Brewers has announced the launch of their industry leading sustainability framework to support its journey to be a net zero business by 2040. As a family business trading for 120 years Brewers has always prided itself on taking a responsible approach to doing business, caring for its people and supporting the communities it operates in. To formalise this, 2023 is the year that they have set their goals, plans and actions into a sustainability framework that will inform the way they do business for the next 20 years. At the heart of the framework are 4 sustainability pledges: To decarbonise To consume less and eliminate waste To improve lives To develop the next generation To help them meet these pledges and measure progress towards them, they have established 6 primary targets: To be a net zero-carbon business by 2040. To reduce the total of our scope 1, scope 2 and transport related scope 3 emissions by 15% per annum from a 2022 base line. Through targeting a minimum volume reduction of 10% per annum, to phase out interior solvent borne decorative trim paint by 2030. To reduce, reuse, remanufacture or recycle all waste by 2030. To be an Accredited Living Wage Employer. To demonstrate a 10% annual improvement in social value through the TOMS (themes, outcomes & measures in social value) framework from a 2022 baseline. Mark Sandison, Head of Sustainability at Brewers explains more adding that "The first step has been to quantify where we currently are on our sustainability journey." "This proved to be quite challenging and we were pleased to work with our partner ‘PlanetMark’ to deep dive into the business and calculate our current carbon footprint and social value." "This has now given us a baseline upon which we can build future actions and seek continuous improvement. In the spirit of transparency, our full PlanetMark report can be viewed via our sustainability web page." "In planning our journey from this baseline, it has been vital to ensure that the whole business is involved and that we weigh three key elements – doing the right thing for the environment, doing the right thing for people and doing the right thing commercially. It’s a delicate balance but we believe the pathway we have set for the business achieves this and is, in itself, sustainable." "It has been very important to ensure that our sustainability framework is science based and fully verifiable. To ensure this we have worked with our specialist partners – PlanetMark and Resource Futures throughout the process." "Our sustainability framework is industry leading and will make a big contribution to helping to make the world a better place.” Visit their website here to find out more.

The biggest fleet of JCB Pothole Pros - a machine which fixes potholes in eight minutes flat - is set to hit the road in the UK after one of the country’s leading hirers placed a massive order for 50 machines. Commercial asset supplier Dawsongroup has already bought 11 JCB Pothole Pros – but all are now out on long-term hire with councils up and down the country, with more urgently needed. Demand for the machines is huge, especially given the Asphalt Industry Alliance’s (AIA) Annual Local Authority Road Maintenance survey estimating that there are a record £14 billion worth of outstanding road repairs in England and Wales – or a nine-year backlog. Dawsongroup | emc Managing Director Glen Carruthers said: “We only bought our first JCB Pothole Pro under a year ago and the response has been staggering, with the whole of the current fleet now out on hire. We have placed this additional order simply to keep up with demand.” JCB Municipalities General Manager Ben Rawding said: “It’s great to see the success that Dawsongroup is enjoying with the Pothole Pro. More and more local authorities, and the contractors working on their behalf, are recognising that the Pothole Pro is the best way to fix Britain’s roads quickly and permanently, first time. It is now easier than ever for UK authorities to get a JCB Pothole Pro on to their network, whether it’s in a city or in a rural county and the public will now really start to see their presence on the roads and streets around the UK.” Tests show the JCB Pothole Pro can complete a pothole repair in less than eight minutes, four times quicker than standard methods and equivalent to 700 potholes per month. With a 40km/h travel speed, the machine can also rapidly relocate between sites without additional transport costs. The JCB Pothole Pro is a unique 3-in-1 machine, cutting out the damaged surface, cropping the edges and cleaning the hole, ensuring a permanent fix. Dawsongroup | emc is JCB’s official rental partner for the Pothole Pro and the additional machines will be supplied through dealer TC Harrison JCB. Dawsongroup | emc, previously known as Dawsongroup | sweepers, is part of a global group of companies committed to providing an extensive product range, and first-class customer service across the supply chain.

