Fifth-generation luxury British bedmaker, Harrison Spinks, will expand into China through one of the country’s leading manufacturers and retailers, Sleep Comfortably (Shanghai) Technology Co., Ltd – bringing over 185 years of British bedmaking expertise and innovation to the market. The award-winning bedmaker will make its debut in China through a dedicated flagship store, with additional locations and in-store galleries planned as part of an ambitious phased rollout, introducing Harrison Spinks’ renowned craftsmanship to China’s luxury sleep sector. Harrison Spinks’ expansion into China forms part of the company’s ambitious international growth strategy, with its luxury mattresses now distributed across several countries worldwide, including most recently Indonesia. Renowned for its expertise in launching and managing luxury sleep brands across China’s premium market, Sleep Comfortably (Shanghai) Technology Co., Ltd is one of the country’s leading manufacturers and retailers. Meticulously handcrafted in the UK, Harrison Spinks mattresses combine over 185 years of bedmaking expertise with innovative design. The British Luxury Collection blends traditional craftsmanship with responsibly sourced, natural fibres such as traceable British wool, cashmere, and flax to deliver a distinctive sleep experience and reflect the brand’s commitment to quality, innovation, and sustainable luxury. Nick Booth, Managing Director at Harrison Spinks, said: “Entering the Chinese market represents a significant moment in Harrison Spinks’ international growth. Partnering with Sleep Comfortably – one of the country’s most respected luxury sleep specialists – allows us to bring the British Luxury Collection to a new audience, marking another exciting step forward in our continued international growth." “We are thrilled to share our expertise and heritage with consumers in China, offering a quality sleep experience – with each mattress showcasing the expert craftsmanship, pioneering innovation and attention to detail that have defined us since 1840.” Stephen Wang, President at Sleep Comfortably (Shanghai) Technology Co., Ltd, said: “We are thrilled to introduce Harrison Spinks’ British Luxury Collection to the sleep market in China and Hong Kong." “Our customers are looking for unrivalled quality, and this exciting new partnership allows us to deliver a superior sleep experience that combines the finest British craftsmanship, innovative design and exceptional comfort.” The British Luxury Collection will launch in China through Sleep Comfortably (Shanghai) Technology Co., Ltd from the end of this year. Photo: Left to Right: Lu Chuan, Sales Manager of E-Commerce; Vivi Wu, HR and Operation Manager; Lee Hinshaw, Business Development Director at Harrison Spinks; Stephen Wang, President; Louis Houdart, Senior Partner and Marketing Director; Even Yu, Sales Manager; Sophia Zhang, Supply Chain.

Hybrid working In today's hybrid work environment, employees are extending their work from the office or home, and some are working from hotel rooms, cars, coffee shops, airport lounges, and train stations. While you may have invested significantly in ergonomic office setups, these efforts can quickly unravel when your team is on the move. The hidden costs of working on the go Consider this: after a long drive to a client meeting, your employee arrives feeling stiffness in their joints. Or picture a team member spending hours hunched over a laptop in a stylish but uncomfortable lobby chair, feeling increased tenseness in their shoulders. These scenarios are uncomfortable and productivity dampeners that can lead to long-term health issues. The reality is that even the most comprehensive ergonomic program falls short if it only addresses fixed workspaces. When employees travel, they're forced into environments designed for aesthetics or short-term use, not sustained productivity. Understanding the risks Poor posture remains one of the primary causes of workplace discomfort, and the problem intensifies in mobile work settings. Those elegant tub chairs in waiting areas? They encourage slouched backs and stiff shoulders. Hotel room desks are often too high or too low. Train station cafés offer cramped tables that force workers to hunch over their devices. The cumulative effect of these poorly designed temporary workspaces can include: Neck and shoulder strain from incorrect screen positioning Lower back pain from inadequate lumbar support Wrist and forearm discomfort from awkward keyboard angles Reduced circulation from improper seating Decreased productivity and focus due to physical discomfort Pain areas Practical solutions for every location The good news? Supporting your mobile workforce doesn't require expensive overhauls or bulky equipment. Small, portable ergonomic solutions can transform any space into a comfortable, productive workspace. Vehicle-based work When employees need to work from their cars between client meetings or during field assignments, the challenge is maximising limited space while maintaining proper posture. Equipping your travelling employees with portable ergonomic tools can make a significant difference: Recommended solutions: Portable lap desks with built-in support for stable surfaces Compact laptop trays to prevent hunching Hands-free headsets and voice-activated tools for safe, efficient task completion Document holders to reduce neck strain Transport hubs and public spaces Waiting rooms, airport lounges and train stations present unique challenges: crowded conditions, limited seating options, and furniture designed for waiting, not working. Ergonomic accessories Recommended solutions: Compact, rollable keyboards and mice for natural wrist positioning Portable seat cushions and inflatable lumbar supports Lightweight footrests to improve circulation and reduce leg discomfort Hotel workspaces Hotel furniture is designed for short stays, not extended work sessions. Recommended solutions: Compact, adjustable laptop stands that elevate screens to eye level Foldable or inflatable lumbar supports for additional back comfort Portable seat cushions that fit easily into overnight bags These lightweight solutions are non-invasive and easy to implement, allowing employees to quickly optimise working on public transport, in any lobby, hotel room, or lounge area. Building a mobile ergonomics programme At Aston & James, we