Perdue Farms announced they are donating 400,000 pounds of “no antibiotics ever” chicken to 10 food banks along the East Coast from Delaware to Georgia as part of its Delivering Hope To Our Neighbors® outreach. These donations, the equivalent of 333,000 meals, are part of Perdue Farms’ commitment to alleviate food insecurity in its communities and coincides with Feeding America’s Hunger Action Month, a nationwide effort to raise awareness about hunger in America and inspire action.  Todd Tillemans, Chief Commercial Officer at Perdue Farms said: “As someone who faced the pressures of hunger firsthand as a child, I can say that food insecurity impacts more people than we realize, unfortunately including 1 in 5 children. As a food and agriculture company, we’re committed to fighting hunger in the communities we call home and beyond. During Hunger Action Month, we want these donations to increase awareness, help feed our neighbors, and spur action from organizations.” Throughout Hunger Action Month, Perdue Farms will be donating 40,000 pounds of protein – enough to fill a semi-trailer truck – to the following food banks: Blue Ridge Area Food Bank – Virginia FeedMore – Virginia Food Bank of the Albemarle – North Carolina Food Bank of Central & Eastern North Carolina, Sand Hills Branch – North Carolina Food Bank of Delaware Food Bank of Southeastern Virginia and the Eastern Shore Harvest Hope Food Bank – South Carolina Maryland Food Bank Middle Georgia Community Food Bank Cathy Kanefsky, president and CEO of Food Bank of Delaware said: “This generous donation from our long-standing partner, Perdue Farms, will positively impact the lives of our Delaware neighbors struggling with food insecurity every day, but especially this Hunger Action Month. At the food bank, we are committed and proud to provide nutritious food that can improve the health and well-being of our community members facing food insecurity, and donations such as this provides access to quality protein that is otherwise more difficult to come by.” This donation marks another significant contribution in Perdue’s ongoing commitment to alleviate food insecurity in America, which affects 1 in 7 people, including 1 in 5 children. Since 2000, Perdue Farms has donated more than nearly 100 million pounds of protein to the Feeding America network of food banks. Perdue was one of the first meat companies to implement a formal program of ongoing donations of perishable protein products, creating a model for other companies to follow. The Hunger Action Month commitment doesn’t stop there. Perdue is also investing $140,000 in hunger relief programs with a focus on childhood hunger through initiatives such as school pantries, backpack programs and school mobile pantries.

The majority of solicitors and professionals who help plan their clients’ estates have either seen instances of actual or suspected vulnerable person financial abuse, according to a recently published report from STEP, the global professional body for inheritance advisors. STEP’s Loss of Mental Capacity: A Global Perspective report, launched today, has found that: 70% of UK practitioners (57% globally), including solicitors and those helping clients with estate and wealth planning, have observed instances of financial abuse or suspected financial abuse. These instances include cases of lasting power of attorney coercion. This is when an unscrupulous family member, friend or fraudster tries to force a vulnerable person into appointing them as a representative. This gives them the right to make decisions about their money and financial affairs, and even sell their property. In the UK: 38% of those surveyed by STEP said that instances of financial abuse have increased in the last two years 66% agree that safeguarding around lasting powers of attorney needs to be strengthened to better mitigate abuse 81% expect the demand for mental capacity advice to increase over the next five years. Emily Deane TEP, Head of Government Relations at STEP, said: "When people lose mental capacity, they are also at higher risk of financial abuse. Sadly, much of this abuse will go unnoticed and unreported." "While it is heartening that so many practitioners (83%) reported they are confident that they can recognise signs of financial abuse of a vulnerable person, the public need to be better informed about these risks." "We urge people to seek expert legal advice and appoint only the most trusted family members, friends and/or legal professionals to act as their representative should they lose mental capacity in the future." "Planning ahead means that people can help ensure their wishes are followed and will help reduce the risk of financial abuse." The report looked at growing mental incapacity issues among an increasingly ageing population. Cases of dementia are set to triple by 2050. In the UK alone, there are more than 900,000 people living with dementia and The Alzheimer’s Society estimates that this will rise to 1.6 million by 2040. Alzheimer’s Society Knowledge Services Manager, Jaina Engineer, said: "Currently, 900,000 people live with dementia in the UK. With this number set to rise, this report highlights the importance of planning ahead for a time when people may no longer be able to make decisions for themselves." "This report also shows the importance of a lasting power of attorney (LPA). The role of attorney carries huge responsibility, and sadly there is scope for abuse. It is vital that the attorney is someone the person trusts." "It’s encouraging to know so many professionals are able to spot the signs of