The prospect of setting up a family business can be both exciting and daunting in equal measure. Whilst the promise of building a successful enterprise alongside loved ones is motivating, there is a lot to be considered at the outset, ensuring strong foundations have been laid so that the business can grow steadily and sustainably. Like any business, there will be challenges along the way – some that are easy to navigate and others that require immediate attention in order to overcome. However, in a family business these issues are often intensified due to the mix of work and private life, with small internal conflicts sometimes boiling over into long-running family feuds. For this reason, it is absolutely essential that a clear legal framework is put in place, outlining a formal business structure and a broad strategy that eliminates the emergence of any grey areas or uncertainty. The implementation of policies and procedures will also bring stability to your operation, ensuring everybody is pulling in the same direction and understands the processes that exist. In this article, we will detail some of the key legal considerations for family businesses at the start of their journey, and how these various elements combine to create a blueprint that is critical to the long-term prosperity of an organisation. Clear Ownership Structure One of the most common points of contention within family-owned businesses is an unclear ownership structure, which can spell trouble if there are any disagreements during the decision-making process. In some cases, businesses are formed on the back of casual agreements between two or more family members, which can blur the lines when it comes to identifying the owner/owners. As such, it is important that a formal business structure is implemented at the very outset, along with clear governance practices that are regularly updated over time. Whether it is your intention to start it as a sole proprietorship, partnership or company, it is important to first consult other family members before making a collective decision. Ultimately, your legal rights and obligations as both an individual and business will be impacted by your choice of business structure. For example, incorporating your business as a limited company would require you to put in place certain corporate governance practices, including regular meetings with the board of directors and the filing of financial statements. If you have gone down the company route then a Shareholders’ Agreement is required, which regulates the relations between shareholders and details how company affairs should be taken care of. Above all else, implementing a clear company structure that is backed by a legal framework offers assurances to employees and owners, mitigating the risk of any disputes occurring. Whether or not you decide on the company route in the short term, you ought still to have in place a Family Business Agreement or Charter so that key elements of how your business is to be run can be calmly discussed and recorded before any issues arise – how you will manage the business in practice; define the various roles of individual family members both inside and outside the business; what culture you want to build; what your hopes and ambitions are for the future, and key policies on investments, asset management, resolving problems and conflicts. This will help you to understand and agree your competitive advantages, and to embed the values that are important to your family into your business. Family Employment Policy Although there is often a willingness between family members to roll up their sleeves and get stuck in for the greater good of the business, it is important to outline a comprehensive employment policy beforehand to ensure expectations are aligned – this is especially important if people are helping out on an informal basis. As part of this policy, there are a few conditions that owners may feel are necessary to include. For example, the policy may state that the family member should receive a full market salary and receive the same treatment as a comparable non-family employee with regards to benefits, training and performance reviews. It is also possible to include a condition whereby a family member should report to a non-family member where possible. Having this kind of policy in place will ensure there is no confusion or mistreatment, with all employees treated equally and fairly regardless of any familial connections that exist. In some cases, the formation of a Family Employment Committee is beneficial too, as this will take on the responsibility of reviewing personnel decisions and making impartial judgements to avoid accusations of special treatment. At the very least, all family businesses should utilise employment contracts, offering these to all key employees including family members. These contracts are an effective way of regulating the relationship between the business and the family members within it, detailing their entitlement with regards to contracted hours, annual leave and pay. Succession Planning Of course, a key part of running a family a successful family business is its ability to make the transition from one generation to the next. Although it might not be on the horizon just yet, it is important that the details are carefully considered in the months and years leading up to the decision, as this will allow the process to run smoothly and without confusion or complaints. Although the decision is yours, it is best practice to run the business with a meritocratic approach, selecting a successor based on performance and ability rather than lineage as this will help maintain healthy relationships between family and non-family members. Even if you have a candidate in mind, formalising the decision with a selection process will lend a sense of professionalism. Once a decision has been made and someone steps into a leadership role, it is important to formalise the relationship with the correct legal documents. For example, the appointment of a director will require a Director’s Service Agreement, which details the rights and obligations they have above those of a standard employee. Whatever the situation may be, it is always best practice to seek legal advice before entering into any such agreement. Although it might seem straightforward, the process itself can be complicated if you have not been through it before, leading to confusion or mistakes that may be costly later down the line. Should you require assistance or support in any aspect of structural, governance or succession planning for your family business, the team at Buckles  can offer impartial, experienced guidance on all aspects of ownership transferal. Contact us now to discuss the options available.

