AW Hainsworth, a heritage textile mill established in 1783, has revealed its rebrand. The transformation was led by Charlotte Law, Hannah Pugh and Shaan Sohal from the in-house marketing team and local brand transformation consulting agency ThreeTenSeven, who worked on developing the key messaging, brand structure and visual identity that combines the brand’s rich history and constant drive for innovation. In addition, fellow Yorkshire-based company Fishtank Agency designed and launched a brand new website for AW Hainsworth as part of the process. The new branding aims to retain a connection to AW Hainsworth’s historical culture while modernising the look, feel and messaging of the parent brand and brand divisions. Hainsworth Fabric of a Nation, manufacturer of premium woollen textiles loved by designers, tailors and garment manufacturers, will now be known as Hainsworth Signature Fabrics; Hainsworth Top Table, which produces high-quality woollen snooker and pool cloths, will be renamed Hainsworth Cue Sports Fabrics; Hainsworth Technical Felt, manufacturer of technically advanced woollen fabrics, will become Hainsworth Speciality Fabrics. Visually, each brand features a new logo, strapline and colour scheme that weaves consistency throughout AW Hainsworth’s brands. Charlotte Law, Head of Marketing, explains: “We have been working on this rebrand for a couple of years, with the aim of updating the brand to better reflect how AW Hainsworth has evolved and who we are in 2024." "We have several brands that sit under the AW Hainsworth parent brand, and one of our biggest challenges was to streamline our brand divisions for efficiency and create more of a family feel while redefining our mission, vision, and values.” Founded in 1783, the fully vertical woollen mill in Stanningley has been weaving fabric across eight generations of the Hainsworth family, integrating traditional qualities of craftsmanship with cutting-edge innovation and product development. The AW Hainsworth brand is recognised globally for producing exceptional quality woven fabrics - historically and most notably used by the British Royal Family, in the House of Lords, to safeguard emergency services and military personnel, weaving felt for pianos and snooker and pool tables around the world. Amanda McLaren. Managing Director of AW Hainsworth comments: “As our refreshed Mission Statement sets out, ‘we’re here to improve and enhance the lives of everyone our fabric touches – our customers, our people, our community and our environment’. We wanted to communicate this in our branding, whilst ensuring our values of quality, family, and sustainability shine through in everything we do." "Our Vision Statement is the foundation of all our plans - ‘We believe in the future of the UK Textile Sector’ and as such, we are wholly committed to ensuring our exciting pipeline plans, come to fruition – from developing new fabric solutions, to creating opportunities for a new generation of textile workers and being a true champion and leader in sustainable manufacturing." “In line with AW Hainsworth’s commitment to sustainability, the rebrand programme will be rolled out slowly to avoid creating unnecessary waste, so you might see some of our old branding crop up from time to time, until we have fully utilised any remaining collateral.”

Henry Brothers has welcomed Leicester City Mayor Sir Peter Soulsby to its current project at Pilot House, as works progress on the redevelopment of the historic site in Leicester city centre. The £13.3 million project will transform the former factory buildings into a vibrant space that will contribute to the cultural and economic vitality of the city. During his visit, the City Mayor toured the site, where he met members of the Henry Brothers team and saw how work on site is progressing. Ian Taylor, Managing Director at Henry Brothers Construction, said: “We were honoured to have Sir Peter visit us on site at Pilot House. This is a significant project for the city of Leicester and one that Henry Brothers is proud to be involved with." “At Henry Brothers, our mission is to deliver the best construction solution we possibly can for every client, every time, without fail. With this in mind, our works at Pilot House respect the heritage of the building while providing contemporary facilities that meet the needs of the community." “Henry Brothers is pleased to contribute to Leicester’s ongoing development and to support the city’s growth and innovation.” The redevelopment of Pilot House includes the creation of modern workspaces and a central business community hub, comprising café, exhibition and event space, as well as a reception area and space for outdoor working. The scheme has been designed to create a permanent base for the city’s creative and design businesses of varying sizes. It is supported by £8.6m from the previous Government’s Levelling Up Fund, with the city council contributing £4.7m towards the £13.3m scheme. City Mayor Sir Peter Soulsby said: “The redevelopment of Pilot House will transform a group of architecturally-significant heritage buildings into an important new creative hub for Leicester." “Not only will it contribute to the wider regeneration of the Belvoir Street, Market Street and New Walk areas, and complement developments like the Gresham Building, it will also create hundreds of high quality new jobs." “Our contractors, Henry Brothers, are preserving the buildings’ heritage features, while creating a functional and inviting contemporary space, and it is fantastic to see this transformation taking shape." “I look forward to the completion of the project and seeing the positive impact this development will have on our city.” The five separate but interconnected buildings will be transformed into 60,000sqft of high-quality accommodation for start-up and growing businesses that will support more than 250 new jobs. When tenants move in – from summer 2025 – they’ll find meeting and conference facilities, a café and kitchen, a courtyard to the rear and a range of workspaces, including a co-working lounge for creative tech and digital businesses.