Arco , the UK’s leading safety products and services company, has announced the renewal of its long-standing relationship with FedEx, the world’s largest express transportation company. The exclusive multi-million-pound deal will ensure Arco’s commitment to deliver excellent customer service and remain at the forefront of logistics and supply chain excellence. Hull-based Arco provides a joined-up safety approach through equipment, expert knowledge, training and consultancy services. As the only safety partner to deliver a strategic end-to-end approach across the hierarchy of control, its collaboration with FedEx will continue to enhance the efficiency of its operation. Working across Arco’s operating bases including the National Distribution Centre in Hull, the Arco Clothing Centre in Preston and all other retail operations, FedEx currently processes over 7,500 parcels per day, for next day delivery. This collaboration has been a vital part of Arco’s supply chain, ensuring seamless logistics and timely deliveries to customers across the UK. The long-term close strategic relationship between Arco and FedEx first began in 2009 and has since been extended to December 2026. Throughout this relationship, FedEx has consistently demonstrated its ability to provide high-quality services, making them an ideal supplier for Arco's ongoing growth and development. Neil Griffiths, Divisional Director, Logistics and Supply Chain at Arco said: “Since we signed the original contract in 2009, FedEx has proven to be the perfect supplier for Arco." "With demonstrated excellence in reliability and customer service, we are delighted to extend this exclusive agreement through to the end of 2026. Both companies share the same values in terms of innovation and quality, and together we can build a positive future for our business and the customers we serve.” ‘’We are delighted to continue our long-standing relationship with Arco. We’ve been working closely with them to improve and optimise their supply chain to deliver outstanding customer experience whilst delighting Arco’s customers.” said Rob Peto, Vice President Ground Operations, FedEx Express.

Willmott Dixon has been chosen by Swansea Council to complete work at the Copr Bay district after the original contactor, Buckingham Group, went into administration. The Copr Bay scheme covers the area of the former St David’s Shopping Centre and across the new bridge over Oystermouth Road to Swansea Arena and the coastal park. Most of the scheme is complete and open, so it’s business as usual at Swansea Arena, the Copr Bay south car park, the coastal park, the Green Room Bar and Kitchen, and the residential unit on the north side of Oystermouth Road. Willmott Dixon, which has an office nearby in Cardiff, will focus on completing the car park on the north side of Oystermouth Road and some other snagging work on site. The St David’s multi-storey car park – which is earmarked for demolition – will remain open in the meantime. A Swansea council spokesperson said: “The Copr Bay district is at the heart of Swansea’s on-going regeneration of the city centre. When our contractors Buckingham went into administration, we had to act quickly to protect the council’s position and complete the unfinished work. We’re delighted to appoint Willmott Dixon, one of the country’s leading specialists, to manage the construction and ensure the unfinished work is completed as soon as possible." “The snagging works will now be finished as soon as possible, and work to finish the car park is anticipated for completion in the spring of 2024. The financial arrangements we have in place mean we don’t envisage these works leading to extra costs for the council or the taxpayer.” Neal Stephens, managing director for Willmott Dixon in Wales and West, added: “It is very sad what happened to Buckingham Group and to see their supply chain partners go through such a difficult period. We will try to use as many as possible as we complete this important project for Swansea. We have extensive experience of working in the local area and are pleased to be working with Swansea Council to bring this fantastic development to a fitting conclusion.” Willmott Dixon brings an extensive track-recording working on town and city centre regeneration. In July it was appointed to deliver Nottingham’s new 20-acre Green Heart regeneration scheme and in June it was announced as main contractor to transform the entrance to Darlington Station as part of Network Rail's £140m masterplan to deliver extra train capacity and better passenger facilities at the station.

