An agency that puts how a brand ‘feels’ at the heart of all it does has been behind the recent brand refresh by UK hotel group, Exclusive Collection, who this month unveiled a new website enhancing the guest and member experience across its seven country house hotels and estates and welcomed new Midlands location, Ansty Hall, into the fold. BrandSensory® , a specialist brand agency that deploys a sensory-led approach to create authentic, memorable brand experiences, has been working with the hotel group since April 2022 on the revised brand strategy. Led by industry veteran Gerri Hansen, the work was designed to capture the essence of family-owned Exclusive Collection, provide clarity and distinctiveness for the brands within the group, and position the company for continued growth and success. The work involved a thorough audit of the 27-strong house of brands within Exclusive Collection’s framework, exploring existing brand perceptions, attributes and assets. After which followed a programme of sensory-led workshops, research and development from which BrandSensory® was able to devise a revised segment-led architecture, redesigning each brand distinctively within a connected framework, united by the overarching company values and purpose. Key elements of the new brand strategy include: A focus on guest experience over product , as seen in a series of sensory-led brand films, new immersive website, refreshed identities and interior design cues across the Collection, notably the reimagination of Ansty Hall. Bespoke sensory profiles for each property to inform design , experience, and product offerings across the group and strengthen memorability, loyalty and referral. Redesigned propositions and brand attributes linking the brands but providing distinctive marketing territories for each within the group. New key messages that reinforce each property’s distinctive products and experiences. Revised story-led brand guidelines designed to celebrate authenticity and story-telling within each property, with briefings to all staff to deepen ambassadorship. New tone-of-voice characteristics and guidelines designed to create more human and friendly relationship with guests, with copywritten brand stories to support marketing activations. Stephanie Hall, Group Director of Sales & Marketing , says: “We wanted a fresh approach that would help us to articulate the unique characteristics of our properties. Our guests are increasingly discerning, and so we are always looking to innovate in our sector and offer them something more, better. The BrandSensory approach is so refreshing, allowing us to tell our story genuinely but challenge us too, and I have thoroughly enjoyed the process as much as the output.” Gerri Hansen, founder and director of BrandSensory® said: “This work was so rewarding. The group of brands had a huge opportunity to stand out in the marketplace and often competed against each other. The work we have done now lays the ground for a new kind of experience between brand and customer, one which has many opportunities for meaningful connection and memorability." "By crafting distinctive sensory attributes we’ve been able to create richly compelling narratives and stimulus across the Collection – and I’m looking forward to what will follow as the strategy embeds further into the guest experience.” BrandSensory® is an independent consultancy. Their unique approach takes learnings from neuroscience to build, codify and embed sensory-led strategies and experiences for brands to drive memorability, loyalty and deeper customer relationships. Following a visual identity and name change in Summer 2019, Exclusive Collection felt there was an opportunity to better articulate each of the hotels’ rich histories and distinct product offerings and the business’ central purpose of ‘creating happiness in amazing places’. Having engaged BrandSensory in April 2022, the work culminates in the creation of a series of sensory-led brand films, new immersive website and, most recently, the design approach for the redesigned Ansty Hall, which has benefited from Gerri’s unique approach in crafting distinctive brand experiences on property as well as on paper. Credited: ‘Eat, Shoot and Leaves for Exclusive Collection’

As the conversation around mental health in the workplace continues to gain momentum, it’s becoming increasingly clear that employee wellbeing is not just a nice-to-have but a critical factor in fostering a productive, loyal and engaged workforce. However, despite a growing awareness of the importance of happiness at work, many employees still struggle due to inconsistent support and a lack of genuine commitment from their organisations. Leading psychotherapist Nathan Shearman, director of therapy and training at Red Umbrella, speaks ahead of International Week of Happiness at Work, highlighting the profound impact that workplace environments have on mental health. The impact of inadequate support in the workplace “We spend a huge portion of our lives at work,” begins Nathan. “If it’s an environment where we don’t feel supported or cared about, where we can’t be our authentic selves, or where our emotions don’t matter, then it can quickly become a source of negative thoughts and feelings." “When employees’ issues aren’t met with support and understanding, they can easily feel like they’re not good enough, impacting self-worth and exacerbating existing mental health struggles." “And because work can play such a prominent role in our lives, if employees who are experiencing mental health issues are encouraged and facilitated in accessing support, this can help them overcome any barriers to seeking help, having a positive effect on their lives overall." Why are so many employees still unhappy at work? “Happiness is