gives me the opportunity to gain real experience and contribute to future projects. My skills are improving, I’m paid while learning, and since working at Bells my confidence has grown significantly.” Joshua Tippins, an Apprentice Buyer and Quantity Surveyor, highlighted the long-term development opportunities available: “The apprenticeship with Bell Homes has provided many opportunities to improve my skills and knowledge over the last four years. Through workplace training and academic learning with AccXel, I’ve taken on increased responsibility.” He added: “I’ve been with Bells for six years now. It’s a brilliant business to work for, offering a wide range of pathways and opportunities within the construction industry in the Forest of Dean." "The company has decades of experience which I’ve benefited from greatly—it’s a privilege to work here.” For Lewis Hall, who is completing a BSc Quantity Surveying Degree Apprenticeship, the family business environment has been central to his development. “Working as an apprentice in a family business has allowed me to be mentored by those who excel in their profession, helping me gain valuable skills beyond the classroom,” he said. “The continued investment in my development demonstrates trust and motivates me to align with the core values of the business, contribute meaningfully and help build on the legacy already created.” Libby Brooks, a Buyer at KW Bell, described the breadth of her role: “My role requires me to procure materials ranging from brickwork to kitchens and internal finishes. This involves working closely with building merchants and subcontractors to negotiate pricing and control costs, while collaborating with sales teams to help bring customers’ visions to life.” “Working in a family business as a construction apprentice allows me to learn from people who genuinely want to teach the next generation the values and skills needed to do things the right way.” Apprenticeships also offer opportunities for the next generation of the family, including Amelia Bird, daughter of KW Bell Chief Operating Officer Nicola Bird. Amelia is a Trainee Buyer working towards a procurement qualification. “Gaining hands-on experience in buying, supplier management and cost control while studying is a fantastic way to develop a deeper understanding of the family firm,” she said. “Being an apprentice and a fourth-generation member of the family business means I’m learning my trade while helping to continue our family’s legacy." "I’m developing real skills, taking on responsibility early and seeing first-hand how our decisions impact the business and the people we work with.” As National Apprenticeship Week 2026 continues, stories like these reinforce the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign highlights both the depth of talent emerging from family firms and the long-term perspective that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come." "Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is JW Lees Brewery, Manchester’s oldest brewery. Founded in 1828 by retired cotton manufacturer John Lees, the seventh-generation family business remains headquartered in Middleton, in the north-east of the city. Today, JW Lees employs more than 1,525 people across its operations, including 150 at the brewery and Middleton Junction site and over 1,375 staff working across its 49 managed pubs, inns and hotels, alongside The Alderley Edge Hotel, The Trearddur Bay Hotel and Willoughby’s Wine Merchants. A further 100 pubs are operated in partnership with pub partners, with sites stretching from Manchester to North Wales. Theresa Mitchell, Learning & Development Business Partner at JW Lees Brewery, said apprenticeships are central to the company’s long-term sustainability. “Investing in apprenticeships is beneficial for a family business like JW Lees Brewery because they support long-term skills development while preserving the company’s values and heritage,” she explained. “Operating a brewery, warehouse and a large pub estate across the North West of England and North Wales requires a skilled, loyal workforce with diverse knowledge. Apprenticeships support in-house training, enabling our team members to develop the skills and expertise needed to meet specific operational needs.” She added that apprenticeships also provide a structured and cost-effective route to developing talent. “By utilising the Levy fund, apprenticeships give us clear career pathways, helping us retain talent over time and reduce recruitment and additional training costs. We continue to broaden the range of apprenticeships across all areas of the business to pass on traditional brewing and hospitality skills, embrace new technologies and ensure the business continues to thrive for future generations.” One of those benefiting from this commitment is Poppy Lownds, a Team Leader at The Huntsman Inn, who is undertaking a Level 3 Food and Beverage Hospitality Supervisor apprenticeship. The programme is designed to support individuals in their first management roles within the hospitality sector, equipping them with essential leadership, operational and people-management skills to independently supervise services and run shifts. “My apprenticeship has given me the opportunity to learn more on the job in a way that really benefits my day-to-day role,” Poppy said. “My progression has definitely improved through the apprenticeship, and achieving a distinction has given me a great deal of confidence in my work.” As National Apprenticeship Week 2026 continues, stories like this reinforce the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

