Social care providers across the UK are "sleepwalking over a cliff edge" according to Dr. Robert Kilgour, Founder and Exec Chair at Renaissance Care, one of Scotland's leading businessman and social care sector legend who founded Four Seasons (which became one of the largest care home groups in the UK) in 1989. Speaking on Newcross Healthcare's,Voices of Care podcast, Kilgour delivered a stark assessment of the sector's precarious financial position following Budgets in England and Scotland, warning: "Care homes will close, and vulnerable elderly will die as a direct result of these budgets." Kilgour pointed to recent financial pressures that have created what he described as a "triple whammy" for care providers in England centred on increased costs arising from rises in the national living wage and changes to national insurance. He was critical of Ministers claiming that over £800m was being given in extra funding for the sector stating: “That’s an outright lie. They’re not doing that.” This was funding given to local authorities he explained and “it's not ring fenced” for social care. “And by the time it does get to the front line of social care, it's a vastly smaller number." Kilgour said Government really needed to understand the real-life effects on business of their measures adding pointedly that: “When you look at the current Labour Government front bench there’s nobody with any business experience.” For Renaissance Care alone, which operates 19 care homes with 900 registered beds across Scotland, these "unbudgeted and unexpected" changes will cost £900,000 annually, putting severe pressure on the company's finances despite its relatively strong position in the market. He also called out commissioning practices in Scotland highlighting how the private sector provides care at half the cost of public sector care home provision. The consequences of the added financial pressures above, according to Kilgour, will be far-reaching: "My worry is certainly in Scotland, second half of this year and the first half of next year, I think is going to be a lot of care homes that are going to close." He added that some smaller care home groups have indicated "they're going to have to go cap in hand to their bank because they will be likely to breach banking covenants." Kilgour was also particularly critical of recent reform attempts, including the proposal for a Scottish National Care Service, which he initially welcomed but which he pointed out has "spent £30 million without one single hour of extra care being delivered." Kilgour outlined how the promise of a National Care Service fell apart in Scotland. “Perhaps something Wes Streeting needs to learn from given such a service was a part of the Labour Government Manifesto?” says Voices of CareHost, Suhail Mirza. Kilgour remains a strong believer in the social care sector adding that “... the demographics for the sector are really, really good.” Despite creating one of the largest care home groups (Four Seasons had over 100 homes by the time Kilgour exited) Kilgour is wary of the very large care home model’s sustainability given current market and fiscal conditions; these require greater investment in clinical governance and technology even as margins are lower post Covid. At Renaissance Kilgour explains he has sought to “grow in clusters” and this specialist regional approach also allows for “bolt on acquisitions." To address the issues for the sector and promote new thinking, Kilgour has launched the Social Care Foundation with former Deputy Prime Minister Damian Green as Chair, creating what he describes as "a platform and something cross-party to encourage and support meaningful reform of social care across party." Arguably only such a consensus can truly address the sector’s long known and perennial challenges? The Voices of Care podcast, hosted by Suhail Mirza, continues to provide a platform for sector leaders to address critical issues facing health and social care across the UK.

Over the years, I’ve sat in dozens of briefing meetings about senior hires in family businesses. On the surface, they often start the same way: a job title, a list of desired qualities, maybe a comment about wanting someone who can “hit the ground running.” But the conversations that stick with me — the ones I find myself thinking about long afterwards — tend to come a little later, once the room relaxes and there’s permission to say what’s really on people’s minds. Like the founder who said, quietly: “We’ve never hired outside the family before. How do we know someone else won’t just come in and try to change everything?” Or the board member who sighed and said: “We want someone exceptional, but let’s be honest — we’re not paying at that level. How are we going to make this work?” These are the moments where the real brief starts to emerge. Because hiring in a family business is never just about finding a set of skills — it’s about legacy, relationships, and trust. When The Pay Question Hangs In The Air One of the most common tensions is around what the business is prepared — or able — to pay. In many family firms, senior leaders have been with the business for years. They’ve grown alongside it. Their packages reflect loyalty, not market trends. So when the family decides to bring in new leadership — someone with external experience or specialist skills — the expectations around pay don’t always align with the reality of the market. There’s often a moment when someone says: “I know we’re asking for a lot, but I just don’t think we can go above £X. It wouldn’t sit right with