The LEGO Group is investing further in Denmark with a new Hub in Copenhagen set to open in 2027 in The Stamp, a building currently under construction in the Postbyen development close to Copenhagen Central Station. The new Hub will be in addition to its growing headquarters in Billund where more than 5,900 people are based and investments are ongoing in two new campuses. Niels B Christiansen, CEO, said: “It is important for the LEGO Group to have inspiring workplaces in the best locations to continue to attract the right talent. " " In Denmark, we are investing in both our Billund headquarters with two new state-of-the-art campuses and the new Copenhagen Hub. With great access to the Capital and Øresund regions, the new Copenhagen Hub enables us to attract world-class talent to two fantastic locations in Denmark.” The LEGO Group will be the sole occupant of The Stamp which will offer 30,000 square meters over nine floors and provide space for up to 1,500 colleagues. Throughout its design, sustainability is a key focus with the building being constructed to achieve Gold certification under the DGNB sustainable building standard. The Copenhagen Hub will be fitted with world-class, accessible facilities that foster collaboration, creativity and playfulness like in all LEGO® locations. The Stamp is part of the Postbyen development which includes new offices, housing, restaurants, retail stores, and health and wellness facilities, close to Copenhagen Central Station. The LEGO Group currently has an office in Østergade and will open a second office in Postgården on Løvstræde 1 (on the corner of Købmagergade) in September 2024. In total, these two offices will house around 650 colleagues while The Stamp is being built. Colleagues based in these two sites will be brought together in the new Hub once it opens. The Copenhagen Hub will be the company’s fifth hub, joining Boston / Enfield (USA), London, Singapore and Shanghai. In addition, the LEGO Group has 37 sales offices and five factories, with two new manufacturing sites under construction.

Yorkshire-based food group, Regal Food Products Group Plc is set to boost its chilled desserts offer with the acquisition of artisan cheesecake makers, Love Cheesecakes. Based in Lancaster, Love Cheesecakes specialises in handcrafting over 100 premium cheesecakes for wholesale, food services and the hospitality sector. Focusing on single serve and canapé style cheesecakes, the bakery also sells directly to consumers through event catering, attending festivals and other large outdoor events. In 2020 Love Cheesecakes appeared on the popular television show, Dragons’ Den, giving the artisan bakery a step on the online ladder. The bakery now also holds a strong online presence through several ecommerce platforms in which it operates. With a strong focus on gifting, the service allows customers to indulge in doorstep desserts at home. Since the acquisition of Just Desserts Yorkshire in 2022 and more recently Love Handmade Cakes, the Regal Group have strategically focused on growing and developing their desserts range in the food service and wholesale market. Younis Chaudhry, CEO of Regal Food Products Group adds: “The acquisition of Love Cheesecakes will further strengthen our chilled desserts portfolio allowing us to give customers a solid offer across all ranges and price points.” “With a catalogue of over 100 products, there will be plenty of opportunities for new product developments, giving us the platform to bring a whole new range of exciting flavours and combinations to customers old and new.” “As a group we have the resources and infrastructure in place to bring Love Cheesecakes in line with our vision and family of dessert brands and look forward to integrating the bakery and its assets into one of our existing manufacturing sites." “This strategic step will further strengthen our growth and open up opportunities in the chilled desserts category.” James Asquith, founder of Love Cheesecakes adds: “This acquisition marks an exciting new chapter for the Love Cheesecakes, promising tremendous growth and innovation. I am confident that Regal Food Products Group’s expertise and resources will take the bakery to new heights, reaching even more customers and continuing to deliver the quality and values we as a business stand for.” The acquisition of Love Cheesecakes was advised by Mills & Reeve LLP. Alex Kenworthy, Partner at Mills & Reeve LLP adds: “It’s a real pleasure to be part of the Regal story in helping them grow with the acquisitions of Love Cheesecakes and Love Handmade Cakes. You only have to follow them on social media to see the passion, pride and enthusiasm they have for their brands. Regal is a real gem in the Yorkshire food sector, and the food sector team at Mills & Reeve is delighted to be by their side.”

