Understanding the interplay between imposter syndrome and family dynamics is crucial for both the wellbeing of family members and the future success of the business. We asked our Global Family Business Think Tank Panel if they thought imposter syndrome is a real challenge for the next generation on their family business journey. Over half of the panel agree that imposter syndrome is a real challenge that needs to be addressed by the next generation on their family business journey. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “It is important in any business to have clear goals, purpose and values and even more so for a family business where the relationships extend out from the boardroom and are impacted by the business family, some of whom may not work in or own shares in the business. Forward planning, clarity and transparency, using tools such as a family charter, help to secure future success and can assist in paving a smoother road to success by getting the business family on board.” Joanna Millar Legal Director, Anderson Strathern LLP “Imposter syndrome is a real challenge for the next generation, especially for women in family business. There is so much pressure on the next gen and so much on women in family businesses. Not being ‘able to be like Mum and Dad’ is I am sure a common concern from next gens which highlights those imposter feelings.” Kyler Gilbert Vice President, Business Consulting Resources “Imposter syndrome is one of the dynamics that requires more focus on when developing the family governance and the succession/legacy planning, to ensure that each generation is provided the freedom to build their own identity and legacy.” Creagh Sudding KPMG Private Enterprise “Many next gen family business members suffer as most others do (including their parents) from fear of failure. If they are lucky and have good people around them to connect and share with, they might lose some of this feeling over time.” John Broons Managing Director, John Broons Advisory “Imposter syndrome is over-rated. I would talk about imposter moments.” Daniel Kertesz Owner, Kertesz AG “Imposter syndrome is sometimes a challenge for the next generation. It helps if they can work with someone outside the immediate family circle, who can help in determining whether they are suffering from imposter syndrome or whether they need further professional development before joining the family business.” Claire Seaman Professor Emerita, Family Business, Queen Margaret University These results were part of the 2024 Global Family Business Think Tank Report  that was published in Autumn 2024. A copy of the final report is available to download below and is free to Family Business United members and digital subscribers (simply log in to access). If you are not yet a member or digital subscriber and wish to obtain access to the report, you can find out more about becoming a member  of Family Business United here  or take out a digital subscription  to access all areas and content available on the platform including this report here Download the Global Family Business Think Tank Report, Autumn 2024 here

Over 180 guests cheered as a sell-out event at the internationally renowned Hard Rock Café in London’s Mayfair raised a record-breaking £32,000 in cash and a further £5,000 in product donations to help The Hygiene Bank charity play a major role alleviating hygiene poverty. The much-heralded annual fundraiser hosted by multi-award winning office and commercial cleaning company Cleanology has become such a huge success that it has now raised £115,000 in its first four years. Dominic Ponniah, event organiser and CEO of Cleanology, said: “I am overwhelmed by the support we have received from across the FM industry. Now in its fourth year, our charity evening continues to grow from strength to strength with more and more companies joining to support. Sadly hygiene poverty isn’t going away any time soon, and we will continue to fight it for as long as we need to. My deepest thanks go out to everyone who was part of this year’s event.” Ruth Brock, CEO of The Hygiene Bank, said: “The Hygiene Bank is beyond grateful for the generosity of everyone involved in Cleanology’s fourth annual fundraiser. The funds raised will directly help us provide essential hygiene products to those in need across the UK, making a real difference in the lives of those pulled into hygiene poverty." "Together, we are working towards a future where basic hygiene is a right, not a privilege – and only through partnerships like this will we succeed. Thank you, Cleanology, Dominic, and to all the sponsors and guests who supported this amazing event and, in doing so, for standing with us in this mission.” The event – held at the West End venue in Park Lane – was sponsored by cleaning and hygiene products manufacturer Evans Vanodine, janitorial supplier Futures Supplies, insurance brokers Darwin Clayton, field service management software company BigChange, washroom services firm Liberty Hygiene, workforce scheduling firm Rotageek, drainage experts DALROD and janitorial suppliers and distributors Bunzl. At the fundraiser, guests enjoyed an array of entertainment including a live DJ, networking, refreshing cocktails and Hard Rock classic burgers. The evening saw competitive bidding for auction and raffle prizes such as a trip for two to dance music festival Defected Croatia, a Hot Air balloon ride for two, two nights bed and breakfast at luxurious Brama Hotel, a table for 10 with a free drinks package on the Hill Club Summer Boat Trip, a necklace from Monica Vinader, a meal for four at trendy eatery Dishoom, a jeroboam of Bollinger champagne and a motorsport experience donated by Metsä Tissue. Guests at Cleanology’s fundraiser included Cheeky Panda founder Chris Forbes, Hill Club Chairman Phil Smith, CEO