Succession planning in a family business can be challenging, particularly when family members hold divergent views on the future direction of the business. These differences can stem from varied perspectives on growth, values, or risk tolerance, which, if left unaddressed, can jeopardise business continuity and family harmony. Managing these differences requires understanding, clear communication, and a strategic approach. Family business members discussion their vision for the future of their business From my experience working with family businesses, there are some key strategies to guide family businesses through succession planning when family members have conflicting visions. Start The Process Early And Have Open Communication The first step in handling differing visions is to start the conversation early—ideally, well before any transitions become imminent. Early conversations provide time to explore various perspectives without the pressure of impending deadlines. They also allow for thoughtful planning that respects every family member’s viewpoints. During initial discussions, create a space where all family members feel comfortable expressing their thoughts and concerns. The goal here isn’t to resolve differences immediately but to understand where everyone is coming from. A structured approach, such as setting regular family meetings or creating a family council, can help maintain momentum and ensure that all voices are heard over time. Define Your Shared Values And Goals Aligning on shared values and long-term goals can help create a foundation that unites family members despite different visions. Values are the principles that define how the business operates and its purpose, while long-term goals reflect the overarching direction of the company. Are family members more focused on maintaining family heritage and community service, or do they prioritise rapid expansion and market dominance? A facilitated discussion to identify these core values and goals can help family members find common ground. Documenting these shared principles can help guide decision-making even when specific strategies vary. These documents, often called family charters, constitutions or mission statements, can provide a strong reference point to keep the family aligned. Engage In Collaborative Vision Discussions Once you’ve identified shared values, encourage family members to envision the future of the business together. A vision exercise, ideally led by a neutral facilitator, allows each person to share their ideas for the business’s future without judgment. Questions that can stimulate productive discussion include: What do you see as the primary purpose of our business? How do you envision the company five, ten, or twenty years from now? What role should the next generation play in shaping our future? Using visual tools like mind maps, flowcharts, or vision boards can help make abstract ideas more tangible. The goal here is to create a space for collaboration rather than competition, opening the door to new ideas that combine different perspectives. An experienced family business advisor can facilitate these discussions and capture the thoughts and views of each family member as an impartial guide. Evaluate Roles And Responsibilities Based On Strengths In family business, it’s common for roles to be assigned based on family relationships rather than skills. However, this can lead to conflict, especially if members feel their talents aren’t utilised effectively. Instead, consider assigning roles based on individual strengths and interests. For example, if one family member is passionate about growth and innovation, they may be best suited for a role that focuses on expansion strategies. On the other hand, a family member who prioritises stability and tradition could focus on operational roles that protect the business’s core values. Matching strengths to roles can help family members see how their individual visions and skills contribute to the company’s success, fostering a sense of purpose and alignment. Create A Structured Succession Plan With Milestones A structured succession plan with clear milestones and timelines can help reduce ambiguity and ease tensions. This plan should include specific benchmarks for each stage of the transition, including when leadership responsibilities will be transferred, what role each family member will play, and how any ownership changes will be handled. By creating a timeline, you reduce the likelihood of misunderstandings or disagreements about the future. To ensure the plan remains relevant, consider revisiting it periodically. Changes in the business environment, family circumstances, or personal preferences can impact the plan, so it’s important to adapt as necessary. A flexible succession plan can accommodate evolving visions while still providing direction and stability. Involve A Family Business Advisor Sometimes, an impartial third party is essential for resolving conflicts and bridging differences. An experienced family business advisor can bring an objective perspective to the conversation. These professionals can also help family members navigate sensitive topics, provide insights on best practices, and keep discussions focused on the business’s best interests. An external advisor may also help manage emotions that can cloud judgment, such as fears about legacy or personal feelings about other family members. Neutral parties bring a wealth of experience in dealing with similar family dynamics and can facilitate discussions that otherwise might stall or devolve into conflict. Use A Gradual Transition Approach Gradual transitions can be particularly helpful in managing differing visions, allowing the business to incorporate new ideas without disrupting its core operations. This approach might involve transitioning leadership roles over time or testing new business strategies on a smaller scale before fully committing. Gradual transitions allow family members to witness the impact of each other’s ideas in action and adjust as needed. For example, if one family member envisions modernising the business, consider implementing these changes within a single department or on a limited scale. This gradual approach can help demonstrate the benefits of new ideas and give more traditional family members time to adjust. Focus On Family Harmony As An Overarching Priority A successful succession plan is one that not only preserves the business but also maintains family unity. Differences of opinion are natural, and it’s important to remind family members that a diversity of perspectives can strengthen the business if managed well. Protecting family harmony and supporting each other’s visions can benefit everyone in the long run, even if individual ideas need to be compromised along the way. Consider creating guidelines for conflict resolution that all family members agree upon. These can include processes for handling disagreements, conducting fair decision-making, and respecting each other’s boundaries. By prioritising family harmony, you’re reinforcing that the family’s legacy is about more than the business itself—it’s also about the relationships that sustain it. Handling succession planning when family members have differing visions requires patience, transparency, and a commitment to shared values. Succession is a process, not a single event, and with thoughtful planning, family members can find ways to honour both the business’s heritage and its future potential, ensuring a legacy that respects the diverse perspectives of each generation.

