Established in Great Britain in 1998, Ribeye Boats has been committed to building luxurious performance RIBs and as a family business continues to build its brand. Ribeye was formed in 1998 and it changed the way the leisure user approached the sea. From humble beginnings in the beautiful seaside town of Dartmouth, Devon (UK), Ribeye was formed with the clear ambition to manufacture the best leisure RIBs in the world and are now a renowned global boat brand. Ribeye have engineered the best handling hulls in the market and are inspired to build luxury, high speed boats that are safe, dry and truly deliver for whatever their purpose. Ribeye embodies capability and exemplify performance challenging individuals to go beyond what they thought was possible. Ribeye combine the ride quality and safety of a commercial grade hull with the refinement of a luxury RIB. Every Ribeye is different and each one is instilled with iconic British design cues. Ribeye have become the pinnacle of refinement in the RIB world and are underpinned by British design and craftsmanship. The current generations of Ribeye build on its legacy and the new generation go beyond this.

Based in the heart of Stockport for almost two centuries, and owning around 260 tenanted and managed pubs, inns and hotels across the North West, ‘Robinsons’ is one of oldest and most respected names in British brewing history. A proud family of independent brewers, Robinsons is one of the most advanced and sophisticated breweries in the UK, with a worldwide reputation for real ale. It’s also home to the largest hopnik in the world. From here they apply decades of experience to create exciting new varieties and choices of flavour that will lead them towards our next award-winning beer. Combining original recipe heritage brews such as Old Tom (first brewed in 1899) and Unicorn (legendary since 1896) with innovative young ales such as Dizzy Blonde, Wizard and TROOPER (created with Iron Maiden) is what differentiates Robinsons… forward thinking with the very best traditions. It’s an award winning formula which has earned Robinsons real ale recognition for almost 180 years. To maintain their exceptional consistency and beer excellence, the brewing methods are a carefully controlled combination of temperature, timing and flow rates. This helps them reduce variation and save on time, materials and utilities. The end result is the unmistakable taste of Robinsons beer. Robinsons – brewing perfection since 1838.

Family businesses should trust in next generation leaders to thrive in digital age according to the latest research. Family business NextGens view themselves as agents of change for digital transformation but are looking for greater support and trust from current generation leaders, according to a new report by PwC. PwC’s Global NextGen Survey 2019 has found that a majority of NextGens are already deeply engaged in the family enterprise, with nearly half (48%) reporting that they already run significant internal operations. A quarter (26%) are already in an executive director position. This level of engagement is also matched by future ambitions to lead, with 41% seeking an executive director role within the next five years and nearly a third (29%) looking to be a majority shareholder. Confidence is also high amongst NextGens about the value they can bring in terms of skills. Over two-thirds of respondents see their strongest attributes (problem-solving and leadership) to be essential skills in the future business landscape. 64% say they can add value to ensure future business strategy is fit for the digital age. Peter Englisch, Global Family Business Leader, PwC Germany says, ‘The survey findings highlight the positive news that NextGens are ambitious and deeply committed to the family business. They see a clear role in securing the family legacy in an age of profound disruption and transformation. Yet they also see themselves as being held back and frustrated by a lack of opportunity.” ‘We should recognise, however, that these frustrations are realistic and pragmatic. What NextGens are looking for is support in terms of developing the expertise and experience they need to succeed. Their view can be summed up as: “Help me unlock my potential so I can gain the skills and experience I will need to take on the leadership roles I aspire to.” “They are a diverse group in terms of their needs and ambitions. NextGens require an approach that is built around understanding their needs and ambitions and this survey provides an important guide to the next steps they should take.” The survey identifies four key personas of NextGens, based on their views of their skills, contributions and career goals. These personas are: 1 - Transformers: Self-confident future leaders (46% of respondents) Transformers aim to lead change in the family business and are more likely to aspire to executive roles within five years (56% of transformers said this vs. 41% of all 956 respondents) 2 - Stewards: Keeping to tradition and existing networks (26% of respondents) Stewards are more likely to be over 35 than other NextGens (42% vs. 36% of all respondents) and to be in a management role (44% vs. 39% of all respondents). 3 - Intrapreneurs: Proving yourselves by running ventures under the family’s wing (20% of respondents) Intrapreneurs are more likely to feel the need to prove yourself before presenting ideas for change (27% vs. 21% of all respondents). 4 - Entrepreneurs: Following your own path outside the family business (8% of respondents) Entrepreneurs are less likely to see themselves as future leaders of the family business — though they want to lead their own business — and are more likely to aspire to a governance role in the family business (for example, on the family council). The survey provides specific guidance for each persona in how they should approach their professional development. Vicki Huff Eckert, US and global leader, PwC New Ventures says, “It’s vital to understand the importance of a cross-generational approach. In some family businesses, there may be up to five generations all working together in one company. Each generation tends to have characteristics that can clash with those around them — but they also have insights, experiences and skills that can benefit the business.” “Weaving in the best traits from each generation — knowing when to let the young take the lead and when to rein them in — can make the difference between simply surviving and passing on a thriving enterprise to the next generation.”