Dunelm is set to continue making gains in the UK homewares market in 2024 as some consumers pivot away from retailers which are solely focused on price. Dunelm excelled throughout the cost-of-living crisis due to its wide price architecture that attracts a wide range of shoppers and allows them to trade up or down, and 2024 will be no exception to this outperformance, says GlobalData , a leading data and analytics company. GlobalData’s latest report, “The UK Sector Series: Homewares, 2023-2028,” reveals that Dunelm’s UK homewares market share is forecast to increase from 11.2% in 2023 to 11.5% in 2024, while the discounters will see more muted share gains. Emily Salter, Lead Retail Analyst at GlobalData, comments: “Dunelm is well positioned to retain and attract shoppers, who will be increasingly focused on design and quality as the year goes on and as consumers start to feel better off, as it has worked to cement its style credentials recently. This should also help stave off consumers trading back up to upper-mass market retailers like Next and John Lewis.” As consumers start to switch away from purely value-focused retailers, the discounters are forecast to see more subdued share growths, with for instance B&M’s share set to rise by 0.2ppts in 2024 following a 0.4ppts increase in 2023, while Home Bargains and The Range will see increases of 0.1ppts each. Salter adds: “For discounters and other value-focused players to succeed in homewares in 2024, their emphasis needs to not just be on price, but on their quality and design credentials too.” GlobalData’s 2024 How Britain Shops survey of 9,000 nationally representative consumers revealed that for 93.1% of consumers the main driver of their homewares purchases was quality, overtaking value for money, which was the most important factor in driving homewares purchases in 2023. Salter continues: “Although value for money still closely follows quality in terms of importance, this indicates the marginal improvements in how consumers feel about their personal finances since last year, and they are more willing to invest in quality homewares as a result.” A threat that all retailers need to keep an eye on is the rise of the second-hand market. 8.6% of UK consumers have bought second-hand homewares in the past year, compared to 42.8% of consumers who have bought homewares overall. Salter concludes: “Consumers are increasingly aware and accepting of purchasing second-hand from specialist platforms like Vinterior, or marketplaces like Facebook Marketplace and Vinted. The most important driver of purchasing second-hand was saving money or to find a bargain, so retailers which promote their value credentials but have reputations for lower product quality will especially come under pressure from the financial benefits of buying second-hand.”

Family businesses are distinctive entities that blend personal relationships with professional pursuits. Although they benefit from strong family ties, they also encounter the challenge of harmonising personal dynamics with business imperatives. One crucial element that can promote harmony and success is the alignment of values. Aligning values can nurture family unity, boost business performance, and establish a enduring legacy. The Significance Of Values In Family Firms Values act as the guiding principles that influence behaviour, decision-making, and the culture within a family business. When family members share a common set of values, it establishes a groundwork of trust, mutual respect, and solidarity. These shared values not only aid in navigating the complexities of running a business but also in preserving familial peace. Understanding Family Values Family values are deeply ingrained beliefs and principles that mirror the family's priorities, culture, and vision. They encompass a broad spectrum of aspects, including: Ethical Conduct: Principles concerning honesty, integrity, and ethical behaviour in business dealings. Work Ethic: Attitudes towards hard work, dedication, and the pursuit of excellence. Legacy: The emphasis on safeguarding the family business for future generations. Social Responsibility: Dedication to making positive contributions to the community and environment. Innovation: The openness to embracing change and fostering creativity. Advantages of Aligning Values Enhanced Decision-Making: When family members share the same values, decision-making becomes more straightforward. There is a mutual comprehension of what is significant, aiding in making decisions that align with the family's long-term goals and principles. Reduced Conflicts: