St Austell Brewery has announced a £25,000 donation to A Band of Brothers (ABOB) Cornwall, a charity transforming the lives of young men through mentorship and long term community support. Founded nationally in 2006 and active in Cornwall for over a decade, ABOB works specifically with men aged 18-25 who are facing significant challenges, often including trauma, addiction, offending, or social isolation. Its Cornwall branches in Penzance, Falmouth and St Austell, run entirely by trained male volunteers, deliver a powerful 12 week mentoring journey culminating in a ‘homecoming’ graduation ceremony that celebrates each young man’s progress. Young men - often referred to the organisation by the judicial system to prevent them from ending up in prison - are supported by one-to-one mentors through their journey. Not only is St Austell Brewery helping to fund the vital group, but some of its staff are also training to become mentors. Piers Thompson, Head of External Affairs for St Austell Brewery presented the donation cheque from St Austell Brewery’s Charitable Trust to the group last month. Piers said: “A Band of Brothers is doing extraordinary, life changing work with young men across Cornwall, and we’re proud to support a programme making such a tangible difference in our communities. Our donation will help ABOB train more local mentors, expand the 12 week mentoring scheme, and provide ongoing community support for young men in Cornwall.” Mentor and local businessman Sam Galsworthy first discovered ABOB around five years ago through the Cornwall Community Foundation. After attending a graduation ceremony, he says he was “so moved” by what he witnessed that he knew he had to be involved. Later, as High Sheriff of Cornwall, Sam made ABOB his chosen charity after a moment he describes as “a lightning strike.” While with the Devon & Cornwall Police forensics team in the emergency call room, he experienced a deeply affecting time. Sam said: “Whilst working with Devon and Cornwall Police one evening, a hotline went off: a death - a young male, no suspicious circumstances. Half an hour later, another, the same again. Then another. Four calls in three hours. All young men and all from Cornwall. That moment crystallised for me just how urgent the situation was.” Recognising the crisis facing young men in the county, he joined ABOB as a mentor. He described the experience as transformative. “The most profound thing happens when you mentor, you get just as much back as the young men. At the passing-out ceremonies, the bravery of these young men - sharing their stories, often for the first time - is extraordinary.” Four years ago, James was in a dark place. Drinking heavily, struggling with drugs, and not coping with the pressures of fatherhood, he said his life was “basically going downhill.” He was introduced to ABOB through the Wild Young Parents Project. After completing the rites of passage weekend and 12 weeks of mentoring, James turned his life around, eventually starting his own business. He has since referred four young men to the charity and even mentored two others. “It’s a place for men to find community, role models, to learn and grow. It helped me accept parts of myself I never could before.” One of the men James encouraged to join the programme was his colleague Seb. Seb, 20, was struggling with alcohol when he started working for James. Seeing the signs he once recognised in himself, James encouraged Seb to connect with ABOB. “Taking that step was huge,” Seb said. I’d struggled with drinking for a while. But I’ve just graduated the homecoming and I’m proud of myself. I dropped out of school and college - I never had that end of year certificate. Seeing all those people there to support me was eye opening.” Since 2003, the St Austell Brewery Charitable Trust has been proudly supporting local charities, community causes, and individuals in need across the South West - helping to make a meaningful difference, close to home. More information on the trust can be found here.

Arkell’s Brewery, in partnership with Harlequin Group, have created a fantastic new play area for the local community! A brand-new, space-themed play area opened this week at Arkell’s Brewery’s popular family pub, The Sun Inn, at Coate Water. Arkell’s appointed local Swindon-based contractor, Harlequin Group, to install this exciting scheme, which will be welcomed by families across Swindon ahead of the Spring and Summer months. Work has been completed this week on the play area, which features a fantastic range of play equipment for a wide range of age groups. The park includes a mini multi-play unit for the younger years, a fun trail, toddler, junior and team swings, an exciting, challenging space-themed multi-play unit for older children, as well as a range of sensory play panels. The area has also been re-surfaced with sky blue wet pour safety surfacing, giving it a bright, fresh new look. The investment by Arkell’s Brewery in this scheme will provide a new destination for families over the months to come, with the friendly team at The Sun Inn inviting those visiting the area to spend time enjoying the pub’s excellent food and playing in the new park. As one of the oldest and most well-renowned businesses in the area, Arkell’s are always proud to support other local businesses, and were delighted to be able to appoint Swindon-based Harlequin Group to undertake this project. The partnership is a great example of local businesses supporting each other and investing money within the local community. George Arkell, Managing Director from Arkell’s Brewery said “It has been fantastic to work with another Swindon firm on our new children’s play area at The Sun. The Sun Inn is a wonderful family pub and, having invested over £90,000.00 in upgrading the play area to create a modern, safe space, we hope it will be a great addition for customers and their families when they visit.” On behalf of Harlequin Group, Nikola Andrews, Director, said “We are delighted to have been chosen to undertake this project on behalf of Arkell’s Brewery, and have had a great deal of fun developing the space-themed design. The Arkell’s team have been fantastic to work with, and the park packs plenty of play value for all ages into the available space." "While we work all over the UK, delivering projects like this one in our local community is always special for us. We are a family-run business and have young children ourselves, so not only are we helping to improve facilities in our local community, we will also get to enjoy the play area with our own family too.”

A scented candle making workshop organised by two Lake District businesses has inspired a new recipe which has been adopted by a local spa resort. Low Wood Bay Resort & Spa has been working with Far Sawrey based Pure Lakes Skincare on new fragrances for its own branded scented candle and diffuser. The businesses asked five couples to attend and contribute to a scented candle making workshop to experiment with an array of ingredients and choose their favourites. The spa resort invited a selection of its most frequent and loyal guests from all over the UK for a complimentary overnight stay with dinner, followed by the candle making workshop with Pure Lakes. The workshop was designed as a fact finding exercise to understand the types of scents the group were naturally drawn to, and to help the venue’s team to identify which fragrances its most frequent Low Wood Bay guests associated with the resort. During the session, the couples also tried their hand at candle making, before sampling various scent options and mixtures and providing their feedback so that English Lakes Hotels can develop the scented candle and diffuser in collaboration with Pure Lakes Skincare. Annabel Berry from Low Wood Bay Resort & Spa explains: “We wanted to create and manufacture our own distinctive scented candle for guests, one that would capture the essence of the venue, and perhaps act as an evocative reminder of their stay with us and the atmosphere of the venue." “We thought one of the best ways to achieve this was by involving our regular guests and listening to their views on the fragrances and scents that they most enjoy. The couples all had a chance to make their own scented candles with a host of ingredients. The group then sampled the options we had devised together and we collated their comments.” Claire McKeever from Pure Lakes Skincare adds: “The workshop was a great idea to garner the views of regular Low Wood Bay guests and encourage them to be creative with fragrances and ingredients for the new scented candle." “We know that scents stimulate our sensory system and the mind in such a positive way, from emotive reactions and nurturing memories to relieving stress levels and tension. For example, the use of lavender, bergamot or jasmine in scented candles can make a notable difference in helping the mind and body unwind." “We’re looking forward to manufacturing the first batch of candles for the resort as part of its home fragrance range and seeing how they are received by the spa resort’s guests.”

