Lucy Maidman from Store & Secure in Hamworthy, Poole, cools off on the hottest day of the year. With temperatures expected to soar to 90 degrees Fahrenheit (35C), Lucy Maidman from Store & Secure takes a break on the business’s giant deckchair. The company is the area’s brightest storage firm and the family business has gone from strength to strength since opening the giant facility, Joyce House. Lucy said: “When parents come to use our facility their children love sitting in the chair.”

Perdue Farms has awarded a $10,000 grant to Salisbury Urban Ministries in Salisbury, Maryland through the Franklin P. and Arthur W. Perdue Foundation as part of its commitment to improve the quality of life in its communities. The funding will enable children to attend the Richard A. Henson Family YMCA summer camp in Salisbury by covering their tuition, meals, and transportation fees, ensuring that those enrolled have access to enriching experiences and activities. Additionally, the funding will be used to upgrade the network technology at the nonprofit, enhancing the children’s learning opportunities through new educational tools. The donation from Perdue’s charitable giving partner is part of the company’s Delivering Hope to Our Neighbors® outreach to improve quality of life and build strong communities. Since 1992, Salisbury Urban Ministries has provided programs that serve and minister to the needs of materially impoverished people in our community. The nonprofit organization supports 190 children by providing a Kid’s Café, their after-school and summer program, clothing, meals, transportation, and camp enrollment at no expense. Executive Director Debbie Donaway said the organization provides wrap around services. Though the nonprofit does not provide shelter, she never turns away those who are looking for housing without giving them resources within the area and additional community service information. Salisbury Urban Ministries has extended its services on Saturdays to adults, children, and families through a partnership with Grace Methodist Church, which operates God’s Kitchen, a program providing nutritious meals for the homeless and impoverished. “All the things I’ve done in my lifetime from raising chickens and children, facility management, working with dementia adults and assisting other nonprofit organizations has blindly prepared me for this role. Serving the community feels natural, that’s what makes me passionate about working here,” she said. Kim Nechay, executive director of the Perdue Foundation said: “Salisbury Urban Ministries has a strong history of serving others and we share in their commitment to make a difference in our community. We’re proud to continue our support for this meaningful programming through this grant.”

Within the confines of family businesses, the composition of the board plays a pivotal role in shaping the trajectory of success. In recent years, the focus has switched to board composition and diversity for all businesses and it is a topic of conversation that is on the agenda for family business boards too. We asked our Global Family Business Think Tank Panel if they thought that family business boards are sufficiently diverse in their composition. The results: Our panel have highlighted that board composition and diversity are on the family business agenda but that family business boards are not yet as diverse as they could be. Whilst things are changing, there is plenty of room for more change in order for more family firms to benefit from having different perspectives and insights on their boards, helping set their path for further resilient and sustainable growth. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES:  “There is not enough gender diversity or generational diversity on boards. Increasingly, having the voice of the next generation on the board will be important.” Andrew Keyt CEO, Generation6 Family Enterprise Advisors “I believe more and more families are recognising the need to create a diverse board. Some are in the process of doing so, quite a few are actively working on it, and many have yet to begin. Another complexity for family businesses is not only inviting diversity but also leveraging new perspectives to create new possibilities in the family, the business and the community.” Sunil Soni Family Business Advisor, IFBN Consultants “There is a need to understand that diversity could be across and outside family ties, professional competencies and jurisdictions.” Mercy Edukugho-Aminah Director, Fiduciary Services Ltd "Boardroom diversity is a common blind-spot for families because even when they do bring in external people, they often default to the family lawyer and/or the family accountant rather than somebody genuinely independent. Having outside input on the board is essential to raise all voices, mitigate the ‘kitchen table’ dynamics in the room and to help avoid ‘group think’ as well.” David Werdiger Managing Director, Nathanson Pearson Pty Ltd “While progress has been made, I believe there is still room for improvement in terms of diversity within family business boards. Historically, family business boards have been more homogeneous, often consisting of family members or individuals closely connected to the family. However, there is a growing recognition of the benefits of diversity in the boardroom, including diverse perspectives, experiences and expertise. Efforts to promote diversity in family business boards, such as actively seeking non-family board members is on the rise. This trend is encouraging as it can lead to more robust decision-making and governance processes, ultimately contributing to the long-term success of family businesses.” Tsitsi Mutendi Co-Founder Nhaka Legacy and African Family Firms   “It is getting better but boards would benefit from more diversity. Many boards are composed of senior family