53% of UK professionals have quit a role due to it not matching their expectations. 20% have left new positions in the first six months because of a toxic workplace culture. While half (52%) identified management issues as a key expectation that fell short. Over three-quarters of professionals think their current employer expects too much from them. Conversely, two-fifths (42%) of employer’s think their new hires over the last 12 months have fell short of their expectations. Over half (53%) of UK professionals have stated that they’ve left a role in the first six months due to it ‘not being what they expected’. Expectations set too high (75%), an unforeseen heavy workload (23%), issues with management (52%), and workplace culture (20%) are the leading reasons driving new employees away. The phenomenon – shift shock – refers to the feeling of when a new job is entirely different from how it was advertised during the application process. For instance, if an employer emphasised a healthy workplace environment during the interview phase, but in actuality promotes toxic leaders and unfair working conditions. According to the new poll from leading talent solutions business Robert Walters – shift shock has been more prevalent in the past two years than ever before – with their new findings revealing a significant number of individuals choosing to move on from positions that do not meet their standards, in spite of the challenging economic climate. The quick-quitting trend is favoured by professionals unwilling to ‘wait out the year’ or settle in the hopes that a position or workplace begins to feel like a better fit – with one-fifth (20%) stating they’ve left a position due to a toxic workplace culture. Lucy Bisset, Director of Robert Walters North West comments: “Shift shock has been around for a while but our data shows that even in less than favourable economic conditions, many professionals still aren’t willing to settle for a position that doesn’t work for them as well.” Toxic Managers? According to the Robert Walters poll, over half (52%) of professionals who quit a position in the first six months of employment stated one of the main reasons for doing so was due to issues with management. Chartered Management Institute found that professionals who rate their manager as ineffective are +29% more likely to leave their job in the next year than those who say their manager is effective – those with ‘ineffective’ managers are also more likely to feel undervalued, lack motivation, have low job satisfaction, and feel less aligned to company culture. (Source) Lucy comments: “Effective management is crucial in the onboarding process as it impacts a new hire's comfort, motivation, ambition, and perception of opportunities for growth. If these elements are missing, it can trigger professionals to make an abrupt exit.” Unrealistic expectations Three-quarters (75%) of professionals think their employer expects too much from them – with over two-fifths (45%) stating this is a regular occurrence, according to the findings from Robert Walters. Whilst only a quarter of professionals feel their employers’ expectations of them are ‘fair’. Censuswide and Visier found that over half of employees in the UK feel overworked by their current employer – with almost a third (30%) stating that their employer had increased their responsibilities outside of their initial role. (source) Indeed, the Robert Walters poll also found that almost a quarter of professionals stated a key reason they quit a position was due to an unforeseen heavy workload. Lucy comments: “With job market growth slow, economic inactivity up and costs still being cut it is easy to see how professionals are feeling the pressure." “Tighter hiring is causing employers to condense roles – this means shifting new responsibilities onto the shoulders of employees without much to alleviate it in the way of a salary bump or bonus. It’s crucial for employers to set clear expectations about workload from the very first interview with a new employee.” Wasted resources? On the flip side, of the new hires onboarded in the past 12 months, an equal amount of UK employers surveyed in the poll think their new hires have fallen short of their expectations (42%), compared to those who have met them (43%) – with a minority of only 15% of professionals ‘exceeding’ their expectations. This isn’t good news considering the average cost to employers of finding, onboarding and training a new employee can be anywhere between six to nine months’ of that roles’ salary – increasing with a role’s seniority. (source) Lucy comments: “Rehiring for a role poses a considerable cost to employers not only in terms of budget but also in time and company resources." “Onboarding processes which result in unmet expectations from either the employer or the employee can leave companies with the hard decision of repeating the whole costly process or investing in further training and incentives to try to improve the situation.” Lucy concludes: "The concept of 'shift shock’ underscores the importance of a mutual understanding and fulfilling of expectations during the hiring process and throughout a professional’s tenure." “This involves focusing on key elements such as – well-defined roles and responsibilities, clear expectations, screening for culture fit and outlining opportunities of growth to promote a long-term commitment.”

Lucy Maidman from Store & Secure in Hamworthy, Poole, cools off on the hottest day of the year. With temperatures expected to soar to 90 degrees Fahrenheit (35C), Lucy Maidman from Store & Secure takes a break on the business’s giant deckchair. The company is the area’s brightest storage firm and the family business has gone from strength to strength since opening the giant facility, Joyce House. Lucy said: “When parents come to use our facility their children love sitting in the chair.”