understand that comprehensive employee wellbeing extends beyond the traditional office. We can help you develop a mobile ergonomics programme that includes: Assessment: Identify which employees work remotely most frequently and their typical mobile work scenarios Equipment selection: Choose portable ergonomic solutions that align with your team's needs and travel patterns Travel kits: Create standardised ergonomic travel kits that employees can easily pack and use Training: Provide guidance on setting up ergonomic workspaces in various environments Ongoing support: Regular check-ins to ensure solutions are being used effectively A commitment to employee wellbeing A lack of space shouldn't mean sacrificing comfort, productivity, or long-term health. By extending your ergonomic considerations beyond fixed workspaces, you demonstrate a commitment to employee wellbeing that pays dividends in reduced discomfort, increased productivity, and improved job satisfaction. Good ergonomics doesn't end at the office door—it extends into every space where work happens. Let Aston & James help you ensure your mobile workforce has the tools they need to stay comfortable, healthy, and productive, wherever their work takes them. Ready to support your mobile workforce? Contact us to discuss portable ergonomic solutions tailored to your organisation's needs.

Hendy Foundation, the charitable arm of the family-run Hendy car dealer network, has donated over 200 Easter Eggs to local charities across the South Coast as part of a new appeal. The business invited colleagues to donate chocolatey treats to bring some Easter cheer to children and families, and the generous response has exceeded early expectations. Hendy Foundation has donated the Easter Eggs to Wimborne Food Bank, Hope for Food Bournemouth, Christchurch Food Bank, Eastleigh Basics Bank, Cosham Larder, Nourish Food Bank Tunbridge Wells and Love Works Redhill. Supporting food banks and food poverty charities across the South Coast has been a key theme in Hendy Foundation’s support over the past 12 months. Last year, Hendy Group Ambassador Rosemary Shrager participated in her ‘Two Wheels for Meals’ cycle challenge, where the TV chef raised over £35,000 for food poverty and welfare charities by cycling nearly 450 miles from Land’s End to Dover in June. Rebecca Hendy, Hendy Foundation Chair said: “Supporting children and families within our local area has been a core principle of the Foundation since it was founded in 2018. We hope these small gestures will make the holiday a little bit brighter for many families. I’d like to thank the Hendy Group dealerships that took in part in helping make this appeal such a success.” Following its latest round of funding in late 2025, the Foundation awarded grants totalling more than £61,000 to support 50 non-profit organisations. With a fundraising target of £90,000 set for 2026, achieving this goal would take the total amount donated by the Foundation since its launch in 2018 to more than £500,000. For more information, visit here .

Family businesses increasingly find themselves exposed to the same digital risks as large corporations, yet many still treat cybersecurity as a technical afterthought rather than a board level priority. The combination of close knit ownership, legacy systems, and a culture built on trust can leave these firms uniquely vulnerable. Putting cybersecurity firmly on the agenda is no longer optional; it is a matter of safeguarding continuity, reputation, and generational wealth. Why Family Businesses Face Distinctive Cyber Risks Family enterprises often operate with leaner structures and long standing habits that unintentionally create weak points. Several characteristics heighten exposure: High levels of trust — Family members and long serving employees are often granted broad access to systems, sometimes without formal controls. This makes insider threats—whether malicious or accidental—more likely to go undetected. Legacy technology — Many family firms rely on ageing IT infrastructure or bespoke systems built over decades. These can be difficult to patch, integrate, or secure. Informal governance — Decision making may be centralised among a small group, with cybersecurity falling between responsibilities or assumed to be “handled by IT”. Attractive targets — Cybercriminals increasingly view mid sized, privately held companies as lucrative: they hold valuable data, often lack robust defences, and may be more inclined to pay ransoms to avoid reputational damage. These factors combine to create a risk profile that is both underestimated and under managed. The Consequences Of Inaction A cyber incident can be existential for a family business. The impacts tend to be more personal and far reaching than in publicly listed companies. Operational disruption — Ransomware can halt production, logistics, or customer services for days or weeks, with no alternative systems to fall back on. Financial loss — Beyond ransom payments, businesses face recovery costs, legal fees, regulatory penalties, and lost revenue. Reputational damage — Family names are often synonymous with the business. A breach can erode trust built over generations. Succession challenges — Younger generations may be reluctant to take over a business perceived as technologically outdated or insecure. Loss of competitive advantage — Intellectual property, supplier terms, and customer data are prime targets for theft. For many family firms, the emotional toll can be as severe as the financial one. What Putting Cybersecurity “On The Agenda” Actually Means Elevating cybersecurity requires more than purchasing software. It demands cultural, strategic, and operational shifts. 1. Treat cybersecurity as a governance issue Boards and family councils should receive regular briefings, set risk appetite, and ensure accountability. Cybersecurity should be embedded into strategic planning, not treated as a technical footnote. 2. Invest in modern, resilient infrastructure Updating legacy systems, adopting secure cloud services, and implementing multi factor authentication are foundational steps. These investments protect not only data but also the long term viability of the business. 3. Formalise policies and access controls Clear protocols for password management, data handling, remote working, and device use reduce the likelihood of human error. Access should be granted on a “least privilege” basis, even for family members. 