financial abuse, but we welcome the report’s key reflection that more must be done to alert professionals and members of the public to signs of financial abuse; and the need for robust safeguarding frameworks." "We also welcome STEP’s aspiration to improve cross-border recognition of LPAs, which will benefit an increasing number of families whose assets are spread across different countries." "At Alzheimer’s Society, we strongly encourage everyone to plan for the future as soon as they’re able to after a dementia diagnosis, to ensure that their wishes are respected and they’re able to spend quality time with loved ones." The Loss of Mental Capacity report found that financial abuse is most prevalent when there is uncertainty about whether a person lacks mental capacity to make a decision (28%), or when a representative is exercising their authority on behalf of the person who no longer has capacity (48%). The report also raises concerns about: Lack of or inadequate monitoring of the vulnerable person’s representative (69%) Lack of public awareness, education or vigilance (58%) Lack of or inadequate systems in place by financial and other institutions to prevent fraud (48%). The report, Loss of Mental Capacity: A Global Perspective, can be downloaded here

Highlights vs. H1 2023 Revenue grew 13 percent to DKK 31.0 billion. Consumer sales grew 14 percent driven by demand for a strong and diverse portfolio. Market share grew as the LEGO Group continued to significantly outperform the toy market. Operating profit grew 26 percent to DKK 8.1 billion driven by strong top-line while spending on strategic initiatives increased as planned in H1. Net profit grew 16 percent to DKK 6.0 billion. Free cash flow was DKK 3.0 billion due to strong top-line performance while investments continued in building new factories and expanding facilities and offices. 30 percent of all resin purchased in H1 was certified mass balance , which translates to an estimated average of 22 percent material from renewable and recycled sources in the raw materials the company uses to make LEGO® bricks. The LEGO Group released earnings for the first half of 2024. The company delivered double-digit growth on the top- and bottom-line and significantly outpaced the toy industry, gaining market share. Top-line growth was driven by strong demand for its large and diverse portfolio, especially in Americas and Europe, and excellent execution in all markets. At the same time, the LEGO Group continued to increase spending on strategic initiatives to drive short- and long-term growth. Niels B Christiansen, CEO said: “We are very pleased with our strong performance in the first half. We delivered double-digit growth on the top- and bottom-line and made significant progress on increasing the amount of sustainable materials used in our products." “Our portfolio continues to be relevant for all ages and interests, and this is driving significant demand across markets. We used our solid financial foundation to further increase spending on strategic initiatives which will support growth now and in the future to enable us to bring learning through play to even more children.” In the first six months, the LEGO Group’s revenue increased by 13 percent to DKK 31.0 billion compared with DKK 27.4 billion in H1 2023. Consumer sales grew 14 percent, significantly outperforming the toy industry. Operating profit grew 26 percent versus H1 2023 to a record DKK 8.1 billion, while the company significantly increased spending on strategic initiatives such as sustainability, retail and digitalisation to support short- and long-term growth. The LEGO Group plans to further accelerate spending on these initiatives in the second half of the year. Net profit grew 16 percent to DKK 6.0 billion compared with DKK 5.1 billion in the first half of 2023. Cash flow from operating activities increased 60 percent to DKK 7.5 billion from DKK 4.7 billion in H1 2023. The company invested DKK 4.5 billion mainly in building new factories and expanding facilities and offices, up from DKK 3.6 billion in H1 2023. This resulted in free cash flow of DKK 3.0 billion against DKK 1.1 billion in H1 2023. Large and diverse portfolio for all ages and interests In the first six months, the LEGO Group launched around 300 new sets, which ensures the portfolio remains diverse and offers build experiences for fans of all ages and interests. Some of the top performing themes were a mix of homegrown and licensed themes such as LEGO® Icons, LEGO City and LEGO Technic™ as well as LEGO Star Wars™ and LEGO Harry Potter™. In the first half of the year, the company celebrated the anniversaries of some of its longest-standing and most popular themes including the 25th anniversary of LEGO Star Wars and 15 years of the fan-designed theme LEGO Ideas and gaming icon LEGO Minecraft®. The LEGO Group continued to expand LEGO play offerings on Fortnite with the launch of LEGO Islands, a series of kid and family-friendly experiences. It will bridge digital and physical play with the release of the first LEGO Fortnite® sets in October. Strategic initiatives to drive sustainable long-term growth Memorable brand experiences in retail: The LEGO Group continued to invest in its retail experiences in both its own and partner channels. In the first six months, the company opened 41 new stores including a store in Jakarta which is the largest in Southeast Asia. The company saw increased footfall in stores and exceptional shopper satisfaction scores in-store and online. Digital: The LEGO Group continues to make progress using technology and