Leading safety experts Arco have launched a powerful awareness campaign in the heart of Sheffield to highlight the growing threat of “silent killer” silicosis to workers across the UK. Appearing in the historic Steel City of Sheffield, Arco have created cinematic projections to highlight the invisible yet deadly threat of silica dust exposure, and the urgent need for stronger workplace protections. The campaign, Breathing Space, forms part of Arco’s wider work with the All-Party Parliamentary Group (APPG) on Respiratory Health, calling for greater awareness, improved protections and stronger action to safeguard workers across high-risk industries from silicosis, and other potentially fatal occupational lung diseases. As the UK’s leading safety experts, and the country’s only integrated safety products and services provider, Arco is uniquely positioned to support businesses in identifying, monitoring, and reducing workplace health risks. Built on more than 135 years of safety excellence, Arco works meticulously with organisations across the country to deliver practical safety solutions and reliable expertise that protects workers every single day – allowing tradespeople to focus on what they do best, without having to second-guess the equipment designed to keep them safe at work. The campaign launches as research reveals respiratory diseases to be the third biggest cause of death in England, with around 1.8 million workers suffering from new or long-term work-related respiratory illnesses. Silicosis remains one of the most dangerous occupational health threats facing UK workers. The disease, described by Arco experts as a “silent killer”, is caused by inhaling respirable crystalline silica (RCS) dust, commonly generated during activities such as cutting, drilling or grinding materials including concrete, stone, and engineered stone. An estimated 600,000 workers are exposed to silica dust every year, and tragically, more than 500 construction workers die annually as a result of exposure. By shining a spotlight on the issue through the spectacular Breathing Space campaign, safety experts Arco aim to spark conversation – and inspire drastic, immediate action – to combat a disease that often develops silently, over decades. Silicosis is a progressive and incurable lung disease. Early symptoms can include breathlessness, fatigue and a persistent cough, with some severe cases leading to disability, premature death, and an increased risk of secondary conditions, including chronic obstructive pulmonary disease (COPD), tuberculosis, lung infections, and lung cancer. The economic impact of silicosis is also significant, with occupational lung diseases believed to account for more than 400,000 lost working days each year in the UK, costing construction employers an estimated £1 billion annually. Respiratory disorders cost the wider economy £11.1 billion every year, with £10 billion falling directly on the NHS.   While silicosis typically develops after 10-20 years of exposure, higher levels of silica dust can cause a more rapid onset. Despite the scale of the issue, silicosis is an entirely preventable disease when the correct workplace controls are in place. Under the Control of Substances Hazardous to Health (COSHH) Regulations 2002, employers in the UK must limit workers’ exposure to silica dust, including a requirement to conduct thorough risk assessments, and the implementation of preventative measures such as dust extraction, wet cutting methods and appropriate respiratory protective equipment (RPE). As an expert safety partner for workplaces, Arco supports businesses across the UK in implementing these controls through a strategic, end-to-end approach across the hierarchy of control, combining safety products, specialist training and consultancy to empower organisations to effectively manage workplace hazards. Alex Turgoose, Respiratory Product Manager at Arco, said: “Silicosis and other respiratory diseases caused by exposure to silica dust remain a serious and entirely preventable risk in UK workplaces." “Respiratory illnesses can lead to life-changing health problems, disability and even death where workers are unnecessarily exposed." “Through our Breathing Space activation in Sheffield, we want to bring visibility to a disease that too often goes unnoticed until it is too late. By raising awareness, we hope to encourage employers and workers alike to take proactive steps to protect respiratory health." “Preventative action must be prioritised. Employers should implement effective controls to remove dust at source, ensure proper ventilation and provide appropriate industry-standard respiratory protective equipment."  “Monitoring crystalline silica levels through real-time exposure technology is also critical to protecting workers and maintaining workplace compliance. We are proud to support the APPG on Respiratory Health in its work and continue to urge the Government to act on its findings and recommendations."   “By working together with industry partners and regulators, we can significantly reduce the risk of silicosis across some of the UK’s most vital industries.” More information about Arco’s research into silicosis can be found on the company’s website .