Following the announcement in the Budget Family Business United was asked to provide a template letter for family businesses to edit and send to their MP in order to make their voice heard with regards the changes. A letter template was duly created and can be downloaded below, edited and used to amplify the family business voice. As Paul Andrews, Founder & CEO of Family Business United explains, "We will always respond to the needs of our members and assist them in any way that we can. We are delighted to be able to share the template letter to save them time in drafting a letter from scratch, enabling them to focus on other matters associated with running their businesses." "This forms part of an ongoing campaign to champion the family business sector, to amplify the voice of family firms and to ensure that the voice of the sector is heard and the consequences of the decisions being made are fully understood," concludes Paul. Download the file and customise to send to your MP:

One of Cornwall’s historic breweries will soon be putting on the county’s biggest charitable beer festival in its Victorian cellars. St Austell Brewery’s annual Celtic Beer Festival on November 30th sees thousands of beer lovers descend on the brewery for a day filled with fantastic beers and live music. The festival does more than just bring people together through a shared love of beer; its primary purpose is to raise vital funds for the St Austell Brewery Charitable Trust. Last year, people’s pint-drinking efforts raised thousands of pounds for the trust, which supports charities and causes across the whole of the south west. Since its launch in 2003, the Charitable Trust has raised more than £1,000,000 to give back to its communities where it’s needed the most; In 2023, the Trust donated more than £80,793 to important causes in the region. Brewing Director for St Austell Brewery, Georgina Young, said: “The Celtic Beer Festival is one of the highlights in our calendar where we all get together to celebrate ever wonderful style of beer out there, from porters to sours, Double IPAs to Belgian Dubbels." “There’s something for everyone and what’s more, it’s all for a great cause, with the money raised for the festival going back to brilliant causes across the South West, such as youth mental health services, the air ambulance and local families in need of equipment or support.” The Celtic Beer Festival will see a jam-packed lineup of musicians throughout the day, along with an impressive beer list showcasing more than 100 tipples from brewers across the UK. Music will kick off from midday starting with Banjovial, with acts including Kernoasis, Tregony Teachers and Good Old Fashion Lover Boys also taking to the stage. Alongside guest beers from other breweries such as Gypsy Hill, St Ives Brewery and Palmers, St Austell Brewery is putting on 27 of their own beers brewed just for the beer festival. A hibiscus Infused kettle sour, a blood orange Belgian Wheat beer, a passionfruit and tangerine Saison and a chilli stout are just a few of the inventive beers the brewing teams have created. The festival will also feature 12 special guest beers from St Austell Brewery’s small batch programme, as well as a dedicated bar from Harbour Brewing Co. Tickets for the Celtic Beer Festival, which will take place on November 30th from 11am will be available on the day at the brewery.

Glasgow - Children from disadvantaged backgrounds, who might otherwise go without gifts this Christmas, will wake up to a little bit of festive cheer this December 25th, thanks to a £5,000 donation from the Allied Vehicles Charitable Trust to Sunshine Wishes Children’s Charity’s 2024 Christmas Appeal. Based in Bishopbriggs, Sunshine Wishes Children’s Charity works with sick, terminally ill, and disadvantaged children and families across Scotland, actively supporting families in financial hardship by providing essential items like food and clothing. Their network includes eight food banks serving 21 organisations, including 15 nurseries, that discreetly distribute food and other essentials to families in need. Over the past year alone, the charity has supported more than 3,500 families and over 6,000 children, with a focus on communities where economic challenges are prevalent. The £5,000 donation from the Trust will enable Sunshine Wishes to supply over 200 Christmas gifts, for children whose families struggle with the basic costs of daily life, such as food and heating. By providing gifts and food vouchers, the charity hopes to relieve some of the financial pressure parents feel during the Christmas period, helping families focus on the joy of the season rather than making difficult choices between bills and holiday traditions. Additionally, Sunshine Wishes will continue to connect families to further support services for additional needs throughout the year. Linda Ford, General Manager at Sunshine Wishes, expressed her gratitude: “The generous award of £5,000 from Allied Vehicles Charitable Trust will significantly impact the Christmas appeal of Sunshine Wishes Children's Charity. On behalf of the charity and, more importantly, the children and their families who would otherwise go without, I want to express our heartfelt gratitude. Thank you for helping us make a positive difference. Your support inspires our ongoing commitment to assisting those less fortunate.” Gerry Facenna, owner of Allied Vehicles Group and Chairman of the Trust, added: “As a family business we believe that nothing is more important than family, especially at this time of year. We are delighted to support Sunshine Wishes’ Christmas Appeal to lift a small amount of financial pressure from families this Christmas.” The Trust’s contribution will help Sunshine Wishes Children’s Charity to make this Christmas a memorable, joyful time for the families they support, giving children across Scotland a reason to smile on Christmas morning.