William Santus and Company have been making a variety of sweets for over 100 years. Paul Andrews visited them in Wigan to find out more. Their survival may be surprising in itself but what is more remarkable is the legendary status that has surrounded their ‘Uncle Joe’s Mint Balls.’ These sweets have been immortalised in countless articles, cartoons and poems and there has even been a song written about them and they are synonymous with Wigan, the town of their production. Uncle Joe’s Mint Balls is a privately owned family business that was established in England in 1898 by William Santus. Ownership has passed down through generations of the family and is currently owned by John and Antony Winnard, William’s great nephews. They are joint MD’s of the business now but entry into the business can certainly not be described as straight-forward. John and Antony both have early memories of working in the factory for their father who they describe as a hard task masker, carrying 50kg bags of sugar, making lollipop boxes. There was even a two year stint for a fellow confectionery business in Bolton filling licorice tubes with sherbet! As John explains, “it was all character building stuff and eventually we registered to undertake a City & Guilds course in Sugar Baking with the caveat that should the fail to pass the exams, there would be no place for us in the business!” Clearly things worked out well as 42 years on and they are both still actively involved in the business. Sadly, their father passed away at the age of just 55 back in 1990 and from that on their futures were set. John became responsible for the external face of the business, sales and marketing whilst Antony took responsibility for everything to do with the factory, a delineation of roles and responsibilities that has served them well over the years. “Of course we discuss things and have been known to disagree but we always work things out,” adds Antony, “and we have lots of friends in good businesses locally that we can sound ideas off and canvass for input into decisions too.” John agrees, adding that “we know how the other works and where boundaries lie and that works well for us too.” Uncle Joe’s Mint Balls are still manufactured using the same traditional methods as when Mrs Santus originally made the sweets in her kitchen back in 1898. The completely natural ‘secret recipe’ has been passed down through the generations and today, the sweets still contain no artificial colours, are gluten free and suitable for the vegan and vegetarian markets. Today, the sweets are produced in the same, careful manner as they were all those years ago, over gas fires and hand-made. The craftsmanship is apparent as you walk around the factory and the team are very skilled in what they do. As John explains, “we are a small business with a small but incredibly loyal and dedicated team. We work hard and have employed a flexible working matrix so when things are quiet people can take extra time off although we are committed to a 34 hour week as minimum. The business is seasonal so we tend to work more hours in the winter months and not work Friday’s during the summer. It works for the business and is great for the staff who get time off during the warmer months to spend more time with their families as well.” Over the years the brand has grown and it is the desire of the current generation to continue to grow and to increase the availability of Uncle Joe’s products to consumers in the UK and overseas. Running next to the Mint Balls’ proposition is the Uncle Joe’s Favourites range which helps to supplement and augment their position in the market place. Antony and John are agreed on the way forward, to continue to build a long term and sustainable brand within the sugar confectionery product category. They appreciate that it is not an easy challenge but relish the future and enjoy special moments as and when they happen. As Antony explains, “one of our proudest achievements is the fact that we have made it successfully to the fourth generation and beaten the odds, unlike many other family firms that have fallen by the wayside, and to be over 100 years old as a family manufacturing business is something that we are rightly proud of.” John agrees, adding that “We are also immensely proud of the recent visit from Prince Charles, not only reflecting on the 100 year anniversary of us being in the current factory but also the recognition of surviving as a fourth generation family firm. It was a truly great moment for us and one that cemented our pride and place as an ambassador for Wigan too.” The business has been on quite a journey since they took over the mantle following the death of their father. John explains that “we had to really change the fortunes of the business because when we took control of the Company it was making a trading loss. It has been challenging at times but our staff have always been, and are, great , and an integral part of what makes this business what it is today.” Today Antony and John employ local people and produce a product that can be found in many corners of the globe. As they continue, “How many Wiganers at the turn of the century could ever have imagined that the delicious minty sweets they enjoyed would become legendary, not just locally but worldwide, a real symbol of Wigan around the world?” “This really does fill us with a deep sense of pride, borne from our family and a traditional recipe and we look forward to what the future holds,” continues John. “There is currently no next generation in the business but they have worked here and are now off following their own careers and dreams,” adds Antony, “and although we would love one of them to get involved in due course, we will have to see what the future holds in terms of succession at a later date.” For now the focus is on the business with continuing investment in machinery and processes to drive the business forward. Who knows what the ‘wonders of Wigan’ have in store… To find out more please visit www.uncle-joes.com