Within the confines of family businesses, the composition of the board plays a pivotal role in shaping the trajectory of success. In recent years, the focus has switched to board composition and diversity for all businesses and it is a topic of conversation that is on the agenda for family business boards too. We asked our Global Family Business Think Tank Panel if they thought that family business boards are sufficiently diverse in their composition. The results: Our panel have highlighted that board composition and diversity are on the family business agenda but that family business boards are not yet as diverse as they could be. Whilst things are changing, there is plenty of room for more change in order for more family firms to benefit from having different perspectives and insights on their boards, helping set their path for further resilient and sustainable growth. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES:  “There is not enough gender diversity or generational diversity on boards. Increasingly, having the voice of the next generation on the board will be important.” Andrew Keyt CEO, Generation6 Family Enterprise Advisors “I believe more and more families are recognising the need to create a diverse board. Some are in the process of doing so, quite a few are actively working on it, and many have yet to begin. Another complexity for family businesses is not only inviting diversity but also leveraging new perspectives to create new possibilities in the family, the business and the community.” Sunil Soni Family Business Advisor, IFBN Consultants “There is a need to understand that diversity could be across and outside family ties, professional competencies and jurisdictions.” Mercy Edukugho-Aminah Director, Fiduciary Services Ltd "Boardroom diversity is a common blind-spot for families because even when they do bring in external people, they often default to the family lawyer and/or the family accountant rather than somebody genuinely independent. Having outside input on the board is essential to raise all voices, mitigate the ‘kitchen table’ dynamics in the room and to help avoid ‘group think’ as well.” David Werdiger Managing Director, Nathanson Pearson Pty Ltd “While progress has been made, I believe there is still room for improvement in terms of diversity within family business boards. Historically, family business boards have been more homogeneous, often consisting of family members or individuals closely connected to the family. However, there is a growing recognition of the benefits of diversity in the boardroom, including diverse perspectives, experiences and expertise. Efforts to promote diversity in family business boards, such as actively seeking non-family board members is on the rise. This trend is encouraging as it can lead to more robust decision-making and governance processes, ultimately contributing to the long-term success of family businesses.” Tsitsi Mutendi Co-Founder Nhaka Legacy and African Family Firms   “It is getting better but boards would benefit from more diversity. Many boards are composed of senior family management, which results in minimal diversity of thought from the regular meetings of the senior management team. Boards are more valuable when there is a mixture of senior leadership coupled with independent external participants.” George A Isaac Founder & Managing Partner, GAI Capital Ltd “Family businesses are more prone to nepotism and family hiring based on privilege rather than merit, and there is a lack of diversity and inclusion for other non-family members to grow and thrive.” Fabiola Quin CEO & Founder, Family Thrive Consultancy “More diversity is required to increase performance, as much academic research confirms. This is particularly urgent in countries like Italy.” Salvatore Sciascia Professor, Cattaneo University “I believe that the size of the family business has a bearing on the awareness of the benefit of diverse opinions in the boardroom. Recognition of that belief has a long way to go. In addition, leadership development in certain industry verticals as well as through family generational engagement programmes will need to bear fruit to provide qualified candidates, in order to provide a larger pool of qualified diverse candidates.” Charlie Leichtweis Founder & Managing Director, Experts in How LLC "We are beginning to see more headhunters and recruiters with a better understanding of family businesses and recognising the importance of candidates understanding and having experience of working in a family business. Far too often, family businesses make the mistake of recruiting a board member who has been very successful in the ‘corporate world’ but fails to understand family businesses and the socio-economic wealth that usually comes with them.” “Family business’ are helping move the benchmark for diversity in family business boardrooms. As advisers, I think we have a role to help family businesses recognise the importance of experience, understanding and clarity around the role of a board member and the need for different skill sets in the boardroom to ensure that there is diversity with different perspectives heard too.” Kirsty Ross Family Business Director, Turcan Connell “Families tend to have an inherent bias when composing boards.” Kim Schneider-Malek Founder and President, Family Enterprise Alliance “While family businesses are ahead of their non-family counterparts in terms of diverse boards, more progress can be made.” Joseph Astrachan Generation6 Family Enterprise Advisors 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

