In an era where diversity is recognised as a driving force for innovation and growth, family businesses are increasingly acknowledging the importance of diverse perspectives in their boardrooms. The traditional image of a family business boardroom dominated by a homogeneous group is evolving, as leaders recognise the benefits that come with embracing diversity. Diversity in family business boardrooms extends beyond gender and ethnicity; it encompasses a variety of perspectives, experiences, and skills. By incorporating individuals with diverse backgrounds, family businesses can tap into a wealth of creativity, different ways of thinking, and a broader range of skills. One key advantage of diverse family business boards is the ability to navigate an ever-changing global business landscape. Different cultural insights and a varied set of experiences contribute to more effective decision-making and a deeper understanding of diverse markets. Moreover, fostering diversity in family business leadership is essential for long-term sustainability. Family businesses that prioritise and embrace diversity are often better equipped to attract and retain top talent, fostering a dynamic environment that can adapt to evolving market demands. To implement and promote diversity in family business boardrooms, proactive measures are crucial. Establishing clear diversity goals, implementing inclusive hiring practices, and providing ongoing diversity training are effective ways to ensure that the board reflects a wide range of perspectives. For certain, the next generation want to see promises realised and it is important that ongoing training and the culture of the organisation continues to evolve so that it truly reflects the messages that are used in the recruitment process and that the whole organisation continues to evolve into a truly diverse one where opportunities are available for career progression for all. Family businesses can also benefit from mentorship programs that encourage underrepresented individuals to pursue leadership roles within the organization. Creating a culture of inclusion at all levels of the business sends a powerful message about the commitment to diversity. The Benefits Of Boardroom Diversity Diversity in the boardroom offers a range of benefits: Innovation and Creativity : Diverse perspectives foster creativity and innovation, leading to novel solutions and approaches to challenges. Improved Decision-Making : A board with varied backgrounds and experiences makes more well-rounded and informed decisions. Enhanced Problem-Solving : Diverse teams bring a broader range of problem-solving skills, allowing for more comprehensive analysis and strategic planning. Market Insight : Different cultural insights within the board contribute to a better understanding of diverse markets, positioning the company for success in a globalised and fast-changing world. Better Risk Management : Diverse boards are more adept at identifying and mitigating risks due to the variety of perspectives that can foresee potential challenges. Talent Attraction and Retention : Companies with inclusive boards are more appealing to a diverse workforce, attracting top talent and promoting employee retention. Improved Reputation : Demonstrating a commitment to diversity and inclusion enhances a company's reputation, making it more attractive to customers, investors, and partners. Adaptability : Diverse boards are better equipped to adapt to change and navigate complex business environments, ensuring resilience in the face of uncertainties. Legal and Regulatory Compliance : In some regions, there are legal and regulatory requirements related to diversity on boards, and having a diverse board helps in compliance. Reflecting Customer Base : A diverse board can better understand and connect with a diverse customer base, ensuring products and services align with varied market needs. Despite the benefits associated with changing the very nature and composition of the family business board there are barriers that need to be overcome. Several of the more common barriers in family firms that can impede the achievement of a diverse board include: Nepotism : Traditional family businesses may prioritise familial relationships over merit, hindering the inclusion of external, diverse talent. Inherited Leadership Bias : Succession planning often favours family members, perpetuating a lack of diversity in leadership roles within the family business. Cultural Resistance to Change : Family businesses may have deeply ingrained cultural norms and resistance to change, making it challenging to embrace diversity in leadership. Informal Decision-Making Processes : Family businesses sometimes rely on informal decision-making processes, limiting the transparency and inclusivity required for diverse board appointments. Lack of Professionalisation : Some family firms lack formal governance structures, hindering the establishment of objective criteria for board appointments and promotions. Limited External Recruitment : Family businesses may primarily recruit leaders from within the family, limiting opportunities for external candidates, especially those from diverse backgrounds. Gender and Generational Biases : Gender and generational biases can be prevalent, leading to the underrepresentation of women and younger individuals on family business boards. Implicit Bias : Unconscious biases among family members or existing board members may influence decision-making, unintentionally excluding diverse candidates. Limited Networks : Family businesses may have insular networks, making it challenging to connect with a diverse pool of external candidates and advisers. Perceived Conflict with Family Values : There may be a perception that introducing diversity conflicts with the family's values or disrupts the familial harmony within the business. Addressing these barriers requires a concerted effort to shift organisational culture, implement transparent governance practices, and actively seek diversity in board appointments. Family businesses can benefit from professional advice and guidance to navigate these challenges and create a more inclusive and effective leadership structure. Overall, diversity in the boardroom is not just a matter of social responsibility but a strategic advantage that contributes to the long-term success and sustainability of any company, something that can only be seen as positive in the family business arena too. With a changing global demographic and a next generation that want to enter into fulfilling careers that make a positive impact on the world around them, family firms are becoming much more open minded and willing to embrace more inclusive leadership as they look to the future and build family businesses that have the right people in place with the right skills to position themselves in the best place to flourish for generations to come. As family businesses embrace the shift towards more inclusive leadership, they not only position themselves as forward-thinking entities but also enhance their capacity for resilience, adaptability, and sustained success. In an era where diversity is recognised as a business imperative, family businesses are seizing the opportunity to create boardrooms that truly reflect the richness of the world in which they operate.