As National Apprenticeship Week 2026 kicks off, Make UK is calling on the Government to commit to a Skills Investment Pledge to address the decline in apprenticeship starts and rise in those not in education, employment or training (NEET). The pledge would be a clear, public guarantee that every pound collected from the Skills and Growth Levy (formerly Apprenticeship Levy) and the Immigration Skills Charge (ISC) will be spent on developing the workforce the UK needs. Skills shortages remain one of the biggest barriers to growth and productivity for manufacturers, with around 50,000 live vacancies in the sector. Despite record employer contributions through the Growth and Skills (G&S) Levy and the Immigration Skills Charge (ISC), billions are collected each year that are not reinvested in the skills system – effectively hitting employers with an extra tax. Make UK’s Industrial Strategy Skills Commission found that a lack of the right local training provision was a significant barrier to employers taking on more apprentices. With a large chunk of the money – estimated to be over £1 billion – paid by businesses via the Growth and Skills Levy and Immigration Skills Charge not being used by the Government to fund training, it is within ministers’ gift to address this challenge. Without action, manufacturers fear that valuable skills training will be reduced even further. Industrial Strategy commitments to allow G&S Levy funds to be spent on short courses are welcome. However, action is needed to address the 40% decline in engineering and manufacturing apprenticeship starts since 2017 and reported perceptions that the G&S Levy is making it harder for manufacturers to plug skills gaps. Make UK is calling on the Government to commit to a Skills Investment Pledge – a clear, public guarantee that every pound collected will be spent on developing the workforce the UK needs. To ensure that the revenue from skills levies is spent productively, the Government should: Increase the supply of apprenticeships and other high-value courses through direct incentives, particularly targeted at smaller employers. Identify ways to loosen the training criteria with a primary focus on its Industrial Strategy sectors, trusting businesses in these sectors to know how to address the skills shortages they face. For manufacturers, the benefits would be immediate, securing vital resources to expand apprenticeships, Skills Bootcamps and Higher Technical Qualifications, and improving funding bands in high-cost technical disciplines such as engineering, and rebuild capacity in further-education providers. Ringfencing levy funds for skills would reallocate over £1bn per year (0.1% of GDP) towards workforce development and training by 2029-30. This is a 69% increase on current government funding for apprenticeships, equivalent to around 234,000 additional starts a year. Applying more conservative assumptions than the Government’s own estimates would still produce an annual boost to the economy worth between £4.4 and £5.9bn in the long run, driven by higher wages and employment from a more skilled workforce. Rt Hon. Robert Halfon, Executive Director, Make UK said: “Manufacturing and engineering apprenticeships are in steep decline, yet billions from the Growth and Skills Levy and Immigration Skills Charge are not being used by the Government where they’re needed most – risking valuable training being cut back." "Ringfencing these funds through a Skills Investment Pledge could instead unlock hundreds of thousands of new apprenticeships, plug skills gaps, and deliver at the very least a £4.4 billion boost to the economy. The time to act is now - our young people and our sector cannot wait.” Photo Credit: Make UK

Family Business United (FBU) is marking National Apprenticeship Week 2026 by shining a spotlight on apprentices working within family-owned businesses and the vital role they play in securing long-term success. Paul Andrews, Founder and CEO of Family Business United, said the campaign aims to highlight the breadth of opportunity available within the family business sector. “We wanted to showcase the depth and diversity of apprentices working in family firms across the UK,” he explained. “Family firms are the engine room of the UK economy and take a long-term view, investing in all aspects of their businesses as they seek to build sustainable enterprises for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share stories about apprentices working in family firms during National Apprenticeship Week.” One of the businesses featured in the campaign is Princebuild Limited, a family-run company that has been caring for, maintaining and building properties since 1971. Headquartered in Peterborough, Princebuild has grown steadily to serve clients across the East of England, while also delivering larger projects on a national scale. Cheryl Browne, HR Support Manager at Princebuild, said the company now employs more than 220 people and operates across six specialist divisions: Construction, Small Works, Insurance, Maintenance, Building Services and Commercial Interiors. “We specialise in providing a diverse range of services across the construction industry,” she said. “Our people are central to achieving our business goals and delivering