The dynamic landscape of family businesses worldwide is seeing a growing acceptance of women leaders at the helm. As societies evolve and perceptions change, the once-prevailing norms are giving way to a more inclusive and diverse leadership paradigm, with women playing increasingly pivotal roles in steering family businesses towards success. We asked our Global Family Business Think Tank Panel if they thought that we would see more family business leaders in the next few years. The results: Our panel were universally in agreement that the future of family business management and leadership is changing and that we will undoubtedly see more women family business leaders in the next few years. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “We will and do need to see more and more women gain greater confidence and speak up about their desires to take on leadership roles in their businesses. They have the talent and the skills that are essential to help balance family and business dynamics.”  Jean Santos President, Business Consulting Resources “In South Africa, especially among family farmers, daughters are not empowered to the extent that the firstborn sons are empowered as successors.” Andre Diederichs CEO, Family Business Association of South Africa “Despite years of work changing attitudes, things are still not changing fast enough and it still seems more likely that women become successful in spite of everything that is set against them. It seems to me that a sea change in attitudes is still needed to bring more of the talent to the family board that is evident in women successors. Strategies that recognise the specific challenges of women in business are needed to make the environment more even.” Nick Mayhew Managing Director, Alembic Strategy “Overall women will more widely take on leadership positions in the coming years. It would be silly to ignore half of the next generation of family leadership potential and for sure, a much higher degree of female leadership will result from the rapid reduction of bias and prejudice.” Jasper Brinkerink Lecturer in Entrepreneurship & Innovation, University of Edinburgh   “There is a growing body of research supporting the female rising generation taking more of an active role in family succession and influencing the generation strategy of family enterprises. Since the 1990’s we have seen a rise in education equality, recognition within the family leadership structure and commitment to the longevity of the family enterprise across the globe.” Richard Boyce Executive Director, BOYCE Family Office “As researchers like Eddleston and Sabil (1999) have noted, women are becoming more visible in family firms. Women will continue to ascend to more leadership roles in both family and non-family organisations.” Josh Daspit Associate Professor & Dean Paul R. Gowens Excellence Professor in Business, Texas State University “As more wealth passes directly to women, and women are increasingly engaged in the overall workforce, it would follow that more family firms will embrace gender diversity.” Torri Hawley Director of Client Experience, Tamarind Learning “Many families are moving away from the default assumption that the eldest male should be the leader and are assessing candidates based on their qualifications.” Josh Baron Senior Lecturer, Harvard Business School “I am increasingly seeing female leaders coming to the fore and what is especially exciting is seeing those female leaders working in historically male-dominated sectors.” Beverley Mitchell Founder & Director, Beverley Mitchell Consulting “Without resorting to leaning on stereotypical generalisations, different people will bring different personalities and qualities to the board no matter their gender identity. These differences will influence every aspect and decision made by the family business.” Charlotte Tong Partner, Goodman Jones LLP “Research suggests that women are increasingly taking on leadership roles in family businesses, across most sectors and many countries globally. This trend looks set to continue.” Claire Seaman Emeritus Professor of Family Business, Queen Margaret University “As demographic shifts unfold globally, the inevitability of witnessing a surge in women family business leaders looks set to become more pronounced. Failing to acknowledge and harness the potential of half the population would be a strategic oversight. Embracing women in leadership fosters a richer pool of skills, enhances decision-making and ensures a more comprehensive understanding of the diverse dynamics shaping the contemporary business environment. In essence, the future success and sustainability of family businesses hinges on recognising and harnessing the untapped potential that women leaders bring to the forefront.” Nupur Pavan Bang Academic Director, Thomas Schmidheiny Centre for Family Business, Indian School of Business “Seeing more women family business leaders has been a trend for several years and there is no reason why female participation rates in leadership positions should not increase. Many of the historical and cultural objections are falling by the wayside so now it is more of a matter of demographics.” David Werdiger Managing Director, Nathanson Pearson Pty Ltd "The trajectory for increased representation of women in family business leadership seems promising. With evolving perspectives on gender roles and growing recognition of diverse talents, it’s likely we will witness a rise in women family business leaders over the next few years.” David Krajicek Founder, Family Business Hub Ltd   “It is evident that there is a growing trend towards greater inclusion of women in leadership roles across various industries, including within family businesses. Factors such as changing societal norms, increased access to education and opportunities, and a shift in traditional gender roles are contributing to this trend.” “Moreover, many family businesses are recognising the value of diversity and the unique perspectives that women leaders bring to the table." " As a result, there is a concerted effort to create more inclusive environments and to provide support for women to take on leadership positions within family businesses. Additionally, the next generation of family business leaders is often more open to diversity and inclusivity, which bodes well for the possibility of seeing more women in leadership roles in the coming years.” Tsitsi Mutendi Co-Founder, Nhaka Legacy and African Family Firms 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