data to provide great brand experiences for kids, shoppers, retail partners, and colleagues. In the first half of the year, the company relaunched the LEGO Play app which replaces its ground-breaking LEGO Life app, the first social network for kids. Global supply chain network: The LEGO Group continued to expand its global supply chain and operations network to ensure production and distribution are close to its major markets. It opened a new European Regional Distribution Centre in Belgium and continued construction of two new factories in Vietnam and Virginia, USA, which will open in 2025 and 2027 respectively. It also continued to expand capacity at its existing factories in Mexico, Hungary and China. Building a sustainable future The LEGO Group continued to increase the amount of resin purchased from sustainable sources certified under the mass balance principle. By doing this, the company aims to help accelerate the industry’s transition to more sustainable, high-quality materials. In H1, 30 percent of all resin purchased was certified mass balance, which translates to an estimated average of 22 percent material from renewable and recycled sources. This is a significant increase from 2023, when for the full year, 18 percent was certified mass balance which equated to 12 percent sustainable sources. Over the coming years, the company aims to purchase more than half of its raw materials from sustainable sources via the mass balance principle and, by doing so, reducing its use of virgin fossil materials. The company increased focus on activity to reduce greenhouse gas emissions. These included launching a new Supplier Sustainability Programme which requires suppliers to set targets to reduce emissions by 2026, and further by 2028, and an annual carbon emissions reduction KPI linked to employee bonuses. Additionally, the company expanded its LEGO brick takeback programme, LEGO Replay, to the UK and continued to pilot models in the USA and Europe. Celebrated first International Day of Play The LEGO Group welcomed the UN General Assembly’s decision to adopt an International Day of Play, which was celebrated for the first time on June 11, 2024. Niels B Christiansen said: “We are proud to have played a role in this important development to put play on the agenda for kids everywhere. More than ever, children need play. Play is universal and taps into their natural enthusiasm and curiosity to learn, helping them to develop essential life skills.”

Multi award winning UK commercial and office cleaning company Cleanology has promoted Kate Lovell to take on an influential new director level role. Kate, who joined Cleanology as Head of Marketing two years ago, and who was recently promoted to Marketing Director, has been appointed as Cleanology’s first ever ESG Director (Environmental, Social and Governance). The talented marketeer will now play a pivotal role spearheading Cleanology’s drive to maintain its position as a market leading business with outstanding sustainability and social impact credentials. “Heading up Cleanology’s push to be a champion of sustainability is a privilege and one of my most treasured career highlights,” enthused Kate. “Sustainability is a subject close to my heart and is hugely important to our customers. We acknowledge that our impact extends beyond delivering exceptional cleaning services to fostering a positive influence on our community, ensuring fair treatment of our staff, and promoting sustainability and inclusivity”. This summer Cleanology has been awarded The Planet Mark sustainability certification while later this year it is set to be certified as carbon neutral. It has also been working with one of its sustainability partners, which aims to make a positive social and environmental impact through tree planting by Armed Forces veterans, assisting them on a pathway to meaningful employment. Kate’s full in-tray will include steering Cleanology towards B-Corp status and achieving Eco Vadis medals that demonstrate a strong management system that addresses sustainability criteria and meeting Scope 3 emissions targets, which occur in a company’s value chain. Cleanology is also aiming to be Net Zero by 2035 which will also entail meeting strict sustainability criteria. Cleanology CEO and Co-Founder Dominic Ponniah has joined the international ISSA (International Sanitary Supply Association) Sustainability Committee, with the goal of driving the family-owned company’s sustainability vision not just in the UK, but across the globe. “We focus our effort on areas which achieve the greatest environmental impact, being thefirst to market in several key areas with the hope that our environmental innovations will become industry norms,” explained Dominic. “We are proud that 45% of clients choose Cleanology for our sustainability record. We don’t see any value in partnering with companies unless they are like-minded and similarly ambitious on sustainability. I am so excited that Kate has agreed to take on this hugely important new role and look forward to supporting her on our ambitious sustainability journey.” Cleanology has been demonstrating a commitment to sustainability for some time. It has been a pioneer in eco-friendly initiatives such as being the first in Europe to introduce portion-controlled biological cleaning sachets as well as being the first cleaning company in the UK to issue staff uniforms made from recycled plastic bottles. These schemes have resulted in saving 46,800 litres of cleaning solution and 62,400 plastic bottles annually. Furthermore, the introduction of uniforms made