Family Business United is delighted to announce a new strategic partnership with Stafffinders, Scotland’s oldest recruitment consultancy that remains proudly family owned. This collaboration is set to provide family businesses across the UK with enhanced access to talent, expertise, and recruitment solutions tailored to their unique needs. Through this partnership, family firms seeking to recruit new team members can now benefit from a more comprehensive approach. Businesses can choose to advertise vacancies directly through Family Business United or leverage the extended reach and professional recruitment services offered by Stafffinders. For those looking for a fully managed solution, Stafffinders will oversee the entire recruitment process, ensuring the right fit for both employer and candidate. Family Business United continues to champion the distinctive advantages of working within a family business environment—where values, legacy, innovation, and community play a central role. Job seekers are encouraged to explore a diverse range of opportunities across the UK, from leadership roles to positions suited for emerging talent, and discover workplaces where their contributions can have a meaningful impact. Paul Andrews, Founder and CEO of Family Business United, commented: "This partnership with Stafffinders represents an exciting step forward in supporting family businesses with their recruitment needs. We understand the importance of finding the right people who align with the values and culture of family firms. By combining our platform with Stafffinders’ expertise, we are creating a powerful solution that connects passionate individuals with opportunities within outstanding family businesses across the UK." Jane Wylie-Roberts, CEO of Stafffinders, added: "We are thrilled to partner with Family Business United, an organisation that shares our commitment to supporting family enterprises. As a family-owned business ourselves, we understand the nuances and strengths of this sector. Together, we can support businesses looking to recruit new staff members and offer tailored recruitment solutions that not only widen the talent pool but also ensure businesses find candidates who truly fit their ethos and ambitions." Family businesses looking to recruit are invited to advertise their roles through Family Business United or take advantage of the enhanced services available through this new partnership with Stafffinders. You can find out all there is to know and check out the current job vacancies here .

The UK’s leading independent paint manufacturer, HMG Paints Ltd has become part of the growing Modular and Portable Building community by becoming an associate member of the Modular and Portable Building Association (MPBA). Founded in 1938, the MPBA play a key role in connecting all sectors of the modular and portable building industry. By promoting collaboration and partnerships the MPBA is driven to open the door to various opportunities and add significant value businesses within the industry. HMG Paints have a vast product portfolio which covers a wide variety of industries, with products supplied across the globe. The paints and coatings range from standard to highly specialised, superior performance products, but all have one thing in common, they are backed by the enthusiasm and passion that HMG has for producing the highest quality finishes, with the best possible service and technical know-how.   Paul Edwards, HMG Paints Sales Manager said: “Being part of the MPBA is a milestone for HMG as we look to grow our partnerships across the modular and portable building market. Our R&D Team have been working closely with key partners to develop a portfolio of products for OEM’s, Refurbishers and Renovators and we’re excited to increase our engagement with MPBA members as we showcase our products.” HMG’s range of paints for portable and modular buildings, steel containers and more consists of both solvent-based and water-based coatings. The range consists of 1K and 2K offerings which are designed to provide durability and protection in line with customer requirements. HMG has also focused on making them easy to apply, clean up and have a range which reduces environmental impact. All of HMG’s products are backed up by market leading technical support, which includes process audits, application training both on site and at HMG’s Riverside Training Centre and post application support. As a Manchester based manufacturer HMG Paints are proud that all of their products are Made in Britain accredited and produced under ISO 9001 and ISO14001 Management Systems. The company also boasts and unprecedented colour archive allowing designers and manufacturers of modular and portable buildings an expansive colour collection to choose from. A key component of this is the ColourBase Colour Box which consists of 2400 colour chips. The ColourBase Colour Box is a multi-function tool, in the sense that not only each colour has a chromatic code that identifies its position in the colour sequence, but it also corresponds to a colour existing on the market of reference. With a host of colours including British Standard, RAL, Agricultural and Commercial Vehicle the ColourBase Colour Box is the perfect colour selection tool. When it comes to paint and colour for the modular and portable building market, HMG Paints truly is one name that covers everything. To discuss your paint and coatings requirements you can contact the HMG team directly via sales@hmgpaint.com or alternatively find out more about the range of products and bespoke development services visit here .

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.