Values alignment diminishes the likelihood of conflicts. Disagreements are inevitable, but when family members operate from a shared value base, conflicts are more likely to be resolved constructively. Strengthened Trust and Respect: Shared values cultivate an atmosphere of trust and respect. Family members are more inclined to support one another and collaborate towards common objectives. Unified Vision and Mission: Aligning values ensures that all family members are striving towards the same vision and mission. This establishes a coherent strategy for business expansion and sustainability. Legacy Building: Values alignment aids in constructing a robust legacy. It guarantees that the family business remains faithful to its fundamental principles, which can be passed down through generations. Steps to Align Values in a Family Business Identify Core Values : The initial step in aligning values is to identify the core values that are cherished by the family. This can be accomplished through open discussions and workshops where family members express their beliefs and priorities. It is essential to ensure that everyone has a voice and that the final set of values reflects collective input. Communicate Values Clearly : Once the core values are identified, they must be communicated clearly to all family members and employees. This can be done through formal statements, mission and vision documents, and regular meetings. Clear communication ensures that everyone comprehends and commits to the shared values. Integrate Values into Business Practices : Values should not remain mere statements on paper; they need to be integrated into daily business practices. This includes incorporating values into decision-making processes, company policies, and business strategies. For instance, if integrity is a core value, it should be evident in how the business handles customer relationships and financial transactions. Lead by Example : Family leaders play a pivotal role in reinforcing values by setting an example. When leaders embody the shared values in their actions and decisions, it establishes a standard for others to follow. This leadership commitment is crucial for instilling values throughout the organisation. Foster Open Communication : Open communication is crucial for maintaining values alignment. Family members should feel at ease discussing their concerns and suggestions. Regular family meetings and feedback sessions can aid in addressing any issues and ensuring that everyone remains aligned with the shared values. Review and Adapt : Values alignment is not a one-time process. It necessitates regular review and adaptation to remain relevant in changing times and business environments. Periodic assessments can assist in identifying any deviations and making necessary adjustments. Challenges And Triumphs The path of a family business is rife with challenges—balancing family dynamics, managing succession, and sustaining innovation. Nonetheless, the triumphs often surpass the struggles, as family businesses forge enduring legacies, contribute to their communities, and build strong brands rooted in core values. Aligning values in a family business is vital for fostering family unity and ensuring business success. Shared values establish a strong foundation for decision-making, conflict resolution, and strategic planning. By identifying, communicating, and integrating core values, family businesses can navigate challenges, seize opportunities, and build a lasting legacy that honours both the family and the enterprise. In an ever-evolving business landscape, the alignment of values serves as a guiding light leading family businesses towards sustained growth and harmony.

Regal Snacks has launched a range of South Asian savoury snacks into Morrisons stores, following on from a rebrand aiming to make the range more appealing to a wider audience. The South-Asian savoury snack packs feature classics such as Bombay Mix, Hot Bombay Mix and Balti Mix and will make a new addition to the world food aisle in stores nationwide. The new snack packs will also join Regal Baklawa and Regal Petit Rolls, also new to the world food aisle in Morrisons. Arainn Cleland, Sales Director of Regal Food Products Group comments: “Using a darker theme overlayed with splashes of bold colour and pattern, the new packaging really showcases our delicious savoury range capturing the essence of world foods and the mouthwatering flavours it brings.” “The new design has been created with the aim of making classic snacks such as a Bombay Mix more accessible to a wider audience.”