For decades, the way a business appeared online was largely dictated by keywords, SEO strategies, and a careful understanding of search algorithms. Family businesses, often steeped in tradition and local networks, relied on reputation, word-of-mouth, and long-standing community ties to attract customers. Today, however, that landscape is shifting dramatically. The advent of artificial intelligence is not just changing how searches are conducted; it is redefining the very way businesses are discovered, evaluated, and chosen by consumers. AI-driven tools are altering the mechanics of search in profound ways. Traditional search engines, once reliant on static algorithms, are increasingly supplemented by generative AI that interprets intent, summarises results, and even answers queries directly. Instead of scrolling through pages of links, users are now receiving concise, conversational responses that may highlight one business over another, often without the traditional click-throughs that family businesses previously relied upon. In practical terms, this means that the old model—optimising content for search engine rankings—may no longer be enough. The rules of visibility are changing, and with them, the stakes for smaller, locally rooted firms. For family businesses, these developments present both opportunity and challenge. On the one hand, AI can level the playing field. A bakery in a small town or a bespoke furniture maker can be surfaced to potential customers far beyond its immediate geographic area if its information is optimised for AI-driven searches. Chatbots, AI content generators, and automated customer response systems allow small teams to maintain a presence online that rivals larger corporations. They can offer personalised recommendations, generate content that engages potential clients, and analyse customer trends without the need for extensive marketing departments. Yet the challenges are equally significant. Many family-run enterprises operate with limited digital literacy or resources. AI tools, while powerful, can feel opaque or intimidating. The algorithms that determine which businesses are highlighted, or how products and services are ranked, are rarely transparent. A firm that has cultivated decades of local goodwill may find its reputation invisible to a system that values fresh content, structured data, and consistent online engagement over long-standing personal connections. There is a danger that the very qualities that make family businesses distinctive—personalised service, artisanal craftsmanship, and community embeddedness—may be overlooked by machines calibrated for efficiency and reach. Moreover, the speed at which AI-generated content proliferates introduces a new kind of competition. Consumers can now access instant comparisons, reviews, and summaries, leaving family businesses less able to shape their narrative organically. The proliferation of automated content risks diluting authenticity, making it harder for smaller firms to stand out against generic, algorithmically optimised messaging from larger competitors. Despite these obstacles, family businesses that embrace AI thoughtfully are finding new ways to connect with customers. Those that integrate AI tools to complement rather than replace personal service can enhance their reach without sacrificing the human touch. AI-driven analytics, for example, can identify emerging local trends or uncover untapped markets, allowing a small enterprise to adapt quickly. Likewise, AI-powered localisation tools can ensure that the unique character of a business—its story, products, and heritage—is visible in online searches and voice-activated queries. The broader implication is cultural as much as technological. Family businesses are traditionally cautious by nature, valuing continuity and careful stewardship over rapid experimentation. AI, in contrast, rewards agility and data-driven decision-making. Bridging this divide requires not just adoption of new tools but a willingness to rethink marketing, customer engagement, and even the way business success is measured. It is no longer sufficient to rely solely on loyal local customers; visibility in the digital sphere has become a prerequisite for survival, and AI is shaping that arena at unprecedented speed. Strategic Thoughts Here’s a list of questions that boards of directors in family businesses should consider today regarding AI, online search, and digital visibility. These are designed to spark strategic discussion and align technology with the company’s long-term vision: Strategic Considerations How is our business currently discovered online, and how does AI-driven search impact that visibility? Are we monitoring how AI tools, such as chatbots and generative search engines, are presenting information about our company? What unique aspects of our business—heritage, craftsmanship, personal service—are being captured and communicated in AI-driven searches? Are we at risk of being overshadowed by larger competitors whose content is algorithmically optimised? How should we balance digital innovation with maintaining our family business identity and values? Operational Questions Do we have the internal skills and digital literacy to leverage AI tools effectively? Should we consider training employees in AI, content creation, and SEO to improve our online presence? Are we using AI-driven analytics to understand customer behaviour, preferences, and emerging market trends? How can AI be integrated to enhance rather than replace the personalised service that distinguishes our business? Are we actively monitoring AI platforms and search results for accuracy in the information presented about our business? Risk and Governance What reputational risks exist if AI-generated content misrepresents our products, services, or values? How transparent are the AI tools we rely on, and do we understand how they rank or prioritise businesses? Are there cybersecurity or data privacy risks in using AI for customer interaction or analytics? How do we ensure compliance with relevant laws and regulations when using AI tools for marketing or customer engagement? How do we prevent over-reliance on AI, avoiding decisions driven purely by automated insights without human oversight? Financial and Investment Considerations What budget or resources should we allocate for AI adoption, digital marketing, and content optimisation? What ROI metrics should we use to assess the effectiveness of AI-driven search strategies? Should we invest in external expertise (consultants, agencies) or focus on building in-house capabilities? Long-Term Vision How can AI help us expand our reach without compromising the local relationships and community connections central to our business? What role should technology play in our succession planning, particularly in helping the next generation manage digital visibility? Are we strategically positioning our family business to thrive in an AI-driven search environment over the next 5–10 years? Ultimately, the rise of AI in search reflects a tension familiar to family businesses: the need to evolve without losing identity. Those that can harness AI to amplify their story, respond intelligently to new patterns of discovery, and maintain the personal touch that distinguishes them may find themselves better positioned than ever before. Those that resist, however, risk invisibility in a landscape increasingly curated not by humans, but by machines. The challenge is formidable, but for family businesses willing to engage with it strategically, AI offers the chance to extend reach, enhance service, and secure a place in a future that is already arriving.

As the government sets out which food, feed and farm practices it expects will be aligned with the EU as part of the future SPS (Sanitary and Phytosanitary) Agreement, the NFU is calling for sufficient transition measures so farmers, growers and markets can effectively prepare for any changes that result from the Agreement. The document outlines a list of regulations that it expects to be in scope with the EU. However, negotiations continue and the NFU is engaging with government and the European Commission, advocating for a deal that supports a thriving, productive and profitable farming sector in Britain. Key to achieving this will be ensuring British farmers and growers have enough time to adapt to new rules where there has been divergence since we left the EU. The NFU is asking for: A transitional arrangement for rules on organic practices, plant protection and biocidal products so British farmers don’t face a cliff edge scenario. UK industry progress in combatting anti-microbial resistance and precision breeding technology to be safeguarded, supporting the UK’s drive towards sustainable, resilient and innovative food production. The government to preserve GB’s ability to continue to develop and potentially deploy a cattle vaccine for bovine TB. NFU President Tom Bradshaw said: “The main thing we’re hearing from our members is the need for a sufficient transition period. Farming is a long-term business – many farmers are making production decisions now that will impact food sold beyond mid-2027." “The government has said it is considering transitional arrangements for some sectors. If this Agreement is to work for the British farming sector, it cannot be bound by an impractical deadline which will only increase the cost of producing food, both for the domestic and EU market. We need government to take a pragmatic approach and give farmers the time needed to adjust.” The NFU will be engaging thoroughly with its membership throughout the six-week Call for Information, both to help businesses prepare for the changes and identify any further issues that could come from it. Mr Bradshaw said: “The SPS Agreement covers hundreds of pieces of regulation, and it’s important Defra takes time to explain to farmers and growers how alignment with the EU rules could affect their businesses." “We want to hear about any concerns members have over the implementation of the SPS Agreement so we can provide a clear picture to government of what is needed to ensure farmers and growers can benefit from this deal.” More information: The government intends for the agreement to take effect in mid-2027, although it does state it is considering transitional arrangements for some sectors. The new rules will apply to the GB market too, not just for products traded with the EU. This is not a final list, and further regulations may be added as negotiations continue.