The festive season is nearly upon us and a focal point for many homes is the Christmas Tree. Paul Andrews spoke to the second generation of Sholach Christmas Trees to find out more. As Kelly McKintyre explains, “The McIntyre family have farmed at Wester Essendy for around 100 years. William McIntyre bought the Sholach in 1995, adding to the land he had inherited from his father. Following the raspberry growing history of the family he diversified into growing Christmas Trees in 1992 and ran the business with his wife Jean.” “We are an established family run business based near Blairgowrie, Perthshire and have been selling Nordmann Fir and Norway Spruce direct to the public and via wholesale partners for over twenty years.” Until 2012 the business had been Willie’s concern but things changed dramatically with his death that year. Following his death, the family, Jean and their son Willie and daughters Sarah and Kelly came together and took the collective decision to continue the growth and sale of Christmas Trees as a legacy to him with the trees being grown in Scotland on the family plantation and being sold locally as well as through the family connections in London. As Kelly adds, “The first few years were a struggle. We didn’t have enough mature trees so we had to plant more small trees. It was a huge learning curve as we had to learn how to grow and tend the trees and at that time we only selling via the wholesale route and the business was not making financial sense.” “As a next generation we have all lived in London at some point in our lives but my siblings, Sarah and Willie, have lived there for nearly 20 years. It was Willie who came up with the plan to ‘miss the middleman’ and sell directly to the public in London last year and we added the direct to public sales side to the wholesale business.” Living in Crystal Palace Willie found a great pitch at Crystal Palace Park and as a result of offering a tree in a local pub, they secured a pitch in Tooting and the supply to their pub chain. This was a turning point for the business. As Kelly explains, “Off we trundled with an artic lorry full of trees and Sholach Christmas trees London was born. It was scary! It was a new venture and we invested a large amount of time, energy and money into the planning and execution of it. Thankfully all the hard work has paid off but we still have a long way to go!” As a family firm business revolves around the wholesale of trees locally in Blairgowrie and Perth together with the pop-up shops at Crystal Palace Park and the Graveney and Meadow in Tooting, London. Kelly is justifiably proud of their achievements which are made all the more real by the fact that the siblings all have other ‘day jobs’ besides working in the family business. “It’s a real family affair. My mum, Jean, does the finance and accounting side of thing whilst I do the social media, website and photography as well as running the Crystal Palace site. Willie does the management and works on the trees and general logistics of everything from London.” The nest generation, G3 are also getting used to roles in the family firm because since leaving school, Kelly’s son, Conall has started seasonal work and as well as having a job with an accountancy firm in London her nephew helps out distributing marketing fliers and putting up banners.” Sister Sarah helps out after her work in London and so do friends and family. Firm favourites are the Norway Spruce, ‘The Traditional Christmas Tree’ which is back in fashion and provides the classic smell and memories of Christmas Past so if you’re ‘pining’ for the nostalgia of Christmas past this is the tree for you. Overwhelmingly the most popular choice is the Nordman Fir, the non-needle-drop-variety that has a fine symmetrical, pyramid shape and strong branches. It’s big, glossy green needles are soft to touch, and it is often the tree of choice for all the family to decorate. Sholach Christmas Trees embodies the very essence of what being a family firm represents. Commitment, shared vision and strong values at their core with a next generation demonstrating real purpose and desire to continue a legacy in memory of their father. As Kelly concludes, “It’s hard work running a family business the way we choose to do so as we all have our ‘day’ jobs but we’re passionate about continuing dad’s legacy an creating something sustainable in his memory. The Sholach really is a magical place and we have a lot of enjoyment there throughout the year in spite of the hectic two months around the harvest and selling period!” A family firm with real purpose that truly embodies the sentiment of this time of the year. Visit www.sholachfarm.com to find out more.

Porrelli’s have been making award-winning ice cream since 1925. Family owned and run the business now serves over 60 delicious flavours. Paul Andrews met the third and fourth generation in the family business, Enzo Durante, his wife Ines and daughter Serena. It was back in 1925 that Gerardo Porrelli emigrated from San Biagio in Italy to Scotland. Along with his family Gerardo settled in Paisley and to this day the family are still Paisley based, fully integrated into the local community. Gerardo began to produce delicious ice cream using traditional Italian recipes and was also operating ice cream vans servicing the housing estates in Paisley and surrounding areas. The next phase of the business was to start wholesaling and delivering ice cream, sorbets and frozen desserts to the catering market, restaurants and cafés. “It has been a wonderful journey,” said Enzo, “and we are all extremely proud of what we have achieved so far and excited for what the future has in store.” “Although much has changed in the world since production began all those years ago, we still make luxury ice cream using our own original recipe the way we did when the business started with little having deviated from the original recipe over the years, it is with pride that I can say that we still make one of Scotland’s favourite ice creams today,” he adds. Enzo is the grandson of Gerardo and has worked in the business since 1978 when he started learning the business from the ground up. He worked in stores, production, had a period as a multi-drop driver, then settled into production and eventually took up the role of Production Manager then Operations Director in 1989. His wife Ines joined Porrelli’s in 1991 in an administration role before becoming Finance Director and their daughter Serena became marketing manager in 2010 ensuring that this remains very much a family business. There is a real passion for ice cream within the family and a pride in what they do, constantly driving innovation and investment to ensure that quality products are made from the best locally sourced ingredients with a production team that are constantly developing new and exciting flavours and making sure that the quality and consistency remains exceptional. Over time the business out-grew the original production facility which led after much deliberation to build a new custom built factory in 2008. As Enzo explains, “We had a number of choices such as leaving the Paisley site and moving to a new facility or developing the existing factory to enable us to expand production and move the business forward. We decided that what began in Paisley should remain in Paisley and decided to invest in the existing site and build a new state-of-the-art ice cream factory.” This resulted in a new factory, upgraded equipment and processes and a production capacity in excess of 6,000 litres of their delicious ice cream every day. That equates to over 1.4 million litres of ice cream a year! As Enzo explains, “We also have the capacity