4. Build a culture of awareness Regular training helps employees recognise phishing attempts, social engineering, and suspicious activity. Cybersecurity becomes everyone’s responsibility, not just the IT team’s. 5. Prepare for the worst Incident response plans, backups, and crisis communication strategies ensure the business can recover quickly. Testing these plans is just as important as writing them. 6. Engage external expertise Specialist advisers can assess vulnerabilities, monitor threats, and support compliance with evolving regulations. For many family firms, this is more efficient than building large in house teams. The Strategic Upside Of Stronger Cybersecurity While the conversation often focuses on risk, there is a positive case too. Robust cybersecurity can: Strengthen customer and supplier confidence Support digital transformation and innovation Enhance valuation during succession or sale Attract next generation leaders who expect modern systems Reduce insurance premiums and regulatory exposure In other words, cybersecurity is not merely a defensive measure; it is a strategic enabler. A Shift In Mindset For Long Term Stewardship Family businesses pride themselves on stewardship, continuity, and resilience. Cybersecurity aligns naturally with these values. By elevating it to the agenda, leaders protect not only their operations but also the legacy they intend to pass on. How formal or informal is the governance structure in the family businesses you’re thinking about? That often shapes the most practical starting point

Family businesses are often described as the hidden architecture of the global economy. Quietly and persistently, they have shaped industries, sustained communities and preserved specialist skills long after more visible corporate names have faded. While family ownership can be found in almost every sector, certain parts of the global economy have proved particularly fertile ground for multigenerational endurance. What unites these sectors is not nostalgia, but a set of structural and cultural characteristics that reward patience, continuity and long-term stewardship. Food, Drink and Agriculture: Stewardship of Land and Craft Perhaps no sector is more closely associated with enduring family ownership than food and drink. From vineyards and distilleries to bakeries and breweries, success often depends on local knowledge, generational expertise and careful management of natural resources. Italy’s Barilla, founded in 1877, remains controlled by the founding family and has grown into one of the world’s largest pasta producers. Its longevity rests on a relentless focus on quality, cautious expansion and deep integration into agricultural supply chains that cannot be replicated overnight. In wine, families such as the Antinoris have stewarded vineyards for centuries, understanding that reputations are built over decades and destroyed in moments. The long maturation cycles of products like wine and whisky naturally favour owners willing to think beyond immediate returns. Manufacturing and Engineering: Mastery Over Generations In specialist manufacturing, family ownership has often provided a decisive advantage. These businesses frequently rely on accumulated know-how, incremental innovation and close relationships with customers rather than rapid scale. Germany’s Bosch, while now globally recognised, retains strong family influence through its ownership structure and founding values. Its endurance is rooted in reinvestment, technical excellence and a culture that prizes engineering rigour over short-term financial performance. Across Europe and Asia, countless mid-sized family manufacturers have thrived by becoming indispensable niche suppliers, often invisible to consumers, but vital to global supply chains. Retail and Luxury: Reputation as Currency In retail, particularly at the premium end of the market, family ownership has proved remarkably resilient. Here, brand, trust and consistency matter more than speed. French luxury group Hermès, founded in 1837 and still family-controlled, has resisted many of the pressures that have transformed its peers. By limiting production, protecting craftsmanship and avoiding overextension, Hermès has preserved both scarcity and desirability. Family control has enabled such businesses to say “no” to opportunities that might dilute the brand, a discipline that is harder to maintain under dispersed shareholder ownership. Hospitality and Tourism: Place, Experience and Continuity Hotels, restaurants and tourism businesses often flourish under family ownership, particularly where a strong sense of place is central to the offering. From alpine hotels to Mediterranean resorts, family operators bring continuity of service and deep local knowledge. Guests return not just for the facilities, but for a sense of familiarity and authenticity that chain operations struggle to reproduce. These businesses also benefit from intergenerational commitment. Properties are maintained with future custodians in mind, rather than optimised solely for near-term profit. Why These Sectors Favour Family Ownership Across these industries, common factors explain why family businesses have endured: Long investment horizons, suited to assets and reputations that take decades to build Embedded knowledge, passed down informally as well as formally Patient capital, allowing reinvestment through economic cycles Alignment of ownership and management, reducing conflicts of interest Strong identity and purpose, often tied to place, craft or community Crucially, these sectors reward consistency more than disruption. While innovation is essential, it is often incremental rather than revolutionary — playing to the strengths of family enterprises. Endurance, Not Immunity Longevity does not imply invulnerability. Family businesses fail when they resist necessary change, mishandle succession or confuse tradition with stagnation. Those that endure do so because they adapt continuously while remaining anchored to core principles. In an economy increasingly dominated by scale and speed, the continued success of multigenerational family businesses is a reminder that resilience is often built slowly. In the right sectors, with the right mindset, family ownership remains not a relic of the past, but a durable model for the future.