With 99 percent of carbon emissions coming from outside the company’s operations, the LEGO Group’s suppliers play a key role in achieving sustainability targets. The new Supplier Sustainability Programme outlines near term targets suppliers need to meet by 2026. To drive down carbon emissions in its supply chain the LEGO Group launched a new Supplier Sustainability Programme in recognition of the critical role that suppliers play in helping achieve its targets. The company is committed to reducing its emissions by 37 percent by 2032 and achieving net-zero by 2050. To achieve this requires that its suppliers take significant steps to reduce their own emissions. Over 99 percent of the LEGO Group’s total carbon emissions come from outside its own operations, largely from suppliers that provide and deliver raw materials, machines, products, and services related to LEGO® products. Annette Stube, Chief Sustainability Officer at the LEGO Group said: “To put it simply, a net-zero world is simply not possible unless we find solutions that are greater than our own operations. We will not be able to meet our sustainability targets alone – we have to work in partnership with our suppliers. We want children to inherit a healthy planet and there’s no time to waste.” The announcement is a key part of the LEGO Group’s climate action plan. The company is also working with urgency to measurably reduce greenhouse gas (GHG) emissions from its own operations, which requires that it reduces energy consumption and accelerates transition to renewable energy. Examples include increasing solar capacity by 16 percent versus 2022, with plans to double it by 2026. This year the company also introduced an annual Carbon KPI, which measures emissions across factories, stores and offices to help ensure short-term progress. Carsten Rasmussen, Chief Operations Officer at the LEGO Group adds: “Sustainability is a license to operate and a requirement of how we do business, including how we select our suppliers. We have ideas and we have a pathway, but we cannot do it alone. We need all our great partners to help us achieve our sustainability targets. The Supplier Sustainability Programme is founded on collaboration and we cannot underestimate the power of working together to create real, lasting change and a more sustainable future.” Key requirements to the suppliers: The Supplier Sustainability Programme builds on the Engage-to-Reduce programme the LEGO Group launched in 2014 to help suppliers report environmental data and lower their carbon, water and forest impacts. It outlines key requirements and actions that suppliers need to take including: Providing specific data on the amount of carbon associated with the products and services the LEGO Group purchases. Asking suppliers for near term targets showing emission savings related to production of these products by 2026, and further by 2028. Collaborating to identify and develop the actions and initiatives suppliers need to take in order to meet the reduction goals set by the LEGO Group. This includes improving the efficiency of their facilities to use less resources, switching to renewable energy sources wherever possible, or finding less carbon-intensive ways to transport materials. Suppliers will need to share reports starting in 2024, and this will be an annual requirement going forward. The LEGO Group is focused on capability building and will be sharing knowledge and learning with suppliers, initially focusing on carbon accounting, to help them achieve targets. It also has a team of sustainability experts that its suppliers can connect with as required. The company introduced the new Supplier Sustainability Programme at a recent Supplier Summit to inform and engage suppliers across all procurement categories who are the largest contributors to its Scope 3 carbon emissions. The LEGO Group continues to work with urgency to reduce emissions. It has increased spending on environmental initiatives by 60 percent in 2023 compared to 2022, including making significant investments in sustainable materials innovation, manufacturing technology and its supply chain.

The new Aseptic Pharmacy and Sterile Service Department serving University Hospital Southampton has reached a major milestone in its construction with a ‘topping out’ celebration to mark the building reaching its highest point, bringing the project one step closer to opening in Spring 2025. Situated on plot 2 of the Adanac Health and Innovation Campus in Southampton, the new multi-use facility, which has been funded by investment from MacQuarie Group, will comprise an Aseptic Pharmacy, Sterile Services Department (SSD), and flexible expansion space. The Aseptic Pharmacy will act as an MHRA-licensed pharmacy, with drugs and medicines manufactured for UHS and other NHS providers in the region. Meanwhile, the SSD will sterilise surgical tools and equipment for use by UHS; these services will be delivered at the new location by current provider IHSS. UHS is one of the largest acute teaching trusts in England and experiences a very high demand on its geographically constrained site. By working with developer Prime plc, through the Southampton Commercial Estates Development Partnership (CEDP), the trust has been able to unlock many complex estate challenges. These new facilities will be the latest in a series of developments designed to create more space for the trust to expand. Previous development on the hospital site has produced a new entrance, retail space