management, which results in minimal diversity of thought from the regular meetings of the senior management team. Boards are more valuable when there is a mixture of senior leadership coupled with independent external participants.” George A Isaac Founder & Managing Partner, GAI Capital Ltd “Family businesses are more prone to nepotism and family hiring based on privilege rather than merit, and there is a lack of diversity and inclusion for other non-family members to grow and thrive.” Fabiola Quin CEO & Founder, Family Thrive Consultancy “More diversity is required to increase performance, as much academic research confirms. This is particularly urgent in countries like Italy.” Salvatore Sciascia Professor, Cattaneo University “I believe that the size of the family business has a bearing on the awareness of the benefit of diverse opinions in the boardroom. Recognition of that belief has a long way to go. In addition, leadership development in certain industry verticals as well as through family generational engagement programmes will need to bear fruit to provide qualified candidates, in order to provide a larger pool of qualified diverse candidates.” Charlie Leichtweis Founder & Managing Director, Experts in How LLC "We are beginning to see more headhunters and recruiters with a better understanding of family businesses and recognising the importance of candidates understanding and having experience of working in a family business. Far too often, family businesses make the mistake of recruiting a board member who has been very successful in the ‘corporate world’ but fails to understand family businesses and the socio-economic wealth that usually comes with them.” “Family business’ are helping move the benchmark for diversity in family business boardrooms. As advisers, I think we have a role to help family businesses recognise the importance of experience, understanding and clarity around the role of a board member and the need for different skill sets in the boardroom to ensure that there is diversity with different perspectives heard too.” Kirsty Ross Family Business Director, Turcan Connell “Families tend to have an inherent bias when composing boards.” Kim Schneider-Malek Founder and President, Family Enterprise Alliance “While family businesses are ahead of their non-family counterparts in terms of diverse boards, more progress can be made.” Joseph Astrachan Generation6 Family Enterprise Advisors Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

The dynamic landscape of family businesses worldwide is seeing a growing acceptance of women leaders at the helm. As societies evolve and perceptions change, the once-prevailing norms are giving way to a more inclusive and diverse leadership paradigm, with women playing increasingly pivotal roles in steering family businesses towards success. We asked our Global Family Business Think Tank Panel if they thought that we would see more family business leaders in the next few years. The results: Our panel were universally in agreement that the future of family business management and leadership is changing and that we will undoubtedly see more women family business leaders in the next few years. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “We will and do need to see more and more women gain greater confidence and speak up about their desires to take on leadership roles in their businesses. They have the talent and the skills that are essential to help balance family and business dynamics.”  Jean Santos President, Business Consulting Resources “In South Africa, especially among family farmers, daughters are not empowered to the extent that the firstborn sons are empowered as successors.” Andre Diederichs CEO, Family Business Association of South Africa “Despite years of work changing attitudes, things are still not changing fast enough and it still seems more likely that women become successful in spite of everything that is set against them. It seems to me that a sea change in attitudes is still needed to bring more of the talent to the family board that is evident in women successors. Strategies that recognise the specific challenges of women in business are needed to make the environment more even.” Nick Mayhew Managing Director, Alembic Strategy “Overall women will more widely take on leadership positions in the coming years. It would be silly to ignore half of the next generation of family leadership potential and for sure, a much higher degree of female leadership will result from the rapid reduction of bias and prejudice.” Jasper Brinkerink Lecturer in Entrepreneurship & Innovation, University of Edinburgh   “There is a growing body of research supporting the female rising generation taking more of an active role in family succession and influencing the generation strategy of family enterprises. Since the 1990’s we have seen a rise in education equality, recognition within the family leadership structure and commitment to the longevity of the family enterprise across the globe.” Richard Boyce Executive Director, BOYCE Family Office “As researchers like Eddleston and Sabil (1999) have noted, women are becoming more visible in family firms. Women will continue to ascend to more leadership roles in both family and non-family organisations.” Josh Daspit Associate Professor & Dean Paul R. Gowens Excellence Professor in Business, Texas State University “As more wealth passes directly to women, and women are increasingly engaged in the overall workforce, it would follow that more family firms will embrace gender diversity.” Torri Hawley Director of Client Experience, Tamarind Learning “Many families are moving away from the default assumption that the eldest male should be the leader and are assessing candidates based on their qualifications.” Josh Baron Senior Lecturer, Harvard Business School “I am increasingly seeing