of Carlisle Support Services Paul Evans, Soap2O founder Jordan Hurley, Biovate Hygienics founder Nick Winstone, MD of Killis Tibor Killis, Becky Wall BEM MD of Loo of the Year Awards; as well as representatives from leading industy firms including Ark Pest Control, CBRE, Cleenol, Greenspeed, Industrial Cleaning Equipment, Karcher, Kennedy Hygiene, Metsä Tissue, Recorra, Truvox and WhiffAway. Marc Kemp, MD of Futures Supplies, who recently received BCorp accreditation, said: “The Futures Supplies team are very proud to be sponsoring for the second year running. This amazing charity is raising funds for people living in hygiene poverty. We believe absolutely nobody should have to make stark choices like having to choose between buying food or toilet roll.” In September 2021, Cleanology held its first charity event which raised over £14,000 for The Hygiene Bank, a national charity that alleviates poverty by providing hygiene products to those in need. Due to the enormous success of that event, the wide publicity generated, and the amount of money raised through the raffle and auction, an even bigger event was held at The Ivy in London in September 2022, raising over £20,000. Last year over 130 guests applauded after a sell-out fundraiser at London’s iconic Shakespeare Globe Theatre raised a record-breaking £18,000 in cash and a further £7,000 in product donations. In May this year, The Hygiene Bank unveiled shocking findings from its latest research report ‘Hygiene Poverty in 2024’. It now estimates that 4.2m adults in the UK are currently living in hygiene poverty, a significant increase of 1.1m people compared to the findings in 2022, highlighting the escalating severity of this silent crisis. The study, conducted by YouGov, uncovered the devastating impacts of hygiene poverty on individuals and families across the nation, exposing the effects hygiene poverty has on mental and physical health and how it acts as a barrier to education and work. The Hygiene Bank is a people-powered charity and social movement, committed to tackling hygiene poverty in communities across the UK. The Hygiene Bank believe that no one should have to choose between staying clean and meeting other basic needs. Through their network of projects, they provide essential hygiene products to those experiencing poverty or crisis. Cleanology – headquartered in Vauxhall, South West London, and with regional offices in Manchester, Birmingham, Bristol and Scotland – runs campaigns throughout the year to raise funds and awareness for hygiene poverty and staff participate in fund-raising opportunities such as marathons.

Willmott Dixon’s net zero skills has been chosen by Oxfordshire Country Council to deliver its highly sustainable new headquarters building at Speedwell House. The council is relocating from its current premises at County Hall in Oxford to a new four-storey home at Speedwell House, also in Oxford. Before this happens, Willmott Dixon will extend and redevelop Speedwell House to create a 5,200m2 ‘net zero in operation’ office. The company has been procured through the National Procure Partnerships framework for the project after the county council’s cabinet agreed in January 2024 to move its headquarters to Speedwell House in 2027. It allows the council to move into modern, net-zero accommodation, which in turn will enable its former home at County Hall to be re-imagined by a new owner as part of the regeneration of the West End of the city centre of Oxford. Councillor Liz Leffman, leader of Oxfordshire County Council, said: “We believe that our decisions at County Hall and Speedwell House will improve the delivery of services and will help with the physical, social and economic regeneration of Oxford. We will use the move to stimulate this ambitious thinking for the city and the county as a whole.” Willmott Dixon will start work to extend Speedwell House and add extra floors in 2025, once designs are complete. It underlines Willmott Dixon’s role as one of the country’s leading contractors for building new or refurbishing existing building environments to become net zero in operation. Recent examples include the Bridgend College redevelopment, a new campus for Wigan & Leigh College and the TBC. London development that will be net zero in operation when complete. Councillor Dan Levy, Oxfordshire County Council’s cabinet member for finance, added: "This is a once in a lifetime opportunity for us not only to create a modern carbon-neutral office and a welcoming and comfortable space for our employees, councillors and residents, but also to help transform this part of the city and better support those using the area. We’re looking forward to seeing the new offices take shape and to moving in during early 2027." Richard Poulter, managing director for Willmott Dixon in the South said: “We’re excited to be working with Oxfordshire Country Council to take forward its vision for a new future at Speedwell House. Being involved early will enable us to help develop plans that deliver on their net zero ambitions at the best possible value." “We recently completed a series of decarbonisation projects for Oxford City Council at four leisure centres: Ferry Leisure Centre, Leys Pool and Leisure Centre, Barton Leisure Centre, and Hinksey Outdoor Pool. We’ll be taking the skills and learning from here to Speedwell House.” Faye Dolan, framework director at National Procure Partnerships framework, said: “Procure Partnerships Framework are delighted to have supported Oxfordshire County Council on the Speedwell House project to procure Willmott Dixon." "The construction of Speedwell House will provide a fantastic office facility, that is fit for purpose and provides a comfortable environment for Council personnel and residents. We look forward to seeing the project progress on site!”