Employees from JCB’s farming businesses in Staffordshire were today given a day off work to join a rally in support of farmers affected by changes in inheritance tax. Almost 40 employees boarded a 5am JCB coach to London with a host of other Staffordshire farmers for a rally in the Capital. The group included employees of JCB Farms and Wootton Estates based at Wootton, Staffordshire, where JCB farms cereals, vegetables, beef, sheep and chickens organically. JCB Chairman Anthony Bamford said: “We have been supplying farmers with machinery since the day JCB was founded in 1945, so what happens to our customers and the farming community is of great importance to us. We are very concerned that farmers should be prejudiced against in this way, but more than anything, it is crucial that food from Britain feeds our nation as not all the food we need can come from abroad. The planned changes pose a real threat to farmers, and to food production, as some small family farms quite simply won’t be able to find the money to pay inheritance tax." “JCB is one of only two tractor manufacturers in Britain and the only British manufacturer of telescopic handlers, which are used on virtually every farm in this country, so food production is highly significant to the British people and it’s highly important to us as a business.” James White, 25, is a shepherd at Wootton Farms and his family runs a livestock farm on almost 500 acres near Sheffield. He said: “My family have been farmers for five generations since the time of my great-great grandfather Harry White and we live in the farmhouse that he occupied. In the event of having to pay inheritance tax we would have to sell some of the farm to foot the bill to keep the rest of the farm." “That would be pretty hard to take because my dad and grandad have worked hard to buy the land they have got. The farm is a profitable business at the moment but we can’t sustain that if we are on a smaller acreage. Profits will decrease and it will make it harder for us, the younger generation, to take it on because we will have to stump up a lot of cash." “I hope that attending this rally it will make the Government listen a little. I think the decision has been taken a little hastily without thinking about the implications for food production. It’s important for younger people like me to go to this rally so that we can get our point across." Ted Hibbert, 27, and his twin brother Jack come from a four-generation family of farmers at Kedleston, near Derby, where they have an arable and sheep farm stretching over 1,200 acres. The brothers manage the broiler unit for Wootton Farms, where they manage 50,000 chickens. Ted said: “It’s our hope in the future to take over our family farm which is why this issue is so important to us because farms the size of ours would have to sell a lot of land to cover the costs of inheritance tax. The policy makers don’t seem to understand the implications of what they are proposing. When assets are tied up in land, it’s going to be very difficult for people to pay the inheritance tax without selling land. I hope by having this rally it will overturn the decision over inheritance tax." “Even with just 500 acres of land it would mean a massive tax bill and it would take a long time to pay it off. Farmers will be forced to sell assets and sell land, which will impact on food production in this country. When you produce food in this country you know the food is of a high quality and hasn’t for example been pumped with chemicals which are banned over here." “If we want good quality produce you need it to come from this country and not from abroad. Pushing ahead with this policy on inheritance tax will stop that.” Shepherdess, Rebecca Gray, 19, comes from a long line of farmers, which started with her great- great grandfather. Her family are tenant farmers near Alnwick in Northumberland where they have a 2,000-acre sheep and cattle farm. She said: “It won’t impact our family directly as we don’t own anything but it will have a big impact on other farmers. It will kick out family farmers who have been in the industry for generations and they are powerless do anything about it. Families who have had farms for generations will have to sell their farms as they won’t be able to pay the inheritance tax otherwise. Small farms are just land rich, they are not rich in the monetary sense. It will just mean Britain having to import more food.”