tied into a number of factors, and it’s important to remember that happiness at work can also be impacted by factors outside of work. Having a safe and supportive workplace environment with a positive mental health culture can help to balance out issues outside of work, or at least provide some distraction from them." “Part of the reason why many employees are unhappy at work is because support and understanding isn’t there, or it’s not consistent." “Having a line manager that doesn’t understand that an employee’s performance might be down because they're experiencing stress or anxiety, and is giving them a hard time about not hitting targets as a result, is going to significantly affect their levels of happiness, compared to a line manager who shows empathy and asks what support they might need." “Part of this comes down to training. Managers don’t always know how to respond to someone who is struggling. Even if they are naturally supportive and empathic, when faced with KPIs many managers don’t know how to be consistent in their approach and show good leadership skills around mental health, which is obviously facilitated by training." “Studies show that the main thing that makes an employee happy at work is often whether they feel their company is supportive of them. Companies that put support in place like EAPs, training, and mental health initiatives, find that their workforce rate their happiness at work higher, compared to companies that offer no support, or just provide tick-box resources.” Are employers still treating employee mental wellbeing as a tick-box exercise? “Many organisations are becoming aware of the importance, and the ROI, of mental wellbeing initiatives, yet there are still many companies that will see it something to ‘be done’ rather than to be engaged with. So, they might train up mental health first aiders, but then don’t empower them to make a difference in the organisation. Or, they might pay for an EAP, but don’t encourage staff to utilise it or engage with it." “Employees know the difference between a company paying lip service to mental wellbeing – the ones who do something for mental health awareness week, and then nothing the rest of the year – and those who truly care about making a difference. This leads to staff being disengaged from the company, less trustful and ultimately more likely to take their talents elsewhere." “The best way for employers to get out of the mindset of mental health being a tick-box exercise is to really think about how it affects employees. What are the risk factors that could cause stress and poor mental health within your business? What support is going to be most beneficial for your teams?" “Good mental health training providers and EAPs will work with you to understand your business’ needs and objectives, and to help you tailor solutions to ultimately help make a tangible positive impact to your workforce.”

Sixth-generation family business, John Good Group , is thrilled to announce the extension of its sponsorship of The WFA Cup for the 2024/25 and 2025/26 seasons. This two-year commitment follows the successful partnership established during the 2023/24 competition, reinforcing the company's dedication to supporting inclusive sports and community development. The WFA Cup, organised by The Wheelchair Football Association (WFA), is a premier domestic competition for Powerchair Football clubs across England. With a record-breaking 27 teams participating in the 2023/24 season, it has become one of the largest impairment-specific football tournaments globally. The competition follows a knockout format, culminating in a final held at St George's Park as part of the FA's Disability Cup Weekend. This extended partnership aims to significantly boost the growth and visibility of Powerchair Football throughout England. The competition will continue to be known as the John Good Group WFA Cup, building on the momentum generated during the inaugural sponsored season. With a record 27 teams competing in the 2023/24 season, The WFA Cup has become one of the largest impairment-specific football competitions in the world. Additionally, winning the Cup provides the champion with automatic qualification for the European Champions Cup every two years, offering the chance to compete internationally. Adam Walsh, CEO of John Good Group, expressed his enthusiasm for the partnership, "I'm delighted we've extended our partnership with The Wheelchair Football Association for the next two seasons of The WFA Cup. There's such good alignment with our group's core values of making a positive impact on people and communities and, having been inspired by the success of the 2023/24 competition, we're keen to now build on that momentum." Walsh continues, “As a family-owned company with nearly two centuries of history, we understand the importance of fostering long-term relationships and the platform for growth that they can create. Our commitment goes beyond mere sponsorship; it's about being an active partner in the Powerchair Football community and helping to create opportunities for players to compete and showcasing the incredible talent and determination of these athletes. We look forward to working closely with the WFA to innovate and expand this tournament in the years ahead, so watch this space." Dean Williams, WFA Chairperson, added, “What wonderful news. It was an absolute joy to partner with the John Good Group throughout last season's competition, watching them engage with our Powerchair Football family. A company with first-class values who are hell-bent on working with us to ensure that this prestigious tournament innovates season-on-season for our community. I'm so excited to work with them over the period to deliver an even better and bigger proposition.”