In the rolling hills of Scotland, the sun burnt vineyards of France, the fertile valleys of Kentucky and the rugged coasts of Ireland, an enduring business model thrives and that is the family owned distillery. At a time when large multinational spirits conglomerates dominate the shelves of international airports and supermarkets, these intergenerational firms continue to prosper. Their survival isn’t accidental; it reflects a blend of heritage, craftsmanship, adaptability and a profound connection to place. Whether producing whisky, rum, brandy or gin, family distilleries have woven themselves into the cultural, economic and social fabric of their regions. But what is it about distilling that has made it such fertile ground for family enterprise? And how have these businesses endured centuries of change, challenge and competition? From Hearth to Empire: A Brief History Distillation in Europe traces its roots to medieval monasteries and early medical alchemy. Initially, spirits were medicinal luxuries, distilled in small batches by monks and apothecaries. As knowledge grew, distillation moved into secular hands, often families who passed their recipes, techniques and premises from one generation to the next. By the 18th and 19th centuries, distilling had become a thriving industry in Britain and Ireland, supported by agricultural surpluses of barley, rye and sugar beet. In the Americas and Caribbean, rum distillation emerged alongside sugar plantations. What began as small, craft oriented production gradually became commercialised, yet family ownership remained surprisingly resilient. Notable family distilleries such as Scotland’s own Glenfarclas, Ireland’s Tullamore D.E.W. and France’s Rémy Martin are just three examples that demonstrate the global reach of this tradition. Independence and family stewardship remain powerful themes in the spirits world, and few houses embody them more convincingly than Glenfarclas. Owned and managed by the Grant family since 1865, the Speyside distillery stands as one of Scotland’s last truly family-run operations. Now guided by the sixth generation, Glenfarclas continues to balance tradition with quiet consistency, a rarity in an era of consolidation. Irish whiskey icon Tullamore D.E.W. also sits within a family-owned framework, albeit on a broader international scale. The brand is owned by William Grant & Sons, an independent Scottish distiller founded in 1887 and still run by the descendants of its founder, William Grant. The company acquired Tullamore D.E.W. from C&C Group in 2010 and subsequently invested €35 million in a new distillery in Tullamore, which opened in 2014, returning whiskey production to the brand’s historic home town. In Cognac, Rémy Martin offers a more complex but no less compelling example of family control. Founded in 1724 by a winegrower, the house forms part of the publicly listed Rémy Cointreau Group, yet remains firmly under the influence of its founding families. The Hériard Dubreuil and Cointreau families retain majority ownership and voting control through their holding companies, ensuring continuity of vision and long-term stewardship. Alongside renowned names such as Louis XIII, Cointreau and The Botanist, Rémy Martin continues to place its family legacy at the heart of its identity—demonstrating that even within a modern corporate structure, heritage and independence can still shape the future. Even where a family’s ownership has shifted over time, the identity, values and craft ethos established by founding generations have continued to shape the firm’s direction and reputation. Craftsmanship and Continuity At the heart of every enduring family distillery lies craftsmanship, the intuitive understanding that quality cannot be rushed. Distilling is an art as much as a science: the careful selection of grains or fruit, the purity of water, the shape and material of stills, the patient maturation in casks for years or even decades. Family firms, unencumbered by short term shareholder expectations, are uniquely positioned to honour this time intensive process. Where publicly traded companies must report quarterly earnings and maximise profit, family distilleries can afford the quiet confidence to age their spirit, sometimes with no guarantee of immediate financial return. It is a long game, one that rewards patience with depth, character and distinction. Heritage as Competitive Capital In a crowded market, heritage is more than history, it is an asset. Consumers increasingly prize authenticity, provenance and narrative. A bottle with a story, of grandfather founders, generations of coopers, or a farmstead spring that has supplied water for 200 years, resonates in a way that a faceless brand cannot. Family distilleries have a natural advantage here. Their archives brim with tales of resilience, innovation and community ties. These aren’t marketing constructs; they are lived experience. Stewardship of Place and People Unlike many modern industries that relocate production to low cost centres, distilling is rooted in land, climate and culture. Water sources, local barley or cane, indigenous yeasts and even local weather patterns, all contribute to the unique profile of a distillery’s spirit. Moving production isn’t merely inconvenient; it alters the product itself. This “place attachment” fosters loyalty not only within the family but also among employees and local communities. Many family distilleries are major regional employers, often supporting towns and villages for generations. This translates into deep relationships with workers, suppliers and customers alike, a network of commitment that transcends purely transactional business logic. Adaptability Without Abandoning Identity To survive centuries, family distilleries have not clung stubbornly to tradition alone. They have adapted, innovated and diversified. In the late 20th and early 21st centuries, as consumer tastes evolved and craft spirits experienced a renaissance, many family producers expanded their portfolios, experimenting with new styles, barrel finishes and limited editions. Yet these innovations are often framed within a respectful nod to heritage, not as departures from it. This balance, evolutionary rather than revolutionary, allows family distilleries to remain relevant while maintaining credibility among connoisseurs. The Family Advantage in a Global Market Several practical business advantages underpin the endurance of family firms in this sector: Long Term Investment Horizon - Distilled spirits often require years of ageing before they can be sold. Family firms are willing and able to make that investment without pressure for immediate returns. Aligned Ownership and Management - Decisions are shaped by continuity of purpose rather than quarterly pressures. Succession planning becomes strategic rather than disruptive. Reputation and Trust - A family name carries reputation capital that can be protected through generations, and in many markets this trust translates directly to brand loyalty. Community Embeddedness - Family distilleries are part of the social and economic ecosystem of their region, a source of employment, local tourism and intergenerational pride. Challenges and the Future Family distilleries are not immune to challenges. Global competition, climate change, commodity price swings and regulatory shifts can all pose threats. Succession disputes and rising land costs also present hurdles. Yet, as with past centuries, the same characteristics that helped these firms endure, stewardship, adaptability and rootedness, equip them to face the future. Many are now embracing sustainability initiatives, heritage tourism, digital marketing and global distribution channels while preserving their core identity. A Legacy in Every Bottle In an age of disposable brands and transient trends, family owned distilleries remind us that some things are worth the wait. A well aged whisky, a carefully blended cognac or a distinctive small batch gin tells a story, not of bottom lines, but of lineage, mastery and resilience. They endure because they were never built for speed, but for depth; not for the next quarter, but for the next generation. And for drinkers around the world, every sip from these distilleries is a tribute to a heritage that time has only enriched.