and staff car park. The partners then worked together to create Adanac Health and Innovation Campus, providing additional expansion space with good proximity to the hospital and easy access to the motorway network. Ewan Forsyth, Development Director at Prime: "Prime is proud to play a pivotal role in the ongoing transformation of University Hospital Southampton. The development of the new Sterile Services Department and aseptic pharmacy not only showcases our commitment to innovative, high-quality healthcare infrastructure but also aligns with the Trust’s sustainability goals." "By integrating advanced sterilisation and pharmaceutical preparation facilities under one roof, we have created a state-of-the-art environment that will enhance the hospital's capabilities and improve patient care. This project stands as a testament to what can be achieved through strategic partnerships and innovative thinking, supporting UHS in its mission to provide exceptional healthcare services now and in the future." James Allen, chief pharmacist at University Hospital Southampton: "We are thrilled to have reached this significant milestone in building our new aseptic facility at Adanac Park Health Campus. Aseptic products are vital in treating different patient groups, especially in the preparation of chemotherapy for cancer treatment and in supporting patients after major surgery." "They also play a crucial role in many clinical trials, helping our treatments keep up with healthcare advances and ensuring our patients have the best available therapies." "Once operational, this facility will greatly increase our capacity to produce aseptic products and manufacture cutting-edge medicines. Additionally, it will improve aseptic capacity for a large part of the South of England, supporting neighbouring hospitals and health systems to access aseptic products. Our partnerships with Prime and Willmott Dixon have been pivotal in making this development possible, allowing us to build a facility that will significantly benefit patients for years to come." Richard Poulter, Willmott Dixon’s managing director in the South: “We are thrilled to celebrate this significant milestone in the construction of the new Aseptic Pharmacy and Sterile Service Department at the Adanac Health and Innovation Campus. This state-of-the-art facility is a testament to our commitment to advancing healthcare infrastructure and supporting the vital work of University Hospital Southampton." "By providing advanced pharmaceutical and sterilisation services, we are not only enhancing patient care but also ensuring that UHS and other NHS providers in the region have the resources they need to meet growing demands. This project underscores the power of strategic partnerships and innovative solutions in overcoming complex estate challenges, and we look forward to the positive impact it will have on the community once open." This is the latest scheme between Willmott Dixon and Prime. Recently the two organisations worked together to deliver a 500+ space multi-storey car park at Dorset County Hospital, creating important parking provision for the Trust’s staff, patients and visitors. The company is also one of the UK’s largest constructors of healthcare space. Notable projects include Bolton College of Medical Sciences, a ‘first of its kind” facility that's a blueprint for training NHS staff across the country, plus the Pears Building - Institute of Immunity and Transplantation, a world-leading research centre at the Royal Free Hospital which advances the understanding of conditions including cancer and diabetes. News Prime Sterile Services, Southampton A new sterile services and aseptic pharmacy building at Adanac Health and Innovation Campus for the University Hospital Southampton NHS Foundation Trust Science and technology Creating some of the best places in the world for science and research to thrive Universities We work with the UK's universities, helping them deliver new and better facilities for today's academic and student population Bolton Institute of Medical Sciences “First of its kind” facility that's a transformational blueprint for training NHS staff across the country

Frozen food distributor Central Foods has introduced a new vegan and gluten-free sausage to its free-from range for the food service sector. The KaterVeg! vegan and gluten-free VG sausage is made to the same recipe as the KaterVeg! vegan meatballs which are one of the most popular products supplied by Central Foods. Made from soya, the KaterVeg! VG sausage is a source of protein and is high in fibre and low in sugar, and is suitable for vegan and gluten-free diners, which means it’s a versatile product to add to any menu. Gordon Lauder, MD of Central Foods, said: “Our KaterVeg! vegan meatballs are a great product and very popular so we decided to use the same recipe to create the VG sausage." “It’s moist, juicy and really tasty and is a super addition to our plant-based sausage and burger range. This new product will provide our food service customers with a delicious option that is suitable for both vegans and gluten-free diners.” Each sausage weighs 50g and the KaterVeg! VG sausages are supplied frozen in packs of 40. The KaterVeg! range is Central Foods’ own brand range which offers a wide variety of meat-free and vegetable-based products to the catering sector. All are suitable for vegetarians, many are also suitable for vegans, and a growing number are suitable for both vegans and coeliacs who require gluten-free options. Central Foods currently sells to over 180 independent wholesalers, as well as larger national and regional wholesalers. Based in Northamptonshire, the company is proud to be a catering partner across the whole food service sector, supplying to hotels, restaurants, bars, universities, schools, pubs, care homes, garden centres, leisure outlets and more.