female leaders coming to the fore and what is especially exciting is seeing those female leaders working in historically male-dominated sectors.” Beverley Mitchell Founder & Director, Beverley Mitchell Consulting “Without resorting to leaning on stereotypical generalisations, different people will bring different personalities and qualities to the board no matter their gender identity. These differences will influence every aspect and decision made by the family business.” Charlotte Tong Partner, Goodman Jones LLP “Research suggests that women are increasingly taking on leadership roles in family businesses, across most sectors and many countries globally. This trend looks set to continue.” Claire Seaman Emeritus Professor of Family Business, Queen Margaret University “As demographic shifts unfold globally, the inevitability of witnessing a surge in women family business leaders looks set to become more pronounced. Failing to acknowledge and harness the potential of half the population would be a strategic oversight. Embracing women in leadership fosters a richer pool of skills, enhances decision-making and ensures a more comprehensive understanding of the diverse dynamics shaping the contemporary business environment. In essence, the future success and sustainability of family businesses hinges on recognising and harnessing the untapped potential that women leaders bring to the forefront.” Nupur Pavan Bang Academic Director, Thomas Schmidheiny Centre for Family Business, Indian School of Business “Seeing more women family business leaders has been a trend for several years and there is no reason why female participation rates in leadership positions should not increase. Many of the historical and cultural objections are falling by the wayside so now it is more of a matter of demographics.” David Werdiger Managing Director, Nathanson Pearson Pty Ltd "The trajectory for increased representation of women in family business leadership seems promising. With evolving perspectives on gender roles and growing recognition of diverse talents, it’s likely we will witness a rise in women family business leaders over the next few years.” David Krajicek Founder, Family Business Hub Ltd   “It is evident that there is a growing trend towards greater inclusion of women in leadership roles across various industries, including within family businesses. Factors such as changing societal norms, increased access to education and opportunities, and a shift in traditional gender roles are contributing to this trend.” “Moreover, many family businesses are recognising the value of diversity and the unique perspectives that women leaders bring to the table." " As a result, there is a concerted effort to create more inclusive environments and to provide support for women to take on leadership positions within family businesses. Additionally, the next generation of family business leaders is often more open to diversity and inclusivity, which bodes well for the possibility of seeing more women in leadership roles in the coming years.” Tsitsi Mutendi Co-Founder, Nhaka Legacy and African Family Firms Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

Governments and policy makers play a crucial role in fostering the growth and sustainability of family businesses, recognising their significant contribution to economies worldwide. Understanding the unique dynamics of family businesses is imperative for policy makers, as these enterprises often operate on distinctive principles, combining familial ties with business interests. Supporting family businesses goes beyond traditional economic policies; it involves acknowledging the intricate interplay of family dynamics, succession planning, and long-term sustainability, and the very nature of family firms and often their underlying desire to be stewards of these businesses for generations to come. By comprehending the family business model, governments can tailor policies that address specific challenges, encourage generational continuity, and create an environment conducive to the flourishing of these enterprises, ultimately contributing to overall economic resilience and community development. We asked our Global Family Business Think Tank Panel if they thought governments and policy makers do enough to support the family business sector. The results: Clearly, more needs to be done in this area to unite the world of family business with the world of policy making. Some countries are further down the road than others but the findings from the panel are clear – this area is very much a work in progress and many think the journey has yet to really begin. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “I do not think that governments do enough to support family businesses. Firstly, there is a lack of tailored policies that address the unique challenges faced by family businesses. Secondly, access to funding and resources often seems disproportionately favouring larger organisations. Lastly, navigating regulatory complexities remains a burden for many family-owned enterprises, indicating a need for more streamlined support.” Jeremy Stevenson Managing Partner, iBridge Global Partners “We need to think beyond taxation. Family businesses need support for the management of their digital and sustainability journey. Knowledge transfer, less bureaucracy, access to funding and innovation centres need to be the focus of government support.” Peter Englisch PwC Global Family Business Leader and IMD Executive In Residence “The level of government support for the family business sector varies across different regions and countries. While some governments have implemented policies and initiatives to specifically support family businesses, others may not have dedicated measures in place. In many cases, family businesses face unique challenges, such as succession planning, access