from recycled plastic bottles prevents 7,000bottles from entering landfill each year. From June 2023 to July 2024 Cleanology saved 143,648 pieces of plastic from being used, marking an impressive 78% increase from the previous year. Cleanology also prioritises fair pay and employee well-being, ensuring 99% of its employees receive the Real Living Wage, a massive increase from just 18% in 2017. Cleanology has also invested in a fully electric van fleet at its London headquarters in Vauxhall, south west London. This saves 5,000 litres of diesel per year – equivalent to 13.5tonnes of CO2. There is no road tax or London congestion charge to pay, which saves £8,500 per vehicle, and a £51,000-a-year cost reduction overall. All energy used to power the Head Office is from 100% sustainable sources – including 48% wind, solar 24%, 16% bioenergy and 12% hydro. In October, Cleanology will be bidding to win the Sustainability – Best Practice (Service Provider) category at the 2024 European Cleaning and Hygiene Awards in Lisbon, the same award it won last year in Dublin. Last year Cleanology picked up six national and international trophies for its contribution to the cleaning sector and its approach to sustainability. Additionally, Cleanology has won the Best Small to Medium Business award at the Lloyd's Bank British Excellence Awards for its strong ESG successes and credentials. We are also proud to be finalists for the Diversity in the Workplace award at the European Cleaning and Hygiene Awards, further underscoring our commitment to fostering an inclusive and diverse working environment.

Leading glass packaging company, Croxsons, will be showcasing its innovative packaging at this year’s London Packaging Week on 11 & 12 September 2024, at ExCeL London. The company is exhibiting on stand G44. Utilising an updated stand design, inspired by their Sutton headquarters, the Croxsons' display will feature bar shelving to replicate the centrepiece of its office, providing visitors with a first hand look at its comprehensive range of products and services. In addition to an improved range of closures, comprising standard twist-offs and crown corks to bespoke printed options, the company is set to display a wide range of products, including recent work for Gordon Ramsay Gin from Eden Mill, Thatchers Cider, Dead Man’s Fingers and other special projects. Members of Croxsons’ sales team will be on hand throughout the show to assist with visitor enquiries. In anticipation of the event, Croxsons’ CEO, Tim Croxson, said: “We are excited to bring a slice of our Sutton headquarters to London Packaging Week. This year’s stand reflects not just our product offerings but our commitment to connecting with our customers in a way that resonates with our company’s heritage and forward-thinking approach.” He also emphasised Croxsons' dedication to sustainability, emphasising its importance as being "central to our operations" as they aim to lead the glass packaging industry towards a more environmentally responsible future. For more information on Croxsons, visit here .

International logistics company Gebrüder Weiss welcomes a new cohort of apprentices, with 110 individuals in their early career starting their training across Austria, Germany, and Switzerland. It is encouraging to see that the number of apprentices has stayed more or less the same (2023: 105). Most of the apprenticeship places available have been filled, while a further 20 could still be taken up during the course of the year. Monika Mandl, Head of Human Resources Development at Gebrüder Weiss explains: “We offer these young men and women a stimulating educational experience that not only enables them to familiarize themselves with the basic principles of the transport and logistics industry, but also gives them plenty of impetus to spur them on in their careers." “As well as teaching them specialist knowledge, our aim is to support these apprentices in their personal development and help to uncover and explore hidden potential.” The company supports professional development in a number of ways, including through targeted efforts to encourage trainees to participate in apprentice and vocational competitions. Up-and-coming logistics experts have taken advantage of these opportunities in years past with very positive results. In 2024, one freight forwarding apprentice from Gebrüder Weiss Austria became the only representative from her specialist area to qualify for the prestigious WorldSkills international competition for professionals, which will take place in Lyon, France, this fall. Gebrüder Weiss offers its apprentices opportunities beyond just training. By working their way through various departments, they gain well-rounded insights into the different areas of activity in the logistics sector and benefit from the knowledge of more experienced colleagues. They can also use the extensive range of internal continuing education courses available. “There are so many options for ambitious apprentices to enjoy a successful career at Gebrüder Weiss after completing their training,” says Mandl. Overall, Gebrüder Weiss employs 326 apprentices at 41 locations in Austria, Germany, and Switzerland, and around 40 percent are women. Another 26 young people are also currently training with the company in Bulgaria and Serbia. In Austria, the logistics company also offers a shortened training program through its “Duale Akademie” (“Dual Academy”) for trainees who have already completed a secondary school and want to pursue a career as a freight forwarding agent or a company logistics agent.