Leading glass packaging company, Croxsons, has announced the appointment of Clare Staff to their team as a sales executive, focusing on internal sales and new business. Clare brings a dynamic blend of experience and fresh perspective to the company. With a rich background in business and brand development, Clare has held various roles, including assisting in the management and growth of companies, particularly in relation to new product launches. Her proficiency in CRM and customer relationship management significantly contributed to the sales teams she worked with previously. Furthermore, she has extensive experience in freelancing both overseas and in the UK, working directly with businesses to achieve growth, brand goals and high standards in production and customer service. In her new role at Croxsons, Clare will focus on managing web enquiries from new and existing customers, especially those with smaller order requirements. Her goal is to build her own client base, aiming to develop long-term professional relationships. She is passionate about listening to customer needs, understanding their product visions and delivering exceptional results. She will also support the sales team broadly, picking up new leads and contributing to Croxsons’ growth. Commenting on the role, Clare said: “I was attracted to Croxsons’ remarkable blend of family business values and impressive achievements. The company has managed to maintain its original structure and uniqueness while becoming a global leader, which is quite rare and impressive.” “Clare's experience and skillset are perfect for this role," said Croxsons’ CEO, Tim Croxson. "We are confident she will bring valuable insights and drive significant growth in her area."

The Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business (ISB) recently hosted a dynamic and insightful roundtable discussion on "Women in Family Business: Empowering and Enabling Women to unlock their Leadership Potential." Dean Madan Pillutla welcomed the eminent scholars, industry experts, and other participants and emphasised on the importance of the topic. Pratima Kirloskar, Vanitha Datla, Srividya Reddy, Rishabh Shroff, Aarti Gupta, Priti Rathi Gupta, Sujatha Cecilia, Kavil Ramachandran, Sougata Ray, and Nupur Pavan Bang discussed diverse topics, ranging from multigenerational experiences of women, factors enabling or hindering the active involvement of women in family businesses, gender-inclusive family dynamics, and effective women leadership in the family business context. The roundtable also provided a collaborative platform for attendees to engage with industry leaders, fostering a vibrant exchange of ideas and experiences. Key highlights that emerged from the roundtable were: Gender Equity Is Not A Choice. It Is Inevitable : The movement to achieve gender equity has begun. Progress is already happening in different spheres, globally, as well as in India. To expedite this progress, strategic interventions in education, workplace policies, and cultural narratives must be implemented with precision, urgency, and in a way that is less painful for individuals, families, and businesses. Gender Inclusive Families Are A Pre-Requisite For Gender Equity : Family, spouse, and social networks play a pivotal role in fostering active involvement of women in family businesses. The families need to evolve to provide an environment where navigating dual roles of being a homemaker as well as a business leader for both genders. Diversity and inclusivity in business must be preceded by the same at the family level. Gender Neutral Sharing Of Responsibilities : Traditionally, burden of multiplicity of roles has fallen on the women, even though most roles are gender agnostic. Efficient and equitable family functioning necessitates the harmonious, collaborative, and collective sharing of responsibilities, encompassing caregiving, risk-taking, and providing for the family. Balancing these roles ensures a more inclusive and resilient family dynamic, fostering mutual support and shared accountability. However, right kind of institutional and infrastructural ecosystem is required to provide support for all to play multiplicity of roles. Only family support will not be adequate. Role Models And Champions Are Important : Women who have triumphed against adversity serve as role models and inspirational guides, while male advocates actively championing equity contribute to dismantling entrenched gender norms. Their combined influence fosters a more inclusive environment conducive to the advancement of women in diverse spheres. Many of the younger-generation members are taking the lead in promoting gender neutrality and becoming the catalysts for change in their families. Equal Opportunities In Skilling And Mentorship: Ensure equitable access for both genders to skill development and mentorship, facilitating the acquisition of capabilities essential for success. While offering equal opportunities, respect individual choices by allowing individuals to pursue their desired paths. Having strong family governance mechanisms enhances the effectiveness of the pursuit of gender equity. "In the realm of family enterprise, empowering women isn't just a commitment to equity; it's an investment to foster resilience and ensure sustainability of the business and family legacy." "It has to be a team effort- women must demand change and men must champion it. May the spirit of collaboration and complementarity triumph," expressed, Sougata Ray, Professor and Executive Director, Thomas Schmidheiny Centre for Family Enterprise, Indian School of Business. Further Information: The Thomas Schmidheiny Centre for Family Enterprise was launched on February 7, 2015 with an aim to advance real-world and academic knowledge of family business. Since its inception, the Centre has been bringing together faculty and practitioners from India and abroad with the broad aim of combining theory and practice to enhance research and innovation in the field. For more details, please visit the website here Indian School of Business (ISB) is a global Business school offering world-class management education across its two campuses – Hyderabad and Mohali. The School has grown at a rapid pace over the sixteen years since its inception and already has several notable accomplishments to its credit – it is the youngest school ever to consistently rank among the top Global MBA programmes, one among the select 100 global B-schools to have AACSB and EQUIS accreditation, one of the largest providers of Executive Education in Asia, and the most research-productive Indian management institution. For details visit the website here .