the high levels of service our customers have come to expect.” Apprenticeships, she added, are central to the firm’s long-term strategy. “We invest in our apprentices because they are fundamental to the future of our family business, our communities and our industry,” she continued. “They bring fresh thinking, strong skills and a shared sense of accountability. Bonds across our business are strengthened as everyone shares responsibility for their success." "Growing from learners to leaders, many apprentices now form a dynamic, educated and experienced part of our senior leadership team.” Among those building their careers at Princebuild is Kendal Thompson, a Pre-construction and Procurement Supervisor who is undertaking a Construction Quantity Surveyor apprenticeship. He said the family business environment has played a key role in his development. “Being an apprentice for a family business offers connections with individuals who help build skills and passions in interesting ways,” Thompson said. “Whether it’s working with Cheryl in HR on training, Paul on tendering, or Jack in Health and Safety, everyone is passionate about working together to achieve our goals and celebrate the victories along the way.” He added that apprentices are encouraged to take ownership of their roles. “You carve out a place that makes you an irreplaceable member of the team, and you feel valued for your work and respected by everyone,” he said. As part of Family Business United’s National Apprenticeship Week 2026 campaign, Princebuild’s story offers another compelling example of how apprentices can flourish within family businesses, developing their own careers while helping to shape the future of the organisations they serve.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. The campaign shines a spotlight on the role apprenticeships play in developing talent, building skills and supporting the long-term sustainability of family firms. Paul Andrews, Founder and CEO of Family Business United, said the initiative reflects both the depth of talent within the sector and the long-term mindset that defines family businesses. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” One of the family businesses featured in the campaign is Arco, the UK’s only integrated safety products and services business. Alice Marren, Learning & Development Partner at Arco Ltd, explains: “We’ve made it our mission to make your world safer. As leading experts in safety, our size, scale and reputation in the sector are why we have such an impressive portfolio of customers.” As a family business Arco: Distributes over 170,000 quality-assured safety products Provides specialist safety training, consultancy and site services for some of the UK’s biggest brands, attractions and landmarks Employs around 1,500 people across the UK, with annual sales exceeding £300 million “As a family business, we believe investing in the future means investing in people,” Alice adds. “Apprentices bring fresh thinking, ambition and new skills, while gaining the experience and qualifications to build long-term careers with us." "Through our apprenticeship programme, we’re closing critical skills gaps and creating real opportunities for progression, innovation and leadership." "When we invest in our apprentices, we’re investing in loyalty, growth and the long-term success of the Arco family.” William Webb, a QSHE Apprentice at Arco Professional Safety Services, is gaining hands-on experience across quality, safety, health and environmental functions. His role supports safe working practices, compliance with industry standards and continuous improvement across client sites, combining structured learning with real-world experience. “Being a QSHE apprentice at Arco Professional Safety Services has given me the opportunity to learn directly from experienced professionals while gaining a recognised qualification,” William said. “Working within a family business means there is a genuine focus on people, development and long-term careers. I feel supported to build my confidence, develop new skills and take on real responsibility, knowing the organisation is invested in my future.” Brett Thompson, Digital Marketing Manager, is undertaking a Marketing Management – Level 6 apprenticeship. For him, the family business ethos makes a clear difference. “Being an apprentice in a family business means you’re developed for the long term, not just the next quarter,” he said. “Arco can put people first and invest in doing the right thing, even when it doesn’t deliver the quickest profit. That mindset creates real opportunities through apprenticeships, secondments, promotions and lateral moves." "I’ve been trusted to learn on the job and take on responsibility and budget much earlier than I would expect in a PLC. It’s been a genuine springboard for my growth.” Leanne Bulman, a Contract Support Coordinator, is undertaking a Level 2 Facilities Services apprenticeship. “Being an apprentice in an Arco family business means learning more than a trade—you’re learning values, responsibility and pride in your work,” she said. “It’s the opportunity to grow with the support of experience around you, to turn hard work into real skills, and to build a future where you’re trusted, invested in and given the chance to succeed from the ground up.” As National Apprenticeship Week 2026 continues, stories like these reinforce the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.