Family businesses are founded on trust, shared history and a commitment that often stretches far beyond financial return. These strengths are powerful, but they can also mask underlying fragilities. As a family enterprise grows in scale, complexity and generations, informal ways of working that once served it well can begin to strain. At this point, governance stops being a theoretical concept and becomes a practical necessity. A strong governance framework is not about bureaucracy or distancing the family from the business; it is about creating clarity, resilience and continuity so that both can thrive together. Why Governance Matters More In Family Businesses Family businesses sit at the intersection of family, ownership and management. Decisions are rarely purely commercial and often carry emotional and relational weight. Without clear structures and agreed decision-making processes, misunderstandings can quickly escalate into disputes that damage both performance and family relationships. Good governance provides a shared reference point. It clarifies who has authority, how decisions are made and how disagreements are resolved. In doing so, it protects relationships, supports long-term thinking and allows the business to focus on strategy rather than internal friction. Clear Ownership Structures Ownership is the foundation on which all other governance rests. In many family businesses, ownership arrangements evolve informally over time, particularly as shares are passed to the next generation. Without clarity, uncertainty can arise around rights, responsibilities and expectations. A strong governance framework articulates who owns what, how ownership can change and what ownership means in practice. It sets out the balance between dividends and reinvestment, defines voting rights and establishes rules for transferring or selling shares. By addressing these issues explicitly, families reduce the risk of conflict and create a shared understanding of what it means to be an owner, not just a beneficiary. Defined Family Governance Family governance provides a structured way for the family to engage with the business without interfering in day-to-day management. It recognises that families need a forum to discuss values, aspirations and concerns that may not belong in the boardroom. Through mechanisms such as family councils or a family constitution, families can agree their purpose, principles and policies on matters such as family employment, remuneration and exit. This separation allows emotional and relational issues to be handled constructively, while enabling the board and management to focus on what is best for the business. A Professional, Effective Board The board is the cornerstone of effective governance. In family businesses, it plays a particularly important role in balancing the interests of the family with the needs of the enterprise. A strong board brings strategic focus, challenge and oversight, rather than acting as an extension of management or a proxy for family discussions. This often means introducing independent non-executive directors who can provide objectivity and external perspective. When the board’s role is clearly defined and respected, it becomes a powerful forum for strategic decision-making, risk management and long-term stewardship. Transparent Leadership And Management Structures One of the most common sources of tension in family businesses is a lack of clarity between ownership, governance and management. When individuals hold multiple roles – as shareholders, directors and managers – boundaries can easily blur. Effective governance addresses this by clearly defining responsibilities and reporting lines. It establishes how leaders are appointed, assessed and, if necessary, replaced. Professionalising management does not mean excluding family members; rather, it ensures that everyone is held to clear standards and that authority flows from roles, not relationships. Succession And Continuity Planning Succession is often the ultimate test of governance in a family business. Too frequently, it is left too late or treated as a one-off event rather than a long-term process. A strong governance framework treats succession as an ongoing responsibility of the board and the family. It sets out clear criteria for leadership roles, identifies and develops future leaders and prepares for both planned and unplanned transitions. When succession is handled well, it builds confidence among stakeholders and reinforces the idea that the business is bigger than any one individual or generation. Governance As Lived Culture, Not Just Structure While documents, policies and meetings are important, governance ultimately lives through behaviour. The most successful family businesses ensure that their governance arrangements reflect their values and guide how people act, especially when decisions are difficult. Boards that encourage open challenge, respect differing views and prioritise long-term value creation reinforce trust rather than undermine it. When values and governance are aligned, governance becomes a source of strength rather than constraint. Board Checklist For Family Businesses The following checklist can help family businesses assess whether their board is genuinely supporting effective governance. Board composition : Does the board have an appropriate balance of family directors, executives and independent non-executive directors? Are independent directors truly empowered to challenge and contribute? Taken together, does the board have the skills and experience required to deliver the business’s strategy? Roles and responsibilities : Are the respective roles of the chair, the chief executive and the shareholders clearly defined and understood? Is there a written schedule of matters reserved for the board? Do family directors understand when they are acting in their capacity as directors rather than as family members? Board processes : Are board agendas focused on strategy and the future rather than operational detail? Does the board receive timely, relevant and high-quality information? Is there sufficient time and space for robust debate and considered decision-making? Performance and accountability : Is the performance of the board, and of individual directors, reviewed on a regular basis? Are management objectives and incentives aligned with long-term value creation rather than short-term results? Are issues of underperformance addressed constructively but decisively? Succession and talent : Is there a clear and credible succession plan for key leadership roles? Are potential future leaders, including family members, being developed against objective criteria? Are contingency plans in place for unexpected leadership changes? Family dynamics and governance : Is there a separate and effective forum for family discussions? Are potential conflicts identified early and managed proactively? Does the board respect family interests without allowing them to override what is best for the business? In an environment shaped by uncertainty, rapid change and generational transition, governance is no longer simply a defensive measure. For family businesses, it is a source of competitive advantage. Those that invest in clear, thoughtful governance make better decisions, attract stronger talent and advisers, and preserve family harmony while driving performance. Above all, good governance is an act of stewardship. It honours the legacy of those who built the business and creates a stable platform for those who will lead it in the future.