as a niche manufacturer to custom blend any flavour of ice cream requested and can make small batches too which is a real differentiator for us in the market. We also have an innovative production team who come up with new flavours all the time such as Nutty-Ella, Iron Brew and Malty Teaser but the most popular flavours remain Traditional Double Cream Vanilla and everyone’s favourite, Scottish Tablet ice cream” The business has come a long way since Enzo joined the firm in 1978 and he reflects fondly on the early days too as the third generation now at the helm. “I was fortunate to be introduced to the business at a young age which allowed me to learn and adopt the strong family values from my uncle and family involved at that time.” “As an SME the team are really important to the business and we have a core of staff that have been with us for many years who live and breathe Porrelli’s just like we do as a family,” explains Enzo adding that “they care about the products and know what needs to be done even before being asked to do it!” Porrelli’s have a diverse and loyal customer base from independent restaurants, hotels, cafés, bars, ice cream parlours and wholesalers and also supply a retail range to Asda and Sainsbury’s in Scotland. They have a fleet of refrigerated vehicles that allows them to make deliveries to over 450 direct accounts within a 70 mile radius of their base. Quality and provenance are important and a lot of the ingredients are locally sourced while some pastes and inclusions are still sourced from Italy, retaining the historical family links to the country that Gerardo left all those years ago. This is a family business success story built on an entrepreneurial vision, unique recipes and hard work, underpinned by a strong ethos and family values. Decisions are evaluated and the long term plan considered. As Enzo explains, “I have always been cautious and fairly old school not to overstretch the business and only spend what you can afford without putting the business under too much financial pressure. The investment was a big step for the family and the business but it has allowed the business to move forward and build for the future.” The next generation is already actively involved in the business and Serena although responsible for the marketing of Porrelli’s is bringing her own stamp to the business with a degree of diversification too. Along with her husband, the family have created a new consumer experience in Glasgow, Loop and Scoop, where there are opportunities to enjoy churros and ice cream, Porrelli’s of course! As Serena adds, “Loop & Scoop is the UK’s first ice cream & churros bar. A love of ice cream, great coffee and the desire to create something a little different for Glasgow inspired us to develop the concept with a unique menu includes a range of handmade ice cream and churros produced onsite using the highest quality ingredients.” As for the ice cream, it really is delicious, full of flavour and velvety smooth. As Enzo concludes, “Our ice cream is a reflection of who we are as a family firm. It needs to be honest, consistent and of a quality that reflects our desire and drive to produce an exceptional product. Being a good employer is also important to us as a business and our staff are truly integral in all that we do. For us as a family firm, quality is the name of the game.” It is true to say that generations of Paisley families have indulged in Porrelli’s ice cream and with the next generation already involved, the future looks bright although they are still playing it cool!

We spent time with family business Director Steve Gaskin on his journey from Scotland Yard Detective to Director of Team Building & Team Development Company Right Angle Corporate Ltd. Why did you get into CSI? What attracted you? Following a great career in the Met Police I re-trained as a teacher, I ended up as head of learning and skills in the prison service. The combination of policing and education brought me to this point but I found it was a world I didn’t particularly want to remain into I was thinking of what I could do to run my own business. Initially I was teaching maths, hence the company being called ‘Right Angle’, but very quickly I found people kept asking me what it was really like to undertake an investigation. That was the spark of the idea to give people the opportunity to have an experience but with decent outcomes. Was there a moment when you were a kid that you decided it’s what you want to do? Any good anecdotes? My father was a policeman and living in central London and hearing his stories, I was determined that I was going to join the police. But where he was a uniform officer, I always wanted to be in the CID. To be a detective was everything I hoped for. I even left behind a girlfriend in France to come back and join, she wanted me to stay in France but I was so determined. What did you get from it? It would be hard to find a job that was so varied, everything from big adrenaline hits with the excitement to mind numbing periods of surveillance. I turned from a boy into a man, I extended my knowledge both academically (became a graduate etc), but also of life generally both good and bad. My specialism for many years was in relation to drugs and money laundering. The mental agility required in thinking like ‘the baddies’ was brain stretching and thought provoking. What do people like about the events you put on now – what attracts people to this kind of thing? TV in the UK includes an endless diet of crime programmes, people are fascinated by investigation and the criminal mind, I think it is those aspects that attracts people to the type of events that we run. We have won awards for team building event of the year. The flexibility of the events from ‘intelligent jollies’ to formalised team building and team development makes them an attractive proposition to many of our clients as they have measurable outcomes. What are the misconceptions about the job? Do people think it’s like the TV? Many people think it’s like the TV that all CID DCI’s are grumpy, swear at everybody and are ‘plod’, the reality is very different in terms of education, intellect and finely homed interpersonal skills. What memorable moments did you have? There are so many it is difficult to mention just one. From undercover work to following drug money from the UK, to Jamaica and the States, probably feature quite highly. Being involved in the arrest of Johnny Rotten from the Sex Pistols, to searching Buckingham Palace looking for an intruder and the Queen asking us to hurry up, all are part of wonderful memories. What are the best things and worst? The best things must be the variety and excitement, and the worst being the distress of victims and ‘man’s inhumanity to man’. What memories do you have from running the company now? Since starting the company there have been so many interesting things. Going from the public services to the world of the entrepreneur certainly took me up a large learning curve. I have met some amazing people, worked with wonderful companies including Toyota, TUI, Iceland, Gumtree, Suzuki, Intu etc, won awards, had media coverage, learnt about the world of digital marketing and employed a great team of people. What advice would you have for anyone wanting to do the same career? Policing or business? In truth for both, I would give the same advice, go for it, be determined, hold on to your integrity, care about other people and enjoy yourself. For more information - Steve was in the Metropolitan Police for 25 Years and has been an Adviser to BBC's Silent Witness. Steve also runs motivational and after dinner talks from the family events business. Please contact the team via their website here