the others internally or even what the family earn.” And that’s a fair concern. Because it’s not just about the budget — it’s about the message it sends. How will it land with the long-serving FD who’s been steadying the ship for 15 years? Or the sibling who’s been quietly underpaid for a decade? These are sensitive conversations, but they’re essential. That’s why we often start with benchmarking — not just to understand what the market says, but to give the family a clearer sense of what’s possible, and how to approach it in a way that feels fair. “They Must Fit” — But What Does That Really Mean? Perhaps the most common phrase I hear is: “They’ve got to fit.” And they’re right — fit is everything. In a family business, the wrong hire can create friction fast. But when I ask, “What does fit mean to you?” — there’s often a pause. One client said: “They just need to ‘get us’… but I’m not quite sure how to define that.” Another said: “We’re a bit of an odd bunch — you either click with us or you don’t.” Often, “fit” comes down to emotional intelligence. It’s about how someone listens, how they handle grey areas, whether they can build trust without demanding it. But unless that’s unpacked and defined, it becomes a moving target — and that’s not fair on the candidate or the business. Helping families put language around this — to get clearer on what kind of leader will thrive in their environment — is a big part of the value we try to bring. When Not Everyone Agrees In many cases, the family isn’t fully aligned on what they want — and that’s OK. One sees the role as strategic, another wants someone who’ll stay close to the detail. One thinks it’s time to hand over more responsibility, another isn’t quite ready to let go. As one founder put it, in a moment of real honesty: “I want to step back a bit… but not totally. I still want to be involved.” It’s a completely understandable position — but if that isn’t clear from the outset, it can lead to confusion and frustration later on. Is the new person there to lead? Or to support? Are they expected to take charge, or to defer? These differences aren’t a problem — unless they’re left unspoken. That’s why one of the most powerful questions we ask early on is: “What will success look like 12 months after this person joins?” It’s amazing how often that opens up something new. Not just about the role, but about the business more broadly. Sometimes, it even leads to a rethink of what they’re hiring for in the first place. This Is Where The Real Work Begins At TWYD, we’ve learned that the real value in any senior appointment lies in the conversations before the search begins. We take time to understand the personalities, the history, the points of tension, and the ambitions that don’t always get said out loud. We ask the questions that create clarity — about role design, expectations, pay, fit, and family alignment. Sometimes, we help shape the role. Sometimes, we suggest a Viability Assessment before diving into recruitment. And sometimes, we say: “Not yet. There’s a bigger conversation to have first.” Why It Matters The right hire can be a turning point for a family business. But only if the process is thoughtful, honest, and grounded in a shared understanding of what’s needed — and what’s possible. That’s why the conversations that stick — the ones about identity, trust, culture and care — are the ones that matter most. They’re where the real work begins. And they’re why I do what I do. About the author - David Twiddle is the Managing Partner of TWYD & Co , a leadership advisory firm working exclusively with family businesses and family offices. With over 30 years’ experience in executive search and leadership advisory, David brings a commercial mindset, a calm, considered approach, and a deep understanding of the unique dynamics at play in family enterprises. He works closely with clients to make confident leadership decisions — whether that’s planning succession, hiring a non-family executive, or building alignment at board level.

A Scottish home improvement specialist is celebrating a major birthday this week when it turns 150 years old. R Mitchell (Glass) Ltd, which was launched in Hawick by Robert Mitchell in 1875, is looking to mark the significant milestone by hosting a special open day at its Currie Road showroom in Galashiels on Thursday April 10th. The company is Scotland’s oldest glazer, providing a large range of conservatory, orangery, double glazing windows and doors in Edinburgh, the Lothians and the Scottish Borders. Built on a strong customer service focus, these founding principles still run through the business today under the ownership of fourth generation Lewis Roden. In addition to the open day, Mitchell Glass is planning to give itself a perfect birthday present with the £75,000 modernisation of its showroom getting underway shortly. “We’ve come a long way since Robert ran away from home at 14 and honed his glazing skills in Edinburgh,” explained Lewis, who joined the business in 1999. “He used to ride his bike to installations with the glass on his back – I’m not sure we’d get away with that these days! Mr. Mitchell was a big character who, despite not finishing school, went on to have a successful career in politics. He became a town councillor at the turn of the century and helped secure funding for a critical local bridge and library.” He continued, “It remained under Mitchell family ownership until 1947 and came into my family when my great-grandfather, James Fisher, was asked by the Mitchells to run the business during the war." “After