In the public debate on good corporate governance, one concept tends to dominate: diversity. Diversity of background, gender, expertise, and perspective is widely presented as essential to any well-functioning board. The academic literature on board composition echoes this view. Broad competence, external perspectives, and independence are considered fundamental to effective boards. At the same time, data from BI Norwegian Business School’s Centre for Ownership Research show that Norwegian family businesses are largely organised in ways that run counter to these ideals. On average, the family holds around 90 per cent of board seats. In 83 per cent of companies, the board consists exclusively of family members. In 70 per cent of cases, the chair of the board is also a family member, and board members own an average of 76 per cent of the shares (BI Centre for Ownership Research, 2023). Yet—and this is where it becomes interesting—the same source shows that family businesses, as a group, outperform companies with other ownership structures in terms of profitability. How can boards that seemingly violate established recommendations still succeed? Board Theory And The Four Barriers Research from the Scandinavian Executive Institute (SEI) and INSEAD identifies four key barriers to effective board work: limited time spent together, insufficient access to information, physical and psychological distance, and challenging group dynamics. These barriers can impair a board’s ability to make sound decisions, even when its members are highly competent and experienced. In many professional boards, considerable effort is devoted to compensating for precisely these conditions. Meetings tend to be infrequent and formal, information is filtered through management, board members have limited familiarity with one another, and trust takes a long time to build. In family businesses, the starting point is often very different. Here, these barriers have largely already been addressed—or, in practice, eliminated. Family members spend time together over many years and generations, both formally and informally. They have deep knowledge of the business, the ownership structure, and the company’s history. The distance between board, owners, and company is minimal, and relationships, trust, and patterns of interaction are already in place. This does not mean that board work in family businesses is simple or free of conflict, but rather that it operates under fundamentally different structural conditions than those assumed in much of traditional board theory. Diversity Versus Complementarity When board theory emphasises diversity, it is worth asking a more precise question: diversity of what, and for what purpose? Stanislav Shekshnia, INSEAD professor and programme director of the Scandinavian Executive Institute’s Executive Board Programme, highlights four factors as critical to the composition of an effective board: competence, worldview, norms, and goals. While the first two—competence and worldview—benefit from diversity, alignment is the ideal for the latter two: norms and goals. In many family businesses, these two factors are characterised by a high degree of shared understanding: Goals : Often clear, collective, and long-term, rooted in ownership, history, and the family’s interest in the company’s continuity. Norms and ways of working : Shaped over time, often across generations, with clear expectations regarding loyalty, commitment, and responsibility. This points to an important, and often overlooked, insight in the diversity debate: diversity in itself is not necessarily a strength. An effective board needs diversity of competence, perspectives, and networks—but this must be combined with complementarity in goals, norms, and ways of working. Family businesses often appear to be exceptionally strong in this latter dimension. This complementarity can, to a significant extent, compensate for a lack of diversity in competence and worldview, particularly as long as the business operates within familiar boundaries. Purpose: An Underestimated Competitive Advantage A central component of the SEI/INSEAD model for effective board work is the board’s purpose—the fundamental question of whom the board serves and what responsibility it carries. In many boards, this is less clear than one might expect. Individual directors may, in practice, feel accountable to different stakeholders: some represent major shareholders with their own agendas, others see themselves primarily as representatives of the company, while some relate mainly to their personal mandate. In family businesses, this is often clearer. The board’s purpose is largely given: to steward and develop the family’s company over time. The question “to whom am I accountable?” typically has the same answer for most, if not all, board members. This clarity of purpose reduces internal tension, frees up decision-making capacity, and makes it easier to act cohesively, even in difficult situations. It is therefore not necessarily the absence of diversity that explains the performance of family businesses, but rather the strength of their shared purpose and complementarity. What Does This Mean For The Future? The question is how this model will hold up in the face of increasing complexity. Multiple generations, professionalisation, internationalisation, and rising demands related to sustainability and social responsibility will place new requirements on board competence and perspectives. If family businesses have already eliminated many of the classic barriers to effective board work, the next question becomes more challenging: can increased diversity in competence and worldview create additional value without undermining the complementarity that has been a source of strength? And what happens if the external environment changes faster than the family’s shared worldview? Could what was once a competitive advantage become a constraint? The Questions That Remain Family businesses challenge some established assumptions about what a good board is—and should be. They demonstrate that ownership, relationships, and shared purpose can be just as important governance mechanisms as formal independence and breadth of expertise. At the same time, they point to a more nuanced understanding of diversity. Diversity of competence and perspective is valuable, but only when combined with complementarity in goals, norms, and ways of working. The most important questions going forward are therefore not whether family businesses should become more “like everyone else,” but how they can preserve their structural strengths while opening up to the diversity that the future genuinely requires. Sources: BI Centre for Ownership Research (2023): Family Businesses in Norway – Board Composition and Profitability. Scandinavian Executive Institute & INSEAD (2022): Barriers to Board Effectiveness. INSEAD (2022): Compatibility and Complementarity of Directors.

EMR, a global leader in circular materials, has joined the newly launched Circularity in Practice initiative as a founding member, supporting a nationwide effort to turn circular economy thinking into practical action across UK industry. Circularity in Practice, inspired by His Majesty King Charles III, brings organisations together to rethink how materials are used in the places where we live and work – keeping valuable resources in use for longer through reuse, remanufacturing and high-quality recycling. For EMR, the initiative reflects a simple reality: tomorrow’s products depend on today’s materials. Every day, materials sitting in workshops, factories, vehicles and landfills hold the potential to power the next generation of vehicles, buildings, wind turbines and infrastructure. At EMR, our role is to keep those materials in use. Working with businesses across construction, manufacturing, infrastructure and many more, we recover metals and plastics that would otherwise be lost. Across EMR sites, those materials are sorted, processed and prepared for reuse or recycling before returning to supply chains as high-quality circular materials for tomorrow’s products. By keeping those resources in use – again and again – we help reduce carbon, cut waste to landfill, strengthen the UK’s long-term resource security and protect the resources we all depend on. We also work with manufacturers to design products with recycling in mind — because the circular economy starts long before a product reaches the end of its life. It starts at design, ensuring the materials in today’s products can be recovered and recycled into the next generation of products. Bill Firth, General Manager Business Development at EMR, was a guest speaker at the Circularity in Practice launch event yesterday (16th March). Bill Firth said: “It is a great honour to be a Founding Member of Circularity in Practice initiative. It’s inspiring to be part of turning circular economy thinking into real-world action and changing how we value and manage our finite resources." “At EMR we see every day that tomorrow’s products depend on today’s materials. But achieving true circularity will only happen if we work together — sharing not just resources, but knowledge and experience too." “Being part of this initiative gives us the opportunity to learn from others across industry and share what we’ve learned from decades of recycling and resource recovery. We look forward to strengthening those relationships, building new ones and solving tomorrow’s challenges together.” Chris Sheppard, CEO at EMR added: “The circular economy is at the heart of everything that we do at EMR. We create circular materials from our recycling activities which are then supplied back into manufacturing supply chains to ensure that we do not need to extract resources from the planet." “We are extremely proud to be a Founding Member of Circularity in Practice Initiative. We look forward to working with other signatories to promote and raise the adoption of circular economy practices across the UK, learning and sharing with other likeminded companies and organisations.” The initiative, inspired by His Majesty King Charles III’s lifelong commitment to environmental stewardship, encourages businesses to pledge to plan, act, partner and share progress as they embed circular thinking into their operations. Founding signatories include organisations from across construction, manufacturing, property, materials, recycling and professional services. By sharing practical examples and working together across supply chains, the initiative aims to unlock the commercial and environmental value of circular systems. With more than 150 sites and around 4,000 colleagues worldwide, EMR already processes millions of tonnes of materials each year – returning high-quality recycled metals and plastics to global supply chains and quietly powering the circular economy at industrial scale. As industries look for ways to reduce carbon, secure materials and keep pace with changing regulation, initiatives such as Circularity in Practice show what’s possible when businesses work together to make the most of what we’ve got before it’s gone. For more information visit EMR.