Six-week journey across the UK to celebrate and connect family businesses nationwide. Family Business United is delighted to announce the launch of its 2026 Family Business Road Trip, a six-week journey across the UK celebrating the innovation, resilience and community impact of family-owned firms. Commencing on 30 March 2026, the road trip will travel the length and breadth of the country, visiting a wide range of family businesses in locations including Preston, Leeds, Norwich, Cheltenham, London and many places in between. The initiative aims to shine a spotlight on the vital contribution family firms make to the UK economy while fostering meaningful connections within the sector. The journey will be undertaken in a vehicle generously provided by Hendy Group, the UK’s largest family-run car dealer business, enabling the Family Business United team to engage directly with business owners, hear their stories first-hand, and share their successes with a wider audience. Throughout the six weeks, the tour will feature business visits, interviews, networking opportunities and digital coverage, offering an authentic insight into the diversity of family enterprises operating across multiple industries and regions. Paul Andrews, Founder and CEO of Family Business United, commented: “We are incredibly excited to be taking to the road once again to champion family businesses across the UK. This road trip is all about celebrating the people behind the businesses, understanding their stories and highlighting the unique role they play in driving economic growth and supporting communities." "From long-established firms to the next generation of innovators, we look forward to engaging with many inspiring family businesses along the way.” Paul Hendy, Chief Executive of Hendy Group, added: “We are proud to support the 2026 Family Business Road Trip by providing the vehicle that will power this important journey. As a family business ourselves, we understand the values, challenges and opportunities that come with running a family enterprise." "This initiative is a fantastic way to recognise and celebrate those businesses that are the backbone of the UK economy, and we are delighted to play a part in making it happen.” The 2026 road trip builds on previous successful tours, further strengthening the Family Business United network and reinforcing its commitment to supporting and promoting family firms nationwide. Hendy Group represents more than 25 automotive brands across over 60 locations along the south of England and has been delivering a premium automotive experience for more than 165 years. Regular updates, stories and highlights from the journey will be shared throughout the tour via Family Business United’s digital platforms.

The LEGO Group has revealed plans for a solar park at its U.S. factory, LEGO Manufacturing Virginia. The project will significantly expand the site’s on-site renewable capacity and marks a significant milestone towards the ambition of sourcing 100% renewable energy for the facility’s annual needs. Construction of the solar park, located on-site at the company’s Chesterfield, Virginia factory, is expected to begin this summer. The project will feature over 30,700 ground-mounted panels with a total capacity of 22 MWp, occupying nearly 80 acres. The company also plans to install 10,080 rooftop solar panels on top of its buildings, producing an additional 6.11 MWp of capacity. Jesus Ibañez, General Manager of LEGO Manufacturing Virginia, said: “We’re proud of the progress we continue to make. These initiatives are key to increasing our use of renewable energy and support our ongoing commitment towards more sustainable operations.” Construction is progressing on schedule following the factory’s steel topping out in October 2025. The site’s office space, constructed from mass timber, is on track to be topped out later this spring. The use of mass timber, a renewable resource that sequesters carbon rather than releasing it, also contributes to the site’s ambition to minimize energy consumption and the use of non-renewable materials. Team size to double over course of 2026 The LEGO Group is committed to building a strong team and contributing to the local community through the creation of highly skilled jobs in Virginia. More than 500 team members currently work across the factory that is under construction and the company’s temporary packing facility – a number that is expected to nearly double to approximately 900 by the end of 2026. The sharp increase is to prepare for operations of state-of-the-art, highly automated molding and packing machinery. Deepening community roots through continued funding support As construction of the factory continues and the company becomes increasingly rooted in the community, the LEGO Group remains dedicated to making a positive impact. Last month, it announced continued support for local communities in the Greater Richmond area, committing more than $1.3 million in grants to eight nonprofit organizations. Since 2022, the LEGO Group has provided more than $3.5 million in grants, funded by the LEGO Foundation, with the ambition to bring more play opportunities to kids in the region. Facts LEGO Manufacturing Virginia Location: Chesterfield County, Virginia, USA. Investment: More than US $1.5 billion including the factory and regional distribution center. Land: 340 acres/137 hectares, equivalent to 260 American football fields. Buildings: 13 buildings that cover approximately 1.7 million ft² / 160,000 m² and include office spaces, molding and packing buildings, an energy center, a high bay automated warehouse, and more. Jobs: Over 1,700 positions over 10 years, with recruitment ongoing. For full list of jobs, visit our career page or follow LEGO Careers and see how you can build your career. Precision manufacturing: All LEGO factories globally follow the same blueprint, using high-tech equipment to produce bricks with 1/10th of a hair’s width precision. Sustainability initiatives Certification: The aim is to secure LEED Platinum certification (Leadership in Energy & Environmental Design) for the building once it is completed including energy, water and waste. On-site solar power: Solar power will be generated through 10,080 rooftop solar panels with a capacity of 6.11 MWp and 30,752 ground mount panels with a capacity of 22 MWp. Renewable energy:  The LEGO factory will increase its use of renewable energy through on-site solar generation and continues to look for solutions to account for remaining energy needs. Zero waste to landfill: The new factory shares the same ambition as all LEGO operations of achieving zero waste from factories to landfill. Almost all waste is either reused, recycled, composted or sent to non-landfill waste-treatment options.