The Growing Business Awards have named The Pantry amongst the shortlisted candidates in the Growing Business of the Year:£10-£25m, and Innovator of the Year categories, and our Managing Director Luke Consiglio in the Entrepreneur of the Year - Medium or Large Business category for 2024. Now in their 27th year, the Growing Business Awards are the most credible and highly valued recognition of exceptional growing businesses in the UK. Previous winners include Ella’s Kitchen, Fever-Tree, Moneysupermarket.com, Ovo Energy, Zoopla Property Group, and many more. “Being recognised at the Growing Business Awards is always an honour for our business and it’s reflective of our continued growth and success to be nominated in three very distinct categories,” says Luke Consiglio, Managing Director of The Pantry. “Having won an award at both 2022 and 2023 Award, we’re incredibly excited to see if we can make it a three-peat!” Since 1998, the Growing Business Awards have been bringing together and honouring some of the UK’s most outstanding entrepreneurs and high-growth businesses. Finalists in this year’s awards will attend an interview with a panel of judges – leading figures from the UK SME community – at the judging day in September. The awards will be presented at a prestigious ceremony on 26 November at London’s Hilton Bankside hotel. The Pantry are a Contract Caterer that have grown exponentially over the past four years, developing a reputation across the country for being a service provider that is about More Than Food. From innovative meal ordering systems, a family-style approach to employee and customer care, and comprehensive educational support for clients, to competitive pricing, sustainable sourcing and nutritionally-led menus, The Pantry have been the fastest-growing company in the industry over the last four years – and entirely organically, too. Starting life as a Sandwich Shop on Hayes High Street, The Pantry now numbers over 150 Schools in our client-base, as well as turning over nearly £17million a year – helping us employ over 700 people in London and across England. As Luke concludes, “The Pantry are on an exciting and continuing journey that sees us pioneering change in our sector, raising the bar in terms of food service within the education sector where we deliver more than 38,000 meals daily." "Our passion is to continue to educate and inform whilst delivering food memories for the current generation in school and to make a difference." "Our team continue to push boundaries each and every day and I am proud of what are we achieving and recognition in these awards is testament to the hard work, dedication and commitment of each and every one of our team, each and every day." "I am incredibly proud of our journey and look forward to the awards evening later in the year which will be a further celebration of the journey too.”

In family businesses the interplay between traditional values, succession planning, family dynamics, roles and responsibilities and recognition of the need for both governance of the family and the business is not easy. Balancing the needs of the family and the business can become more complex as a family grows, a business becomes bigger and multi-generational and the world continues to change at such a fast pace. Governance practices and frameworks need to continually evolve to meet the needs of modern day family firms. We asked our Global Family Business Think Tank Panel if they thought that family firms are becoming more innovative when it comes to their governance. The Results: Our panel recognises that governance is important for all families in business but despite all the changes going on in the world, it is not fully apparent that governance is evolving and becoming ore innovative. Whilst there are those that are seeing innovation, there are others who are seeing little change in the way that family firms are governed which could present issues going forward.   THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “Many family businesses still need to implement more robust governance structures for both the family and the business, create formal conflict resolution processes, and add in external voices to help fill in gaps of knowledge. The stats are clear as a large percentage of family businesses fail as they move down the succession line, not for any singular reason, but family conflict is certainly high on the risk of causes.” Jeremy Stevenson Managing Partner, iBridge Global Partners “I like the idea that governance is about learning, it’s about learning to collaborate together, to listen to each other and giving everyone a voice before making a decision. I worry that too many Asian families are still not doing even the basics of family or family enterprise governance.” Christian Stewart Independent Family Advisor, Family Legacy Asia “Individual families try new-to-them approaches, but those approaches have usually already been tried elsewhere. The trick is finding sources of support who can take an overview of the sector and share different approaches so that individual families can find robust routes forward.” Claire Seaman Emeritus Professor of Family Business, Queen Margaret University “Boards today focus more on strategy, growth, organisational development and aligning shareholder objectives than in the old days of financial statement review and compensation. Boards need to be forward looking to navigate the multitude of challenges facing businesses today.” George A Isaac Founder & Managing Partner, GAI Capital Ltd. “Most family firms are not aware of the benefit of good governance. Innovation is only observable in family firms who have been investing in family and business governance for a long time – and those are in the minority.” Susanne Bransgrove Founder and Lead Family Expert, LiquidGold Consultants “Family firms have more awareness on the importance of governance for their survival. They are open to finding the appropriate solutions that work for them. They network with other family businesses to listen and learn from stories of successes and failures and try to adapt what is most effective for their family business." "Through closed networks, family businesses are becoming more comfortable opening up and sharing their stories and family businesses have the flexibility in being more agile in responding to the challenges and crises they face by adapting their governance rules in the interest of the survival of the family business.” Lina Chehab Shareholder & Chief Governance Officer, Chehab Brothers SAL Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