serving his apprenticeship in Hawick, my grandfather Bill Fisher opened premises in Gala Lane, Galashiels, before converting shops and houses in Market Street (into what is now Quins). In addition to glazing, they sold paint, tools, and wedding gifts before commencing aluminium window manufacture in the basement. The move to our current purpose-built factory in Currie Road took place in 1978." “My father, Peter Roden, was taken on in 1983, and following my grandfather’s death, he and Bill’s daughter, Susan (my mum), successfully ran the company for twenty-six years before retiring and leaving me at the helm." “Family is really important to the way we run the company. Our founder made the business all about delivering personalised service and the best possible customer experience, and that’s exactly what we’re still about – achieving a Net Promoter Score of 88 and winning 92% of new orders from ‘word of mouth’ and recommendations.” Mitchell Glass, which is part of the Conservatory Outlet network, is launching several special offers at its Open Day tomorrow, including a double chance to win a free front door (worth up to £3000) and ‘get an exact day quote for your project’ - with a discount on the day or pay £150 now and pay the rest in six months. With it being the school holidays, the company has also arranged a bouncy castle and face painting for children, whilst a ‘design the door’ competition will give people the chance to win a Family Cinema voucher. Lewis went on to add: “2025 is going to be a great year for the business. As well as our showroom redevelopment, we’re really excited to be showcasing the new ‘Extreme’ window range that is due to launch later this year." “This new range features ‘Super-Vault’ locking technology, which promises to deliver the most secure and airtight solution on the market and features the UK’s first and only 12mm wide super-bolt that’s 4x bigger and tougher than other options. This new window will make your home more efficient and, importantly, safer than ever." “We’ve got exclusivity on this product, and we can’t wait to bring it to market later this year.” Mitchell Glass was the first Scottish retailer to join the Conservatory Outlet (CO) network in 2011 and has been one of the organisation’s most consistent performers. Greg Kane, CEO of CO, continued: “A massive happy birthday to Lewis and the team up in Galashiels; it’s a massive achievement to trade for more than 150 years." “We have been part of the company’s history for nearly 25 years, first under Peter Roden and now his son. It is a fantastic business that excels in customer service, and we can’t wait to help it write the next chapter in its successful history.” As it celebrates 150 years, Mitchell Glass remains committed to evolving with the times, adapting to new technologies, embracing sustainability, and continuing to deliver the personal service that has kept it at the heart of homes across the Borders for generations. Caption for pics: Mitchell Glass (Staff): Lewis, Peter and his mum Susan (centre) with the Mitchell Glass team in 2000 Robert Mitchell: Robert Mitchell, founder, outside his store in 1875 Mitchell Glass Steve Scott: (l-r) Susan, Peter and Lewis Roden (front) with some of the Mitchell Glass team in 2023.

Jonathan Neame, Chief Executive of independent family brewer and pub company Shepherd Neame, was officially appointed as High Sheriff of Kent. Guests and dignitaries including the outgoing High Sheriff of Kent, Dr Gill Fargher, attended the Declaration Ceremony at St Mary of Charity Parish Church in Faversham. The ceremony was conducted by Reverend Simon Rowlands and the Bishop of Dover The Rt Revd Rose Hudson-Wilkin, and the Declaration was led by the Resident Judge His Honour Judge Julian Smith and the President of the Supreme Court The Rt Honourable Lord Reed. It was followed by a reception in The Old Brewery Store events venue at the Faversham Brewery. The Office of High Sheriff is a non-political Royal appointment for each county in England, Wales and Northern Ireland. High Sheriffs represent the Sovereign within their county in respect of matters relating to the judiciary and maintenance of law and order. Most practical tasks are delegated to the legal courts and the Chief Constable of Police, but formal responsibilities include ensuring the well-being of High Court Judges on circuit, being present at Royal visits, acting as returning officer for parliamentary elections, proclaiming the accession of a new Sovereign and attending various ceremonial functions. High Sheriffs serve for a year, and receive no renumeration for their work. Jonathan Neame is the fifth generation of his family to run Shepherd Neame, and has been Chief Executive since 2003. His recent industry positions have included Master of the Worshipful Company of Brewers from 2022 to 2023, and he has also held a number of roles in Kent including Chairman of Visit Kent from 2015 to 2020, and serving as Deputy Lieutenant of Kent in 2013. He was also awarded an Honorary Doctorate from the University of Kent in 2016 in recognition of services to Business and Kent. Jonathan Neame said: "It is an incredible honour to be appointed High Sheriff of Kent. I am proud to take on this role and look forward to serving the people of Kent during the coming year.” At the end of the Declaration Ceremony, candles were lit by representatives from Kent Volunteer Police Cadets and HMPPS Community Payback Team, along with Victim Support and Porchlight, the two Kent charities which Jonathan Neame has chosen to support during his year in office.