AXIOM Sustainability Software, the complete platform for measuring, tracking and reporting sustainability performance, has launched an exclusive offer and discount package for Family Business United members. As part of the package, members will receive a 10% discount, a free 30 minute-consultation plus a complimentary software trial. AXIOM’s goal is to help family businesses take the lead when it comes to business sustainability. As Joe Oughtred, co-founder of AXIOM Sustainability and part of the sixth generation of the family behind the William Jackson Food Group, explains: “We created AXIOM to help businesses of all shapes and sizes make informed decisions when it comes to sustainability and ESG. Whether they want to cut emissions, achieve Net Zero or create a more equitable business for employees, AXIOM is here to help them gather the right data, and turn it into valuable insights." “As part of the sixth generation of a successful family business, I truly believe that family businesses have a responsibility to lead the way when it comes to sustainability – which is why we’re offering FBU members an exclusive discount on the platform and our services." “While corporates might prioritise results for the next quarter, family businesses need to take a generational view on business strategy. Protecting the business and growing a legacy for future generations is what sets family businesses apart from other organisations. Successful family business owners understand that they don’t really ‘own’ the business at all – they’re looking after it and building it for the future." “It’s not about extracting value for the here and now - it’s about nurturing and protecting value for your children, grandchildren and families. The same principles can be applied to sustainability and looking after the planet for future generations!” To find out more and to get the exclusive discount, consultation and free AXIOM trial, FBU members should email FBU@axiom-sustainability.com. AXIOM is a powerful cloud-based platform for measuring, tracking and reporting the sustainability and wider ESG performance of organisations – backed up by an experienced team of procurement and sustainability specialists with a passion for saving the planet. To find out more about AXIOM, please visit their website here

On Sunday 24 September 2023, BBC Countryfile broadcast a segment on the dire state of the British apple industry. Two British apple growers shared their personal experiences of the challenges they face and how low supermarket returns are causing them to make a loss and remove some orchards. One clearly stated that there may well not be anything to pass on to the next generation as the business was at risk. Many of us have been brought up on the old adage that ‘An apple a day keeps the doctor away’ something that is clearly linked to the nutritional benefits associated with the humble apple – packed with fibre, full of water and plenty of essential nutrients and anti-oxidants. Many of us will also remember taking an apple to school each day as part of a packed lunch too. Things have changed, in particular over the past couple of years where British growers have faced a perfect storm – soaring inflation and the rising costs associated with two of their major costs, energy and labour. New data released by British Apples & Pears Limited (‘BAPL’), exposes the dramatic shift in the fortunes of British apple and pear growers. BAPL has analysed the published business results of a number of growers that together represent over 70% of the British apple and pear industry and the findings are not good. The results show a dramatic drop in profitability, the levels of which are simply not sustainable for the longer term. We spoke to Ali Capper, Executive Chairman of BAPL, the dynamic organisation of apple and pear growers who work together to supply a delicious, high quality and sustainably-grown British crop, year after year to understand more about the challenges currently facing our growers. As Ali explains, “Grower confidence is on the floor and across six major growers the average level of profits has declined by 133% year on year. What this means in reality is that each of these representative businesses has suffered a very significant reduction in profit with many incurring substantial losses. This was inevitable because while the price of apples to the consumer has increased, input cost inflation to growers ran at around 23% while supermarkets paid growers, on average, only 0.8% more than the previous year.” “The situation is not sustainable and things need to change as this season draws to a close or for some it will be there last season growing, and the long term implications for the sector as a whole look uncertain too as the lack of profitability is driving change through reduced investment on all levels – machinery, robotics and more importantly the orchards,” continues Ali. “We tend to see orchards replanted in full every fifteen or so years so with poor performance and lack of profitability over the past couple of years as a result of inflationary pressures, growers have had to make difficult decisions and that has consequences for the industry going forward,” she adds. For many of the leading apple and pear growers across the UK the business has been in the family for generations, with skills being passed down from generation to generation. Investment over the years has continued but for now certain difficult decision are having to be taken. Whilst there is a desire to continue to invest, the funds from trading are simply not available. As Ali continues, “For some there is fear of the business failing and the future for many is not even in their own hands. Decisions are having to be made on commercial performance and sadly there is little room for manoeuvre. Growers are facing increased costs for energy and labour and there is little way to reduce these costs and despite some of the schemes available to support businesses with increasing energy costs, they do not apply to businesses in our sector.” “Furthermore, some of the actions of supermarkets need to be called into question as shoppers are already paying more for their apples and pears as it appears retailers have increased their prices to cover the increased costs that they are incurring but not taking into account the increased cost of food production and it is clear that someone is making a profit and it is certainly not the growers. The numbers do not lie. Apple growers are not receiving a fair return from supermarkets. This is putting the future of British apple growing at risk. It’s a situation that must change and change quickly.” Change is needed and our growers need more support. As Ali continues, “If retailers really were ‘doing their best to ensure a sustainable future’ as claimed by the British Retail Consortium, we would not see farmers pulling out of apple growing and reducing the numbers of new trees they’re planning on planting.” The industry is already subject to plenty of regulation to grow the perfect apple for shoppers in store and that again adds to the challenge for our food producers. “Specifications are very tight,” continues Ali. “In many respects the specifications would be more relevant to a manufacturer producing marbles in a factory where everything can be measured and controlled but this is a far cry form growing apples outdoor with all the challenges of the British weather that affect production on a daily basis, but it is an outdoor crop and it is certainly not easy,” she continues. “We want profit-led investment by growers, but that requires a fair return from supermarkets and the growers themselves need more support too.” “This is an exciting industry and prior to the last couple of years with the level of inflation that we have all seen there has been plenty to shout about. Investment has been significant over the years, the inventory was growing and productivity was increasing too. Growers have introduced lots of innovation and invested heavily in their businesses and were optimistic about the future, introducing new varieties and planting new orchards,” continues Ali. “People like eating apples, and the want to support British growers too and seeing home grown apples and pears is much better for the planet than shipping in produce from overseas. We understand that retailers want to guarantee a supply all year round but there is plenty of scope to increase the proportion of domestic produce from 40% of the total sold without compromising on the supply chain.” As Ali concludes, “A lot needs to be done and the farming community needs support to ensure that our growers are still doing what they do best in years to come, as they have done for generations. Our growers need to be able to look to the future, plan as they have done for years to invest money made back into the business and secure their future, and the food supply from Britain for the retailers. We continue to work hard to drive change and offer our support but more needs to be done.” “We encourage everyone to check the produce when they are next out shopping for fruit and vegetables and wherever possible to shop local and buy British. But we need to make sure that the growers are rewarded for their endeavours in order for us to continue enjoying British apples and pears for years to come as well.” “Support our growers so that they can continue to grow fabulous apples and pears for us all to enjoy each and every day.” Find out more about BAPL by visiting their website here .