Westlands Farm Shop has proudly partnered with Cams Hill Secondary School to supply locally sourced and high-quality meat and produce for the school's canteen. The shop, located just a few miles from the school, provides fresh lamb and beef from their own farm in the Meon Valley. They also deliver chicken, pork and eggs on behalf of their network of local farmers. The collaboration offers students wholesome meals that support both their health and the environment. The school canteen now features meat products that are carefully reared in Hampshire and surrounding areas, alongside fresh seasonal vegetables and eggs, offering students wholesome meals that support both their health and the environment.  Westlands Farm Shop is proud to contribute to reducing the carbon footprint of the canteen. Seventy per cent of the shop’s suppliers are located within a 40-mile radius of the family run farm in Wickham, which has been operating since 2001. Head butcher at Westlands Farm Shop, Suzi Howard, recently attended an open evening at the school to talk to students and parents about the importance of supporting British farmers. Suzi said: “Knowing where your food comes from is key to making sustainable choices. It’s fantastic to see schools like Cams Hill embracing this approach, and I’m excited about the difference we can make together for the future of British agriculture.” “By working with local farmers, we’re not only providing better quality food for the next generation, but also strengthening our local food network.” This partnership also aligns with the broader movement to connect with the local community, highlighting the importance of small businesses and farms in providing sustainable food solutions.

Twenty years after entering the Serbian market, the international transport and logistics company Gebrüder Weiss take positive stock. Wolfram Senger-Weiss, CEO of Gebrüder Weiss explained: “Serbia has undergone a remarkable economic development in recent years. Our decision to establish a central logistics hub for the Western Balkans here has proven to be the right one.” Serbia has developed into an attractive procurement market for automotive parts, food, textiles, and furniture, with around 70 percent of exports going to the EU. In addition, the Balkan country is the main supplier of agricultural products to many of its neighboring countries, including Albania, Bosnia and Herzegovina, Montenegro and North Macedonia. Today, Gebrüder Weiss offers its customers in Serbia land, air and sea freight transport, customs clearance and logistics solutions. Groupage freight shipments go to neighboring countries and the EU single market several times a week. The logistics provider has a total of 20,000 square meters of logistics space in the country. In 2023, the company generated net revenue of 53 million euros. In addition to its headquarters in Dobanovci near Belgrade, Gebrüder Weiss has three other locations in Serbia: in Novi Sad in the north and in Niš and Strojkovce near Leskovac in the south. A new logistics warehouse in Dobanovci recently commenced operations. The company has already invested over 20 million euros in its logistics facilities. “By the end of the year, we will have invested an additional million euros in our home delivery services and additional warehouse space,” says Thomas Schauer, Regional Manager for Central and Southeastern Europe at Gebrüder Weiss. Another area of focus is sustainability. For example, the Dobanovci location obtains all of its electricity from a solar power plant, reducing CO2 emissions by 90 tons per year. Eight natural gas trucks (CNG) operate on four routes for the consumer goods industry. In addition, detergents and cleaning agents are transported sustainably by rail to Germany. Every year, 1,500 containers roll by rail from Budapest to the Ruhr area. This saves us more than a thousand tons of CO2 compared to conventional truck transport,” explains Roland Raith, Country Manager Serbia at Gebrüder Weiss. Next year, zero-emission e-transporters will also be used for deliveries to end customers in Serbia. Starting with a small office in Belgrade in 2004, Gebrüder Weiss now employs 300 people in Serbia. Gebrüder Weiss was one of the first logistics companies to implement the principle of dual training for young professionals there. Since 2018, young professionals have been receiving both on-the-job and academic training in cooperation with the Transport and Technical School in Belgrade. “We offer young professionals long-term career prospects in a range of logistics occupations,” says Roland Raith. Gebrüder Weiss Serbia at a glance: Founded: 2004 2023 annual revenue: 53 million euros Employees: 300 Logistics area: 20,000 square meters Investment volume since market entry: over 20 million euros Latest expansion: 3,600 square meters of new warehouse space at the Dobanovci headquarters Overland shipments handled in 2023: 290,000 Home deliveries in 2023: 62,000

The Three Circle Model is a foundational framework in the study and management of family businesses, developed by Professors Renato Tagiuri and John A. Davis at Harvard Business School. This model provides a comprehensive way to understand the complex dynamics and interactions that occur within family businesses, which are unique due to their intertwining of familial and business relationships. The model comprises three overlapping circles, each representing a crucial component of a family business system: Family, Business, and Ownership. The first circle, Family, represents the family members involved in or affected by the business. This group includes not only those who are directly involved in the operations but also those who may have an indirect influence or stake in the business due to their familial ties. The dynamics within this circle can be complex, as family relationships often carry emotional connections and histories that can impact