GAP Hire Solutions, the UK’s largest independent hire company, has strengthened the technical expertise within its lifting division with three team members achieving Appointed Person certification: Pete Monniot, Daniel Gruffydd and James Daniel. While GAP does not carry out lifting operations, the qualification provides a deeper technical understanding of lift planning, site constraints, and lifting methodologies. This allows the company’s lifting specialists to engage more effectively with contractors’ Appointed Persons and lifting teams on site. As a provider of lifting equipment, this enhanced knowledge ensures GAP can better support customers during the planning and coordination stages of lifting activities, helping ensure equipment is specified correctly and delivered in line with site requirements. All three newly qualified Appointed Persons have developed their expertise in accordance with industry legislation and best practice, including the Lifting Operations and Lifting Equipment Regulations (LOLER) 1998. Pete Monniot, Head of Lifting – South, commented: “As an equipment provider, it’s important that we understand the technical and operational challenges our customers face when planning lifting activities. Achieving Appointed Person certification strengthens our ability to engage with site teams at the right technical level, ensuring we can support them in specifying the correct equipment and meeting the requirements of the lift plan. It ultimately gives our customers confidence that they’re working with a supplier who understands the realities of lifting operations.” Achieving Appointed Person status demonstrates GAP Hire Solutions’ ongoing investment in professional development and reinforces the company’s reputation as a trusted partner in lifting solutions.

In the heart of Cheltenham, tucked along Fairview Road, stands a business that has quietly outlasted empires, economic swings and the relentless march of modern retail. George Bence & Sons (Cheltenham) Ltd is not merely a builders’ merchant; it is a living thread in the fabric of Gloucestershire’s commercial and architectural history. Founded in 1854, George Bence & Sons began life in an era when deliveries were made by horse and cart and Cheltenham itself was still basking in its Regency heyday. While countless firms of similar vintage have disappeared or been absorbed into national chains, Bence has remained resolutely independent—and, perhaps more remarkably, family-run. That continuity is more than a point of pride; it informs the company’s ethos, where relationships and reputation carry as much weight as stock and supply. Step inside today and the scale of the operation quickly becomes apparent. What began as a traditional merchant has evolved into a comprehensive supplier serving everyone from seasoned tradespeople to ambitious home improvers. The shelves and yards are stocked with everything required to build, renovate or refine a property: bricks and blocks, timber and insulation, roofing systems, tools, plumbing supplies, and landscaping materials. It is the sort of place where a builder can source an entire project—or where a homeowner might begin one. Yet to think of Bence purely in terms of bricks and mortar would be to miss a key part of its modern identity. In recent years, the company has invested heavily in its showroom offering, most notably through its striking “Obsidian” space. Here, the tone shifts from functional to aspirational. Kitchens and bathrooms are presented not as necessities but as design statements, with curated displays that would not look out of place in a London design studio. It is a reminder that today’s builders’ merchant must cater as much to lifestyle as to logistics. As Paul Bence, sixth generation Managing Director explains: “We are a family business steeped in history and heritage but that isn’t a golden ticket for long term survival. We have worked hard to continually evolve and remain relevant in the world we are doing business in today.” Like many family firms today, Paul and the team are having to deal with everything that the prevailing geopolitical and economic environment throws at them, with the war in the Middle East adding more complexity to the ever changing business world. As Paul continues, “It is not easy being in business today but as a family firm we have survived two world wars, eight pandemics and 14 recessions and will find a way through. Recent changes to business rates, the national living wage, the employment rights bill and changes to inheritance tax rules are also having an impact but we continue to press forward, monitoring costs, diversifying to spread risk and innovate wherever possible.” Behind the scenes, the business runs with the efficiency one would expect of a contemporary operation. A fleet of vehicles—ranging from standard delivery lorries to specialist crane-equipped trucks—fans out across a roughly 40-mile radius, supplying building sites, homes and developments throughout the region. It is a far cry from the firm’s 19th-century beginnings, yet the principle remains unchanged: getting the right materials to the right