Clancy has been appointed to Lot 1 & Lot 2 of Southern Water’s Low Complexity Delivery Route (LCDR) Capital Infrastructure Framework to support the large-scale investment in sustainable infrastructure improvements planned through the upcoming AMP8 regulatory period. The contract will see Clancy continue its longstanding relationship with the water company and its suppliers to create a new collaborative framework that will deliver low complexity infrastructure design and build route schemes for Southern Water’s water and wastewater networks. The expected projects over both frameworks will consist of new water mains, sewer rising and gravity mains, infiltration reduction schemes, rehabilitation projects, growth and pump away schemes plus waste developer services and infrastructure projects. The family-run infrastructure specialist will provide its expertise to identify, design and implement low carbon or no build solutions, where possible, to promote both cost effectiveness and greener solutions, while reducing disruption and ensuring uninterrupted services for Southern Water’s customers. Clancy will also focus on factoring easy, cost-effective maintenance into the design of the capital investment projects through this framework to deliver greater efficiency in the long term. Reflecting Southern Water’s prioritisation of sustainable practices, Clancy is working to increase the proportion of its onsite energy generated by solar panels, as well as its use of hydrogenated vegetable oil (HVO) to power its plant, vehicles and equipment by contract start. Extended across Southern Water’s geographical portfolio, including the Isle of Wight, the framework will run for five years at a value of £400m across the two lots with the possibility of a three-year, extension. This is part of the water company’s largest investment period to date, as it improves its network resilience. Ronan Clancy, executive director at Clancy, commented: “The water sector is feeling pressure from all sides. Increasingly unpredictable weather and growing populations are placing rising demands on the network." "At the same time there is a requirement to keep customer bills low as we strengthen our ageing infrastructure. As a result, it’s essential that we find cost-effective and efficient solutions to upgrading assets and improving performance." “The new regulatory period presents an excellent opportunity for the industry to invest vital resources into expanding and reinforcing the integrity of the country’s pipelines. Clancy’s wealth of experience in delivering capital investment programmes, as well as in the maintenance of water and wastewater networks, means we are well-placed to support Southern Water in ensuring the network is resilient and efficient to maintain for the future.” Denver Knight, operations director at Clancy, said: “As we look ahead to AMP8, our long-standing expertise in the sector, our direct delivery model and our culture of approaching challenges innovatively will enable us to deliver better quality and more efficient outcomes for Southern Water and its customers. We’re looking forward to continuing our well-established relationship in the years to come.”

FM Conway is a founding supporter of the Street Soccer Foundation and has continually sponsored the charity’s flagship Academy for 18- to 30-year-olds since the Academy programme was established in 2016. The Street Soccer Foundation uses the power of football to positively change the lives of homeless and vulnerable young people across the country and it has continued to make a significant impact throughout its almost 10 years of operation. FM Conway’s renewed sponsorship now means that young people from all over London will be able to benefit from the Foundation’s Academy programme, which offers 10–12-week personal development courses. The courses cover a mixture of football coaching, positive mindset training, mentoring support, skills and employability workshops, and aims to help participants progress into employment, education, or further training. The Academy programme, which is run in partnership with professional football club community organisations throughout the UK, saw 12 different FM Conway sponsored Academy groups supported over the 2023-24 season, all benefitting from the coaching and development course, through partnerships with high-profile teams such as Tottenham Hotspur, Crystal Palace, Chelsea and West Ham United. Through these groups, the Foundation was able to help 158 young people, providing 480 hours of support and education, and enabling more than 80% of participants to transition into work, education, or further training as a result of the programme. FM Conway’s investment has already seen the Academy programme become the UK’s number one football-led project tackling youth homelessness in England, and the business will now look to further build upon its relationship with the Street Soccer Foundation as it heads towards its 10-year anniversary. Joanne Conway, FM Conway Executive Group Chair and CEO, said: “FM Conway has worked with the Street Soccer Foundation for many years now and it is an honour to continue our partnership with such a fantastic cause.” “The work that they deliver for our communities is invaluable and importantly, every year they make an incredible difference in the lives of so many vulnerable and disadvantaged people.” “We are proud to be supporting in the delivery of more programmes this year, which will help inspire and empower young people in turning their lives around for the better.” Keith Mabbutt, Founder and Chief Executive Officer of the Street Soccer Foundation, said: “FM Conway holds an incredibly significant importance to me personally and to the Street Soccer Foundation, being our founding sponsors and partners since inception.” “Their continued belief and support of our charity has enabled us to grow year on year as we strive to help as many young people as we possibly can through our proven Academy programme.” “I am very proud of the fact we have been able to consistently deliver a firm positive social value ROI to FM Conway over the years and I sincerely hope our valued partnership continues well into the future for the benefit of others.”