decision-making processes and business operations. Issues such as succession planning, family governance, and conflict resolution are particularly pertinent within this circle. The second circle, Business, encompasses all aspects related to the operational side of the enterprise. This includes employees, managers, and executives who are responsible for running the day-to-day activities of the business. The focus here is on achieving business objectives such as profitability, growth, and sustainability. Challenges within this circle often relate to professional management practices, strategic planning, and maintaining competitive advantage while balancing family interests. The third circle, Ownership, involves those who hold equity or have a financial stake in the company. This group can include family members as well as non-family investors or shareholders. The ownership circle is concerned with issues such as control, financial returns, governance structures, and shareholder relations. In a family business context, ownership can be particularly complex due to shared interests among family members and differing visions for the future of the business. The Three Circle Model illustrates how these three circles overlap to create distinct sectors that represent different roles individuals can occupy within the family business system. These sectors include: Family Members Not Involved in Business or Ownership : Individuals who are part of the family but do not have a role in the business operations or ownership. Non-Family Employees : Individuals who work in the business but do not have ownership stakes or familial ties. Family Owners Not Involved in Business Operations : Family members who own shares but do not participate in daily operations. Family Members Involved in Both Business Operations and Ownership : Individuals who manage or work in the business while also holding ownership stakes. Non-Family Owners : External investors or shareholders who have no familial ties but hold ownership stakes. Family Members Involved Only in Business Operations : Those who work in the company but do not hold ownership stakes. Individuals Involved in All Three Circles : Family members who are involved in managing the business, hold ownership stakes, and are part of the family. By delineating these roles and interactions, the Three Circle Model helps identify potential areas of conflict or synergy within a family business. For example, conflicts may arise when there is a misalignment between family expectations and business goals or when ownership interests diverge from operational needs. Conversely, synergies can be harnessed when these circles work together effectively towards common objectives. Overall, the Three Circle Model serves as a valuable tool for understanding and managing the complexities inherent in family businesses. It provides a framework for addressing issues such as succession planning, governance structures, conflict resolution, and strategic alignment by highlighting how different roles and interests intersect within the family business system. By recognising these dynamics, family businesses can better navigate challenges and leverage their unique strengths for long-term success.

From its humble beginnings in a small shop in Scotland to becoming one of the UK’s largest independent lighting retailers, Pagazzi is a shining example of how passion, vision, and family values can drive business success. The company’s journey, spanning over 40 years, reflects the evolution of a small family business into a nationwide brand, while maintaining its core ethos of offering high-quality, affordable lighting with a personal touch. Paul Andrews spoke to Laura Pagan, the founder and her daughter, Rebecca, the Commercial Director, to find out more. Pagazzi was born in 1980 when Laura, a young entrepreneur from Glasgow, decided to follow her passion and start a business.   As Laura explains, “My husband Alan and I had worked hard for a number of years, selling all manner of products at local market stalls, saving all the time.  Thinking about starting a business was always on my mind and at that time the thoughts turned to cards and stationery or lighting.” Laura, whose surname inspired the business name, saw a gap in the market for high-quality, stylish lighting solutions that were both affordable and accessible. She opened her first store in West George Street, Glasgow, focusing on a carefully curated selection of lighting products.  As Laura continues, “I was young and naïve at this stage and to be honest didn’t really know much about light bulbs but I was always prepared to work hard and do what needed to be done to make it work.” In the early days, the shop was small, but Laura’s determination, combined with her keen eye for design and her focus on customer service, quickly set Pagazzi apart from other retailers. She wanted to create a shopping experience that was personal and approachable—one that helped people find what they were looking for to brighten up their homes. This attention to detail and commitment to customer satisfaction became the cornerstone of the business. Pagazzi’s first few years were marked by steady growth, with word-of-mouth recommendations from satisfied customers helping to build a loyal clientele. Laura’s dedication to providing top-notch service earned the company a reputation as a trusted source for lighting in Glasgow, and it wasn’t long before she was planning for expansion. Eventually they took on a second shop.  Alan was continuing to work elsewhere and the nature of the city centre was changing, the council were taking over properties on the street they were on and they were considering their future too. “Footfall on the high street was declining as the nature and the way that people shopped was changing so we decided to take a look at retail parks,” adds Laura.  “We were simply looking and in my eyes there was no chance that we could find a location that we could afford as all the outlets were occupied by large, household names.  We drove around a retail park in Uddingston and there was an empty unit.  Alan phoned to enquire about it on the Sunday and spoke to the agent who knew the owners and within two weeks the unit was ours,” explains Laura.  “This was a busy time all round,” explains Laura “as both girls were at school and Alan took a couple of weeks off work to help us set up and he stayed and we have continued to work together ever since.” The early 2000’s saw growing demand for their unique products and a successful first decade under her belt, Laura decided to open a second store in Braehead, near Glasgow. This new location was a significant step forward, moving Pagazzi from a local brand into a more prominent regional player in the Scottish lighting market. The Braehead store also reflected a shift in Pagazzi’s product offerings. As the business grew, Laura expanded the range to include not only lighting but also home accessories and furniture, providing customers with a more comprehensive home décor shopping experience. The company was no longer just a lighting shop—it was becoming a destination for home style enthusiasts. By this time, Pagazzi was sourcing products from across the globe, bringing international designs and trends to Scottish customers. Whether customers were looking for sleek, modern fixtures or classic, timeless designs, Pagazzi became known for its variety and ability to cater to different tastes and styles. As Pagazzi continued to grow, it remained, at heart, a family business. Laura’s hands-on approach to running the company ensured that it maintained the same personal service and commitment to quality that had been its foundation. Her family was closely involved in the day-to-day operations, helping to foster a strong sense of teamwork and shared purpose. The close-knit, family-oriented culture within the business allowed Pagazzi to thrive. Laura instilled in her team the importance of customer relationships and the belief that lighting was more than just a practical necessity—it was a key element in creating a welcoming, comfortable home. This mindset resonated with customers, many of whom returned to Pagazzi time and again for their lighting needs. The early 2000s marked the beginning of Pagazzi’s expansion beyond Scotland. Buoyed by the success of its stores in Glasgow, the company opened locations in cities across the UK, including Aberdeen, and Manchester. Each new store brought Pagazzi’s signature style and service to a broader audience, while maintaining the family-run ethos that had made the original Glasgow shop such a success. The company’s growth was carefully managed, with Laura and her team ensuring that each new store offered the same high-quality products and personal service that had built the brand’s reputation. By maintaining this consistency, Pagazzi was able to expand without losing the customer-first approach that set it apart from larger, more impersonal retailers. It was at this time that Rebecca joined the family business, despite that never having been her intention.  As she explains, “I went to the University of Strathclyde to study marketing and then went to do a ski season in Canada as I never wanted a big corporate job and all that entails as I had grown up seeing the life that Dad had in that corporate world.  In Spring 2009 as the ski season was coming to an end I called Mum and said that I was coming home but she explained that the recession was challenging and that there were few graduate jobs, so I decided to stay in Canada.” “Eventually I returned to Scotland to look for a graduate job but after two weeks was struggling to find anything and I remember Dad telling me to sort myself out and go to the office as there were things that I could help with.  I did all sorts of work, helping the marketing team laminate signs for the shops, grew into the marketing manager role and then helped Mum as she was bringing in new products and launching our own brand,” she adds. Around this time, Pagazzi launched its online store, which I launched and project managed,” continues Rebecca.  “This was really good experience for me as it helped me really understand the business, the products and helped the business by further increasing its reach across the UK. This move into e-commerce allowed the business to tap into a growing demand for online shopping while staying ahead of the competition. Customers could now browse and purchase lighting solutions from the comfort of their homes, with the same ease and assurance they had come to expect from visiting a physical Pagazzi store,” she adds. It was still not certain that Rebecca would remain in the family business going forward.  As Rebecca explains, “I remember Mum asking me if the business was for me and I said yes but was still not sure that I was planning to stay in the business for the long term.  I loved my role and the products and my passion for the business grew, and I guess that is when I became more committed to the longer term.  I shadowed Mum for three years and as she stepped back from certain roles, I stepped up.  We moved into a new head office in 2017 and that’s when I really did ‘sign up for life’ and made the decision to stay.” Timing wise the decision came a couple of years before the pandemic and during that time Rebecca learnt all about the different aspects of the business, her role and owner the online presence.    As she explains, “the pandemic posed significant challenges to the retail industry and with our physical stores temporarily closing and consumer habits shifting, we had to pivot, leaning heavily on the e-commerce platform, ensuring that customers could still access their products despite lockdown restrictions.” “We lost 90% of our business overnight, the stores were shut and Mum was isolating due to her asthma so I had to get on with it.  