The ambitious plan to build a highly anticipated new state-of-the-art Wellbeing Hub and Lochies School in Alloa has passed a major milestone. Councillors were told at a meeting earlier today that a full project team has been selected to design and build both facilities. The Wellbeing Hub and swimming pools will be built alongside a new Lochies School, specifically designed to meet the needs of children and young people with severe and complex needs, at the Pavilions in Alloa West. The flagship facility will offer accessible sport, health, learning and development, and leisure opportunities, providing a space where the local community and visitors can connect with each other and to the surrounding outdoor environment. The project is being managed for Clackmannanshire Council by hub East Central Scotland with principal contractor Robertson Construction Central East, JM Architects, Blyth & Blyth civil and structural engineers and BakerHicks mechanical and electrical engineers. Green credentials and sustainability will be at the heart of the design and construction of the new facility which will be built to Passivhaus standards, where super energy-efficient measures and providing a comfortable environment are an integral part of the process. Clackmannanshire will be one of the first areas of Scotland to have a leisure centre designed to meet this world-leading energy efficiency standard. Councillor Scott Harrison, spokesperson for sports, leisure and active living, said: “I am delighted that a design team has been selected to deliver our ambitious plans for a new Wellbeing Hub and Lochies School. This is a key step on the journey to delivering these exciting facilities which will bring huge benefits to the health and wellbeing of residents and visitors to Clackmannanshire." “I look forward to hearing from the newly-appointed team as they make progress in the coming months.” Gary Bushnell, chief executive, Hub East Central Scotland, said: “We are excited to have passed this crucial milestone and the team will now focus on progressing work as quickly as possible to deliver this important facility for the local community.” David Cairns, managing director, Robertson Construction Central East, said: “This state-of-the-art facility is a significant investment, and one that will bring real benefits to the local community long before it opens." “With the Robertson head office located only five miles away, we know the local supply chain well and will engage them wherever possible to keep the pound in Clackmannanshire and support the local economy." “I have no doubt that, together with Clackmannanshire Council, we will deliver a Wellbeing Hub and new Lochies School that the whole community can enjoy and be extremely proud of.”

The new AE Jolliffe & Son Ceremony Room in the centre of Ferndown has been officially opened by Sir Christopher Chope OBE MP. Huge investment has led to the creation of a state-of-the-art facility which not only offers families a place for personal and poignant funeral services, but also to serve as a venue available to community groups. The business is part of Douch Family Funeral Directors which oversaw the programme of development. Sir Christopher praised the company for its recent family business award and said he had attended the funeral of a friend at the new premises. He said: “This is a great investment for Ferndown. It will benefit the whole community and I know the family has its fifth generation coming up in the business. It is a great pleasure to be asked to officially open what is a great asset for the town.” Sir Christopher unveiled a plaque in the new Sheila Kendrick Ceremony Suite, which is named after the daughter of Bert Jolliffe who set up the business before the Douch family took it over. The suite has an attached catering area making it ideal for hosting wakes following funeral services. The 1930s house on the site has been extended to provide reception area, offices meeting rooms and five chapels of rest which were blessed during the opening by representatives of local churches. A serene garden space has been planted which provides a gentle atmosphere for reflection when people visit. Buildings for the other parts of the business have been added along with parking spaces for visitors and the business’s funeral fleet. Nick Douch, managing director of the company, said: “While the new facility has been operational for some time, it has now had its official opening. Our chapels of rest were blessed by Rev Patches Chabala and Fr Anthony Achunonu, with numerous other clergymen attending." “We had a presentation in the new ceremony room before Sir Christopher Chope unveiled the plaque. And we were pleased that Krissy Stamp, Mayoress of Ferndown, was able to attend." “We had many other official guests including representatives from DMW Architects and Greendale Construction, who designed and built the premises." “Our commitment to the community we serve is something we take seriously and we want local people to use what we have created. We have a rolling programme of updating or rebuilding all our seven branches across Dorset.”