St Austell Brewery - the south west’s leading independent brewer and pub operator - is acquiring The Bell at Broadway near Ilminster. The Bell at Broadway is a recently refurbished 17th Century Inn three miles outside of Ilminster, in the picturesque village of Broadway. The popular village pub, which boasts a bar, restaurant, wood-fired pizza oven, beer garden and six en-suite guest bedrooms, will join St Austell Brewery’s estate of 122 leased and tenanted pubs located across the west country. The 380 year old pub, which is the oldest in its area, is being sold by local businessman Robert Doak, who carried out a major renovation at The Bell in 2018 and has built a strong reputation for excellent food and warm hospitality. This latest acquisition is part of a clear growth strategy for the 173-year-old business, which alongside its tenanted estate also directly manages 44 pubs across the south west and brews award-winning beers including Tribute pale ale, Proper Job IPA and korev lager. Kevin Georgel, Chief Executive, St Austell Brewery said: “We are committed to growing our pub estate through acquiring pubs that fit our ethos of quality experiences, and as such we are delighted to be acquiring The Bell at Broadway. It is a fantastic pub at the heart of its community with an excellent reputation and loyal following - a perfect match for us." “Robert and his team at The Bell have done a tremendous job building an authentic, community pub and we are looking forward to continuing this great work with the team. We are now searching for the ideal business partner to run The Bell and will be working with Robert to ensure a smooth handover for the team and customers.” Commenting on the sale, Robert Doak, who has owned The Bell for seven years, said: “It was a difficult decision to let the pub go, but I am excited for its future, safe in the knowledge that St Austell Brewery recognises all that has been done to develop the reputation of the pub. We have worked hard to create the best pub we can, and certainly had some fun on the way!" “Having had a close working relationship with St Austell since we opened, they were the only people we felt comfortable selling to, despite numerous advances over time. St Austell are an independent, local company, which genuinely shares our values and is committed to continuing to run a high-quality and community-focussed village pub. I wish them all the best and look forward to giving them our ongoing support from the other side of the bar!”

The adage ‘shirtsleeves to shirtsleeves in three generations’ is often quoted as encapsulating the recurring cycle observed in many family-owned businesses: the founder builds a company from modest beginnings, the second generation expands and consolidates, and the third generation often sees a decline or dissolution. This phenomenon, though not universal, has deep roots and manifests in various ways across the globe. Exploring this concept offers insight into the dynamics of family businesses and the broader economic and social factors at play but there is a growing movement that is beginning to question the relevance of the adage in the 21st century. The Rise Of The Founder The first generation of a family business is often characterised by the founder’s relentless drive and vision. These entrepreneurs start with little more than ambition and a keen sense of opportunity. Their success usually results from a combination of innovation, risk-taking, and sheer hard work. Examples abound, from Andrew Carnegie’s steel empire in the United States to Li Ka-Shing’s diversified conglomerate in Hong Kong. In these early stages, the business is highly personal, with the founder’s values and personality shaping its culture and operations. Decisions are made intuitively, and the company’s growth is closely tied to the founder’s personal efforts and relationships. Expansion And Consolidation By The Second Generation The second generation inherits a growing enterprise, one that often has established systems, processes, and market presence. This generation faces the dual challenge of maintaining the founder’s legacy while steering the company towards modern practices and broader markets. Success in this phase requires not just the continuation of the founder’s vision but also the adaptation to new business realities and the integration of professional management practices. This generation might expand the business into new territories or diversify into different sectors. For instance, the Walton family saw the transformation of Walmart from a regional discount store to a global retail giant. Alternatively, the second generation might focus on consolidating and optimising the business’s core operations, as seen with the BMW Group under the Quandt family’s leadership in Germany. Challenges And Decline In The Third Generation The third generation often confronts a different set of challenges. The original entrepreneurial spirit may wane, and the family’s involvement might become more about preserving wealth than driving innovation. This generation might struggle with internal conflicts, succession issues, or a disconnect from the original values and vision. In some cases, the business faces difficulties adapting to changing market conditions or technological advancements. The disconnect between the family’s legacy and contemporary business practices can lead to