Recruitment budgets are not expected to grow in line with the economic landscape, putting employers on the back foot with 2025 recruitment plans. That’s according to data from resourcing transformation expert, Omni RMS, and the CIPD, the professional body for HR and people development. The latest edition of the Resourcing and talent planning report revealed that just under a third (32%) of private sector organisations expect an increase in recruitment budgets for 2024 – 25. With business and employment costs set to surge – particularly with the announcement of NICS increases in the Chancellor’s Budget – hiring budgets need to be reviewed urgently. According to Omni RMS, this is more pertinent given the growing skills gaps. The report revealed that more than two thirds (69%) of employers in the UK feel that competition for well qualified talent has increased over the last year. A further 56% indicated that talent is more difficult to retain. Louise Shaw, Managing Director at Omni RMS commented: “Business costs are, broadly speaking, increasing in line with the economic climate and the growing costs of living. But the area that is likely to see greatest pressure on budgets and workload – namely talent acquisition and retention – is seemingly being ignored in 2025 investment plans.” “People are typically the largest cost for an organisation, but they are also their greatest asset. Even without the skills shortages that are prevalent across all remits, HR and recruitment budgets aren’t increasing at a rate we would expect. When you add to this the difficulties around attraction and retention, organisations are heading into the New Year already on the back foot from a talent attraction point of view. Using tools like Omni’s true cost of hiring and retention calculator, allows organisations to rethink how the can optimise budgets and gain greater value from the right investments.”

Stickley is excited to announce a special Factory Outlet event with deep discounts available to Newington-area customers for a limited time. L. & J.G. Stickley, the historic American furniture brand headquartered in Central New York, is excited to announce a special Factory Outlet event available to Newington customers for a limited time. This temporary showroom is located at 172 Kitts Lane, Newington, next to Planet Fitness. For the duration of the sale, Stickley is offering its best-selling, high-end furniture collections and hand-knotted rugs for every room at deep clearance discounts, as well as luxury furnishings from famous brands including Bernhardt, Fulton Lane, Nichols & Stone by Stickley, Stressless, and more. While they last, marked-down items in limited quantities are available for immediate take-away or quick local delivery, making this a great opportunity to purchase new furniture ahead of the coming holidays. Shoppers who want to place orders for furniture in custom finishes, fabrics, and leathers will also have the opportunity to do so at this event. Founded in 1900 by Leopold and John George Stickley and owned by the Audi family since 1974, L. & J.G. Stickley will soon celebrate its 125th anniversary as an iconic American brand, producing best-quality hardwood furniture and upholstery that has set the standard for craftsmanship. Time-honoured furniture-making techniques, honest materials, and a dedication to quality ensure that every piece of Stickley furniture will become a treasured family heirloom. Aminy Audi, CEO and Chair of the Board said: “Newington is a location that is dear to our hearts. From 2003 to 2008, we were fortunate enough to have a showroom just down the road on Berlin Turnpike. We’re very pleased to be making a return visit to old friends!” “We’re excited to be returning to Newington and offering this wonderful opportunity to its customers,” said Stickley President Edward Audi. “This region has always had a wealth of devoted Stickley fans, so we’re thrilled to bring our beautifully crafted product and tremendous value to them in Central Connecticut!” The Stickley Factory Outlet Sale at 172 Kitts Lane is open Mondays through Saturdays (closed on Wednesdays) from 10am to 6pm and Sundays from 12pm to 5pm. With thirteen retail showrooms across the country, including Factory Outlets and Clearance Centers, family-owned Stickley offers a range of fine brands, curated collections for every lifestyle, and a selection of the industry’s highest-quality mattresses. Customers will find budget-friendly price points that never sacrifice quality and craftsmanship, as well as complimentary interior design services for both large and small projects.