Family business near Ipswich is celebrating 125 years in business under the fourth generation accompanied by the fifth generation who are fulfilling their apprenticeship. When it comes to family business milestones, the evolution to date over the past 125 years of Phillips Brothers is fascinating. Today, Phillips Brothers is a major bedding supplier of sawdust, straw and wood shavings to the poultry market and a brand leader for equestrian bedding throughout East Anglia and beyond. Who would have thought that back in 1894 when Harry Phillips who at the time was a fish carrier at Billingsgate Market was asked to supply oak sawdust for the smoking of fish that the business would have become the award winning family business that it is today. Phillips Brothers who operate from Raydon in Suffolk is a great story of a business that has grown from an entrepreneurial spark and one that continues today in 2019 where they are celebrating 125 years in business and under the management of the fourth generation accompanied by the fifth generation fulfilling their apprenticeship. Over the years the business has grown and continued to develop structures and governance to help it stand the test of time. Four successive generations have strengthened the business which is now run by the great-granddaughter of the founder, Jane Knapp with her brother Paul Phillips and their cousin Ian Phillips. The fifth generation is also now represented within the business as Rhys Knapp, Jane’s son is responsible for running the day-to-day operations. As a family business they continue to go from strength to strength, constantly investing in new machinery, new working methods and enhanced production methods to make sure that the business remains at the top of their game. With this investment and continued growth comes success, such as winning the East Anglia Family Business of the Year Award in 2015 in the national awards organised by Family Business United, the support organisation that champions the family business sector across the UK and beyond. Awards give recognition and for Jane it was a special moment for the family firm. As she explains, “With many of the statistics highlighting that many family firms fail to make it past the third generation, recognition of a long standing business like ours was particularly special , showing what can be achieved given hard work, dedication and the right approach to the business and the family over time.” For Phillips Brothers the focus has always been on a tireless and unrelenting commitment to embracing change, learning, continuous self-development and leadership. Putting the business first and taking proactive steps to make sure the business is well placed to meet the needs of the customers is key and one of the underlying reasons for the move of the business from London to Maldon in Essex in 1994 and then subsequently to relocate to their current home in Raydon. As Jane adds, “Being closer to our core customer base and having the space to expand and grow strategically has always been important and for a family firm that has been around for many years it is important to look at the needs of the business and to react accordingly. The move to Raydon near Ipswich has provided the ideal location for the next stages of growth for our business.” Jane and the team are focused firmly on the future, investing in the needs of the business at all levels. As Jane adds, “We try to provide opportunities for all our staff to grow and develop with us, as we have done with the development of our HGV 1 drivers, made all the more pressing due to the overall shortage of drivers in the UK.” Looking forward is always on the agenda which requires focus of the future leaders and managers of the business. As Jane adds, “Business is business first and foremost and for a family firm in particular it is important not to become complacent. We are always looking for future leaders and not just amongst family either. We need to have the right people in the right roles going forward and make sure that the time is invested to help people achieve their full potential, something that in the long run can only be good for the business too.” As a fifth generation family firm, Phillips Brothers have seen four transitions from generation to generation, something that many family firms struggle to discuss openly, let alone successfully manage. As Jane reiterates, “Succession planning can be a taboo subject for many but it needs to be addressed, discussed openly and in readiness for the next generation to have the time and responsibility to drive the business forward. For us, it has always been important for the next generation to have the skills they require in order to continue the legacy.” Jane is also a firm believer in networking and peer-to-peer learning to bring in vital ideas and frameworks too. As she adds, “It is important to see things from different perspectives and to seek input and ideas from outside too, helping to challenge what may have become the ‘norm’ over the years. It can be incredibly rewarding to hear from fellow family business owners and to hear their stories and how they have overcome some of their challenges, especially as they are often the same challenges faced by other family firms. Knowing that you are not alone is great but even better is the fact that you can learn from a peer group and get really practical insights into how to address things.” As a family firm, Phillips Brothers are celebrating a key milestone in 2019 – 125 years as a family business, and whilst the celebrations are ongoing, investment continues in a business that has continued to grow, develop its brand and generate increased loyalty and support from its customer base. As Jane concludes, “2019 is a year of tremendous pride for the entire family, an achievement that could not have been reached without the support of our loyal and dedicated team now and in years gone by. Previous generations built on the business that arose from the market all those years ago and we continue now as a fifth generation family firm with goals of our own. We continue to build on the work of previous generations as we aspire to being recognised as the number one supplier of animal bedding to the poultry and equestrian markets.” A great example of an innovative and entrepreneurial family business that continues to invest, focus on the future and develop frameworks to enable it to continue to flourish into the 21st century and beyond. History is important but focusing on the future is the key. We look forward to following their journey for generations to come. Find out more at www.phillipsbrothers.co.uk