Discomfort is a complicated soul; we can often feel many discomforts at once about contradictory things. Reality is not a model, it's messy. When going through succession it can be like this, "I need you to have control but I am uncomfortable letting you have control, and I am uncomfortable that this is coming out in my behaviour and you must think I am crazy!" Result 1: Rapid intensification of discomfort feelings, shouting and upset. Result 2: Avoidance - we don't practice the uncomfortable change of you having control; instead we practice shouting and upset. "No pain no gain!" "If you wait, you can have more sweets later." "There is no such thing as a free lunch." We all know the phrases that point at a profound thing about us. When we need change, there is a cost to pay, and that's uncomfortable (for a while). Discomfort is a powerful evolutionary signal for learning and growth. When we first face something we need but cannot yet do, the result is often confusion, and even panic. These are good things (if we don't revert to avoidance again). They are what it feels like when a brain engages with uncertainty, and the ability to tolerate discomfort is a mark of success. It gives me some hope that the new government is telegraphing hard work and discomfort ahead, rather than the diet of immediacy we have lived through from our leaders for too many years. Will they stick to the promise of discomfort? I hope so. Uncomfortable conversations are the stuff of succession. Everyone going through it needs a dose of controlled discomfort and our Dead Cat Conversations give them the pathway to problem solving. But does it have to be all about discomfort and avoidance, like some Cromwellian Christmas? What of their other ally, playfulness? Playing is a natural way of learning. It is full of the dramas of normal life; the discomfort, the cost, the success and payoff. It is immersive in a way that is seriously distracting to the costs of learning, and this is why it is so useful. When you bring play into learning, it unleashes the possibility of fun. "A spoonful of sugar helps the medicine go down." We all know about this stuff, and it is embedded in these culturally resonant sayings. I hope the government can find a way of bringing more humour and play to the serious work of changing the UK. And I hope you too don't have just to suffer discomfort to learn, but find a way of fully immersing yourself in the flow of your challenges, in a playful way, so that you don't really notice discomfort. You may suddenly find the anxiety, struggle and graft has paid off with a you that is somehow more. If you are facing discomfort, throw out avoidance, and embrace playfulness and flow to win. About the Author - Nick Mayhew is the Managing Director of Alembic Strategy, a management consultancy firm based in London, working with family business leaders in the UK and internationally. Nick is launching a masterclass series, Dealing with Difficult, taking a deep dive into the neuroscience of discomfort, how it manifests in our thoughts, behaviours and words, and a new suite of Alembic tools for leaders to access power and performance under pressure, tackle burnout and stress, to use yourself or work on with colleagues or coaching clients. Family Business United is delighted to be partnering with Nick and the team at Alembic on this new masterclass. Find out all about it here

The Allied Vehicles Charitable Trust (AVCT) is pleased to announce a donation of £3,000 to Rock Trust, Scotland’s dedicated youth homelessness charity. This funding will support Rock Trust’s efforts to expand their services, including increasing housing provision and introducing their innovative Youth Housing Hub model to Glasgow for the first time. Rock Trust was formed in 1990 after the discovery that young homeless people had been sleeping rough in the graveyard of St. Cuthbert’s Church in Edinburgh, and since then has grown its operation into Glasgow, the Lothians, Perth and Fife, and is committed to ending youth homelessness. In 2023 alone, the organization helped over 1,100 young people to avoid, or move on from, homelessness; like Danny, who came to Rock Trust at the age of 16. Danny was living at home with his mum. Their relationship was troubled to the extent that his aunt had referred him to Rock Trust in the hope that their Early Intervention Programme might improve their relationship through 1-to-1 counselling. But when an argument between Danny and his mum eventually turned violent, it became clear that he was no longer safe. Rock Trust were quickly able to move him into a shared flat with other young people and a supportive flatmate. Danny’s support worker has helped him to access financial support and explore his potential. He has started going to art therapy and has completed an external employability course. At 16, Danny didn’t just need a home, he needed help to process everything that had happened to him, help to discover his potential, guidance on developing essential life skills, and ultimately help to make the transition to adulthood. Speaking of his experience with Rock Trust, Danny said: “I am more free, I’m happier, and I’m treated like an actual person. I’ve been given opportunities to do stuff and meet new people. I think I’m a better person, less antisocial. A lot of bad stuff would have happened if I didn’t have the Rock Trust. I’ve even got a better relationship with my mum now we don’t live together.” The charity focuses on three strategic pillars: prioritizing prevention, increasing housing availability, and ensuring a focus on future opportunities for young people. Calum Wright, Trusts and Grants Fundraising Lead at Rock Trust, highlighted the urgency of their work: "Scotland is facing a housing emergency which is disproportionately affecting our young people. At Rock Trust, we believe that accommodation, support, education, and employment are the best routes off the streets and away from the misery that accompanies homelessness. Thanks to supporters like the Allied Vehicles Charitable Trust, we can help more young people avoid, survive, and move on from homelessness for good." This donation from the AVCT will play a crucial role in Rock Trust’s mission to combat youth homelessness amid rising costs, cuts in statutory funding, and an increasingly competitive fundraising environment David Facenna, Corporate Culture Director at Allied Vehicles Group, expressed his support, stating: "Homelessness is a heartbreakingly real prospect for many young people and a frightening reality for others. We are proud to support Rock Trust in their vital work to provide immediate and effective assistance to those in need and to help them build a stable future. Our contribution aims to ensure that more young people have access to safe housing and essential ongoing support to rebuild and lead healthy, independent lives."