Hypnos has been at the heart of British handcrafted bedmaking since 1904 and so The Bed Show saw celebrations to mark its 120th year, including sponsorship of the Reception Drinks and glittering Gala Awards evening. Even before visitors stepped into the show, Hypnos showed how its living out its mission to do the right thing for the wellbeing of people and the planet. A result of the brand’s new partnership with logistics supplier DFDS, its first Volvo electric articulated lorry with the new Hypnos livery was on display outside Telford International Centre, before it takes up active duty as part of the Hypnos fleet. Inside, retailers discovered new products including two new adjustable mattresses, its range of pillow tops, now in two tensions, and fabric collaborations with leading British design houses, and a new approach to Hypnos’ Project Zero – representing the future direction of beds for 2024. For this year’s Project Zero, the Hypnos team looked to pressing social issues, aiming to take positive action in reducing sleep poverty among children. With 11% of children in the UK having to share a bed or sleep on the floor in the last year, sleep poverty affects an estimated 894,000 children in the UK, impacting their performance at school, mood and mental health. The launch of ‘My First Hypnos’ sees the bedmaker start a new partnership with the aim for ‘zero’ sleep hours lost to child poverty. Hypnos and Barnardo’s are working in partnership to change children’s lives. 5% of the wholesale proceeds of the My First Hypnos mattresses and bed sets will be donated to Barnardo’s. Barnardo’s is a registered charity and to start the relationship, Hypnos has committed to supplying 200 beds. The new collection has been designed for children aged five and above and is aimed at an entry market. Awaken and Arise are made with sustainable materials including British RWS (Responsible Wool Standard) woolbarnardos-logo-in-support-of-dark-green-vertical-central-forScreens.png and are free from FR chemicals. The open storage base and headboard is available in a choice of eight Easy Clean fabrics. Hypnos also previewed the new adjustable Reviva and Restora Pillow Top mattresses, available with an easy-to-use adjustable divan base. These mattresses are specifically designed to ergonomically contour to the base thanks to the use of ReActiveForm™ pocket springs. Both are available in medium and firm tensions and combine these innovative springs with British RWS wool, natural latex, eOlus™ and Adaptiv™ comfort springs. They also feature a two-row hand side-stitched border and chemical-free 100% viscose sleep surface. Keeping Britishness at the heart of its stand, Hypnos also teased retailers with its collaborations with some of Britain’s most admired fabric companies. Showcased on beds and with swatches from Sanderson, Timorous Beasties, Harlequin and Hainsworth, the show was an opportunity to preview and gather feedback on the patterns and trends before release in February 2025. Rounding out the new introductions for this year were changes to the Hypnos Pillow Top Collection, where a new firmer tension was introduced.David-and-James-NBF.jpg David Baldry, Hypnos’ Group Managing Director, says: “I am incredibly proud of our progress this year and all the hard work that the Hypnos team have made, preparing and strengthening the business for the next 120 years. Our new management structure, investment in new systems and our approach to sustainability throughout the business, not just in our products, are aimed at improving our customer's experience of the brand and delivering Hypnos comfort with integrity." "Our new partnerships with Barnardo’s and DFDS are proof that progress happens when people and organisations work together – indeed this has resulted in £130,000 to date going to support the work of the Eden Project – partnership is leadership." “As a renowned bespoke luxury bedmaker, Hypnos is in a great position to be able to support British products, craft and design – we have introduced the Responsible Wool Standard to British farms and are proud to partner with other British suppliers and brands.”