place, reliably. Recognition has followed. Over the years, George Bence & Sons has collected a string of industry accolades, including honours for family business excellence and showroom design. Such awards, however, seem almost incidental to its standing locally. In Cheltenham and beyond, the name “Bence” carries a certain quiet authority—a shorthand for dependability built up over generations. What ultimately sets the company apart is its ability to balance heritage with relevance. In an age dominated by national chains and online ordering, there remains something distinctly valuable about a business where knowledge is personal, service is consistent, and history is tangible. George Bence & Sons has not simply survived for over 170 years; it has adapted, expanded and, in many ways, flourished. As Paul concludes, “Being at the helm of a business as old as this is a big responsibility and one that I truly embrace. That doesn’t mean it is easy and to be honest I don’t think that it has ever been so hard, but as a team we work together and continually look to the future." "Our next generation are young so who knows what the future holds but the business will be there if they decide they want to take it forward into the seventh generation and beyond,” And so, on Fairview Road, the story continues—one delivery, one project, one customer at a time.

In towns and cities across the United Kingdom, from bustling high streets to rolling rural communities, family businesses quietly power the economy, sustain communities and embody values that often feel lost in today’s fast paced corporate world. These enterprises are more than commercial endeavours; they are legacies, emotional investments and living stories of generations working together toward a shared purpose. Whether it’s a third generation bakery in Yorkshire, a bespoke crafts maker in London or a regional engineering firm that has evolved over decades, family businesses hold a special place in the British economic and cultural landscape. The Heartbeat of the Economy Family firms are prolific. They account for a substantial portion of private sector activity in the UK, providing jobs, generating wealth and supporting local communities — and yet many operate outside the glare of headlines. As Paul Andrews, founder and CEO of Family Business United, puts it: “Family businesses are humble by nature. They’re more focused on getting the job done than shouting about it. But behind closed doors, these businesses are delivering real value, to their employees, their communities, and the wider economy.” The contribution of family enterprises extends far beyond simple revenue figures. They provide stability in the job market, reinvest profits locally and often set the tone for ethical, long term business practice. A Legacy of Values At the core of many family businesses is a set of deeply held values, integrity, care for employees, and a sense of stewardship for future generations. These aren’t just buzzwords; they guide real decisions about sustainability, community involvement and long term planning. As Paul continues, "Britain is awash with family businesses. Some are small, some large but what they all share is a deep rooted commitment, to legacy, to stewardship, and to doing business in a way that reflects their family’s values.” This long term thinking stands in contrast to the short term pressures faced by many public corporations focused on quarterly results. Instead, family firms often think in terms of decades, or even generations, which changes how they approach growth, risk and investment. Investing in People and the Future Family businesses often play an outsized role in workforce development. Many are committed to apprenticeships, nurturing talent from an early stage and offering real career pathways. This is recognised by the assortment of career pathways that are apparent in family firms the length and breadth of the country, as seen in the annual report into Family Business Apprentice Employers published by Family Business United. As Paul adds, "“Family businesses are innovative and entrepreneurial. These businesses are not only creating jobs but are investing in the skills and careers of future leaders and many directors in board rooms today started out as apprentices back in the day.” The dedication to people reflects how family enterprises see their role: not just as economic actors, but as investees in human potential. Community Anchors and Cultural Touchstones Beyond money and employment, family businesses are woven into the social fabric of towns and cities. They sponsor sports teams, support schools, champion local causes, and create spaces where people meet, work and share experiences. These connections foster loyalty not just from customers but from entire communities. As Paul notes, events in the ocmmunity are special and make a real differene. “Events like these are special, they bring a real vibrancy, sense of belonging and camaraderie with plenty of pride, passion and emotion.” Facing Challenges Together Running a family business isn’t always straightforward. Succession planning, balancing tradition with innovation and navigating periods of economic uncertainty all require care, communication and creativity. But it is precisely these challenges that often strengthen the bonds within family firms and make their success all the more meaningful. Family enterprises are not just units of commerce; they are legacies that are often fully embedded in workplaces, dinner table conversations and community life. They are built on trust, resilience and an enduring commitment to something bigger than profit alone. In their continuity of purpose and investment in people, they offer a model of business that is as human as it is economically vital. In an era of rapid change and transactional interactions, the enduring success of family businesses reminds us that business done well still carries heart, history and hope for tomorrow.