David Baggott, is a Founding Partner of CN Strategic Advisors LLP, a family-owned independent advisory boutique, providing specialist advice to business owners on key business decisions and milestones such as; Strategy, Succession, Business sales, Acquisitions and Raising finance. Here, he explains some of the situations that require a business owner to appreciate which 'hat they are actually wearing' when it comes to the decisions that are being considered. A common question that I get asked as a family business owner is…How do you find working with your brother? The answer, is that it works really well and we are almost always on the same page when key business decisions need to be made. This is great for us, however this is not always the case in all family businesses. The answer to this type of question can vary significantly, and how the family members deal with conflict or disagreements can have a long term impact on success or failure. Which Hat To Wear And When – Family Or Business? One of the key reasons for business success or failure is people. Ensuring the business has the right people in place within the most appropriate roles and responsibility is vital. The best leaders surround themselves with the best people, and so should family businesses. It is important to ensure the best management structure is in place for the future success of the business. However, in family businesses it is also important to strike the right balance between strengthening certain roles with non-family members to drive growth and value enhancement, and retaining the family values & culture. The best performing family businesses will be able to maximise the positive impact of their culture and values - one of their key USPs as a family business, whilst also strengthening their key business roles with the best people (which may be a mix of family and non-family). Understand The Ultimate Aims To help in deciding whether to prioritise family or business in key decisions, it is important to ensure the ultimate family aims from a wealth and business value perspective are understood. Ensuring the family are aligned in these goals will help to facilitate decisions being made with the best intentions of realising these goals (rather than in the best interests of resolving short term family disagreements or conflicts). Family businesses typically support many generations of family members. Ensuring the business performs well will allow the family to have many more options available to them to deliver their goals. This could range from: Retaining within the family to support current and future generations, either via gifting or selling to the next generation, or alternatively It could be from selling to a competitor to de-risk the wider family wealth away from share capital to invest in alternative means or to pursue different goals. Find out More - If you are looking to facilitate a family discussion about business goals, family wealth objectives, legacy and ‘what next?’ for the current and future generation, don’t hesitate to get in touch with David at CN Strategic Advisors via their website www.cnsa.co.uk or by email to Enquirires@cnsa.co.uk

A West Country business launched by an entrepreneur working from his dining table has celebrated its 20th anniversary and now turns over £10m a year and employs 70 staff around the globe. Computer Network Defence (CND) held a celebratory day to mark its two decades in business and brought workers from the UK and US together to enjoy the event. Headquartered in Corsham near Bath, the cyber security company was founded by Andy Cuff and wife Amanda.   It  now works across all areas of cyber-security, develops its own products, recruits in the sector and provides intelligence to all the world’s major governments. Andy, originally from near Preston, Lancs, said: “When I left the RAF after 23 years I secured a contract for cyber security and formed a company in order to take it on. Amanda and I began CND literally on our dining table with servers in the garage." Cyber security wasn’t much known about then in the wider business world, so we were pioneering. “Since then, the business has kept on growing and everything has been organic; we’ve had no external investment. We work in the public and private sectors and have clients from SMEs to government, space to maritime and charities to banks." “Celebrating our 20th anniversary was a big occasion and we held a great garden party at the Digital Mansion in Corsham where we have one of our offices.   It  was an opportunity to thank our staff who have been incredibly loyal over the years. We flew in staff from our Isle of Man and US offices." “We really focus on the work-life balance for our staff, and we are now looking ahead to our next 20 years, new offices and opportunities. Our staff are constantly working on new products and services and CND will continue to innovate and stay ahead of the curve in cyber security.”