to finance and regulatory compliance. Therefore, tailored support from governments and policy makers can play a crucial role in fostering the growth and sustainability of family businesses.” “Collaborative efforts between family business associations, policy makers and government agencies can lead to the development of more effective and targeted support mechanisms for the family business sector. Whilst there are instances of government support for family businesses, ongoing dialogue and collaboration between family business stakeholders and policy makers is essential to ensure that the sector receives the necessary support to thrive and contribute to economic growth and development opportunities.” Tsitsi Mutendi Co-Founder Nhaka Legacy and African Family Firms “In general, governments do not allocate enough resources to encourage the sustainability and continuity of family businesses. Family businesses should work closely with governments to advocate changes that will be of mutual benefit to a country, its citizens and the family businesses which represent the largest percentage of companies worldwide.” Lina Chehab Shareholder & Chief Governance Officer, Chehab Brothers SAL “I believe that family business have not yet been identified as a distinct sector in the family business community, and as a result, policies are not specifically designed to acknowledge their complexities.” Sunil Soni Family Business Advisor, IFBN Consultants “Some governments are taking advanced steps to identify and provide platforms for managing some family business challenges. However, it is still the exception.” Adib Rashid Executive Director, Dubai Centre For Family Business Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

With 99 percent of carbon emissions coming from outside the company’s operations, the LEGO Group’s suppliers play a key role in achieving sustainability targets. The new Supplier Sustainability Programme outlines near term targets suppliers need to meet by 2026. To drive down carbon emissions in its supply chain the LEGO Group launched a new Supplier Sustainability Programme in recognition of the critical role that suppliers play in helping achieve its targets. The company is committed to reducing its emissions by 37 percent by 2032 and achieving net-zero by 2050. To achieve this requires that its suppliers take significant steps to reduce their own emissions. Over 99 percent of the LEGO Group’s total carbon emissions come from outside its own operations, largely from suppliers that provide and deliver raw materials, machines, products, and services related to LEGO® products. Annette Stube, Chief Sustainability Officer at the LEGO Group said: “To put it simply, a net-zero world is simply not possible unless we find solutions that are greater than our own operations. We will not be able to meet our sustainability targets alone – we have to work in partnership with our suppliers. We want children to inherit a healthy planet and there’s no time to waste.” The announcement is a key part of the LEGO Group’s climate action plan. The company is also working with urgency to measurably reduce greenhouse gas (GHG) emissions from its own operations, which requires that it reduces energy consumption and accelerates transition to renewable energy. Examples include increasing solar capacity by 16 percent versus 2022, with plans to double it by 2026. This year the company also introduced an annual Carbon KPI, which measures emissions across factories, stores and offices to help ensure short-term progress. Carsten Rasmussen, Chief Operations Officer at the LEGO Group adds: “Sustainability is a license to operate and a requirement of how we do business, including how we select our suppliers. We have ideas and we have a pathway, but we cannot do it alone. We need all our great partners to help us achieve our sustainability targets. The Supplier Sustainability Programme is founded on collaboration and we cannot underestimate the power of working together to create real, lasting change and a more sustainable future.” Key requirements to the suppliers: The Supplier Sustainability Programme builds on the Engage-to-Reduce programme the LEGO Group launched in 2014 to help suppliers report environmental data and lower their carbon, water and forest impacts. It outlines key requirements and actions that suppliers need to take including: Providing specific data on the amount of carbon associated with the products and services the LEGO Group purchases. Asking suppliers for near term targets showing emission savings related to production of these products by 2026, and further by 2028. Collaborating to identify and develop the actions and initiatives suppliers need to take in order to meet the reduction goals set by the LEGO Group. This includes improving the efficiency of their facilities to use less resources, switching to renewable energy sources wherever possible, or finding less carbon-intensive ways to transport materials. Suppliers will need to share reports starting in 2024, and this will be an annual requirement going forward. The LEGO Group is focused on capability building and will be sharing knowledge and learning with suppliers, initially focusing on carbon accounting, to help them achieve targets. It also has a team of sustainability experts that its suppliers can connect with as required. The company introduced the new Supplier Sustainability Programme at a recent Supplier Summit to inform and engage suppliers across all procurement categories who are the largest contributors to its Scope 3 carbon emissions. The LEGO Group continues to work with urgency to reduce emissions. It has increased spending on environmental initiatives by 60 percent in 2023 compared to 2022, including making significant investments in sustainable materials innovation, manufacturing technology and its supply chain.