In the polished boardrooms and well-tended gardens of family businesses across the UK and beyond, a quiet but consequential shift is underway. Where once corporate giving was an occasional nod to charity at Christmas or a responsive gift in times of crisis, a new generation of family firms is weaving philanthropy into the very fabric of their strategic identity. This is not mere benevolence. This is strategic philanthropy: deliberate, sustained, and aligned with long-term business purpose. Philanthropy With A Purpose For many family enterprises, the impulse to give has deep personal roots — a founder’s story of hardship, a matriarch’s passion for education, or a legacy built on community support. But today, philanthropy is increasingly understood not as an adjunct to business, but as a complementary strategy that can reinforce reputation, strengthen stakeholder relations and even open doors to new markets. In practice, strategic philanthropy can take myriad forms. Some family firms concentrate their giving on a single, well-defined social challenge — for instance, advancing digital literacy in underserved communities, or funding long-term research into environmental sustainability. Others adopt a broader portfolio approach, balancing local community initiatives with global partnerships. What unifies these approaches is intentionality: charities and causes are chosen not because they are fashionable, but because they resonate with the company’s values, its heritage and its future ambitions. Aligning Values With Value The notion that doing good can be good for business might sound trite, but for family businesses, where legacy and reputation are often existential concerns, the alignment of values and value is far from superficial. Take, for example, a mid-sized manufacturing firm rooted in a northern English town. With several generations of the founding family still involved, the company has committed to a decade-long programme supporting technical education in local schools. The investment, while philanthropic, also addresses an acute skills shortage in the firm’s own sector. By engaging with schools, hosting apprenticeships and championing STEM initiatives, the business not only contributes to community wellbeing but also cultivates a pipeline of future talent. Such initiatives can yield measurable benefits. Recruitment becomes easier when young people in the community recognise the business as a partner in their development. Local authority relationships strengthen. And employees, particularly younger ones, report higher levels of engagement when their employer demonstrates a genuine social purpose. Beyond The Bottom Line: Reputation, Risk And Resilience In an era of heightened social expectations and ubiquitous social media scrutiny, the reputational dimension of strategic philanthropy cannot be overstated. Family businesses, often deeply embedded in specific regions or sectors, are especially sensitive to public perception. A well-articulated giving strategy can act as a form of reputational capital — a reservoir of good will that can dampen the impact of crises. At the same time, philanthropic programmes can play a role in risk mitigation. By investing in community resilience — from mental health services to climate adaptation projects — firms help fortify the ecosystems in which they operate. This is not altruism alone: it is a recognition that business viability is intertwined with societal wellbeing. Governance And Generational Transition Family firms often face unique governance challenges. Decisions that blend personal values and corporate strategy can be fraught, particularly during generational transitions. Younger family members may prioritise social impact more intensely than their predecessors, while older generations may be wary of diluting commercial focus. Strategic philanthropy, when thoughtfully structured, can serve as a bridge. Establishing formal frameworks — such as family councils, advisory boards or philanthropic endowments — allows diverse voices to participate in shaping giving strategies. These structures can help ensure continuity, avoiding the pitfalls of ad-hoc benevolence and embedding philanthropy into the company’s governance architecture. Indeed, for many families, the act of giving becomes a shared project that strengthens inter-generational bonds. Grandparents, parents and children working together on community initiatives can find in philanthropy a unifying language of purpose. Measuring Impact: A New Frontier One of the enduring criticisms of corporate giving is that it can be difficult to measure. How, for instance, does a firm quantify the social return on funding a rural community centre or underwriting artistic programmes in an urban hub? Leading family businesses are now confronting this question with rigour. They are adopting impact metrics, commissioning independent evaluations and, crucially, tying philanthropic goals to business objectives where appropriate. Far from reducing giving to a spreadsheet exercise, these practices encourage clarity of purpose and reinforce accountability. A Strategic Complement, Not A Substitute It would be a mistake, however, to portray philanthropy as a panacea for all the challenges facing family businesses. Strategic giving cannot replace sound commercial strategy, nor can it mask poor governance or ethical lapses. But when pursued with authenticity and clarity, it becomes a powerful complement: a way of expressing corporate identity, contributing to societal wellbeing and affirming a long-term vision that transcends quarterly returns. At its best, strategic philanthropy embodies a simple yet profound insight: business and society are not separate realms, but interdependent ones. For family businesses, custodians of legacy and stewards of community trust, this insight is not just ethical. It is strategic.