At Tewkesbury Park they live and breathe hospitality. Making every moment memorable is truly the raison d’être for the family behind this quintessentially British hotel set in the rolling Gloucestershire countryside. Set back from the road down a sweeping drive, just a stone’s throw from the scenes of some of the bloodiest battles during the Wars of the Roses, Tewkesbury Park is once more vibrant and full of life following the investment and dedication of the McIntosh family who have spent time and money restoring it. The hotel is beautiful and reflects the desire of the family who want to create the ‘top luxury hotel in the region.’ The journey started over three years ago now when Chris, Claire and their mother bought the hotel. As Claire explains, “Just over three years ago I had no direct involvement in the hotel sector but had worked in hospitality before with an operational HR role at Mitchells & Butlers and have always been fascinated by hotels. My Mum, Dad and brother are also keen golfers and lived locally so when we saw the hotel on the market there was an inevitability about the outcome!” This is a family with a vision and a belief in all that they do and it resonates the moment that you enter reception and are greeted by the staff. The family are on hand to oversee the developments and staff are attentive, willing and helpful at every stage, clearly sharing the pride and the warmth that the hotel exudes. As Claire continues, “This has been a real journey for us and we love it. We’re so pleased to have reached this stage with the central areas and all existing bedrooms refurbished, nine decadent historic suites and two new spa treatment rooms created, the health club given a facelift and the stunning new events and conferencing suite, the Cotswolds Suite, opened this summer.“ Tewkesbury Park was already a hotel when the family acquired it but it is fair to say that it needed significant investment and a dose of TLC to restore it to its former glory days. As a family, it took a little time to define roles and responsibilities, but having done so they’ve worked well together… the scale of the refurbishment projects has certainly helped maintain the focus. As Claire adds, “We just had to make decisions and work together to keep to the timetable and budgets. The fact that this was such a large project and we had so much invested in it, we spent hours discussing the plans and working together right from the start. We talked about the hotel a lot, and still do, and spend a lot of time together as a family in and out of work, so it is great that we all get on!” Like many families in business, getting time away from work is key to finding the right balance. For Claire, whose husband is a full time barrister and who has two young children, maintaining that balance is key: “Jack is six and Chloe is seven and they really do help me to switch off. They help to keep me grounded, and at their young ages they remain a priority for me.” This business is going from strength to strength and the family are continuing to find new ways to enhance the overall hotel and the experience for their guests. The long term plan is to build the hotel as a luxury destination hotel , a road that they are already a long way down, but what of the future? Claire is pragmatic in her response, adding that “who knows what the future holds and with the next generation still so young it is difficult to know if the business will pass to the next generation. We will encourage them to follow their dreams, create their own journey, and, if it results in one day them being the right people to work in and lead the business going forward, that would be great. But, we are a young business with lots of plans and don’t want to put any pressure on them either.” Within the hotel sector, people are the key to success, and having a clear vision and set of values at the outset is essential. As Claire explains, “values and tone of voice are incredibly important to us and our team here. We have taken the time to work out who we are and how we want to be recognised. This is really important and as a family we are here to help, on hand to deal with the guests and we really do live out the values that we uphold so dearly.” The staff are key too and like many family firms, the team here do go the extra mile. Family firms invest in their staff the length and breadth of the UK and we come across many that value the contribution of older employees too. One such example is Joyce who is now in her 81st year, has been at the hotel for 27 years and still works in the restaurant on a regular basis. As Claire points out, “the guests love her, as do we, and she is part of the fabric of who we are. Returning guests are delighted to be greeted by her when they sit down to dinner, and they send her flowers to the hotel on her birthday too!” Claire and her brother Chris are at the hotel most days and have clear roles and responsibilities, yet discuss things relating to the hotel on a regular basis. They are also collectively responsible for delivering the broader brand values of Independence, Hospitality and Distinction, which are evident to anyone staying at the hotel. As Claire concludes, “The hotel is a great way for us to work together and has really played to our strengths and skills as a family. I have loved being closely involved with the refurbishment and the proudest moment for me has been how the new manor house suites have come together and represent a real step forward in pursuit of our luxury hotel vision. We are always looking for the next step and the Cotswolds Suite and Berkeley Bar have been a fantastic addition to the hotel. The level of weddings and conferences in the diary going forward continues to increase, so we must be doing something right.” This is a family that have clearly enjoyed their journey to date, a successful one that has created a real jewel in the Gloucestershire crown, and one that is not only steeped in history but luxury too. A quintessentially British hotel in beautiful surroundings, history on the doorstep and clearly with lots more exciting plans for the future, a business that will undoubtedly make its voice heard further and further afield.