Harrison Spinks’ Technical Manager Ethan McGuigan has secured a top title in an awards programme from national trade body the British Furniture Association (BFA). Ethan won the Award for Sustainability Champion - recognising an individual who has gone above and beyond to champion sustainability in the workplace. He joined Leeds-based Harrison Spinks in 2022 as part of the sustainability team, with the task to further improve the company’s self-sufficient, vertical marketing ethos. The company designs and manufactures its own springs in-house at its Leeds site, as well as rearing sheep and growing natural hemp fibres and linen flax on its very own Yorkshire farm. Ethan McGuigan was nominated for the award for his impactful green- thinking strategy in the company’s sustainability journey. The Future of Furniture Awards recognise excellence in sustainability and education, in the furniture industry - and the award was announced and presented to Ethan at the trade body’s Furniture Components Expo, held recently at the Telford International Centre. BFA MD Phil Spademan said: “Our Future of Furniture Awards are recognised as a hallmark of businesses that are forward-thinking and recognise the importance of sustainability in the workplace." “Ethan has made a significant impact throughout his company, delivering business-wide sustainability training and improving employees’ understanding of its sustainability strategy. “He has created a more sustainable future in the furniture industry.” In 2023 Ethan joined a panel at ISPA EXPO in the United States, the world's largest tradeshow exclusively for the sleep products industry. He highlighted how sustainability should be integrated into good business practices and that sustainability is not just about environmental responsibility, but also looking after employees and community. Ethan said: “I was delighted to win this award and am committed to making Harrison Spinks the UK’s most sustainable bedmaker. The better informed we are about our production processes, the better we can tailor our solutions to improve." “Sustainability is not about drastic change - but focusing on responsible business and being more flexible to the changing business environment.” Harrison Spinks was the first bed manufacturer to win a Queen’s Award for Enterprise in Sustainable Development in 2013 and was recognised again in 2019, and more recently in 2024 with a King’s Award.

STEP, the professional body for trust and estate practitioners, has today launched a major report Attitudes to Wealth – the first STEP survey of its kind capturing the insights of global clients’ attitudes to wealth and tax from more than 900 private client advisors across 86 countries. This report comes at a critical time as multiple countries contend with rapid economic, political, and tax policy transformations. It offers a clear snapshot of the evolving attitudes toward wealth, taxation and social responsibility. Why This Report Matters Now Debates over wealth taxes gained unprecedented momentum at the World Economic Forum in Davos last year following calls from 250 billionaires and millionaires under the alliance of the Patriotic Millionaires to introduce wealth taxes to help pay for better public services around the world. This was followed by bold proposals at the G20 to tax the wealth of billionaires by at least 2 per cent annually. STEP’s report provides clarity on what matters most to today’s ultra-high-net-worth clients. It reveals that, beyond the heated public discourse, securing financial stability for future generations remains the key driver for clients, but new generational perspectives are starting to influence priorities. In an era marked by technological disruptions and geopolitical risks, this insight is highly pertinent. Attitudes to Wealth demonstrates the importance of avoiding assumptions and the need to fully explore each client’s values and objectives to develop a truly personalised approach. Key Findings: Future-focused wealth planning : Financial security for future generations tops the list of priorities. Advisors report that today’s clients are increasingly informed and intentional about setting up enduring legacies that safeguard their families’ futures. Increasing awareness of social responsibility : Social responsibility is becoming a key consideration, especially among younger clients, but it has yet to translate into meaningful action. Balanced tax strategies : While taxation remains a key concern, mitigating tax exposure is not the most influential factor for clients and there is a shift towards an approach that balances efficiency and compliance with long-term wealth planning. Generational differences may drive new approaches to tax planning and a change in language around tax. A need for enhanced education : There is a pressing need for greater public and professional education on trusts and related structures. Clear, accessible knowledge is crucial for clients, policymakers and the broader public to dismantle misconceptions. Breaking family taboos : The persistent reluctance to discuss wealth openly within families remains a significant hurdle to proactive planning. Overcoming these barriers is essential for early and effective wealth management. Holistic, values-driven advisory : A significant number of advisors are now engaging clients in comprehensive discussions about responsible wealth stewardship, integrating philanthropic interests and personal values into tailored planning strategies.   