56% of Gen-Z currently consider pensions as ‘important’. 51% either currently or have at some point paused their pension contributions. 21% of Gen-Z are not saving anything towards retirement. 31% of Gen-Z are on the statutory minimum employer pension contribution. While 47% of Gen-X receive between 7-10%+. Gen-Z least likely to receive any financial benefits like bonuses and car allowance. Only half of Gen-Z professionals think pensions are important, in stark contrast to three-quarters of Gen-X who prioritise their pension contributions. This comes as the average base pay needed for a single person to retire comfortably stands at around £43k a year. But as living and rental costs are rising faster than salaries, it’s harder than ever for young professionals to save for retirement. Recent research from Robert Walters’ upcoming Benefits Guide – surveying over 3,000 white-collar professionals – warns that Gen-Z professionals shouldn’t overlook their pension contributions. Chris Eldridge, CEO of Robert Walters UK & Ireland comments: “Pensions aren’t something that you should start only considering as you get closer to retirement age – you should be putting something aside from your first day of professional employment. Young professionals neglecting their pension contributions now, could see their retirement postponed later in life due to insufficient savings.” ‘Not on my mind yet’ The general rule of thumb for calculating what you should be saving towards your pension is taking your current age and dividing by two (e.g. 25 year olds should be saving around 12%). Meanwhile, 51% of Gen-Z professionals are either currently, or have at some point paused their pension contributions, to use the money immediately. A further 18% have stated that retirement savings ‘aren’t on their mind’ with 21% saving ‘nothing at the moment’ towards retirement. 10% more professionals over the age of 27 (36%) are currently saving between 6-10% towards their pension compared to just over a quarter of Gen-Z professionals (26%). Chris comments: “By and large, Gen-Z professionals have spent the least amount of time in the labour market and will generally have the least amount of money saved towards their eventual retirement. Yet many are already putting their savings on hold to afford their daily expenses.” Companies giving senior workers more? Gen-Z professionals (31%) are the generation most likely to receive the statutory minimum pension contribution of 3%. They are also least likely to receive between 7-10%+ - with only 23% receiving this compared to almost half (47%) of Gen-X professionals. Chris comments: “Professionals under-30 are at a crucial time in their career to craft a solid foundation for their pension pot. But, as our research suggests, many are not getting the chance to do so with their current employer." “However – professionals should calculate what they can afford to set aside each month – even contributing 4% of your annual salary can be brought up by a minimum employer contribution to a healthier 7% - this provides a solid basis which can then be built up.” Adding to financial woes The survey also found, that Gen-Z professionals are not only most likely to be in non-managerial positions (79%) on significantly lower pay than their senior peers. They are also the generation least likely to receive any financial benefits like an annual bonus, car allowance, tuition contributions, discounted stocks and shares & equity. Despite being the generation that values ‘bonus schemes’ as the most important financial benefit when considering an employment offer (82%) they are the group least likely to be eligible for it – 14% less than Gen-X. Chris comments: “Not only are Gen-Z more likely to being earning less, but they are also less likely to be eligible for any financial benefits to supplement their base salary – making it even more difficult for them to put any savings aside for the future.” However – it isn’t just Gen-Z who should be worried about their future financial health, only 34% of UK professionals (of all ages) are satisfied with their employer's contributions to their pension. Meanwhile FTSE-listed companies like BP and Unilever have strengthened their pension contributions, offering up to 20-25% respectively. This allows their employees decide whether to use the full amount towards pension savings, or to use some as a salary top-up. Chris comments: “Right now, every penny counts so it’s vital when considering a new job offer that professionals weigh-up what potential employers can offer them in the long-term. "Employers offering meaningful financial benefits outside of just base salary will not only ensure employees have an equal opportunity to save for a secure retirement, their investment will also be repaid with better attraction, retention and company loyalty.” Generations by name, birth year and current ages in 2024: Generation Born Current Ages Generation Z 1997 – 2012 12 – 27 Millennials 1981 – 1996 28 – 43 Generation X 1965 – 1980 44 – 59 Baby Boomers 1946 – 1964 60 – 69