In business as in marriage, planning for unseen circumstances can help make potential obstacles easier to navigate for co-founders. For example, without agreeing exit routes, when shareholders or partners do decide to leave the business, things can quickly become complicated. When a business relationship dissolves, especially between family and friends, emotions can become heightened and parties might be less willing to negotiate. Therefore, agreeing key discussion points prior to entering a business relationship is vital to maintaining an amicable split. Those who choose to proceed without a ‘pre-nup’ or Shareholder Agreement, in place risk a lengthy court process, or even losing the business altogether. A ‘pre-nup’ or Shareholder Agreement should address how a business operates and the rights and responsibilities of those that hold shares. This includes ‘futureproofing’ against potential scenarios including, but not limited to, “good leaver” circumstances, for example when someone retires or are made redundant, and “bad leaver” circumstances, for example when someone is lawfully dismissed. It is important to differentiate between these circumstances because a shareholder cannot be forced to sell their shares, even if they leave the company as an employee. Therefore, if someone leaves due to gross misconduct, they could feasibly continue to make profits from the business. If a company decides to operate without a Shareholder Agreement in place, there can be severe consequences. In a recent case, a financial services company was forced to ‘wind up’ or liquidate after one shareholder lost his accreditation and therefore could not legally sell financial products or give advice. This presents two options. The shareholder could resign as director – meaning that the business would be unable to continue to work with his clients or contacts due to a non-compete clause. Alternatively, they could wind up the company which could not only cause reputational damage but also mean that the years of hard work to set up and run a successful business would be wasted, simply because no agreed exit strategy was in place. A Shareholder Agreement is not only to decide exit strategies, however. It is also used to outline the rewards shareholders are entitled to from a profitable business. This will help motivate the employee as they can see a direct link between their performance and the value of the business’ shares. The Shareholder Agreement can also be used to dissuade behaviour that may lead to a dismissal, as it sets out clear standards and expectations of behaviour. In the age of the internet, many individuals feel as though they can draft their own legal documents, including Shareholder Agreements. While this may be an inexpensive option at the time, it may cost more in the long-term. Shareholder Agreements must be written with specialist terminology and address a wide range of circumstances that some business leaders may not know to consider. Therefore, it’s particularly important to seek the support of an expert to make sure that the document will be accepted in a court should the need arise. It is also important to remember that while the Shareholder Agreement will not need updating on a regular basis, when organisational or structural changes occur, for example if new shareholders are brought on board or if shares are sold, the document must be reviewed and revised as necessary. It is important that the document does not go out of date, as then it will no longer be a valid agreement and could make the shareholders legally vulnerable if someone does wish to leave. Shareholder Agreements or a business ‘pre-nup’ are a method of futureproofing a company and safeguarding its shareholders. By agreeing what will happen across common future scenarios, such as someone deciding to leave, it will make that exit a smoother process for everyone involved. Agreeing beforehand could also save business partners from a stressful and potentially expensive court process as well as relationship breakdown. Shareholder Agreements are therefore not just a ‘good idea’, but should be viewed as a necessity for companies who want to save themselves from a potentially sticky end.