stagnation with businesses that are now in their third generation struggling to remain relevant and reinvent themselves despite their significant historical legacy. Global Perspectives And Variations The ‘shirtsleeves to shirtsleeves’ pattern is not uniform across all cultures or regions. For instance, in some East Asian cultures, family businesses often emphasise the importance of maintaining harmony and continuity, which can lead to more sustainable succession plans. Conversely, Western businesses might experience more pronounced generational shifts due to differing approaches to innovation and management. In Japan, family businesses, known as ‘shōten’ often have centuries-old histories and may survive beyond the third generation by adhering to traditional values and practices. In contrast, in rapidly changing markets like India and China, newer family businesses may face more abrupt cycles of growth and decline due to the fast-paced economic environment and evolving consumer preferences. Furthermore, the adage of ‘shirtsleeves to shirtsleeves’ is used to qualify the number of businesses managing to survive beyond the third generation but fails to take into account commercial business decisions where the cause is a business sale or merger because the family no longer have a next generation to take on the business, or where they do have a next generation they lack the desire or ability to take it on and the cessation of the journey is the only or right thing to do. The adage ‘shirtsleeves to shirtsleeves in three generations’ may reflect some of the broader challenges inherent in family businesses worldwide but there is a growing voice that suggests not everyone believes that is really relevant today. While many enterprises follow this cyclical pattern, others find ways to adapt, innovate, and thrive across generations and there are plenty of examples around the world of family businesses that have survived long past the third generation. The interplay between tradition and modernity, personal vision and professional management and numerous other factors play a critical role in determining the longevity and success of family-run businesses. Understanding these dynamics offers valuable lessons for both aspiring entrepreneurs and established family enterprises seeking to navigate the complexities of generational transition.

Family Business United are delighted to launch a new podcast for the family business community called LEGACY. Founder and CEO of Family Business United has teamed up with Sam Greaves, fourth generation Managing Director of Cleenol Group, to provide a platform for family business leaders to share this stories, the ups and downs of their journeys and to provide inspiration to others. As Paul explains, "We have been working on the first series of the podcast for a while and are delighted with the way the series has come together. We have interviewed some inspirational individuals who have shared their insights on all manner of topics including imposter syndrome, succession planning, stepping in at a time of crisis, the importance of wellbeing, legacy, plans for the future and a whole lot more besides." "There really are some incredible experiences that will resonate with other family business leaders who may well have been through or are experiencing similar challenges too." As Sam adds, "As a family business leader myself I love hearing the experiences of others as it helps me to put into perspective my journey too. Each and every guest has shared some great insights with us and it has been a pleasure interviewing them all. The first series includes a wide range of individuals from diverse sectors and backgrounds but it is really interesting to me how some of the challenges transcend generations and sectors." As Sam adds, "Family businesses are so important to the national economy and make such a difference each and every day but it can be lonely at the top." "This podcast is all about the experience, making others aware of ways to address challenges and if nothing more, to share the fact that others may have the same thoughts and feelings as you are experiencing, and hopefully providing insights that may start a conversation too." The first episode features Bernie Matthews, Managing Director of Matthews Cotswold Flour, the eight generation to take the helm of a business that has been operating for over 200 years. As Bertie explains, "I joined at a pivotal moment for our family firm and joined a fight for survival, transforming the business into the operation it is today." "The journey was not easy but with a plan, motivation and desire to succeed, we are now set on a journey that will hopefully see the business continue for generations to come." LEGACY - The Family Business Podcast is available on numerous platforms including Spotify, Apple, Anchor and You Tube and can be watched or listened to on your platform of choice. Find out more here Further episodes will be shared in due course so do subscribe and follow the podcast so as not to miss future issues. As Paul concludes, "We are really excited about the journey that we are on with the podcast and would love to hear from anyone else working in a family business with a story to share." "It is all about the people that make family businesses what they are today and we really hope that LEGACY, The Family Business Podcast hits the mark."