In a world that never seems to slow down, where the demands of daily life constantly pile up, it's easy to forget that the most important journey is the one within ourselves. World Mental Health Day, observed on October 10 each year, serves as a crucial reminder that mental well-being is as vital as physical health, and it's time to break the stigma surrounding mental health issues. People make family businesses what they are and are not immune from needing to address the challenges around mental health and wellbeing. Many already do a great job looking after their staff and providing support and resources too but as a community we need to come together to raise awareness of some of the ways that resources can be developed and made available so that nobody is left without the support they m any need. The significance of this day goes beyond just raising awareness; it's about fostering a global conversation, igniting empathy, and encouraging action. Mental health is a universal concern that knows no boundaries of age, race, gender, or socio-economic status. It touches every corner of the globe, affecting individuals, families, and communities in profound ways and today of all days emphasises the necessity of assuring that everyone, regardless of age, socioeconomic class, or background should have access to high-quality mental health care and support. This year's theme, "Mental health is a universal human right," underscores the inequities that persist in accessing mental health care and support. In a world where access to resources and opportunities varies dramatically, so too does access to mental health services. Disparities in mental health care have been exacerbated by the COVID-19 pandemic, making it even more crucial to address this issue. One of the most significant obstacles to mental health care is the stigma that surrounds it. World Mental Health Day seeks to eradicate this stigma by encouraging open and honest conversations about mental health. It reminds us that it's okay not to be okay, and seeking help is a sign of strength, not weakness. Communities worldwide come together on this day to organise events, discussions, and campaigns that aim to promote mental well-being. From workshops on stress management to art therapy sessions and panel discussions featuring mental health experts, there's a wealth of activities designed to engage and educate people about the importance of mental health. Social media plays a pivotal role in this global movement. The hashtag #WorldMentalHealthDay trends worldwide, flooding timelines with messages of support, personal stories of triumph over mental health challenges, and resources for those in need. This virtual gathering of voices has a profound impact, making people feel less alone in their struggles and inspiring them to seek help or offer it to others. World Mental Health Day also highlights the need for systemic changes in healthcare and education. Advocates and organizations use this day to call for increased investment in mental health services, more comprehensive mental health education in schools, and improved access to mental health care in underserved communities. The power of World Mental Health Day lies in its ability to unite people across the globe, transcending borders and cultures to shine a light on the common human experience of mental health. It encourages us to look beyond the surface and ask one another, "How are you, really?" It prompts us to extend a hand to those who might be struggling in silence. As we mark another World Mental Health Day, let us remember that mental health is not a solitary journey. It's a collective responsibility, a shared commitment to fostering a world where everyone has the opportunity to thrive mentally, emotionally, and spiritually. So, let's continue to break down the barriers, challenge the stigma, and support one another on this journey toward better mental health for all.