2023 has been a multi-award-winning year for office and commercial cleaning company Cleanology, picking up six national and international trophies for its contribution to the sector and its approach to sustainability. The family owned and run company, one of the UK’s fastest growing cleaning contractors, scooped one of the biggest business awards in the UK at the Lloyds Bank British Business Excellence Awards. Cleanology was named SME Business of the Year at an event attended by business dignitaries including the Chancellor Rt. Hon. Jeremy Hunt MP. Two of the awards personally recognised the leadership and contribution to the cleaning industry by the company’s CEO and Co-Founder, Dominic Ponniah. He was named Leader of the Year by both the prestigious IWFM Impact Awards, the ‘Oscars’ of the UK’s facilities management sector, and the Global Good Awards. Cleanology also shone on the international stage, winning the biggest industry prize in Europe for its approach to sustainability at the European Cleaning & Hygiene Awards, held in Dublin in October. The firm also won the Sustainability category of the 2023 Green Apple Awards. Dominic Ponniah, CEO of Cleanology, which is headquartered in Vauxhall, South West London, said: “I’m thrilled to have won Leader of the Year, not once but twice this year. It’s not something I would ever have imagined possible when I started in the industry 20 years ago, so I was very touched to have been recognised in this way." “I am so grateful to my amazing team, our wonderful clients and all those who have supported me on my journey.” There was also a personal award to recognise the efforts of Maria Vinadu from Leeds, who was named Cleaning Operative of the Year in the Hill Club Awards, and the company was a Finalist in the Special Recognition category at the 2023 Premises and Facilities Management Awards. “We won’t be resting on our laurels. It’s the fourth consecutive time Cleanology has been a Finalist in the Sustainability Leadership award in the Kimberly-Clark Professional Golden Service Awards in 2024,” added Ponniah. “It would be incredible to win for a historic fourth time.”

Family-owned vehicle parts distributor, SDL Minorfern has teamed up with the Matthew Good Foundation to launch the Minorfern Foundation, which will award grants to local charities and community groups. When SDL Minorfern celebrated their milestone 45 anniversary earlier this year, they wanted to do something special to share their success with their local community. As a people-focused family-run business distributing vehicle parts for cars and vans across Derbyshire, Nottinghamshire, Staffordshire and Yorkshire, they saw an opportunity to support more local small non-profits, whilst empowering their employees to nominate possible beneficiaries. Small, local, well-run charities and non-profits transform lives every day, they do work that has a measurable impact, yet they struggle to compete for funding. According to the NCVO Almanac 2023, larger charities with an income of over £1m per year are responsible for 83% of the charity sector’s income. Yet small charities have a tremendous impact, are agile, innovative, and well placed in communities to help those most in need. With a team of more than 320 valued employees, the newly created Minorfern Foundation has received a wide range of excellent nominations from SDL Minorfern employees for local organisations needing support, covering four main areas: Alleviating poverty, supporting children and young people, improving health and wellbeing, and caring for animals. Nick Holland, Managing Director of SDL Minorfern said, “I am thrilled to announce the launch of the Minorfern Foundation on behalf of our entire team. Committed to making a positive impact in the communities where we live and work, our foundation aims to support smaller regional charities that are truly making a difference." “Over the next year, our team spanning across 12 branches will select ten charities that have had a meaningful impact on either our staff members and wider families or great causes in our local communities." “By the end of 2024 we aim to donate £40,000 and we look forward to actively contributing to these causes and creating a lasting, positive change in the regions where our business operates.” Along with the announcement of the launch, the Minorfern Foundation has named the first two shortlisted charities to receive donations. The Children’s Hospital Charity was nominated to receive £4,000 by the SDL Minorfern head office in Clay Cross, Chesterfield. The charity supports Sheffield Children’s NHS Foundation Trust to change lives every day. The money they raise supports specialist treatment from head to toe, by funding life-saving equipment, new facilities, a comfortable environment, and vital research, which changes paediatric care for thousands of children from across the world. The grant will be used to support the specialist Pre-Operative Healthcare Team that cares for children and young people with complex health needs that require specialist care. The funding will be used to create a calming atmosphere and welcoming environment for patients and their families that will include sensory equipment, toys and books. Walking for Hope has also received £4,000 after being nominated by the Mansfield branch. This newly registered charity has been founded by a father who, after losing his 15-year-old child to suicide, found solace in the outdoors, and aims to help others experiencing mental health difficulties with walking groups and activities. The funding will go towards the charity’s running costs to help them promote good mental health and well-being by building resilience through nature. The Minorfern Foundation will be managed in partnership with the Matthew Good Foundation – a grant-making charity that aims to amplify the voices of small non-profits by partnering them with businesses, stakeholders and individuals seeking to deliver positive social impact. Michelle Taft, Executive Director, Matthew Good Foundation said; “We are delighted to be working alongside SDL Minorfern as their trusted partner to help them achieve their charitable giving aims by launching the Minorfern Foundation. SDL Minorfern is a family business that wants to make a difference in the communities it operates in and it's a privilege to be able to help them reach the small and local nonprofits they want to support. Small and local nonprofits make such a difference in our communities, and initiatives like this one are vital to helping local charities thrive.” Further charities and non-profits will be announced as beneficiaries of the programme throughout 2024. Follow the hashtag #MinorfernFoundation to keep up to date.