The release of the ninth PwC Global Family Business Survey comes at a time of extraordinary transformation. Digital technology is disrupting whole industries; sustainability is becoming central to the conduct of business; in the corporate and financial worlds, winning trust is more important than it’s ever been; and millennials represent an enduring demographic change. We believe that family businesses – often built around strong values and with an aspirational purpose in mind – have a competitive advantage at a time like this. They are trusted more than non-family businesses by a 16-point margin globally, according to a special report in the 2017 Edelman Trust Barometer. And it’s long been recognised that a family firm – ranging from a global enterprise to a business in a small community – is more likely than other companies to treat each day’s activity as an investment in the long term, prioritising broad stakeholder interests over satisfying the quarterly earnings cycle. Yet one consistent finding since we started this biannual survey in 2002 is that many family businesses are not yet turning these inherent advantages into a winning strategy to help secure profitable, long-term legacies. This latest survey suggests there is a great opportunity here. Indeed, a healthy 75% of our survey respondents felt that having a clear set of values created a competitive advantage. There was also evidence that businesses with annual growth of 10% or more tended to be those with a clear sense of agreed values and purpose. This plays into legacy in an important way. Family businesses are being propelled towards a vastly different landscape. The strategies that worked well in the past might not be sufficient to sustain their businesses in the future. How can family businesses harness the legacies of the past and strive for strategic renewal, using their values as a key differentiator? And how should the next generation play a role in tackling digital disruption while preserving the values of the business? There is an enormous opportunity for family businesses to start generating real gains from their values and purpose by adopting an active approach that turns these into their most valuable asset. No global survey of the health of family business in 2018 would be complete without looking at the challenge of digitalisation. There was a marked jump since our last survey (2016) in the number of businesses feeling vulnerable to digital disruption – a trend highlighted in PwC’s latest annual flagship CEO Survey as well. Many family business leaders recognise the digital challenge, and many are preparing for it. But there’s a real opportunity to boost engagement in the digital realm by enlisting the help of the next generation. Overall, our respondents expressed enormous optimism about future growth but also increasing concern about changing business models, digitalisation, cybersecurity, regulation and protectionism. They are thinking carefully about innovation and attracting and keeping the right talent for their business. This suggests that there’s never been a more pressing time to get the fundamentals right. For this year’s report, we surveyed 2,953 companies in 53 territories, covering a wide range of sectors, from agriculture to technology. We would like to thank the respondents for taking the time to participate. We were also privileged to speak with leaders at 10 of the world’s most prestigious and successful global family businesses. We would like to express our sincere thanks to them for being so generous with their time and insights. We hope you’ll find the report valuable and that its insights will help you make better decisions for your family business. Download and read the full report below:

Families in business are unique. While similar to any public corporation competing in the market place, they are fundamentally different in one important and vital regard…their family. Dean Fowler looks at some of the challenges and how a family council might help. As owners and managers, family members – a passionate group – have the power to shape the future success of their family enterprise. The power and cohesive unity of a family provides a distinct strategic advantage to family enterprises – so much so that they outperform the Fortune 500 – with higher profitability, deeper personal passion in their products and services, and more “patient capital” provided by continued family investment in the business. A recent study of successful multi-generational businesses conducted by JPMorgan Private Bank, concluded that the cornerstone for preserving a family legacy across the generations was effective family governance – a process to balance the passions and ideals of the family with the goals and objectives of the corporation. I call this governance process The Family Council . The purpose of The Family Council is to nurture and sustain healthy family relationships while promoting responsible, committed and active stewardship of all the family’s assets including its legacy of values. For successful multi-generational family enterprises, The Family Council is the crucible in which the hard realities of business and the soft complexities of the family are blended into a coherent vision for the future. This ongoing process of creating cohesion and unity involves four major facets (ingredients) which are outlined below: Powerful vision — To maintain continuity across the generations, the family must develop and communicate the central values and purposes that empower the family legacy. The shared vision becomes the cornerstone for enhancing effective communication among family members to build strong relationships through trust and respect. For example, just prior to his recent death, Sam Johnson produced an extremely powerful movie that captured the core values of the business and the dynamics between himself and his father. One of my clients wrote a history of the family showing how the values of the founders have been embodied in the fabric of the family and the corporate culture of the business. Educational development — Future generations must be prepared for their roles and responsibilities as family members and responsible shareholders in the business. In addition, the competencies and strengths of family members must be nurtured through both formal and informal educational opportunities. For continuity, the spirit of stewardship of the family legacy and the family assets must be nurtured in the next generation. Beyond