Family businesses occupy a unique position in the commercial landscape. Built on trust, long-term thinking and personal reputation, they often enjoy strong employee loyalty and close customer relationships. Yet these very characteristics can also leave them exposed when it comes to cybersecurity. In an era where cyber attacks are increasingly targeted, automated and financially motivated, family businesses can no longer afford to view cybersecurity as a purely technical concern or assume it is “someone else’s problem”. For boards of directors, cybersecurity is now a core governance issue, one that directly affects business continuity, reputation and generational wealth. Why Cybersecurity Is a Critical Issue for Family Businesses Many family-owned firms have grown steadily over decades, adopting new technologies as needed rather than through a single, coherent digital strategy. Systems that once supported a small local operation may now underpin a complex organisation with remote working, cloud services and global supply chains. This evolution often results in: A patchwork of legacy systems Inconsistent security controls Informal processes built on trust rather than verification Limited internal challenge of long-standing practices Cyber criminals understand this environment well. Family businesses may not appear on stock exchanges, but they hold valuable data, have predictable payment patterns and often operate with fewer layers of approval, all of which make them attractive targets. The Human Factor and the Culture of Trust Family businesses rightly pride themselves on trust. Long-serving employees are often given broad system access, and instructions from senior family members may be acted upon without hesitation. Unfortunately, this culture can be exploited through phishing, impersonation and so-called “CEO fraud." A single convincing email or phone call can result in: Fraudulent payments Disclosure of confidential information Compromise of user credentials Entry points for wider network attacks Cybersecurity failures are rarely just technical. They are far more often the result of human behaviour combined with weak processes. Cyber Risk and the Family Name For family businesses, a cyber incident is not just a financial or operational problem — it is personal. A data breach or ransomware attack can damage a family’s reputation in its community, undermine customer confidence and place strain on internal relationships. Unlike large corporates, family firms may not have: Dedicated cyber teams Significant financial buffers Extensive insurance coverage Experience of handling public incidents This makes prevention, preparedness and board-level oversight all the more important. Cybersecurity as a Board-Level Duty Cybersecurity should sit alongside financial controls, legal compliance and health and safety on the board agenda. Directors have a duty to understand the risks facing the business, even if they are not technical specialists. Guidance from organisations such as the National Cyber Security Centre makes it clear that effective cybersecurity starts with leadership, not software. Boards do not need to know how to configure firewalls, but they do need to be confident that the right questions are being asked and answered. A Cybersecurity Checklist for Family Business Boards The following questions provide a practical framework. Every board of directors should be able to answer them clearly and confidently. Governance and Accountability Who at board level is accountable for cybersecurity risk? How often does the board formally review cyber risk? Is cybersecurity integrated into the overall risk management framework? Do we receive meaningful reports, not just technical jargon? Understanding the Business Risk What are our most critical systems and data? Which cyber incidents would cause the greatest damage to operations or reputation? How dependent are we on third-party suppliers and IT providers? What would be the impact if systems were unavailable for several days? People and Culture Do employees receive regular, practical cybersecurity training? Are staff encouraged to challenge unusual requests, even from senior family members? How do we manage access for long-serving employees and family members? Are leavers’ system accesses removed promptly? Technology and Controls Are our systems regularly updated and patched? Do we use multi-factor authentication for critical systems? Are backups performed regularly, stored securely and tested? How do we monitor for suspicious activity? Incident Preparedness Do we have a documented cyber incident response plan? Has the plan ever been tested through a simulation or exercise? Who makes key decisions during a cyber incident? Do we know when and how to involve insurers, legal advisers or regulators? Third Parties and Supply Chain How do we assess the cyber risks of suppliers and service providers? Are cybersecurity expectations written into contracts? What access do third parties have to our systems and data? How quickly would we know if a supplier had been breached? Insurance and Recovery Do we have cyber insurance, and do we understand what it covers? Are policy conditions aligned with our actual security practices? How would we communicate with customers, staff and stakeholders after an incident? What lessons would we expect to learn and implement afterwards? Protecting Today’s Business and Tomorrow’s Legacy Family businesses are built with the future in mind. They aim to pass something of value, financial, reputational and cultural, to the next generation. In a digital economy, that legacy is inseparable from cybersecurity. Boards that treat cyber risk as a standing governance issue, rather than a technical inconvenience, place their businesses in a far stronger position to withstand modern threats. Those that do not risk discovering the importance of cybersecurity at precisely the wrong moment.