Family businesses are undoubtedly a force for good and our 2023 charity campaign is coming to a close. Sharing food and nourishing others is one of the simplest, most powerful ways of showing we care and we asked the family business community to come together as one to help us work with organisations across the UK to redistribute food to grassroots communities that help to feed some of the most deserving and vulnerable people across the UK. Food is something that brings people together and over which memories are created, businesses discussed and plans nurtured. How often do we hear stories of how the business was always the focus of conversations around the kitchen table, the heart of the family and the birthplace of so many great British family firms? Our vision for the 2023 campaign was The Family Business Festive Food Parcel to bring the community together to celebrate as a force for good nationally and to make a tangible difference locally. The family business community did not disappoint. Cash donations poured in and were used to purchase food for donations regionally and in addition the community came together at a number of in person events around the UK where donations were made in the shape of food. As Paul Andrews, Founder and CEO of Family Business United who organised the campaign explains, "We had no idea as to how the campaign would go as we already know how much family firms embrace, support and contribute to the communities in which they operate. That said, we have been overwhelmed by all of the support and donations that have come in and to date can confirm that we have delivered the equivalent of 11,966 meals to people in need." "The generosity of the family business community is astonishing and the acts of kindness will make a real difference to lives this Christmas. Our campaign nationally has had a regional impact too as we have been able to support the work of a number of organisations including The Falkirk Food Bank, The Cardiff Food Bank, The Bread and Butter Thing and City Harvest, ensuring all areas of the country benefitted." The campaign touched hundreds of family businesses across the country with events including: A food bank collection for The Falkirk Food Bank organised by Simon Dickerson and the Workhorse Group, owners of East Stirlingshire FC that took place on the day of the East Stirlingshire FC versus Albion Rovers match where 342kg of food was donated and further cash donations were made subsequently. An evening reception at Hayman's Gin for the London and South East community came together with donations weighing in at 501kg on the night and a further spend of £740 on food that was donated directly to City Harvest subsequently, with cash donations of £500 too. A donation of £500 was made to the Cardiff Food Bank. A behind the scenes tour of Sound Leisure, the jukebox manufacturer in Leeds saw 879kg of food being donated to The Bread and Butter Thing, a charity that works across the north of England, Yorkshire and the Midlands. A food bank collection at the opening of the new Caribbean Blinds show gardens in Sudbury, Suffolk where guests donated food parcels on arrival amounting to 254kg. As Sarah Calcutt, CEO of City Harvest explains: "Your donations bring hope and opportunity to thousands of people who are unable to access and afford nutritious food. Providing free, healthy food to community partners feeding some of our most vulnerable residents enables these organisations to stretch their budgets further to offer additional, vital services to those who require them." "We are thrilled to have the support of Paul, Family Business United and the wider family business community and cannot say how much we appreciate the food donated and the impact that it will have this Christmas. Thank you so much." Mark Game, CEO of The Bread and Butter Thing adds: "Your donation went to support families across Yorkshire and managed to give a Christmas feel to over 450 people this year. We really appreciate the support of the family business community in helping us make a difference this Christmas." As Paul continues, "We are delighted with the response and have been truly delighted and humbled with the response at the same time. Every tin, leek, orange or bag of pasta is going to make a massive difference and every single item counts. We want to say thank you too." "One story that really stood out was a parcel donated in Suffolk, beautifully wrapped and adorned with symoblic sunflowers, the national flower of Ukraine. The box was donated by a group of ladies from Mariopol in Ukraine, who are currently in the UK working for a family business. Despite their own circumstances they heard about the campaign and wanted to do something to help and donated a beautiful food parcel sent with love to help others less fortunate. An incredible gesture of kindness showing that people really do care and want to help others where they can." "Their parcel summed up the campaign for us in so many ways. Simple and single acts of kindness go a long way, and we can all do something to make a difference, to change lives and to make the day a little bit brighter for someone too." "Thank you to everyone who has got involved, to our sponsors Brooks Macdonald, the families that hosted our events and everyone who donated. We have made a difference and the impact is already being felt. Thank you for collectively helping us to do something special at a time of year that for many is not easy and bringing a touch of the festive season to those in need." "We wish each and every one of you a very Merry Christmas and all the best for a Happy and Healthy 2024." Check out some of the images from the #FamilyBusinessFestiveFoodParcel events that took place around the UK:

Set off the new year as you mean to continue by revisiting and taking stock of your finances to help establish a clear plan and aim to meet your long-term financial goals. Stewart Sanderson from Brooks Macdonald shares his thoughts on starting fresh financially as the new year dawns. At the start of a new year, our minds often turn to new year’s resolutions and doing our best to keep them. It is also an ideal opportunity for family business owners to engage in crucial and often overlooked conversations around planning your personal affairs. Addressing personal financial plans can help set the stage for a more stable and resilient family business long into the future. How Could You Benefit From Wealth Management? The intricacies of managing both personal and business finances can be complex, and a dedicated wealth manager can provide invaluable support in navigating these challenges. We can offer strategic insights to help optimise investments, minimise tax liabilities, and develop long-term financial plans that align with the overall objectives of the family business. Unlike traditional employees, family business owners often lack the safety net of a workplace pension scheme. We will work with you to develop a long-term retirement plan. We can also put insurance protections in place for you and your business, giving you and your family confidence that you’ve got back-up in case you ever need it. We can also help you navigate the complexities that are inherently tied to the dynamics of the family unit, such as succession planning and intergenerational wealth transfer. By addressing issues related to inheritance tax and business continuity, we can help ensure a smooth transition to next generation, while ensuring you have the capital available for a comfortable retirement and are not drawing on the business. When Should You Seek Advice? Family business owners should consider seeking personal financial advice at various key junctures to help ensure the longevity and success of both your business and personal finances. Getting married or divorced, starting a family or buying a house are life moments where you may want to reassess your finances, but you might just as easily find yourself growing your wealth and wondering what to do with it. Crucially, advice becomes important during times of transition, such as retirement planning or when contemplating the transfer of the business to the next generation. It can be a relief to have someone to talk you through the available options, particularly as you usually only have one chance to get it right. Once you’ve retired, you may well be thinking about your own healthcare and preparing to pass wealth on to children, grandchildren or charitable causes. We’ll help you put together a tax-efficient plan by exploring all the options available to you. How Often Do You Need To Review Your Plan? Annually is usually sufficient, but our door is always open. With constant political and legislative changes, we do advise reviewing matters regularly, especially in an election year or in response to budgetary announcements or changes. We’re always happy to talk to our clients and they quite often contact us to discuss all manner of questions, including how to manage income in retirement and how to extract money from the business. Additionally, during economic uncertainties and market fluctuations we are always available to assist with any queries or concerns to help keep your mind at ease. If you’d like to find out more about wealth management, we can help. Get in touch for a free, impartial conversation. Important Information Investors should be aware that the price of investments and the income from them can go down as well as up and that neither is guaranteed. Investors may not get back the amount invested. Past performance is not a reliable indicator of future results. Changes in rates of exchange may have an adverse effect on the value, price or income of an investment. Brooks Macdonald does not provide tax advice and independent professional advice should be sought. Tax treatment depends on individual circumstances and may be subject to change in the future, so you should seek independent tax advice, as to your own position. The information in this document does not constitute advice or a recommendation and you should not make any investment decisions on the basis of it. More information about the Brooks Macdonald Group can be found at www.brooksmacdonald.com

An increasing need for workers in the catering and hospitality sector in and around Southampton has led a recruitment agency to open a new desk. The city’s long-established Berry Recruitment branch covers a number of sectors but the demand for certain roles prompted the new direction. Tommy Hunt is running the desk that provides temporary and permanent roles across the catering and hospitality sector. With Christmas approaching hotels, pubs, bars and restaurants will be looking for people to work over the festive season. Tommy commented: “The demand has been growing for these types of candidates and with our new app it was an area we were keen to get into. The permanent roles are of the management type - general and duty managers – and the temporary positions are things such as kitchen [porters, bar and waiting staff and assistant chefs." “Already we have a number of clients from Southampton and the wider conurbation which are gearing up for Christmas and New Year. What has made this new desk work so well is the Berry Recruitment app which clients and candidates can use." “It makes finding work and getting hired extremely simple and puts power in the hands of the workers." “The app and the branch working together has made entering the catering and hospitality sector so successful. With Christmas approaching all outlets will be looking for staff, and there will be one-off events that require all manner of staff.” Max Perceau, who manages the branch, said: “Our traditional areas are construction, driving, hospitality, industrial, warehouse, office and professional." “Adding catering and hospitality made sense because there is a high demand for these roles. Providing the workers saves clients a great deal of time and stress, enabling them to run their business or their event. And our candidates know that we will be able to offer jobs that are relevant to their experience and skills.” Berry Recruitment is part of Berry Recruitment Group that works from around 40 branches in England and Wales and includes the Wild Recruitment brand that has a big branch in Portsmouth.