Lando Norris, McLaren Formula 1 Team Driver, at Silverstone track besides the life size LEGO Technic McLaren P1 build. The LEGO Group and McLaren Automotive have embarked on the ultimate challenge: creating a life-size, driveable LEGO® Technic™ version of the iconic McLaren P1™ supercar. McLaren Formula 1 Team driver Lando Norris puts the one-of-a-kind car to the ultimate test, completing a lap around the iconic Silverstone Circuit, a track holding many memories of historic moments for McLaren. The life-size car features an incredible 342,817 LEGO Technic elements and an electric motor; it is the first big build the LEGO Group has ever made, that’s capable of steering and driving an entire lap of a racetrack. The 1:8 scale LEGO Technic McLaren P1™ set is now available here. The LEGO Group and McLaren Automotive have embarked on the toughest LEGO Technic challenge to date, recreating a one-of-a-kind, fully drivable McLaren P1™ made from LEGO Technic elements. And if that wasn’t enough, McLaren F1™ driver, Lando Norris has been enlisted for the ultimate challenge, to complete a lap of the iconic British racetrack, Silverstone, in the 1:1 scale LEGO Technic McLaren P1. This life-size replica of the McLaren P1™ is made from 342,817 LEGO Technic elements, weighing approximately 1220kg, with some truly remarkable displays of engineering. The car has fully functional steering, making it the first LEGO big build ever capable of steering and taking on tricky racetrack corners. The build features an electric motor consisting of LEGO Technic Function batteries and an electric car battery, allowing it to travel further than any other LEGO model before it. The big build process came to life with 23 specialists from design, engineering and building from the LEGO group and McLaren Automotive, with 8,344 hours of development and construction and requiring 393 different types of LEGO Technic elements. With the car assembled, all that was left to do was to embark on the ultimate challenge, and with it being a McLaren supercar replica, who better to get behind the wheel than McLaren F1™ Driver, Lando Norris. The British driver was more than up to the task, taking on the twist and turns of the 5.891km (3.66 miles) track and completing the lap around the Silverstone Circuit. With the enormity of this challenge, Silverstone was the perfect setting given McLaren’s rich history with the home of British racing. Fans can see the full video of Lando Norris completing the Ultimate Challenge in the life-size LEGO Technic McLaren P1™ below. Ben Gulliver, Test & Development Director, McLaren Automotive commented: “Having worked on the original P1 programme for McLaren, it’s amazing to see so many of the elements from the original McLaren P1™ brought to life so realistically by the LEGO Technic team for the full-scale model. The car was an icon of its time. I hope that through this collaboration with the LEGO Group, we are able to inspire the next generation of designers and engineers to push the boundaries of automotive innovation.” “This project marks the latest in a long list of collaborations between the LEGO Group and McLaren, bringing together McLaren engineers and the LEGO Model Production team from conception all the way to the final build." "McLaren's automotive and engineering expertise has been invaluable in helping us produce a model as authentic to the original McLaren P1™ as possible, allowing us to turn a dream into a reality. It was incredibly cool to see McLaren F1™ driver, Lando Norris driving the car we created.” Lukáš Horák, Senior Project Manager in Model Production, LEGO Group.

Westlands Farm Shop, near Wickham, is celebrating British Food Fortnight by shining a light on some of its local suppliers. During British Food Fortnight, which runs from the 20th of September to the 6th of October, customers will be able to visit the shop and enjoy special offers and tasters of the best food Hampshire has to offer. Located in the heart of the Meon Valley, Westlands Farm Shop will feature different local producers each weekend during British food fortnight. Since opening in 2001, Westlands Farm Shop has been nurturing local supply chains and supporting small businesses in the community. More than 50 per cent of its suppliers are local, with most being located within a 40-mile radius. The shop champions local produce and supports small supply chains year-round, offering a platform for fellow family businesses and farmers to tell their stories. Renowned local food and drink producers, including Bowman Ales, Homemade Brownie Company, and Wyches Vineyard, will be highlighted in the shop with stickers and information boards. Bere Dairy, located only five miles away, has been a proud partner of Westlands Farm Shop for over 20 years. Kayleigh Collett, from Westlands Farm Shop, says supporting independent businesses is hugely important to help local economies thrive. “Around 50 per cent of our annual revenue is reinvested into local supply chains every year. With the support of residents, we can help to boost the local economy in the Meon Valley.” Robert Court from Bere Dairy said, "Without the support from Westlands Farm Shop, my business likely would not have survived the COVID-19 pandemic. Shopping small and local is the best way to support your local economy, and British Food Fortnight is an excellent initiative to bring the community together.” This fortnight, founded by Love British Food, aims to highlight the importance of shopping locally. From environmental benefits like reducing food miles, to the positive impact on the local economy. According to a report by The Federation of Small Businesses, for every £1 spent with a small or medium-sized business, 63p is re-spent in the local area.