By now I had moved into a bigger role within the business and had stepped away from the website but with a team of five we managed and grew the website, packing and shipping orders and doing all we could to meet the demands of our customers.  It was a period where I really got to grips with the nuts and bolts of the business too and sales took off and by the time the pandemic had passed and the stores reopened, I emerged as a version of my Mum with new skills, more passion and a desire to continue to make a difference,” continues Rebecca. Today, Rebecca is responsible for the digital side of the business and together with Laura, selects new products for the physical stores and the websites and gets more involved in all the commercial projects too.  They get on well and it makes a difference too.  “I want to make a positive impact and we can decide to do something, change the website and within twenty minutes or so see the sales start to come in which is really rewarding,” explains Rebecca, who is now stepping fully into the responsibilities of the Operating Officer role with the support of Laura following the recent departure of the previous COO and Rebecca being the obvious candidate to step up. Today, Pagazzi stands as one of the UK’s most successful independent lighting retailers, with 11 stores across the country, plans to open more and grow their physical presence further and a thriving online business. Laura and Rebecca’s passion and dedication to quality lighting have created a brand that is trusted and loved by customers throughout the UK. While Pagazzi has grown significantly since its founding, it remains a family business at its core. Laura’s vision continues to guide the company, and the next generation are now heavily involved in the business, ensuring that it stays true to its roots. The story of Pagazzi is one of passion, resilience, and family values. From its modest beginnings in a small Glasgow shop to becoming a household name in the UK lighting industry, Pagazzi’s success is a testament to the power of family-run businesses and the importance of staying true to one’s vision, resilience and innovating where necessary. Two generations are now actively working together to fulfil their strategy, mindful of the values that underpin what they do and the way that they do it, and with an incredible team running 11 stores and employing around 100 staff, this is a family business success story.   Founded on the entrepreneurial spirit of the founders and now taken on by the next generation with the same flair, passion and dedication of her parents.  Through decades of growth, change, and challenges, Pagazzi has remained committed to offering high-quality, stylish, and affordable lighting solutions and other products for the home such as mirrors, artwork and furniture. As the company continues to evolve and expand, with Rebecca now firmly committed to following in the footsteps of the founders, its family legacy shines brighter than ever, looking forward to lighting up homes and businesses across the UK for generations to come.

Celebration Packaging’s EnviroWare® bamboo fibre double wall hot drink cups and double wall Leaf 2 hot drink cups are now also certified as 100% recyclable in normal paper mills. Celebration Packaging Managing Director Nick Burton said: “When we created the EnviroWare® brand, over 17 years ago, our declared mission was to seek out more sustainable packaging solutions. We have always believed that when sourcing sustainable packaging, the provenance of the raw materials is paramount – but ensuring that it can be properly disposed of at its end-of-life is equally important. Obtaining certification to prove that our products are 100% recyclable is therefore crucial.” Using the recyclability assessment method of EN13430 with testing based on the Confederation of European Paper Industries Recyclability Test Method Version 2 (2022) for fibre-based packaging products and materials, the cups have been confirmed as 100% recyclable in standard paper mills, so they don’t have to be sent to specialist facilities. Family run Celebration Packaging’s EnviroWare® bamboo fibre double-wall hot drink cups are made from Forest Stewardship Council® certified bamboo fibre – with an aqueous-based lining, while the EnviroWare® Leaf 2 paper hot drink cups are made from FSC® certified material with a plant-based lining. Alongside the ‘Recycle’ logo, both types of cups feature the Din Certco seedling logo, as they are certified commercially compostable (DIN EN 13432:2000-12) – and both carry the messages: “Recycle with paper or compost commercially”, and “Made from sustainable renewable resources”. The importance of certification “Earlier this year, we commissioned Sapio Research to conduct a survey looking at consumer understanding of logos and terminology used for disposable foodservice packaging,” says Nick Burton. “The survey showed that 68% of consumers think that it is very or extremely important that food and drink packaging is certified recyclable, and over three fifths (61%) said that information on packaging is what they rely on the most to keep them informed about its correct disposal, underwriting the importance of it being properly certified." “Celebration Packaging has always invested in accreditations and certifications which we take very seriously, so that when we make environmental and sustainably claims, we can always back them up. This sets us apart from many of our competitors, while also giving our customers confidence to help them on their sustainability journey." “If foodservice operators are looking to improve their sustainability credentials, they need to work with a consultative supplier to ensure that they're choosing the right packaging – that is functional, fit for purpose, popular with consumers and above all, sustainable,” concludes Nick Burton.