Catherine Grum TEP, a spokesperson for STEP, said: "Safeguarding legacy for current and future generations overwhelmingly remains a priority for clients. What is also apparent is that attitudes are not uniform with some clients taking steps to limit their wealth accumulation. The same is true in relation to their views of taxation." "In the main clients have a more negative than positive attitude to tax which may not be surprising but more than one in 10 reported a more positive attitude towards taxation. A significant number of practitioners had clients who actively declined tax reliefs. It’s therefore increasingly important to take the time to ascertain where your clients stand." "There's a clear rise in social responsibility, particularly among younger clients. It's encouraging to see advisors routinely broach philanthropic giving. There remains significant potential to embed these discussions at the core of wealth planning, aligning financial decisions with personal values and purpose." "Over the next decade, we are likely to see a significant shift in client attitudes, amid rapid technological advances, geopolitical risks and evolving tax policies. The challenge for practitioners is to adapt and position themselves to support clients across the spectrum. With increasing reliance on AI and automation, maintaining strong client relationships while promoting responsible wealth stewardship will become more critical." Strategic Implications For Practitioners The report outlines actionable steps for wealth advisors: Empower through education : Enhance client financial literacy and guide them through complex family dynamics. Adapt to new priorities : Tailor strategies to meet the evolving expectations of younger, more socially conscious clients. Stay ahead of change : Proactively monitor legislative shifts and advise on cross-border tax issues, ensuring compliance while achieving client end goals for their wealth and family security. Champion sustainable investments : Assist clients in navigating sustainable investment opportunities, effectively balancing impact goals with financial returns. Avoid misleading information : Ensure a sound understanding of climate change and social justice issues to avoid pitfalls like greenwashing, while adapting to increasing demand for transparency and accountability. Demonstrate global expertise : Provide expertise in cross-border tax, immigration policies and international laws to help clients navigate increasingly complex global scenarios. Deliver personalised, trusted advice : Emphasise the irreplaceable value of personalised, human-centric advisory services in an era increasingly driven by AI and automation.   To read the full Attitudes to Wealth report, visit the STEP website here

One of Scotland’s leading hospitality operators celebrated their long-serving team members at a special ceremony in Ayrshire. Buzzworks, which was recently named the UK’s ‘Best Managed Pub Company’ at the prestigious Publican Awards, raised a glass to the members of the team who have been with the organisation for over five years during a glittering ceremony at The Vine in Prestwick. Members of the Buzzworks team from across the company - including kitchen and front-of-house teams, members of the maintenance and project departments, and those based at the central support office in Kilmarnock, were lavished with a theatrical dining experience, show stopping entertainment and fireworks. Invitees were personally welcomed on a red carpet by Buzzworks founders Colin, Kenny and Alison Blair and the company’s Head of People, Nicola Watt, with members of the team receiving a personalised gift and touching hand-written message, thanking them for their service. Of the award winners, nearly 40 were commemorated for ten or more years’ service and were given personal recognition by Colin, Kenny and Alison. A special nod was given to three members of the team who have marked over 20 years with the company, including Danny Poli, 2nd Head Chef at Scotts Troon; John Winton, Sous Chef at Lido Troon and Debi Bradford from the Customer Services team. Debi said: “Being part of Buzzworks for so many years has been an incredible journey, and I’m so proud of everything we’ve achieved as a team." “We’ve been through so much together, and it truly feels like a family. The whole evening exceeded my expectations - I didn’t expect such a spectacular celebration, and it really made me feel special.” She added: “I appreciate the lengths Buzzworks went to in recognising us.” Nicola Watt, Head of People at Buzzworks, added: “Our people are at the heart of everything we do, so we’re incredibly proud to celebrate the dedication and passion of our long-serving team members." “The evening was truly emotional and filled with so much pride as we came together to celebrate those who have helped make Buzzworks the success it is today. To have so many individuals who have been with us for five, ten, or even twenty years is a remarkable achievement for any employer, but to achieve this in hospitality is truly exceptional." “A special mention must go to those who have been with us for over a decade – and especially Danny, Debi and John who have been with Buzzworks since its inception in 2002 – they have helped our company grow to where it is today and have contributed hugely to its success thus far." “We love to recognise our great team and this event, which will be held annually, is a perfect opportunity to appreciate our long serving members.”