GAP Hire Solutions, the UK’s largest independent hire company, has once again raised the bar by winning the Outstanding Contribution to Specialist Construction award at the 2024 CN Specialist Awards. Known for its drive towards innovations and industry-leading practices, GAP continues to revolutionise the construction sector with its integrated, sustainable solutions. GAP Hire Solutions, the UK’s largest independent hire company, has been honoured with the Outstanding Contribution to Specialist Constriction award at the 2024 CN Specialists Awards. The award recognises GAP’s exceptional commitment to innovation and efficiency, driven by the seamless collaboration of its Pump Services, Environmental Services and Tanker Services divisions. Together, these divisions have meticulously crafted a one-stop-shop for construction dewatering, addressing the unique challenges faced by clients with precision and expertise. One of the standout features of this project is the paradigm shift it brings to the long-term management of construction dewatering, offering significant benefits to both clients and the environment. By providing a fully managed service, including regular clarifier emptying, GAP not only saves clients valuable on-site time but also delivers a more efficient, sustainable solution that reduces environmental impact. The CN Specialist Awards judges praised GAP Hire Solutions for its strong focus on sustainability and innovative solutions. They highlighted the end-to-end integration of standalone services into a single, cohesive system, offering transparency and traceability for Scope 1 & 2 emissions, while easing pressure on national infrastructure. The panel was impressed by GAP’s passion for its unique approach and the clear demonstration of its quality and impact on the construction industry. Karen Greenshields, Managing Director – Technical and Environmental Services, commented: “We are delighted to win the prestigious award of Outstanding Contribution to Specialist Construction. Our turnkey dewatering solution brings together specialist expertise focused on sustainable ways to move and treat wastewater. We have fantastic teams across our business, which has enabled GAP to be the first hire solution company to be able to provide this service in-house.” This award exemplifies GAP’s commitment to advancing the construction industry through pioneering and innovative solutions, with sustainability at the forefront. By integrating environmental considerations into their services, GAP aims to exceed regulatory standards for sustainable practices. This holistic approach contributes to reducing the environmental footprint of construction sites and ensures a positive impact on both the industry and the planet.

Expanding a family business into overseas markets can be both an exciting and challenging endeavour. While the opportunities for growth, diversification, and global recognition are enticing, the path to establishing a successful international presence is fraught with practical challenges. For family businesses, the stakes are particularly high. Unlike large corporations with abundant resources, family enterprises often operate with unique constraints, such as a smaller talent pool, and the need to preserve family values and control. So what are the key practical issues involved in developing an overseas operation for a family business, including financial considerations, cultural adaptation, legal complexities, human resource management, and governance. Financial Challenges: Capital Investment and Cash Flow Management One of the foremost challenges in international expansion is securing the necessary financial resources. Overseas ventures often require significant capital investment for establishing operations, whether through building infrastructure, setting up supply chains, or adapting products to local markets. For family businesses, the ability to raise capital may be limited by a reliance on personal or family-owned resources rather than external financing. This reliance on internal funding can strain the existing business operations and limit growth potential. Moreover, managing cash flow in a foreign market poses additional challenges. Differences in currency, fluctuating exchange rates, and varying tax regimes can complicate financial planning. A family business must ensure that its overseas operations are financially sustainable without putting undue pressure on the core domestic business. Inadequate financial forecasting can lead to liquidity crises or, worse, the failure of the entire operation. Cultural Adaptation: Understanding Local Markets Cultural differences are often underestimated by businesses expanding overseas, yet they can make or break a venture. A family business, often steeped in tradition and local knowledge, may struggle to adapt to the cultural nuances of a foreign market. Consumer preferences, purchasing behaviour, and marketing strategies that work well in the domestic market may not translate effectively abroad. For instance, a product that holds cultural significance in the home country may be misunderstood or undervalued in another region. Additionally, internal company culture plays a significant role. Family businesses tend to have strong, values-based cultures, which may be difficult to replicate or integrate into a different cultural context. Hiring local staff, for instance, may require adjustments in management style, communication, and expectations. A failure to understand and respect local customs and business etiquette can lead to misunderstandings, strained relationships, or even a tarnished brand image. Legal & Regulatory Complexities Navigating the legal and regulatory landscape of a foreign market is one of the most complex aspects of international expansion. Every country has its own set of laws governing business