According to the LinkedIn 2023 Global Green Skills Report, one-third of all jobs advertised in the UK required at least one ‘green skill’. This refers to skills that may be needed to develop and support a sustainable, resource-efficient society. It includes climate action planning, conservation, and sustainable design. At present, only one in eight British workers possess green skills, with the UK lagging behind several other major economies, including Germany and France. With skills gaps widening between employers’ requirements and available talent, recruitment software experts, Occupop , examine how employers can tackle the issue and future-proof their businesses for years to come. A Looming Crisis? From renewable energy to eco-friendly technologies, the call for professionals with green skills reverberates across industries. However, the talent supply is currently insufficient to meet demand. Most alarmingly, this is how the UK compares to its European counterparts. In the wind energy sector, if Britain performed as well as Denmark, it could create an additional 98,000 jobs. The Green Transformation Ahead The UK’s Net Zero by 2050 strategy will be extended far beyond lofty policy statements and involve tangible, on-the-ground changes. Consider the following: Infrastructure Overhaul: Thousands of miles of cables must be integrated into the national grid. Electric car battery factories need construction. Heat pumps must be installed. Wind, solar and other renewable energy farms will need expansion. Certified Welders and Engineers: Experts warn of a “critical shortage” of certified welders and electrical engineers. These skilled workers are the backbone of our green future, yet their scarcity threatens progress. Net Zero Ambitions: The UK aims to create a net zero carbon footprint by 2050. Achieving this goal hinges on a workforce equipped with green expertise. How Can Family Businesses Plug The Gaps? While the scale of the task may appear daunting, savvy green skills recruitment will bring economic opportunities for businesses. David Banaghan, Interim CEO at Occupop explains: “The Institute for Public Policy Research (IPPR) estimates that the transition to a green economy could generate as many as 1.6 million new jobs. This potential job boom is both an economic opportunity and a prerequisite for achieving net-zero targets." “To thrive in a sustainable future, companies should invest in upskilling their workforce and nurturing talent with expertise in environmental practices. Additionally, they can leverage technology to level up their recruitment processes.” Here are some things to consider: Training and Upskilling Companies must proactively invest in training programs that equip existing employees with green skills. Apprenticeships, vocational courses, and certifications can bridge the gap and empower workers to contribute effectively to sustainability initiatives. Collaborate with Educational Institutions Partner with universities, colleges and vocational schools to design a curriculum that aligns with industry needs. Encourage students to pursue green careers by highlighting their opportunities and impact. Embrace Technology Harness the power of technology to meet your recruitment challenges head-on. David at Occupop said: “AI-driven recruitment platforms such as applicant tracking software (ATS) can help identify and attract candidates with the necessary green skills for your business." “ATS can provide efficient sourcing and screening, customised job postings, automated workflows and effective collaboration among hiring teams – all essential processes in plugging green skills gaps.” Promote Diversity and Inclusion Address social class, background, and gender disparities. A diverse workforce brings fresh perspectives and can accelerate innovation. Create pathways for underrepresented groups to access green training and employment. Digitised recruitment software can help you do this, eliminating any unconscious bias. Government Support and Policy Alignment Advocate for policies that incentivise green skills development. Engage with policymakers, if possible, to ensure funding for vocational training and apprenticeships. As the country transitions towards net zero, green skills are likely to continue to be one of the defining recruitment trends of the future. Family businesses that invest in their workforce’s green capabilities today will reap the rewards of a sustainable tomorrow.