The NFU has responded to Defra’s Farm Business Income (FBI) figures which show record falls since 2022/2023. NFU President Tom Bradshaw said: “Defra’s estimated Farm Business Income figures for 2023/24, confirmed, paint a stark picture of the challenges facing many farmers, with rising input costs, significantly lower commodity prices, a reduction in direct payments and one of the wettest winters in decades leaving many businesses worse off. For example, cereal farmers have seen their income fall by 73% and income for dairy farmers has fallen by 68% compared to 2022/23." “When these figures were first estimated back in March 2024, we said that we needed a government that would create policies to support British agriculture and help farmers and growers to build financial resilience into their businesses. Profitable farm businesses are essential if we are to deliver what the country needs; food security, with food produced to world leading standards and environmental protection." “Instead, we have seen the opposite. The recent Budget announcing changes to Agriculture Property Relief (APR) and Business Property Relief (BPR) have left farmers reeling. Many will be faced with a tax bill of millions. Some will be forced to sell all or part of their farm to raise the funds." “These are the working people of our countryside, the majority of them working for little profit but happy in the knowledge their life’s work will mean they can pass the farm on to the next generation. This tax threatens to change all that. It threatens our food security and with the compounded impact of National Insurance and National Living Wage changes, it threatens to push up food prices for consumers." “There has been a clear Treasury miscalculation of the impact this will have on farmers and growers. The Treasury is working off the wrong figures. This policy won’t protect family farms, it will do the opposite." “Treasury officials have assumed that all previous APR claims are working farms, which is not the case. Nor did these claims include those eligible for BPR. Far from protecting smaller family farms, which is what ministers say they’re doing, they’re protecting private houses in the country with a few acres let out for grazing while disproportionately hammering actual, food-producing farms which are, on paper, much more valuable. Even the department responsible for farm policy, Defra, has figures which show this, with the department’s own data showing two thirds of farms could be affected. “Another key question is what impact assessment has been done ahead of this policy announcement on homegrown food production? Because if farms are being broken up and sold, British food will be hit. There is a very real threat to our long-term food security because there is no incentive to invest for the future. Any available cash will now be going into pension provisions rather than investing in the infrastructure on farm to deliver food security for the next decade and beyond." “At last year’s NFU Conference, we heard from Sir Keir Starmer that ‘Losing a farm is not like losing any other business, it can’t come back’. He was absolutely right. It can’t. And neither can its ability to produce food for the nation." “The pressure is building. Defra and the Treasury are aware that on 19 November, NFU members will be making their way to Westminster to take part in our mass lobby of MPs. We will be looking them in the eye and asking if they support this family farm tax, or if they will do the right thing for their farming constituents and support our call for it to be reversed." “The only sensible course of action is for the Treasury to reverse this decision and soon.”

Following the announcement of this year’s King’s Awards for Enterprise, JJ Smith and Archwood Group have strengthened their partnership to drive sustainable innovation in timber manufacturing. JJ Smith, recently honoured for International Trade, and Archwood Group, awarded for Sustainable Development are combining their expertise to lead the industry in eco-friendly practices and advanced production technology. Archwood Group, a leader in sustainable timber products, has invested over £500,000 in CNC machinery from JJ Smith, a trusted partner of over 35 years. This cutting-edge equipment enhances Archwood’s production capabilities for its Richard Burbidge brand, supporting increased efficiency while reinforcing the company’s sustainability targets. Josh Burbidge, Managing Director of Archwood Group, commented: “Receiving the King’s Award for Sustainable Development was a proud moment for everyone at Archwood. Strengthening our partnership with JJ Smith allows us to continue making strides in sustainability while expanding production capability. Their advanced machinery supports our goals of reducing emissions and minimising our environmental impact.” Lee Burford, Operations Director of Archwood Group, highlighted; “Investment in state-of-the-art machinery from our long-standing partner, JJ Smith, demonstrates our commitment to UK manufacturing. It broadens our manufacturing capabilities, allowing us to offer a wider range of products to our customer base including new & innovative designs." To celebrate their shared success in the King’s Awards, Archwood Group hosted JJ Smith’s Managing Director Rachael Baker for an exclusive tour of Archwood’s North Wales production facility. During the visit, both teams reviewed current projects and explored new opportunities for further automation and innovation in sustainable timber manufacturing. Rachael Baker, Managing Director of JJ Smith, added: “We are thrilled to partner with Archwood Group on their sustainability journey. Our long-standing collaboration is built on shared values and a commitment to creating positive environmental impact, and together, we are advancing what is possible in the woodworking industry.” As two of the UK’s most recognised family businesses, Archwood Group and JJ Smith are setting a new standard for innovation in the timber industry. The King’s Award achievements underscore their dedication to sustainable development and international trade, and their continued collaboration is expected to drive further advancements in environmentally friendly timber production.