Unlike publicly traded corporations and their nonfamily counterparts, family firms often prioritise a unique set of values that transcend mere profit maximisation. Family firms by their very nature are businesses deeply rooted in family and often a place, fostering a sense of tradition, continuity, and responsibility. The purpose of a family firm extends beyond financial success, encompassing the preservation of heritage, the well-being of family members, and contributing to the broader community. As such, understanding the close relationship between purpose and values is crucial in navigating the complexities that arise within the dynamic context of family-owned enterprises. We asked our Global Family Business Think Tank Panel if they thought that family firms with clearly defined purpose and values are more likely to survive as successful family firms than those without them. The results: The general consensus of our panel is that when purpose and values are tangible, authentic, real, and fully embedded within the culture of a family business that they make a difference and in the long term can help support sustainable businesses too. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “It is important in any business to have clear goals, purpose and values and even more so for a family business where the relationships extend out from the boardroom and are impacted by the business family, some of whom may not work in or own shares in the business. Forward planning, clarity and transparency, using tools such as a family charter, help to secure future success and can assist in paving a smoother road to success by getting the business family on board.” Joanna Millar Legal Director, Anderson Strathern LLP “The more the underlying aspects of things that shape behaviour are clearly defined, the more the family can align around those things.” Leah Zimmerman Owner & Family Business Coach, Stepping Stool Coaching “A clear, shared purpose and value system orient and motivate productive behaviour in that direction. It is at least equally important however to be confident enough as a family to periodically assess and discuss whether the proclaimed historical purpose stull suits the current and future needs of the family and the business.” Jasper Brinkerink Lecturer in Entrepreneurship & Innovation, University of Edinburgh J “I think purpose and values are really important but success comes down to a range of other factors including strong leadership, clear vision for the business and the ability to adapt as markets change.” Mike Kane Partner, Turcan Connell “Organisations with a clear purpose and values often find it easier to attract and retain employees who resonate with their mission and culture. This is particularly relevant in family firms, where the preservation of family legacy and values can be a strong motivating factor for employees who feel connected to the ethos of the organisation.” Tsitsi Mutendi Co-Founder Nhaka Legacy and African Family Firms “A compelling purpose is very helpful for building motivation and commitment from family members and employees alike.” Joseph Astrachan Chair, Generation6 Family Enterprise Advisors “Clarity of values and purpose will keep the family on the same page. The real challenge is bringing these values and purpose to life in a day to day way when running the family business, including how the values and purpose impact the strategic choices that the business makes.” Jean Santos President, Business Consulting Resources “A clear purpose and values system in a family business helps all family members align towards a common goal. It aids them in making clear decisions in alignment with their values and purpose. Family firms that have not clearly stated their purpose and values often struggle with diverse viewpoints and aspirations which can result in the loss of key resources and time spent just figuring out their next steps.” Sunil Soni Family Business Advisor, IFBN Consultants “I agree that having a strong values foundation is essential for a business family to be able to successfully stay together over the long term, rather than just having a financial bond.” Anneleen Michiels Associate Professor at Hasselt University and Adviser at Generation6 “Purpose and values are critical for survival. They provide the foundation of trust, understanding and communication and are the equivalent to the business vision, strategy and values.” Susanne Bransgrove Founder and Lead Family Expert, LiquidGold Consultants “Family firms with clearly defined values and purpose are more likely to be successful, especially in uncertain times when the purpose becomes a clear compass to orient the behaviour of the different family firm stakeholders.” Alfredo de Massis Professor of Entrepreneurship and Family Business at the Free University of Bolzano (Italy) and IMD Business School (Switzerland). “Most definitely. A clearly defined purpose and set of values will help to inform the business decisions you make, the company culture and how your people work together. They also have the potential to be a family business’s USP and help to diffentiate them in the eyes of their people, their customers, their suppliers and the wider market. However - be warned - just having a purpose and a set of values written down does not mean that they are lived by or relevant! They have to cascade down into the culture and the way that things are done on a daily basis. It has to be a lot more than just some values written on a poster on the wall. Particularly during times of change, challenge or expansion it’s important for family businesses to review their purpose, values and culture to ensure that they are still relevant to the business in general and the people in particular. If you want your purpose and values to be your USP then you need to keep them constantly at the front of mind and be prepared to update or adjust them if they are no longer serving you.” Beverley Mitchell Founder & Director, Beverley Mitchell Consulting “Purpose and values serve as the foundation for keeping business families together. It’s not merely about defining them on paper but, more importantly, about ingraining them as integral parts of both family and organisational culture.” Abirami Duraisamy Executive Coach For Family Businesses, Outshine Outplay 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