Family-run commercial textile manufacturing business, The Beal Group, is a group of companies originally founded in Glasgow in 1979 as Tony Beal Ltd, which has grown over the past 40 years through innovation and acquisitions. The group of companies are committed to UK manufacturing of quality textile products across various sectors through individual companies that include Mitco, Rhino and Rhino Defence, Stronghold, Graffix Detail and the latest acquisiton, BCT Outdoors. Passionate about delivering quality products, The Beal Group is synonymous with manufacturing excellence and providing customised and printed textile products that meet the needs of their customers. Manufactured in the UK, supplying to businesses around the world, their products cover a range of sectors from Oil & Gas, Defence, Automotive, Agriculture, Construction and Sport & Leisure. With a combined production facility of over 120,000 square feet, across their two UK bases, one in Glasgow and one in the West Midlands, they have the capacity to manufacturer over 2,500 items per week. Paul Andrews spoke to second generation Managing Director, David Beal to find out more about this pioneering family firm. As David explains, “It all started when my Dad moved to Scotland and after a few jobs, he settled into one working with hauliers and farmers and was often asked to repair their tarpaulins which is where it all started and he built up a successful business manufacturing and supplying flat covers to the haulage and agricultural sectors.” The business was founded in 1979 but it was not until 1988 that David joined the family business. “I didn’t necessarily apply myself at school and was not interested in going to college so I started work in the business. I loved it and loved the fact that we were actually making things,” continues David. “As time went by we there was less demand for tarpaulins and it became obvious that there was not the market to grow this side of the business in Scotland. We started thinking about the future and where to take the business,” he adds. The next stage in the journey was literally the result of ‘knocking on a door’ as David approached the Ministry of Defence in Glasgow. “I literally walked in the door, met the right person at the right time and walked out with a tender document to complete,” explains David. “I was 21 years of age and thought that sales was easy after that as we went on and won the contract to supply the MoD, a customer that we still work with today. Business continued to evolve and diversify into new sectors.” Sadly, the business suffered a serious setback in 2007 when Tony passed away. David was the eldest of three boys and he recognised their differences and that it would not be a good idea to go into business together. One of his brothers was also honest enough to ask David to “tell me you are going to buy the business and take it on” as he had no interest in taking on a role in the business. The stage was set and David ‘begged, borrowed and raised the funds' to acquire the business and a new chapter in the family business began. The timing of the purchase was far from ideal as the economy was on the brink of recession and the transport sector, still a key source of business, was one of the first sectors to be hit by the downturn. The business needed to focus and David took strategic decisions to future proof the business and make sure that it was not dependent on one core sector again. They began moving into new sectors, understanding the specific needs of each and offering a service that resulted in them becoming the ‘go to place’ for their products. The group continues to grow with David at the helm, coming a long way since ‘we supplied flat covers to the farming sector, although that’s a specific market we still continue to service and have fond memories ofand their journey of diversification has stood them well. For David, the fact that it is a family business really resonates. “My son now works in the business, having worked like I did during school holidays. He continued with his education and gained a good degree and has a skill for the operational side of the business. He also gets the culture and understands the impact that having our name above the door generates." "It might sound corny but family means everything to me, my family personally and the wider workforce who I see as family too,” continues David. “There are people in the factory who have worked for us since I started here and never worked for anyone else. There is a great culture and shared values when you have worked with individuals for such a long time but it also means that they can read you like a book so you have to be careful to keep an eye on everything, the business, the finances, the culture and the future because now that we are the size we are, there is not enough time in the day for everyone to have their ‘moment’ with me,” he adds. “We are focused on introducing structures and procedures to match the size that the business has grown to need but there is still an emotional tie to a business that you have seen grow over the years and put your heart and soul into developing too. We have a good team and a good culture that is based around the values that are important to me,” continues David. “These values and the loyalty of our team came to the fore during the pandemic when we continued to operate as we were fulfilling a number of ‘essential contracts’ and everyone pulled together to make things happen. It was obviously a difficult time for the country as a whole but we made it work and took all the necessary steps to protect the workforce too.” David understands the nuances of running a family business and appreciates that it is people that make the difference. He also appreciates the personal journey that he has been on and that as the business has grown the way it is managed has had to evolve too. “We have developed the team and I have been able to step away from the day-to-day operations with a number of key roles that have made such a positive difference, to me and the business." "I have been able to take time to focus on the strategy and to continue to identify ways for us to continue to diversify and embrace new opportunities but also to look at how we can become more sustainable too, and to remove the cyclical impact of some of the sectors on our business too.” This is a business that is continuing to grow, building on the legacy and entrepreneurial spirit of its founder and now in the hands of a pioneering and equally entrepreneurial second generation. Education and continual learning is also part of the philosophy that has enabled the business to evolve. “I am a firm believer in learning and completed the Growth Advantage Programme at the University of Strathclyde and that helped us immeasurably, personally for me as it helped me to shape our strategy, but also the way it has influenced the trajectory of the business too,” continues David. Family remains at the core of the business and one of the proudest moments on the journey to date for David was being able to fund the acquisition and continue the legacy of his father. “My Dad and I were very close and had worked together for a number of years and to lose him when we did and then to have to face a hostile takeover bid before successfully taking on the business was not easy. I put everything on the line and borrowed what I could and to look back and know that every penny was repaid and to see where we are today makes me incredibly proud. We have come a long way and that is down to the people that we have involved and I know that Dad would be proud of what we have built and where the business is today,” continues David. This is a business that continues to evolve and has plenty of plans for the future. They are currently growing a new ‘second life’ business that recycles other products and prevents them ending up in landfill which is exciting and offers plenty of scope too. “This is really exciting and signals a new chapter for the business and is an exciting addition to our portfolio of products,” continues David. “It is great to see new ideas and ways of working, especially when it is ultimately good for the planet too,” he concludes. There is a next generation in the wings with David having a son and two daughters, one of whom is already involved in the business so who knows what the future has in store. One thing that is certain is that the family values, purpose and resilience are inherent in the business and the name above the door is well respected within the sectors in which they operate. For David, this is really important. “We want everyone involved to feel values and know that they are appreciated for what they do. If we do the right thing and our people fell happy working for us and doing what they do, feeling that they have actually achieved something, then we have done our job and are conducting business the right way, “ he continues. “Family business is important. It matters and it is because we are family that we can make a really positive impact, doing business the right way. Nobody will say that is easy but with the right guidance, frameworks and values in place, the family business can be a real force for good – being a good place to work but also a good place for innovation, customer service and by looking at the circular economy, good for the environment too.” A nod to the past, an eye on the future – this is a family business that has it covered.