Family Business United is delighted to announce that nominations are now open for the prestigious, National Family Business of the Year Awards 2025. As Paul Andrews, Founder and CEO of Family Business United, organisers of these awards since 2012 explains, "These awards are the only national awards for the family business sector and really do shine a spotlight on family firms the length and breadth of the country." "Family firms of all sizes, generations and sectors come together to recognise the very best of British family firms with regional and sector categories up for grabs, as well as a people's choice that is always hotly contested and voted for by the public, and national titles in areas such as innovation, societal impact, community involvement and sustainability." "We also recognise the 'ones to watch' and crown a Small Family Business of the Year too." "And at the end of the night there is also a Supreme Champion and somebody will take home the crown that currently resides with Bagnalls, the specialist painting contractor founded in 1875 in Yorkshire." "Each year we uncover some incredible family firms, young and old, all of whom deserve recognition for what they do. Family firms are the engine room of the UK economy and deserve their moment in the spotlight." "It is always an absolute privilege to bring the national family business community together and to see the sheer delight on the faces of the winners too. We look forward to announcing the winners of the 2025 Family Business of the Year Awards in due course," concludes Paul. Entry is free and simple using the online form below with shortlists announced in January 2025, full submissions due by the end of March 2025 and the announcement of the winners at a gala reception in London in June 2025. If you would like to know more about the awards and how to get involved do not hesitate to get in touch but in the meantime enter your family business or nominate a family business who you believe is worthy of recognition and it could be the start of a journey to becoming a winner in June next year!

Four former employees were treated to a VIP visit to JCB to mark the 60th anniversary of their recruitment as the company’s first ever apprentices. A total of nine 15-year-old boys started as Craft Apprentices at the Rocester plant in 1964 and yesterday four of them - Chris Carnwell, Nigel Heinich, Mick Higgs, and Keith Hepden - retraced their footsteps to the factory to mark the diamond anniversary of the JCB apprenticeship programme. They were welcomed by JCB Chairman Anthony Bamford, who also started work at JCB in 1964. The quartet were trailblazers for JCB’s apprenticeship scheme, which currently has around 300 apprentices on scheme and in the last 12 years alone has seen JCB recruit 1,500 apprentices. When they started work, they were earning £3 a week. During their visit they were given a tour of the Story of JCB exhibition, met some of JCB’s newest apprentices and were given a special VIP lunch. Lord Bamford, who served an engineering apprenticeship in France before joining JCB in 1964, said: “The recruitment of our first apprentices 60 years ago laid very firm foundations for the future. We have recruited hundreds of apprentices since those early days and many of them have gone on to senior positions in the company. It really is a fantastic way to start a career.” Chris Carnwell, now 75, of Tean, near Cheadle, Staffordshire, retired from JCB in 2008 after nearly 45 years with the company. He qualified as a tool maker after his apprenticeship and ended his career as a senior engineer. He said: “When I was at school, I was always very good at woodwork and metalwork and used to come top of the class in that field. I wanted to do something to use those practical skills and enquired about getting a position at JCB which, in 1964, was still an up-and-coming company. I had two interviews and was lucky enough to be selected for an apprenticeship along with two others, Billy Brighouse, and John Millward." "I’m very proud of the fact that my apprenticeship indentures were signed by JCB’s founder Joseph Cyril Bamford and I still have them to this day. My apprenticeship really was superb and set me up for life.” Six other apprentices then joined JCB throughout 1964: John Smith, Mick Higgs, Geoff Mellor, Keith Hepden, Don Rushton, and Nigel Heinich. Nigel, 75, of Uttoxeter, joined JCB on August 31st, 1964 said: “Mr Bamford was very proud of that first apprentice intake and he paid particular interest in our progress. For most of us, out of our first wage packet, we had to buy our first pair of steel-capped, toe-tector boots, which we had to wear in the college workshops or the factory. To identify that we were apprentices, we all had to wear white overalls emblazoned with a large red JCB logo on the back, with another on the pocket. I also remember were given a book of one-shilling daily tickets (five pence in today’s money) towards our canteen lunch. This covered half the cost of a main course and a pudding. I went on to work for JCB for more than 35 years in many different roles including service technical clerk, training instructor, service supervisor. Sixty years on, it’s a route I’d highly recommend any young person to follow. It sets you up for life.” Mick Higgs, 75, of Wetley Rocks, Stoke-on-Trent, went on to work for JCB 38 years and rose to the position of Director and worked for several years for JCB in India. He said: “Starting an apprenticeship at JCB really did lay some fantastic foundations for my career and opened up a world of opportunity for me including working for the company in both India and Germany." "Apprenticeships are a route I would recommend to any young person without any hesitation.” Keith Hepden, 75, of Foxt, near Cheadle, said: “When I started work at JCB there were around 500 people working there and we all knew one another." "One of my favourite memories of those early days was actually a time when I was off ill and my mother spotted Mr JCB’s Cadillac coming up the drive and it turned out to be one of the company’s chauffeurs delivering my wages which were paid in cash those days!”