CEOs are under immense pressure to lead, manage and deliver all-important growth in the current climate. As a result, it’s vital that boards work closely with and support the CEO with various governance processes to ensure they are adding value and delivering business growth. Role Clarity A good place to start is with role clarity – defining where the role of the board stops and that of the CEO begins. If there is any ambiguity and confusion over the roles of the CEO and board directors, particularly in turbulent times, this will have a negative impact on decision making and board effectiveness. It’s the role of the chair and the wider board to provide clarity in this area and facilitate the discussion where the boundaries between the board and CEO are unclear. Relationship Between The Board And CEO Having a relationship that’s fit for purpose is vital for the board and CEO. To achieve this the board’s rules of engagement that demands trust, respect and honesty – the three fundamental currencies that enable an effective and productive relationship between the two – must be adhered to. Both the board and CEO need to make time to reflect on how this relationship is working and, where appropriate, recalibrate it to ensure that the way the board works with the CEO, and vice versa, brings value to the board, CEO and the organisation. Ensure Time For The Board And CEO Without The Rest Of The Management Team Having time together without management present is very important. It presents an opportunity for the CEO to share what’s on their mind with directors, cover what has gone well and less well since the last board meeting and for the CEO to bring the board up to date with the planned activities and initiatives in the next reporting period. With the CEO’s position being a lonely one, the board can add significant value to the CEO as a forum for advice, testing ideas and validating assumptions. This way the CEO can access the collective wisdom of the board in a psychologically safe space. Challenge Assumptions With the interplay between the three critical elements of risk, strategy and return often based on assumptions at board-level, the board must ensure that any assumptions from the CEO, or indeed any director, are challenged to validate their relevance. Only once this has taken place is it possible to have assurance that the right path is being taken - something that is particularly important when quick decisions are required during uncertain times. Future Strategy Today, the board must make sure that future strategy is live in the boardroom. This requires the board, as part of their role in supporting the CEO, to ensure the leader keeps their focus on future strategy – how the organisation can achieve its purpose – by looking at new opportunities, rewards, as well as risks. Regular Reviews Of CEO One of the most important roles of the board involves putting in place and implementing a review process for the CEO. Regular, well run reviews enable the board to reflect on how the CEO has performed and, significantly, provides an opportunity to move beyond basic compliance to pose the important question ‘how fit is the CEO for the future?’ It’s best practice governance in action. The issue is too many reviews of the CEO are undertaken as a tick box exercise, largely because they are viewed as another task to remove from the governance to-do list. These assessments do not power performance. Only reviews that prompt a periodic re-examination of how fit for the future the CEO is, enables a culture which is performance focused. It’s because the data collected from the evaluation supports improvements in the CEO’s performance, enabling them to refine their approach. The first step for the board to deliver an effective, performance focused review of the CEO is to examine relevant documentation regarding their appointment, induction and development. Other documents reviewed should also include the strategic plan, business plan and budget of the organisation, plus data gathered in any previous reviews, cultural assessment or third-party evaluations, along with key performance indicators. Access to this information enables directors to gain a better understanding of the review history of the CEO, and consider how the board has handled the recommendations from previous evaluations. Then, online surveys need to be created and sent to all on the board and any direct reports to the CEO. These must be tailored, reflecting the purpose and strategic objectives of the business and an assessment of the behaviours, skills, knowledge and impact of the CEO. When completing the online survey participants should confidentially rate every area of the CEO’s performance, and additionally raise any development needs. Interviews are the next step, because of the critical quality assurance and insight they can deliver. It’s vital that they are conducted by a trusted interviewer who is experienced in board dynamics and effectiveness. Interviews offer an opportunity for an objective review of achievements, behaviours, development needs and deliverables, which helps to power the performance of the CEO. Also, by taking this approach you reduce the risk of an emotional, personality direct assessment, by infusing rationality and objectivity. After all, the ‘psychological safety’ of the CEO is paramount. Once data gathering is complete it’s time to present the findings to the board. The resulting report should identify any divergence between the directors and the CEO regarding their performance. This enables the board to spot strengths and opportunities for performance improvement and personal development. Credible actions with clear ownership then need to be reviewed, however these should not take place formally twelve months later. Instead, regular ‘pulse checks’ based on the feedback from the assessment must be undertaken throughout the year by the board to guarantee progress and a strong CEO performance. Exit Strategy While any assessment will help the board to clarify how to better support the CEO, it may also prompt them to source a new one, which therefore requires an exit strategy that avoids disruption to the business. This could lead, for example, to the chief operating officer (COO) becoming the acting CEO prior to the appointment of a new CEO. Succession Planning While CEO succession planning