Investment in a Nottingham based motor dealership is driving sales, service and recruitment through the roof after a newly launched van centre achieved 60 sales in just six weeks, smashing its annual target. NK Motors, which has new and used car centres in Nottingham and Derby, was exclusively selected at the end of January 2026, to become one of only 50 Kia PBV Van Centres in the UK. The Chilwell dealership in Eldon Road Business Park is the only site in Nottinghamshire where drivers can view and test drive Kia’s first dedicated electric van line-up – including the Kia PV5 Cargo and the new 7-seater passenger vehicle. Now, the dealership has revealed it has smashed the manufacture-set target of selling 60 vans annually, by making 60 sales in just 6 weeks. Sanj Kumar, group managing director, said: “Our success has been phenomenal. We’ve smashed our annual target and are motoring onward – literally going from 0-60 in 6-weeks." “Our reputation, investment in our people and places, plus the five-star service we provide, has never been doubted, but the speed at which these vehicles have driven off the forecourt is outstanding, surpassing even our expectations.” NK Motors has made considerable investments in its people and infrastructure over the years, but its latest cash injection has driven the dealership to further success. In November 2025, it announced £1m would be splashed at its Chilwell site. The expansion came in response to rapid growth in sales and service operations. As NK Motors in Chilwell shifts up a gear, the car showroom has now doubled in size, the dedicated van centre, which opened just one month ago, has expanded, and the accident repair centre and body shop has been fully upgraded with state-of-the-art equipment. Sanj said: “As a BSI-approved facility, (British Standards Institute) it is our priority to maintain the highest standards of quality and safety. Investment has been focused on acquiring the latest equipment and technology, ensuring our team can deliver efficient, precise, and reliable work." “This ongoing investment reflects our commitment to providing customers with a top-quality experience and maintaining our position as a trusted, industry-leading body shop." “No wonder our body shop and accident repair centre is fully approved and trusted by most major insurance companies and manufacturers to repair their vehicles.” Going on to praise the team at NK Motors, Sanj said: “We have a tremendous team of long serving and newly recruited staff who are valued for their loyalty and commitment to customer service." "As a family-run company, we cultivate a culture where colleagues support one another, celebrate successes together, and genuinely care about each other’s growth and wellbeing. This ethos supports high staff retention. However, thanks to our expansion, we now have a flurry of job opportunities.” The team of around 130 staff include 65 at the Chilwell site. It is Sanj’s intention to boost that figure to 80 by the end of the year. Current vacancies include roles for additional vehicle buyers, a dedicated van sales manager, a van service manager and a service advisor. Sanj added: “These roles reflect the strength of our growth and our commitment to building a team that can support our expanding sales and service departments." “We genuinely value our customers’ loyalty and by continuing to reinvest in our facilities and operations, we are ensuring that customers benefit from improved services, enhanced surroundings, and a team equipped to deliver the highest standards of care.”

Timings For The Day (Subject to Change): 8.30 - Registration & Coffee 9.00 - Welcome & Introduction 9.20 - Opening Keynote – Cybersecurity 9.50 - Family Business Insight (Crieff Hydro) 10.20 - An Audience with Polly Staveley (TL Dallas) 10.45 - Family Business Insight (Hainsworth) 11.15 - Coffee and Networking 11.45 - Family Business Matters 12.15 - Panel Discussion (Culture in Family Firms) 1.15 - Lunch and Networking 2.00 - Workshops 3.00 - Afternoon Tea and Networking 3.20 - Closing Panel Discussion (The Family Business Agenda) 4.15 - Closing Remarks 4.30 - CLOSE The Programme For The Day 8.30am Registration and Coffee 9.00am Welcome and Introduction - Paul Andrews, Founder & CEO, Family Business United 9.20am Opening Keynote - Cybersecurity: The Single Biggest Risk To Your Family Business: Daniel Teacher, Managing Director, T-Tech Daniel is the CEO and Founder of T-Tech and has spent the past 14 years transforming the accounting industry through cutting-edge technology. T-Tech is a leading MSP and Cyber Security provider, driving digital transformation for accountants and SMEs to achieve peak efficiency, lower risk, and maximise value. Featured as a technology expert on BBC News and Global News, Daniel also a recognised keynote speaker at accounting events across Europe. My expertise spans Accountancy, MSPs, Cyber Security, Tech, AI, Business Systems, and Change Management. Daniel will share with us his insights on cybersecurity and why it could be the single biggest risk to your family business. 9.50am - Family Business Insight: Stephen Leckie, Chief Executive, Crieff Hydro Stephen is Chairman and Chief Executive of Crieff Hydro and the fifth generation of his family to run this hotel and estate since 1868. The company is now the oldest trading registered company in Scotland which owns seven hotels with 1,000 staff. He is currently Chair of Visit Scotland, Past Chair of the Scottish Tourism Alliance, Immediate Past President of the Scottish Chambers of Commerce, a committee member for UK Hospitality and Lord-Lieutenant of Perth and Kinross. Stephen has a broad background as an operator of hotels, self-catering and attractions across different parts of rural Scotland, and is well versed in the challenges and opportunities on the ground. As a longstanding Chair of various companies Stephen is also familiar with working to maximise the impact of boards and organisations. Stephen’s wife Fiona is a Director of Crieff Hydro and Head of Projects and Interiors, who with their family of four share Stephen’s varied interests - classic cars, Land Rovers, piping, skiing, trials biking and sailing. 10.20am An Audience With Polly Staveley, Managing Director, TL Dallas Polly started her career as a Graduate Trainee in Corporate Finance at Yorkshire Bank after graduating from Newcastle University. After several happy years at the bank she joined the family business, TL Dallas Group in 1999 and has worked her way through the business and is now Group Managing Director. Polly will share her journey in the family firm and the emphasis that they place on mental health and wellbeing within the business. Along with her brother Mackenzie they are the fourth generation to run the business, started by their Great Grandfather in Bradford in 1919. 