operations, taxation, employment, and intellectual property rights. For a family business, which may not have the legal infrastructure of a multinational corporation, understanding and complying with these regulations can be daunting and costly. For example, in some countries, foreign ownership may be restricted or subjected to joint venture requirements. In others, regulatory frameworks may be less transparent, increasing the risk of non-compliance or legal disputes. Labour laws, environmental regulations, and health and safety standards may also differ significantly from those in the home country, requiring careful attention to avoid penalties or reputational damage. Taxation is another critical area where legal issues arise. Double taxation treaties, VAT regulations, and import/export duties can add layers of complexity to financial operations. If a family business lacks the expertise to navigate these tax challenges, it may face unexpected costs that undermine the profitability of the overseas venture. Human Resource Management: Talent Acquisition and Retention Human resource management is a core challenge in any international business venture, but for family businesses, it takes on additional complexity. The tight-knit, often informal management structure typical of family-run businesses may not easily translate to a foreign workforce. Furthermore, attracting and retaining top local talent can be difficult, particularly when competing with large multinationals that may offer more attractive compensation packages and career advancement opportunities. A family business must also decide how much of its domestic management style and practices can or should be transplanted to the overseas operation. Sending family members to oversee the new venture is a common approach, but it has its drawbacks. These individuals may lack local expertise or cultural sensitivity, which can hinder their effectiveness. Alternatively, relying solely on local management may create tensions between the overseas branch and the family-run headquarters, leading to issues with alignment and strategic focus. Additionally, labour laws and employment practices vary widely across countries, requiring careful navigation to ensure compliance. Issues such as working hours, employee benefits, and union regulations can all impact the cost and management of an overseas workforce. A failure to adapt to local labour conditions can result in high turnover rates, low morale, or legal challenges. Governance and Control: Balancing Family Involvement and Professional Management One of the defining features of a family business is the direct involvement of family members in key decision-making roles. However, expanding into international markets often requires a shift toward more professionalised management structures. The need for local expertise, the complexity of operating in a foreign market, and the sheer distance from headquarters can make it difficult for family members to maintain the same level of control. Balancing the desire for family control with the need for professional management is a common challenge. Family businesses may be reluctant to cede authority to local managers or external advisors, fearing a loss of the family’s vision and values. On the other hand, micromanagement from afar can lead to inefficiencies and frustration among local staff, who may feel undermined or restricted in their ability to respond to market demands. Establishing clear governance structures is essential for navigating these tensions. This may involve setting up advisory boards with both family members and external experts or delegating more authority to local managers while retaining oversight from the family. Transparency and communication are critical to ensuring that the overseas operation remains aligned with the broader goals and values of the family business. Succession Planning: The Next Generation’s Role in Global Expansion Succession planning is a perennial issue for family businesses, but it takes on added importance in the context of international expansion. The decision to expand overseas often coincides with generational transitions, as the younger generation may be more inclined to pursue global opportunities than their predecessors. However, the involvement of the next generation brings its own set of challenges. First, there is the question of whether the younger family members have the necessary skills and experience to manage international operations. They may need to develop expertise in areas such as cross-cultural management, international finance, and global supply chain logistics, which may not have been a focus of the family business previously. Second, there is the issue of aligning family interests across generations. While the older generation may prioritise preserving the family legacy and core business, the younger generation may be more interested in pursuing growth and innovation through international expansion. Striking a balance between these competing interests is crucial for long-term success. Expanding a family business into overseas markets is a complex and challenging process that requires careful planning, significant investment, and a willingness to adapt. The practical issues—from financial constraints to cultural adaptation, legal challenges, and governance—are numerous and multifaceted. However, with the right strategies, family businesses can overcome these obstacles and successfully navigate the global marketplace. To thrive in this new environment, family businesses must be willing to professionalise their operations, embrace local expertise, and balance the demands of family control with the complexities of international business. In doing so, they can not only preserve their legacy but also position themselves for sustained growth in an increasingly interconnected world.