Birketts are East & East Anglia Regional Partners of Family Business United. What We Do Birketts LLP is a UK Top 50 law firm with a dedicated Family Business Team. We advise family-owned businesses on key strategic decisions relating to the growth and sale of family businesses. We also advise on non-family recruitment and day-to-day operational issues. Services Offered To Family Businesses Our expertise covers succession planning, sales and acquisitions, governance issues, employment, dispute resolution, trust creation and administration, and other personal wealth protection issues. Our Family Business Team comprises lawyers from a wide range of disciplines, but all with a knowledge and understanding of the particular challenges facing this unique sector. We have strong relationships with other professional advisers and organisations working alongside family businesses, meaning we can provide quick and cost-effective solutions. Visit Our Website To Find out More "Family businesses are important because they are the driving force of the UK economy. As lawyers to many of the UK’s leading family businesses, our role is to support them at stages of their evolution.” Jennifer Leeder Partner, Head of Family Business E Jennifer-leeder@birketts.co.uk T +44 1473 299153

Running a family business is a journey filled with unique challenges and rewards. As family dynamics intertwine with business operations, it can create a complex environment that requires careful balancing acts. Understanding Family Business Challenges Family businesses face a plethora of challenges that can impact their operations and sustainability. These challenges often stem from personal relationships, emotional ties, and the interconnectedness of family life and work. For instance, how decisions are made can be deeply influenced by family dynamics, creating conflicts that might not arise in non-family-run companies. Conflicts over leadership roles, succession planning, and differing visions for the business's future can hinder decision-making. Moreover, family businesses may struggle with maintaining objectivity in business decisions due to emotional attachments. This intermingling of family and business often makes it difficult to approach conflicts in a professional manner, leading to tension that can affect overall performance. A family discussing business strategies in a meeting. Navigating Family Dynamics in Business One of the most significant hurdles in managing a family business is navigating family dynamics. Unlike traditional workplaces, family-owned establishments often involve individuals with emotional stakes in the company. Relationships can become a double-edged sword - they foster loyalty and commitment but can also lead to conflicts and misunderstandings. For example, one family member may believe they should have a more significant role in decision-making because of their tenure in the family, while another may seek a modern approach that prioritises professional expertise over familial ties. These situations can create friction and hinder growth if not managed properly. To successfully navigate these dynamics, open communication is key. Holding regular family meetings dedicated to discussing both business and family matters can help bridge gaps and foster understanding. Encourage honesty about feelings and opinions while establishing clear boundaries between personal and business relationships to avoid conflicts. Family members brainstorming business strategies during a meeting. What Is A Family-Owned Business? A family-owned business is typically defined as an enterprise in which a majority of the ownership and management rests within a family. This can include companies that are controlled by families across generations or those that have been founded by family members and continue to operate within the family circle. A significant number of businesses worldwide are classified as family-owned enterprises. These companies exhibit unique traits, such as a focus on long-term stability and a commitment to family values, making their role in the economy pivotal. The structure of family businesses may vary, but the fundamental aspect remains consistent: family members are the vital stakeholders in guiding the direction of the enterprise and sustaining its legacy. Succession Planning: A Family Business Dilemma Succession planning can be one of the most daunting challenges for family businesses. Preparing the next generation to take over leadership roles requires extensive planning and open discussions. Many family businesses fail to survive beyond the first generation due to inadequate succession plans. It’s essential to define a clear path for leadership transition well ahead of time. Family members should be encouraged to develop skills that would prepare them for future roles, fostering their independence while keeping the business's values intact. Implementing a structured training programme or mentorship can effectively bridge generational gaps. Additionally, consider encouraging family members to pursue education and work experience outside the family business. This experience can offer them a broader perspective, contribute fresh ideas, and ultimately benefit the company. A family gathering to discuss succession plans. Balancing Professionalism And Family Values Striking the right balance between professionalism and family values can be challenging yet essential for the harmony of a family business. As family members work together, it's vital to establish professional standards that everyone adheres to while preserving the familial bond. One way to achieve this balance is by implementing clear policies that define roles, responsibilities, and performance expectations. Treating family members as employees when they are on the clock conveys that all team members are subject to the same standards and evaluations, fostering a sense of fairness. Creating a culture of accountability can also enhance professionalism in family-owned businesses. Encouraging regular performance evaluations, setting specific goals, and recognising achievements will help ensure that all family members understand their contributions and responsibilities. The Impact Of Family Business On Community Family businesses often have a significant impact on their local communities. They may provide employment opportunities, stimulate the economy, and contribute to the local culture by supporting community initiatives. Many family businesses prioritise giving back as part of their core values, often involving the entire family in philanthropic efforts. Moreover, these enterprises often boast a loyal customer base. Customers tend to prefer family-owned establishments, valuing their personalised services and genuine commitment to community well-being. According to statistics, over 60% of consumers report a preference for family-owned brands. Family businesses have a unique opportunity to leverage their familial ties and dedication to community cause to their advantage. Building strong relationships with local stakeholders and focusing on community involvement can solidify a family business’s reputation, encouraging