10.45am - Family Business Insight: Balancing The Old With The New & The Next Era Of Growth - Amanda McLaren, Managing Director, AW Hainsworth Amanda McLaren is the non-family Managing Director of AW Hainsworth, a 242 year old Textile Manufacturing Business, based in Pudsey, near Leeds, where she is charged with leading the Business through a new era of growth. Backed by family shareholder investment, Amanda was appointed in April 2021, to establish and implement a long-term sustainability strategy for the business, which would ensure it would continue to thrive, for many generations to come. Amanda has spent over 35 years working across UK Manufacturing – gaining experience in Mechanical Engineering, Electronics, Automotive, Leisure and Textile Sectors. For over 20 of these years’, she has operated at Board level. She will share with us the story behind AW Hainsworth and their plans to futureproof the family firm for generations to come. 11.15am Coffee and Networking 11.45am - Family Business Matters An update on the latest developments from Family Business United, key research findings and all the latest news including the National Family Business Lifetime Achievement Awards. 12.15pm Table Talk - Crafting A Family Business Culture Our experts will discuss the ways in which they have used the very essence of being a family business to create the culture within their organisations, the nature of the underlying values and the steps they have taken, the programmes they have introduced and share the challenges they have faced and the outcomes and benefits that have resulted from their endeavours. Our presenters include: Nick Hipkiss - Commercial Director, Furniture Village Luke Consiglio - CEO, The Pantry UK Bev Mitchell - Founder, Beverley Mitchell Consulting Louise Croce - People & Culture Director, AV Dawson   1.15pm Lunch and Networking with lunch including cheesecakes from The Pantry. 2.00pm Workshops Each delegate is able to select and attend one of the workshops that run concurrently. -------------------------------------------------------------------------------------------------------------- Workshop 1 - Creating The Legacy You Want To Leave Behind. COUNCIL ROOM Facilitated by Dan Cushing Your family story is your superpower and capturing it well can become a real source of competitive advantage, driving the family business to new heights. This session will be facilitated by Dan Cushing, Founder of Para Familia, an agency working with family businesses and challenger brands to capture the real essence of who they are as a business as they plan their evolution. -------------------------------------------------------------------------------------------------------------- Workshop 2 - Building Trust In Your Family Enterprise During Difficult Times. SUNLEY ROOM Facilitated by Mairi Mickel This session will be facilitated by Mairi Mickel, Founder of Mairi Mickel's Business Families. Family Businesses have been hit with many obstacles in the past 5 years - a global pandemic, tax rises, Business Relief changes, pension Raids and tariffs to name a few - and difficult times often exacerbate the underlying tensions in a family business. In this session you will learn how to create a high-trust family business culture, handle conflict with more ease and learn to lead with love and logic. -------------------------------------------------------------------------------------------------------------- Workshop 3 - Balancing The Needs Of The Family & The Family Firm. DRAYSON ROOM Facilitated by Nick Mayhew This session will be facilitated by Nick Mayhew, Co-Founder and CEO of Alembic Strategy and will be an interactive session looking at communication and the needs of family members and the role of the family with the business, and the business with the family members, where needs often differ and are not met. It will look at some of the practical processes to enable family members to communicate more effectively in order to create certainty, understanding and better communication. -------------------------------------------------------------------------------------------------------------- Workshop 4 - Apprenticeship Reforms, Succession & Capability: Who's Ready To Lead? MAIN AUDITORIUM Facilitated by Sara Taylor Family businesses rarely fail because of markets — they fail because succession is messy, emotional and often starts shaping itself years before anyone talks about 'taking over.' Apprenticeship reforms, succession and capability: Who’s Ready to Lead? uses the world of Succession to explore the real behavioural patterns that begin in childhood, adolescence and early career, and continue into the leadership pipeline. From founder shadow to entitled heirs, overlooked siblings, reluctant successors and the outsider CEO, delegates will diagnose their own succession dynamics and uncover the capability gaps that quietly form long before the moment of handover. The session will translate those gaps into practical development actions that strengthen emerging leaders at every stage — whether they are already in the business or still watching from the sidelines. And because capability-building doesn’t happen by accident, the session also includes a clear, up to date briefing on the apprenticeship landscape and the reforms shaping it. Delegates will see how structured, externally validated pathways can build capability early, de-risk succession, and support both family and non-family leaders in complex family systems. This session is fresh, honest, and designed to help you future proof your leadership pipeline with confidence and will be hosted by Sara Taylor, Head of the Executive Development Network. -------------------------------------------------------------------------------------------------------------- 3.00pm Afternoon Tea and Networking 3.20pm Closing Panel Discussion - The Current Family Business Agenda Given the current economic and political climate it is not easy running a family business. Things are constantly evolving in terms of rules and regulations and plenty of conversations are taking place in board rooms the length and breadth of the country and our final panel will come together with plenty of insights, ideas and thoughts on some of the prevailing issues that are high on the agenda. Our panellists include: Andrew Malcolm, CEO, The Malcolm Group Duncan Jackson, CEO, Buckles Simon Brewer, CEO, Brewers Decorator Centres Kate Nicholls, Chair, UK Hospitality 4.15pm - Closing Remarks - Paul Andrews, Founder & CEO, Family Business United 4.30pm - Close