college or graduate school, successful families involve the next generation in the critical issues facing the business, or the family foundation, as a learning opportunity. Balancing family and business — The Family Council provides strategic level guidance to the Board of Directors and/or the management team on issues that impact the direction of the business or the family foundation. For example, how will the core values of the family determine the types of business ventures that should be pursued? During times of inter-generational transition, in particular, the family must lay the basic criteria for the succession process. Should a family member lead the company? The Family Council also establishes the basic rules and frameworks for managing the employment of family members in the business. Responsible ownership — As shareholders, family members must work together to create the necessary legal structures defining their mutual relationships as owners, as well as their appropriate roles in controlling the family business, foundation or other family assets. In addition to designing the primary frameworks for their legal shareholder agreements, including liquidity strategies, formal governance of the corporation, and commitments regarding future investment risk must be addressed for long-term success across the generations. The initial work of The Family Council involves the creation of a comprehensive Family Constitution in order to reinforce the family’s commitment to function as a family, to foster the growth of the business and to assure the ongoing investment in the future of their enterprise together. The family constitution addresses such topics as policies on employment, retirement, and compensation of family members; the purpose, vision and mission of the family; the core values of the family that are the ethical compass for the business; guidelines and procedures for decision making, and finally issues concerning stock ownership, liquidity, and family philanthropy. The ongoing work of The Family Council uses the framework of the family constitution to deal with the complex issues that emerge both within the family, and particularly, the dynamics between the family and its ongoing ownership in the family enterprise.

Over time a Family Constitution can gain such moral weight that contradiction becomes unthinkable. Bryony Cove and Sonal Shah of Farrer & Co explain more. Family businesses are as old as civilisation itself. But family and business are not necessarily natural bedfellows. They operate under different cultural systems; family is safe and protective and business can be hostile and competitive which can create tensions between the two, particularly as a business expands. Wealthy families with businesses are beginning to recognise this tension and are fighting back, often through the use of a Family Constitution. Just as the constitution of a country tries to balance the different needs and visions of its people, so too does a Family Constitution in the family context. It can be named many things – family contracts, family charters, codes of conduct, mission statement, etc. Essentially they are all trying to achieve the same aims: To set out the family’s shared vision and ethos which underpins the conduct of the family business: To articulate the relationship between the family and the business including setting out how decisions affecting both will be made; To set out the mechanisms for the succession of the business and shared expectations of how family members should behave towards each other in the context of both the business and the family. Family Constitutions can be long or short, simple or complex and drafted either by family members themselves or professionals. They are personal documents and as such are not normally legally binding. However, over time a Family Constitution can gain such moral weight that contradiction becomes unthinkable. We find that families who run large businesses are often too busy to deal with what are often seen as “softer” issues such as communication and management of the family as part of the business. The idea of a Family Constitution is often dismissed as far less important than the everyday running of the business itself. However, the impact of having a Family Constitution can be significant. The process of creating one in itself addresses questions which may not have been considered before: Who should be involved in preparing the document? What issues should it cover? Should non-family members (such as key employees or managers) be involved? These questions can then lead to a dialogue which many families simply do not get around to having, often until it is simply too late. Without the pretext of a Family Constitution, important questions can go unanswered, for example: How important is the continuation of the business? Should it be sold in the future or retained for future generations? •How should the business be managed, both now and in the future? •Should there be regular family meetings? •Who is expected to do what, both within the business and within the family? Often, by the time families consider a Constitution, it can be too late. The catalyst can be the retirement or death of the founder of the business (usually the head of the family) or when serious disagreements occur such as over a child’s divorce or even prospective marriage. Passions can often run high and factions may have already appeared. The best time to embark on a Family Constitution is precisely when the need for one is not obvious – during a period of stability and harmony and when there is little or no conflict. That way decisions can be taken objectively and calmly and ensure that the procedures are in place and ready to be used before the unexpected event or disagreement occurs. Just as each family has its own individual dynamic, challenges and taboos, so each Family Constitution will be unique. Often the finished result is not the most important thing; it is the thought and effort that goes into creating it and the discussion this requires. However, Family Constitutions should be treated as living documents and families should be ready and willing to update and adapt it as circumstances change. Family Constitutions cannot prevent conflict; however the successful development of one often results in better communication and greater harmony within the family. Commercially, a Family Constitution can help ensure the success of the business and ensure its survival for future generations.