The LEGO Group has launched a campaign today, inspiring fans and families alike to pass on their bricks so the play never stops. The company’s new ‘made to be played’ campaign demonstrates the versatility of the LEGO® brick and how it can be passed on through generations, maintaining the same quality and sparking exceptional creativity. The campaign features some of the company’s iconic LEGO sets through the years including the first ever LEGO Castle from 1978, the Galaxy Explorer from 1979, and the Black Seas Barracuda from 1989. Since its introduction in 1958, LEGO bricks’ unique design and interlocking system have allowed them to stand the test of time. It is through this 66-year-old design that the LEGO Group has been able to make a lifelong toy that can be played with in an infinite number of ways and passed on when it is no longer needed so that it does not become waste. The ability to stack bricks together, something the LEGO Group calls “clutch power”, means that any material used to make them must always meet rigorous safety, quality, and durability standards, and be manufactured to extreme levels of precision and safety for children. Despite this high bar for materials, the LEGO Group is working to increase the amount of sustainable raw materials in its bricks to meet its ambition to make LEGO products from materials that are renewable and recycled by 2032, while maintaining the same level of durability, safety and consistency. Annette Stube, Chief Sustainability Officer, said: “LEGO bricks are designed to be played with over and over again – and we want our fans to keep them in play by passing them on when they are no longer being used.” “The enduring value of LEGO bricks is intrinsically linked to our commitment to sustainability. By designing bricks that last for generations, we aim to inspire endless creativity and stop LEGO bricks from becoming waste. And alongside encouraging fans to keep bricks in play, we are continuing to explore more ways to repurpose LEGO bricks through our takeback initiatives.” Earlier this year the LEGO Group expanded its LEGO Replay take-back programme to the UK after building on successful learnings from the programme in the U.S. and Canada. The company is also testing other ways to encourage people to trade-in used LEGO bricks through trade-in pilots in the U.S. and Germany, as they explore how LEGO fans prefer to pass on their bricks. More sustainable LEGO bricks The company is making further progress on efforts to make LEGO products more sustainable including increasing the use of more sustainable raw materials and introducing paper-based pre-pack bags, whilst reducing its carbon footprint at every step of the production process. In 2023, 18 percent of all resin purchased was certified according to mass balance principles, which translates into an estimated average of 12 percent renewable sources and the LEGO Group are significantly increasing the amount of mass balance resin purchased in 2024. More than 600 different materials have been tested in the search for more sustainable LEGO bricks and elements. Some have been successful, such as bio-PE which is used to make more than 200 different botanical elements and Minifigure accessories, or a new material called arMABS which is produced using recycled artificial marble, and is found in over 500 different transparent LEGO elements such as light sabres, windscreens and windows. The LEGO Group has more innovations in the pipeline, including the development of a material called ePOM that uses cutting-edge technology to mix renewable energy and CO2 from bio-waste, which is planned to be used from 2025 for rigid LEGO elements, such as wheel axels. Building a sustainable future The campaign comes at a time that the LEGO Group is leaving no brick unturned when it comes to sustainability initiatives, having increased spending on environmental initiatives by 60 percent in 2023 vs. 2022 and by 2025 plans to have doubled its annual spend compared to 2023. This is supported by the company’s goal to cut greenhouse gas emissions by 37 percent by 2032 against a 2019 baseline, and achieve net-zero emissions by 2050.

Family offices are unique entities that blend the complexities of family dynamics with the strategic demands of wealth management. They often stand as pillars of legacy, wealth preservation, and shared vision. Yet, one of the most challenging issues that owners and leaders of family offices face is managing disengaged family members. These individuals, who may feel disconnected from the family's vision or uninterested in the family office's operations, can pose significant risks to family harmony and the success of the office itself. Understanding the Roots of Disengagement: The Key to Re-Engagement Disengagement among family members can stem from various sources: Generational Differences : Younger family members may need help relating to the older generation's values or business interests. They might see the family office needing to be more in touch with modern trends or their personal values. Lack of Ownership or Involvement : When family members feel excluded from decision-making or have no clear role within the family office, they can become indifferent. With ownership, they may see the value in staying engaged. Communication Breakdowns : Miscommunication or a lack of transparency can lead to misunderstandings and a sense of alienation. Family members who need to be better informed about the office's activities or goals may drift away, feeling disconnected. Differing Interests and Priorities : Not all family members share the same interests in wealth management or business ventures. Some may prioritise philanthropy, while others focus on entrepreneurship or want