is time consuming and takes a lot of effort, it’s always better to have one than to be caught without a plan, or a clear leader. It’s those boards that plan for the succession of the CEO that ensure a smooth transition in the leadership of the organisation, with minimal disruption and business continuity. This is why having a succession plan for the CEO is such a key governance process. During the planning stage boards should think about the role of the CEO and the personal, technical and behavioural characteristics that leadership of the next stage of the organisation’s evolution will demand. Succession planning is particularly important where the existing CEO has unique skills, experience or connections with critical stakeholders, which are vital to the organisation’s growth and future success, which means they cannot easily be replaced. CEO succession plans should be reviewed by the board at least once a year, and they should always be ready to act on it at short notice. Unfortunately, for many boards the default option is ‘go to market’ and succession planning is not something they contemplate until time is not on their side. For example, when the current CEO comes towards the planned end of their term, reaches retirement age or is no longer seen as the right person to lead the company. Finding a suitable replacement can take many months, possibly more than a year, particularly if looking for someone external to the organisation. Lacking a leader for a significant length of time could have a major impact on the effectiveness of the organisation and board. Journey Of Learning (induction) Having an induction or ‘journey of learning’ in place over 18-24 months is the best way to ensure the new CEO is able to quickly gain familiarity with the organisation, make a meaningful contribution to board deliberations and effectively lead from the start of their tenures. Regrettably, too many boards assume the onboarding process involves dumping a wealth of reading material on the new CEO, including documents such as codes of conduct, strategic plans, annual reports, etc, or emailing a link to the online board portal for them to peruse, and expect them to quickly get on with the job in hand. When the new CEO has important responsibilities and liabilities from day one, this approach of throwing them in the deep end is not helpful to them, the board or the organisation. A successful journey of learning includes a programme of visits and experiences that sees the CEO getting out and about within the organisation and speaking to staff. This is essential to gain a thorough understanding of the business and how it operates. Also, there must be a buddy system, which ideally sees the CEO have an experienced director as a buddy. They can brief the CEO on how things work, the background of the board and why certain decisions have been made in the past. It’s much quicker to learn this way than from reading briefing notes. Finally, there must be the opportunity for training, either formal governance training depending on their level of knowledge and experience, and bespoke in-house governance training, because governance processes often differ slightly differently between organisations. All this activity should be supported by an in-depth induction pack for the new CEO. By taking this approach it’s possible for the new CEO to hit the ground running and make a valuable contribution as soon as possible. The board must take the lead on planning and putting together the ‘journey of learning’ for the new CEO. In Summary Leaders need all the help they can get, particularly in these volatile times. As a result, those boards that are serious about engendering long term growth for their business, and being effective, must have governance processes in place that support the CEO to ensure they perform well and add value. About the Author - John Harte leads a global team at Integrity Governance that is focused on making boards more effective. A boardroom expert working with multinationals, SMEs, trade associations and not-for-profits, he provides practical, impartial advice to directors, business owners, executives and CEOs, to help improve board performance. He has 30 years of experience at director level in the corporate world, having worked at blue chip businesses including: Mars, Schroders and Goldman Sachs.

Arco won the Yorkshire Family Business of the Year Award at the Family Business of the Year Awards recently. They were up against 200+ national businesses, and feel incredibly honoured to have taken the top spot in the Yorkshire category. Arco’s entry outlined the company’s joined-up safety solution offering, company values, philanthropic activity, innovations in sustainability, and achievements from across the company’s 139 years in business. The judges recognised the role which the Martin family has played and continue to play through their stewardship and investment in the business. Whether that be through being active members in the communities through charitable work or lobbying for change in parliament against non-compliant PPE, their passion, expertise and support is invaluable. At a ceremony held in London, Charley Seward, Supplier Relationships and Transformation Manager and fifth-generation family member, and Becky Casson, Buying Director, proudly picked up the award on Arco’s behalf. Arco were also runners up in the Supreme Champion Award, the national title which they won in 2021. Organised by Family Business United, these prestigious awards are now a firm fixture in the family business calendar and celebrate the very best of British family firms from all corners of the UK. Awards are given by region, sector and nationally in recognition of qualities such as entrepreneurship, innovation and sustainability, community engagement and ultimately one family business is crowned the Supreme Champions. As Paul Andrews, Founder and CEO of Family Business United explains, “As an organisation we champion and celebrate family-owned businesses across the UK, recognising the contribution they make in terms of employment, income generation and wealth creation as well as the impact they have on the communities in which they operate.” “Since 2012 these awards have grown to become something really special, recognising family firms from all sectors, young and multi-generational family firms