Three rising stars from the health club at a Lancashire hotel are honing their skill-sets with new qualifications to nurture their professional development. Jack Baines, Charlie Lemm and Lidia Selles from Lancaster House Hotel are all completing bespoke accreditations and NVQs. Jack has been undertaking his accredited Stockwell Pool Plant Operator (PPO) course to help with the management of the hotel’s pool and spa facilities, whilst Charlie and Lidia are both working their way through their NVQ Level 2 in gym training and assessment. Jack’s Pool Plant Operator qualification is widely recognised as the industry-standard for employees working with commercial swimming pools, spas and hydrotherapy pools. It has provided him with a comprehensive understanding of swimming pool water treatment and pool plant operations. The course has covered understanding the construction and design of different pools, water testing for hygiene safety, hydraulics and circulation, how filtration works, inspection and maintenance, and energy efficiency. Jack says: “As well as taking a series of different modules as part of the course, I’ve had loads of help and advice from our other two in house pool plant operators along the way. It’s been really interesting to learn about the different designs of swimming pools and how that affects their treatment and care.” No fewer than 11 team members at Lancaster House Hotel are completing hospitality and catering qualifications and courses this autumn, including NVQs for sous chefs and housekeeping staff. As part of their ongoing training and career pathways, the students have been undertaking a wide range of professional development courses, training and college placements. Lancaster House Hotel general manager Emma Underwood explains: “Getting the best out of all our teams and giving our employees here every opportunity to progress and maximise their talent is important to us." “That means providing working environments which let them thrive and develop, as well as opportunities for them to attain qualifications and develop their career skills." “The training courses and qualifications are being undertaken across a host of different disciplines, from front of house hospitality to personnel and development. It’s great to see so many employees completing these qualifications.” For further information about jobs at English Lakes Hotels, visit here .

According to new research from talent solutions expert Robert Walters’ upcoming Benefits Guide. The guide – surveying 3,000 professionals in the UK and Ireland to discover the state of workplace benefits in 2024 – provides employers with a unique benchmarking tool to assess and evaluate their benefits offerings. Four-fifths (80%) of professionals don’t think they get the most out of their current workplace benefits. A further 35% aren’t at all satisfied with their overall benefits plan at their current employer. Key Findings: 80% of professionals don’t fully utilise their workplace benefits Only half of professionals are satisfied with the information they receive on benefits from their employer 21% of employee say they know exactly what benefits matter to their employees Despite 54% of professionals stating that the benefits an employer offer play a pivotal role in their loyalty, satisfaction and productivity in a company 41% state that effective workplace benefits contribute positivity to their work-life balance Chris Eldridge, CEO of Robert Walters UK and Ireland comments: “Annual bonuses, pension contributions & flexi-work policies – to name a few, are seen as essential elements alongside base pay. Employers’ failure to communicate or offer attractive benefits could have serious repercussions on both attraction and retention levels, as well as their employees’ overall engagement and productivity levels.” Inaccessible Plans Only half of professionals are satisfied with communications around their workplace benefits – this runs the full gamut of workplace benefits from financial ones like annual bonuses or pensions to wellbeing plans like private health insurance or mental health support. Not only that, but only a fifth (21%) of employers say they are completely aware of the benefits that matter to their employees. Chris comments: “Not only the contents of the benefits package, but also how well they are communicated has a huge bearing on how those benefits are used. Employers with a strong understanding of which benefits resonate with their employees will go even further in ensuring their effective access and use.” How Important Are Benefits? Over half (54%) of professionals stated that the benefits an employer offers play a key role in their loyalty to their company. Not only that, but two-fifths of professionals would actually consider moving jobs despite their potential base salary being lower, if their financial benefits package was higher. Despite this, only 45% of professionals state being satisfied with their overall benefits package. Chris comments: “It’s cause for concern that despite the clear link between benefits and professionals’ company loyalty and even intention to move – less than half are currently satisfied with their overall benefits package. “In light of this, a first port of call for companies struggling with, or looking to improve employee attraction or retention should be to analyse the success of their current benefits package.” Driving Employee Happiness Almost a third of professionals agreed that the benefits their employer offers positively impact their overall job performance and productivity. A further 41% state that they also contribute positively to their work-life balance. Chris comments: “Benefits are a pivotal part of successful remuneration packages. Neglecting them or failing to invest in relevant and impactful benefits can be damaging, affecting not just employee happiness, attraction & retention rates but overall business performance." How Can Benefits Be Improved? Chris explains four key ways that employers can improve their benefits packages: Clarify what you offer – There is considerable room for confusion when it comes to benefits especially for the trickier to penetrate financial benefits such as pensions, equity options and stocks/shares. It’s imperative you explain what you as an employer are offering – as these are also the benefits that will have the biggest long-term impact. Leverage employee feedback – ask your employees what works for them, what they’d like to see if they don’t already – they provide meaningful insights into what actually works and bring new innovative ideas to the table. Measure the success of your benefits – conduct regular polls / checks on how successful your benefit offerings are, this can help you gain more of a full idea of which benefits work and which don’t – benefits should always be treated as something that can be constantly improved and optimised to move with the changing expectations and needs of the workforce. Make your benefits customisable – research shows that professionals who had customisable benefits (the ability to choose the benefits which suit them, and edit them when / if their circumstances change) were significantly more likely to be satisfied with them.