to lead a different lifestyle. The Risks of Ignoring Disengagement: A Cautionary Tale The cost of allowing disengagement to fester is significant. Disengaged family members can: Erode Family Unity : A disengaged member might spread their discontent, leading to divisions within the family. This can create factions and undermine the collective decision-making process. Compromise Strategic Decisions : When key family members are not fully engaged, their perspectives and expertise should be included in important decisions, potentially leading to less effective outcomes. Risk Wealth Dissipation : Disengaged members might push for quick exits, liquidating assets, or withdrawing from long-term strategies crucial for preserving wealth across generations. Strategies for Re-engagement Addressing disengagement requires a proactive and strategic approach. Here are some key strategies: Foster Inclusive Leadership : Empower the Next Generation: Include younger family members in leadership roles, or at least involve them in decision-making processes that affect the family office. This provides them with a sense of ownership and helps in succession planning. Create Advisory Boards: Establish advisory boards where disengaged or less active members can contribute in areas of their expertise or interest without the pressure of daily management. Enhance Communication and Transparency: Regular Family Meetings: Schedule regular meetings where the family's values, goals, and the family office performance are discussed openly. This helps align everyone's interests and keep all members informed. Transparent Reporting: Provide clear and accessible reports on the family office's operations, investments, and philanthropic activities. Transparency builds trust and a sense of inclusion. Personalised Engagement Plans : Tailor Roles to Interests: Identify the specific interests of disengaged members and create roles within the family office that align with those passions, whether in business, philanthropy, or cultural preservation. Education and Mentorship Programs: Implement programs to educate younger or less experienced family members about the family office's operations, finance, and investment strategies. Mentorship by experienced family members or external advisors can also bridge knowledge gaps and rekindle interest. Cultivate a Shared Vision : Vision and Values Workshops: Organise workshops or retreats where family members collaboratively define the family's mission, vision, and values. A shared vision can reignite a sense of purpose and belonging. Long-Term Planning Involvement: Engage all family members in discussions about the long-term goals of the family office, including succession planning, philanthropic initiatives, and legacy projects. This helps in aligning personal goals with the collective vision. Address Conflict Head-On : Mediation and Counselling: If disengagement is rooted in conflict, consider bringing in a family business consultant or counsellor. Addressing underlying issues openly can prevent further division and pave the way for re-engagement. Set Boundaries: Establish clear boundaries and expectations around involvement and decision-making. Clarify roles, responsibilities, and the consequences of disengagement to avoid misunderstandings. Managing disengaged family members within a family office requires a thoughtful, empathetic, and strategic approach. Family office leaders can transform disengagement into renewed commitment by understanding the roots of disengagement and implementing inclusive, transparent, and personalised strategies. Ultimately, the success of a family office depends not just on financial acumen but on the strength of the family's relationships and shared vision. By fostering an environment where every family member feels valued and connected, leaders can ensure that the family office remains a source of unity, purpose, and lasting legacy. About the Author - Kim Adele-Randall is a Business Growth Consultant helping to unlock growth, drive transformation and empower businesses to scale and succeed. Find out more here

St Austell Brewery has come away with an armful of awards for five of its beers at the prestigious World Beer Awards 2024. The World Beer Awards celebrate international recognised beer styles and recognise the best in class, from across the globe. Punchy Proper Job IPA (5.5% abv) which unveiled a fresh rebrand earlier this year, claimed a silver in the American style IPA, while Extra Special Tribute (7.4% abv) - crafted with all-British hops to celebrate the coronation of the King in 2023 - was also awarded a silver in the Barley Wine category. Mena Dhu (4.5% abv), brewed with a blend of six different malts to create a deep and complex flavour, copped a bronze in the stout category and Bath Ales’ Gem (4.8%) - part of St Austell Brewery’s beer portfolio - claimed a bronze in amber beers. St Austell Brewery’s famous flagship pale ale, Tribute (4.2% abv), was presented an accolade in the golden ales category. Georgina Young, brewing director for St Austell Brewery, said: “It’s wonderful to see a breadth of our different beer styles being awarded in their respective categories. All our beers are brewed with passion by our talented production teams in Cornwall and Warmley, near Bath. As a result, our core beers continue to win national and international awards - in Tribute’s case, that’s 25 years on from when it was first brewed.” This year’s competition witnessed the largest number of participants from all over the world and was described as a “truly an exciting journey” for the judging teams. They undertook the challenging task of carefully evaluating each beer, seeking out those exceptional brews that truly stood out from the rest.