Exciting progress is being made at Lido Musselburgh as work begins on the highly anticipated café, bar, and restaurant, set to open this winter. Operated by one of Scotland’s leading hospitality groups, Buzzworks, Chairman Colin Blair has confirmed that several major milestones have already been reached, marking further progress on the new venue. Following on from the success of sister venues already operating in Troon and Prestwick, fitting works have started on the company’s third Lido opening, representing the family-run business’ first venture into Musselburgh and generating more than 60 new jobs for the local economy. Air conditioning is now being installed across the venue, while partition walls have been completed to shape the bathrooms, kitchen, and back-of-house areas. Essential infrastructure for the bar and kitchen, including floor drains, has been installed, and the mains gas supply—powering the much-anticipated pizza oven—has been connected. Additionally, tiles and timber flooring are due to arrive next week, and kitchen equipment is set to be installed ensuring Lido is equipped with the very best. Colin said: "It’s a great moment for Buzzworks to see the progress at Lido Musselburgh and begin installations for our soon-to-open 21st venue." “With the building really starting to take shape and our recruitment drive in full swing, we’re getting closer to welcoming our guests into what will be a vibrant and stylish space for the whole community.” Vivien Bryan, resourcing partner at Buzzworks, said: “We are very excited to become part of the Musselburgh community, offering local jobs to local people. As Lido continues to build its team, there are some exciting opportunities available for full & part time positions across both front-of-house and kitchen teams." “We will be holding Recruitment Open Days on the 29th & 30th of October and extend a warm welcome to anyone interested in being part of this exciting new development”. If you or anyone you know is interested in working at Lido – or any of Buzzworks’ other venues across Scotland – please visit here , check out the Buzzworks People Facebook, Instagram or the Buzzworks Holdings LinkedIn page to find out more or apply with your CV here. Alongside Lido Musselburgh, the award-winning company offers an aspirational dining and entertainment experience across Scotland through its other stylish brands – Scotts, House, Vic’s & The Vine, The Duke, Thirty Knots, The Bridge Inn, The Fox and Herringbone.

JCB has marked a major manufacturing milestone with the production of its one millionth engine. Production started in 2004 at JCB Power Systems in Foston, Derbyshire, and expanded to JCB India in 2010 with the opening of a dedicated plant in Ballabgarh, Delhi. From three engines a day 20 years ago, JCB now produces around 500 a day, becoming a world leader in the design, development and manufacture of diesel engines and is now pioneering development of hydrogen combustion engines. JCB Chairman Anthony Bamford paid tribute to the JCB teams around the world who have played a part in the engine’s success. Lord Bamford said: “To have made one million engines in 20 years is quite some achievement. This really is a significant moment for our teams around the world, a real achievement. The JCB engine is very well respected around the world for its reliability and very well appreciated by our customers. JCB machines work in dirt and hot and cold climates, and from the moment they go to a customer, they are working hard and doing a full day’s shift. The engine really is the beating heart of that reputation for reliability." “It was a major decision at the time to make our own engines and I was directly involved in that; it has paid off and I’m very pleased we made the decision. As we hit the milestone of producing one million engines, the time is right to acknowledge the part my father played in the design, not only of this engine, but other engines which he designed with other people in the past. My father died in 2001 so our engines were running as prototypes by that time, and he had a lot to do with it. I’m thankful he was involved in this engine so many years ago.” JCB Power Systems’ engines have been instrumental in helping set world records – firstly when the JCB Dieselmax streamliner, powered by two JCB engines, became the fastest diesel-powered car in the world in 2006 when it reached a speed of 350.092mph on the Bonneville Salt Flats, USA – a record that still stands. In 2019, JCB’s Fastrac tractor stormed into the record books as the world’s fastest tractor with a speed of 135.191 mph – thanks to JCB’s 7.2 litre, 6-cylinder Dieselmax engine. A team of more than 150 engineers is currently engaged in developing hi-tech hydrogen combustion engines for use in JCB machinery as part of a £100 million investment. More than 120 engines have come off the production line so far and many machines powered by these super-efficient engines are currently undergoing evaluation. Photo: Employees at JCB Power Systems in Foston, Derbyshire, celebrate the production of JCB’s one millionth engine.