alike, large and small but all sharing the same underlying values, pride and passion for what they do and a strong desire to do business the right way. Each of the winners is a great business with a strong narrative and is a great ambassador for the broader family business community too.” Ben Fowler, Managing Director of Western Pension Solutions, sponsors of the Yorkshire Family Business of the Year Award added, “Yorkshire was a tough category for the judges and there were some really strong contenders. However, the judges felt that one stood out. Arco are an outstanding family business that has strong governance, clear values and is a major supporter of the community in which they operate and the broader family business community around Hull too.” “The decision was not an easy one, but one that will certainly make Hull proud as our winners and runners up both hail from Hull with Arco taking the title and the John Good Group being named runners up.” “Arco is a family business that has a visionary approach to all aspects of safety and is a true inspiration to others and is a deserving winner of the Yorkshire title,” concludes Ben. Charley Seward said: “I was delighted to accept the award on behalf of the 1600 members of the Arco family who make this business tick. As colleagues, we know we have something very special at Arco, but it’s wonderful to have this validated by Family Business United too.” Guy Bruce, CEO, said: “It’s a privilege and honour to have our business recognised in this space and to be able to share in the celebrations with other family business of all sizes, generations and sectors who were also awarded on the night.” “Congratulations to all colleagues on this achievement – you all play a part in making this business great.” As Paul adds, “Family businesses are the engine room of the UK economy and these awards celebrate their contribution. It was great to bring the family business community back together in person to recognise the incredible family firms that operate throughout the UK and to crown some fantastic winners.” “Congratulations to Arco on winning this award. It is fantastic recognition of what they do as a business and it was a pleasure to present them with the award during a fantastic evening that once more put the family business sector on the map.” Find out more about Arco by visiting their website here

East Anglia, the picturesque region in eastern England, is not only known for its scenic landscapes and historical landmarks but also for its thriving family business sector. The diversity of family-owned enterprises in this region is a testament to the enduring entrepreneurial spirit that in many cases has been passed down through generations. In celebration of East Anglia Family Business Day 2023 we take a look into the rich tapestry of family businesses that call East Anglia their home. Historical Roots Family businesses have played a significant role in East Anglia's economic history. The region has a long tradition of family-run enterprises dating back centuries. Many of these businesses began as humble agricultural operations, where families worked together to cultivate the fertile land. Over time, these enterprises diversified into various industries, including manufacturing, retail, and services. In fact, research undertaken by Family Business United has identified the oldest family firms in the region which include: Webb & Son (Combs) Herbert Group D Gurteen & Son Farthing, Singleton & Hastings CT Baker The Jarrold Group Start-rite Shoes Phillips Brothers (Woodshavings) Ltd Agricultural Heritage East Anglia's agricultural heritage remains a cornerstone of its family business sector. Farms handed down from generation to generation are a common sight in the region. These farms produce a wide range of crops, from cereals to vegetables, and raise livestock such as cattle, sheep, and poultry. The strong sense of stewardship for the land and a commitment to sustainable farming practices have allowed many of these family farms to thrive, together with continued investment, innovation in agricultural practices and the introduction of diversified activities such as farm shops and rural business parks. Retail and Hospitality Family businesses in East Anglia extend well beyond the farm gates. The region boasts a vibrant retail and hospitality sector, with many family-owned shops, restaurants, and inns. These businesses often embody a sense of community and tradition that draws both locals and tourists alike. In fact, there are plenty of family owned businesses that have been attracting and meeting the needs of the tourist sector for generations. From traditional fish and chip shops in coastal towns to quaint tearooms in picturesque villages, family enterprises contribute to the unique charm of East Anglia, not forgetting long standing and significant retail operations like Jarrolds, Coes of Ipswich and Bakers and Larners. Manufacturing and Industry East Anglia's family business landscape has also evolved to include manufacturing and industrial enterprises. Some of these businesses have their roots in cottage industries that have grown into major players in their respective sectors. From boat builders on the Norfolk Broads to precision engineering firms in Suffolk, these family-owned companies demonstrate innovation and adaptability. Innovation and Adaptation One of the key strengths of family businesses in East Anglia is their ability to innovate and adapt to changing market conditions. While they may have deep-rooted traditions, these businesses are not stuck in the past. Many have embraced modern technologies and management practices to remain competitive in a global marketplace. This has enabled many to pass down the generations and to continue to remain relevant and sustainable businesses today. The diversity of family businesses in East Anglia paints a vivid picture of a region that cherishes its entrepreneurial heritage while looking toward the future. From agriculture to manufacturing, retail to hospitality, these enterprises contribute not only to the local economy but also to the distinct character of East Anglia. As they navigate the challenges of succession and embrace innovation, these family businesses are poised to continue thriving for generations to come, ensuring that the entrepreneurial spirit of East Anglia endures.