Contractor Henry Brothers Construction is working on its third scheme at The University of Manchester as it continues its growth in the North West. The company has been appointed on a £12m project to refurbish levels two and three of the Chemistry Building. It follows successful completion of phase one at the Chemistry Building, where Henry Brothers undertook the complete refurbishment of floors four and five, along with work to the level eight plantroom, roof and external ductwork and services. The company has also recently completed brick recladding at University Place in Oxford Road – a 1,000 capacity university venue which is also used for conferences and high profile events. Success in the region has led to Henry Brothers relocating to a larger space in the offices it opened in Manchester in 2022. The company has also taken on five new members of staff – a senior quantity surveyor, a senior design manager and three additional site-based staff. The news comes after Henry Brothers Construction was recently appointed to the North West Construction Hub Framework, which could also open up a pipeline of opportunities for the business. Henry Brothers Construction MD Ian Taylor said: “We are very pleased to be partnering with The University of Manchester on our third project together, supporting the university with its plans to improve facilities for students and staff." “Henry Brothers has built up a good relationship with a number of universities in the Midlands over the past few years, including Nottingham Trent, Loughborough, and Staffordshire, and we are delighted to see this being replicated in the North West, where we opened a dedicated office last year." “Our sustained growth in the region has led to Henry Brothers Construction recruiting two new senior members of the team in recent weeks, plus we have just taken larger office space. The North West is a vibrant region, and we are excited to have cemented a place on the North West Construction Hub Framework, which we hope will create new and continuing opportunities for the business in the area.” Work is progressing well on the latest scheme at The University of Manchester, which involves a full refurbishment of levels two and three of the 1960s-built, seven-storey building. It includes reorganising the layout of the two floors to create flexible lab space to feature new fume cupboards and fixed benching, dedicated write-up spaces with glazed screens for visibility throughout the lab, modern offices and attractive break-out areas. Housing one of the largest Chemistry departments in the UK, the building is situated at the junction of Brunswick Park and Upper Brook Street. The project was procured through the Crown Commercial Services Framework, and is due for completion in September 2024. The design team for the refurb includes Gardiner and Theobold as NEC project manager, RLB as quantity surveyor, Halliday Meecham Architects, structural engineers Curtins and EDPI for M&E services. Henry Brothers Construction is part of The Henry Group, which comprises a number of manufacturing and construction sector companies, ranging from external construction through to interiors fit-out. In partnership with clients, it has a proven track record in education, defence, accommodation, commercial, industrial, transport and healthcare sectors.

An East Staffordshire sports club has been bowled over by a donation to help with vital repairs to its clubhouse. Ellastone and District Bowls Club received £350 from nearby neighbour JCB towards pavilion renovations which members hope will secure the future of the community hub. The club was in danger of folding during Covid lockdowns but members have worked tirelessly to breathe new life into the picturesque lawn and pavilion in heart of the village at Church Lane, as membership now goes from strength to strength. Club Chairperson Lou Parlett said: “The club was established in 1988 and membership dropped to just three during Covid. The Green was in a terrible state but our member John Wood worked tirelessly on it and last year the club put on two successful open days to attract new members. “We now have about 20 members and play friendly matches against local clubs with practice sessions on Wednesday and Friday evenings and Sunday afternoons in the summer and indoor bowls in the parish hall on Thursday evenings in the winter. “There was also plenty of work to be done on the bowls pavilion which, of course, all comes at an expense and we are very grateful to JCB for their donation which has gone towards new cladding for the pavilion.” Anyone interested in joining Ellastone and District Bowls Club is welcome to attend winter indoor sessions at Ellastone Village Hall, Church Lane, on Thursday evenings from 7-9pm. For further details visit their website here