growth and sustainability. Fostering A Legacy For Generations To Come A crucial aspect of running a family business is building a legacy that can inspire future generations. A well-defined mission and vision, shaped by family values, can guide operations and decision-making processes. This alignment helps the family remain cohesive and committed to their collective goals. Encouraging younger family members to understand the business’s history, values, and vision can help instil a sense of pride and responsibility towards the family enterprise. Engaging them in various aspects of the business, from day-to-day operations to strategic planning, can cultivate ownership and a future mindset. Furthermore, documenting family traditions and values through storytelling sessions or organisational resources aids in preserving the legacy. Capturing the essence of what family means to the business will resonate within the organisation and inspire future generations. Navigating Opportunities With The Right Strategies While the challenges of running a family business can feel overwhelming, several actionable strategies can enhance resilience and success. Embrace Open Communication : Foster an environment where family members feel comfortable sharing their thoughts and opinions, ensuring that every voice is heard. Formalise Processes : Establish clear policies and systems for decision-making, conflict resolution, and performance metrics, emphasising transparency and accountability. Invest In Training : Provide professional development and mentorship opportunities to prepare the next generation for leadership roles within the business. Focus On Community Engagement : Leverage your business's family-oriented values by actively participating in local community initiatives to strengthen your brand presence. Plan For Succession : Initiate discussions surrounding succession planning early, involving younger family members to nurture their interest and commitment to the family business. While running a family business comes with its own set of unique challenges, the rewards of family cohesion, commitment, and community impact can far outweigh the difficulties. By adopting clear strategies and emphasising the importance of relationships within both the family and the business, family enterprises can not only endure but thrive for generations to come. A thriving family business showcasing a strong family legacy.

A well-structured succession plan is key to ensuring the smooth transition of a family business, yet many owners remain unprepared. A recent survey of over 500 UK family business owners reveals that only one-third have a formal succession plan in place. Meanwhile, 46% are still working on a plan, and 19% have no plan at all, leaving the future success of their business uncertain. With owners aiming to transfer ownership within the next 12 years on average, delays in planning could create instability and increase the risk of conflict. In fact, 36% of owners worry about family tensions, while 35% fear for their business’s long-term success. Jeff Simpson, Chartered Financial Planner at Hymans Robertson Personal Wealth, stresses the importance of proactive succession planning, stating, “Without early preparation, challenges such as leadership readiness, tax burdens, and business continuity become even harder to navigate. Seeking professional guidance and developing a structured plan can help business owners transition with confidence, helping to ensure their legacy is protected.” Hymans Robertson Personal Wealth has created a summary of the key survey findings, offering insights and strategies for a successful ownership transfer. Click here to read the full report.

Celebrating a Legacy HMG Paints has renewed its partnership with Belle Vue Aces for the 2025 season. This year marks an exciting chapter for Belle Vue Speedway. The club and the National Speedway Stadium will host an electrifying double-header of the FIM Speedway Grand Prix in 2025. This prestigious event reaffirms Manchester’s place at the heart of Speedway. It also sets the stage for an action-packed season. Belle Vue Speedway holds the unique distinction of being the longest continually operating Speedway club in the world. As they enter the 2025 season, they do so as the defending ROWE Motor Oil Premiership Champions. They secured this title with a decisive win over Leicester in September 2024. Continued Partnership HMG Paints is celebrating its 95th anniversary this year. It remains a family-owned manufacturer of industrial and commercial vehicle paints, decorative and specialist products. The partnership between HMG Paints and Belle Vue Aces began in 2022. It unites two long-standing local institutions. This collaboration showcases a shared commitment to both community and heritage. Belle Vue CEO Mark Lemon commented: "We congratulate the family-run business on their 95th anniversary. We look forward to the partnership and utilising their quality HMG Paints products to keep the National Speedway Stadium looking sharp as it enters its tenth anniversary. It's a perfect partnership." As part of the renewed partnership, HMG Paints will supply paints for use throughout the National Speedway Stadium in Manchester. This ensures the venue stays in top condition throughout the season. Many coatings from HMG Paints’ new ‘Sport Venues and Coatings Guide’ will be utilized. They provide long-lasting durability and vibrant finishes for this world-class facility. Commitment to Excellence HMG’s Marketing Manager, Paddy Dyson, expressed excitement about the sponsorship: “As a proud Manchester-based company, we are thrilled to continue our sponsorship of Belle Vue Aces. The club's commitment to innovation, excellence, and community engagement aligns seamlessly with our company values. With 2025 set to be a landmark year for Belle Vue Speedway, we are excited to support the team and wish them luck in the upcoming season.” Racing On and Off the Track For the 2025 season, HMG’s paint won’t only be around the track but also racing on it. HMG’s high-performance coatings and flexible PVC coatings will be on the bike of Ellesmere Port-based teenager Billy Budd. He will make his highly anticipated NDL debut for The Cool Running Colts. Supporting Local Talent HMG Paints' commitment to community support also extends to local talent like Billy Budd. Their focus on innovation in coatings complements the aspirations of young athletes, creating a synergy that benefits both parties. This partnership not only highlights HMG’s expertise but also nurtures the next generation of Speedway stars. Discover HMG Paints To see a full list of HMG Paints products, all of which are Made in Britain accredited, visit www.hmgpaint.com . The website also provides more information about the company’s history and partners. HMG’s products are available nationwide through a network of distributors. This collaboration between HMG Paints and Belle Vue Aces sets a strong foundation for a successful season ahead. With innovation, community spirit, and excellence at its core, the 2025 season promises to be memorable for both the club and its supporters.