This year, Tims Dairy proudly celebrates a remarkable milestone – 75 years of yogurt making excellence as a family business. Established in 1949, Tims Dairy has remained true to its Greek roots while flourishing as a cherished British brand, producing authentic, delicious yogurts for three-quarters of a century. For the Timotheou family, this celebration is a moment of deep pride, reflection, and gratitude. It all began in a small basement workroom on Warren Street, London, where Euripides Nicolaou, the family's uncle, first started crafting traditional yogurts using a time honoured family recipe. A few years later, Michael Timotheou, Euripides’ brother-in-law, joined him, and together they established a legacy of quality yogurt production. Soon, the whole family became involved, bringing their passion and dedication to the business. As the second generation, the four Timotheou brothers have proudly continued the family tradition, ensuring that the same authentic recipes and meticulous craft passed down from their forebears remain at the heart of their products. Over the years, Tims Dairy has evolved from its humble beginnings into a modern, thriving business. Today, supported by a much larger and experienced team, the company remains committed to its heritage, producing a wide range of premium yogurts for the retail, foodservice, and ingredients sectors. Chris Timotheou, Chairman of Tims Dairy said: “Celebrating 75 years of yogurt-making as a family business is a significant achievement for us. Our family’s Greek heritage and passion for creating exceptional yogurt are the foundation of everything we do. We are immensely proud to continue this tradition and bring it into the future with our loyal customers, consumers, dedicated team and partners.” As Tims Dairy looks to the future, in the last 6 months they have appointed Tony Hinds, who has years of experience in the dairy sector, as Managing Director to drive growth and strategy for the next 75 years! The family business remains focused on great taste, innovation, sustainability, and staying true to the values that have guided them for decades. With its unique blend of Greek heritage and British-made quality, Tims Dairy is poised to continue delighting yogurt lovers for many more years to come.

Family businesses are a cornerstone of the global economy, contributing significantly to employment and GDP in many countries. Despite their diversity in size, industry, and geographical location, family businesses share a common set of values that drive their success and longevity. These values are deeply embedded in their operations and influence how they navigate challenges, seize opportunities, and plan for the future. One of the most fundamental values in family businesses is integrity and ethics. Upholding high ethical standards is crucial for building trust among stakeholders, including employees, customers, suppliers, and the broader community. Trust is a vital currency for any business, but it holds particular importance for family enterprises where personal reputation is closely tied to business practices. By maintaining integrity, family businesses can enhance their reputation and ensure sustainable growth over the long term. This commitment to ethical behaviour often translates into transparent business practices, fair treatment of employees, and responsible sourcing of materials. Another key value is the emphasis on a long-term vision. Unlike publicly traded companies that may prioritise short-term financial results to satisfy shareholders, family businesses often focus on long-term goals and stewardship of the business that spans generations. In fact, many family business owners will openly state that they see their role as custodian of the business for the future generations of the family that will follow them. This perspective allows them to invest in innovation, build enduring customer relationships, and weather economic fluctuations with resilience. The long-term orientation is usually driven by the desire to pass the business on to future generations in a stronger position than when it was inherited. This generational thinking encourages prudent financial management and strategic planning that prioritises sustainability over immediate profits. Purpose and community engagement are also central values for many family businesses around the world. These enterprises often see themselves as integral parts of their communities and take pride in contributing positively to society. This sense of purpose goes beyond profit-making; it encompasses social responsibility initiatives such as supporting local charities, investing in community development projects, or implementing environmentally sustainable practices. By engaging with their communities meaningfully, family businesses can strengthen their brand identity and build a lasting legacy that extends beyond financial success. Cohesion within the family unit is another critical value that supports the stability and continuity of family businesses. Shared values among family members promote unity and facilitate effective conflict resolution when disagreements arise. This cohesion is essential for maintaining harmony within the business and ensuring that all members are aligned with its mission and objectives. Moreover, a strong sense of unity helps in succession planning—a crucial aspect of family business management. Successful succession involves preparing the next generation to take over leadership roles while preserving the core values that have guided the business thus far. Family businesses around the world thrive on a set of core values that include integrity and ethics, a long-term vision, purpose and community engagement, and familial cohesion. These values not only contribute to their economic success but also ensure their resilience and adaptability in an ever-changing global landscape. By prioritising these principles, family businesses can continue to play a vital role in their communities and economies for generations to come.