The new Head of Training at a large recruitment business believes talking on the phone is becoming a lost art. Victoria Bari says those entering the industry often prefer emails and messaging, which are less effective than talking to people. She is urging the newer consultants at Berry Recruitment Group – which is headquartered in St Albans, Herts - to pick up phones and talk to clients because they are more likely to be successful. The rise of technology has led to a reduction of phone use, but Victoria says it is still the best way to sell. She said: “There is certainly a generational divide and for younger, more inexperienced consultants, emails and messaging are the first route of communication. But talking to people remains the most effective method of building relationships, which is a fundamental building-block of sales." “Finding the right person to talk to – and their direct line or mobile number – is also a skill that we are training recruits to understand. All the technology is wonderful and necessary – and Berry Recruitment’s app proves it - but it should run alongside old-fashioned calls" “The more conversations, the better the relationship and the more chance of placing a candidate with a client." “As recruiters, our products are people and when a consultant has a good one I’m telling them to call businesses and tell them what a great candidate they have. When a new consultant begins making calls and realises how effective they are, their confidence grows and calling becomes second nature." “I have been visiting BRG branches and the consultants are highly knowledgeable and skilled and with newer ones making more calls the results are improving. The more experienced recruiters for whom phone calls are standard are great role models for the less experienced ones. I’m telling the younger staff to listen to how the experienced recruiters talk on the phone – it is a skill.” Victoria has previously worked as a consultant on a regional level, has run her own businesses and has previous experience as a trainer. Lee Gamble, managing director of Berry Recruitment, said: “For those of a certain generation the primary use of a phone is to speak to people. For younger people that is not necessarily the case and messaging and emails are the first option. But they must run alongside calls." “Phone technique, phone manner and knowing what words to use remain important. We have a brilliant app but it works best alongside branches that people can walk into and also consultants hitting the phones.”

The increase in Employers National Insurance Contributions is a significant cost for the family business sector which collectively employs 13.8 million people across the UK. These increases, irrespective of the sector in which a family firms operates represent an increased cost of doing business that will undoubtedly have consequences for many businesses, and for some result in the need for cost savings, redundancies and possible closures, especially in the labour intensive sectors such as retail and hospitality. Family Business United looked at the figures with Cetin Suleyman, partner at accountants Goodman Jones to look at the financial impact that the changes could have. Prior to the changes announced in the Budget, based on an average salary of £36,000 a year before taxes (based on the November 2024 Government data for average salary in England & Wales across all sectors) the cost of Employers NICs was £3,712. With the changes announced this rises to £4,650 per person, an increase of £938 a year per employee. Due to the very nature of the different sizes of family businesses and a significant proportion employing less than 10 people, assuming that one in ten people employed in family firms are affected by the changes, that would be 1.38 million employees which at a cost of £938 per employee would result in increased contributions from family business employers of £1.3 billion a year. However, we know form the Oxford Economics report into 'The UK Family Business Sector 2021-22' that 149,858 family firms employ more than 10 employees which would create a cost of £1.4 billion a year, assuming they all employed 10 staff. We can also see that there are 18,303 employing more than 50 staff and 1,516 over 250 staff so this figure is clearly an underestimate of the full cost and burden on the family business sector. Size of Businesses Number of Firms Small family firms (10-49 employees) 130,039 family firms Medium family firms (50-249 employees) 18,303 family firms Large family firms (250+ employees) 1,516 family firms Total family firms 149,858 family firms Source: The UK Family Business Sector 2021-22 As Paul Andrews, Founder & CEO of Family Business United explains, "This is a large burden on the family business sector and a cost that goes direct to the bottom line in family firms across the country. For many, coming after all the economic uncertainties of the past few years, Brexit, the global pandemic, supply chain issues and rising energy costs it could be the final straw. It will certainly result in different decisions being made in family business boardrooms across the country." "Family businesses pride themselves on taking the long term view and building businesses to pass on to future generations, safeguarding jobs for their employees too, many who will be descendants in families that have worked in the business for generations too." "However, they also need to be financially sustainable and we are already hearing of large family business employers have to change their plans for the future in order to afford the increases they are being faced with. Family businesses already contribute significantly to the Exchequer in terms of the taxes they pay and we have to be fearful that the increase to NIC's will result in firms reducing their investments, cutting back on recruitment and looking at their staffing models." As Cetin adds "When the increase in National Insurance is factored in with the increase in National Minimum Wage outstripping inflation by 400% many businesses will have stark choices to make." "Projecting the financial impact is one thing, but a more fundamental pivot will be around accelerating the use of technology, and particularly AI, to replace jobs and reverse rising employment costs. For family businesses, this could go completely against their key principles of people and purpose, but failing to look at all of the options could prove very costly indeed."