Family Business United is delighted to announce the family firms that are in the running for the National Family Business of the Year Awards 2025. Organised since 2012 these are the only national awards dedicated to celebrating the significant contribution that family firms make to the national economy in terms of the jobs they provide, income they generate and the wealth they create, as well as recognising their philanthropic endeavours in the communities in which they operate. Paul Andrews, Founder and CEO of Family Business United adds; "These prestigious awards are an annual highlight as the recognise family firms that make a real difference, celebrating their achievements and bringing the family business community together to realise the collective impact they have." "Family businesses are important and these awards enable us to take stock of their achievements and crown some incredible family business winners." Taking place in London on June 18 awards will be presented to regional winners and then national awards will be given for business sectors such as manufacturing, retail and homes & gardens, and categories such as societal impact, entrepreneurship, small family business, innovation and sustainability before the crowing of the overall Supreme Champion Family Business of the Year for 2025. The family businesses in the running for the 2025 awards by region are: East & East Anglia  - Sponsored by Birketts LLP Cambridge Juice Company Ltd Cladspray Solutions Hercules Removals Jenolite KFE Matthew Douglas Limited Objective IT Princebuild Limited Rose Calendars RSP UK Suction Excavators Ltd Source One Consulting Wallis Shipping White Bicycle Ltd London & South East  - Sponsored by Forsters Active Digital Brewers Decorator Centres Chartway Janitorial Croxsons Dina Foods Limited F. Hinds Ltd Fraser and Fraser Homesitters Morgan's Dairy OCL London Office Space In Town Shepherd Neame The Pantry UK  Welham Jones Midlands & Central  - Sponsored by Buckles Betterweld Group Cleenol Colton Packaging Food Attraction Ltd John Pye & Sons Ltd Matthews Cotswold Flour Noble Foods North of England  - Sponsored by TWYD & Co Candour Care Group English Lakes Hotels HMG Paints Newman and Bright Penningtons Tea & Coffee Packaging Products (Coatings) Limited The Fine Bedding Company UK Docks Marine Services Ltd Scotland - Sponsored by Turcan Connell Allied Vehicles Apex Hotels Pagazzi Lighting Redpath Bruce Stobo Castle Health Spa Thorburn Group South & South West  - Sponsored by Foot Anstey Cornish Accounting Solutions Ltd Douch Family Funeral Directors Team HH HW Facilities Nomadic UK Smiths (Gloucester) Ltd Aston & James Wyke Farms Yorkshire  - Sponsored by Western Pension Solutions HDM Solar (Wholesale) Ltd Hill Cross Furniture HSL Jackson Woodturners Ltd John Good Group Regal Food Products Group Plc The Becklands School The Ice Co The TFP Group VCare24 Workplace Bereavement Finalists for the sector awards and the national categories will be announced in due course. Thanks to our other award sponsors: Innovation - Para Studio Sustainability - Barclays Entrepreneurship - Rickard Luckin Essence of Family Business - Goodman Jones Small Family Business of the Year - Mighty Atoms Supreme Champion Family Business of the Year - Brooks Macdonald For further information, details of the gala evening and to book tickets to join the gala evening to see the winners crowned, visit the website here