The new Aseptic Pharmacy and Sterile Service Department serving University Hospital Southampton has reached a major milestone in its construction with a ‘topping out’ celebration to mark the building reaching its highest point, bringing the project one step closer to opening in Spring 2025. Situated on plot 2 of the Adanac Health and Innovation Campus in Southampton, the new multi-use facility, which has been funded by investment from MacQuarie Group, will comprise an Aseptic Pharmacy, Sterile Services Department (SSD), and flexible expansion space. The Aseptic Pharmacy will act as an MHRA-licensed pharmacy, with drugs and medicines manufactured for UHS and other NHS providers in the region. Meanwhile, the SSD will sterilise surgical tools and equipment for use by UHS; these services will be delivered at the new location by current provider IHSS. UHS is one of the largest acute teaching trusts in England and experiences a very high demand on its geographically constrained site. By working with developer Prime plc, through the Southampton Commercial Estates Development Partnership (CEDP), the trust has been able to unlock many complex estate challenges. These new facilities will be the latest in a series of developments designed to create more space for the trust to expand. Previous development on the hospital site has produced a new entrance, retail space and staff car park. The partners then worked together to create Adanac Health and Innovation Campus, providing additional expansion space with good proximity to the hospital and easy access to the motorway network. Ewan Forsyth, Development Director at Prime: "Prime is proud to play a pivotal role in the ongoing transformation of University Hospital Southampton. The development of the new Sterile Services Department and aseptic pharmacy not only showcases our commitment to innovative, high-quality healthcare infrastructure but also aligns with the Trust’s sustainability goals." "By integrating advanced sterilisation and pharmaceutical preparation facilities under one roof, we have created a state-of-the-art environment that will enhance the hospital's capabilities and improve patient care. This project stands as a testament to what can be achieved through strategic partnerships and innovative thinking, supporting UHS in its mission to provide exceptional healthcare services now and in the future." James Allen, chief pharmacist at University Hospital Southampton: "We are thrilled to have reached this significant milestone in building our new aseptic facility at Adanac Park Health Campus. Aseptic products are vital in treating different patient groups, especially in the preparation of chemotherapy for cancer treatment and in supporting patients after major surgery." "They also play a crucial role in many clinical trials, helping our treatments keep up with healthcare advances and ensuring our patients have the best available therapies." "Once operational, this facility will greatly increase our capacity to produce aseptic products and manufacture cutting-edge medicines. Additionally, it will improve aseptic capacity for a large part of the South of England, supporting neighbouring hospitals and health systems to access aseptic products. Our partnerships with Prime and Willmott Dixon have been pivotal in making this development possible, allowing us to build a facility that will significantly benefit patients for years to come." Richard Poulter, Willmott Dixon’s managing director in the South: “We are thrilled to celebrate this significant milestone in the construction of the new Aseptic Pharmacy and Sterile Service Department at the Adanac Health and Innovation Campus. This state-of-the-art facility is a testament to our commitment to advancing healthcare infrastructure and supporting the vital work of University Hospital Southampton." "By providing advanced pharmaceutical and sterilisation services, we are not only enhancing patient care but also ensuring that UHS and other NHS providers in the region have the resources they need to meet growing demands. This project underscores the power of strategic partnerships and innovative solutions in overcoming complex estate challenges, and we look forward to the positive impact it will have on the community once open." This is the latest scheme between Willmott Dixon and Prime. Recently the two organisations worked together to deliver a 500+ space multi-storey car park at Dorset County Hospital, creating important parking provision for the Trust’s staff, patients and visitors. The company is also one of the UK’s largest constructors of healthcare space. Notable projects include Bolton College of Medical Sciences, a ‘first of its kind” facility that's a blueprint for training NHS staff across the country, plus the Pears Building - Institute of Immunity and Transplantation, a world-leading research centre at the Royal Free Hospital which advances the understanding of conditions including cancer and diabetes. News Prime Sterile Services, Southampton A new sterile services and aseptic pharmacy building at Adanac Health and Innovation Campus for the University Hospital Southampton NHS Foundation Trust Science and technology Creating some of the best places in the world for science and research to thrive Universities We work with the UK's universities, helping them deliver new and better facilities for today's academic and student population Bolton Institute of Medical Sciences “First of its kind” facility that's a transformational blueprint for training NHS staff across the country

Frozen food distributor Central Foods has introduced a new vegan and gluten-free sausage to its free-from range for the food service sector. The KaterVeg! vegan and gluten-free VG sausage is made to the same recipe as the KaterVeg! vegan meatballs which are one of the most popular products supplied by Central Foods. Made from soya, the KaterVeg! VG sausage is a source of protein and is high in fibre and low in sugar, and is suitable for vegan and gluten-free diners, which means it’s a versatile product to add to any menu. Gordon Lauder, MD of Central Foods, said: “Our KaterVeg! vegan meatballs are a great product and very popular so we decided to use the same recipe to create the VG sausage." “It’s moist, juicy and really tasty and is a super addition to our plant-based sausage and burger range. This new product will provide our food service customers with a delicious option that is suitable for both vegans and gluten-free diners.” Each sausage weighs 50g and the KaterVeg! VG sausages are supplied frozen in packs of 40. The KaterVeg! range is Central Foods’ own brand range which offers a wide variety of meat-free and vegetable-based products to the catering sector. All are suitable for vegetarians, many are also suitable for vegans, and a growing number are suitable for both vegans and coeliacs who require gluten-free options. Central Foods currently sells to over 180 independent wholesalers, as well as larger national and regional wholesalers. Based in Northamptonshire, the company is proud to be a catering partner across the whole food service sector, supplying to hotels, restaurants, bars, universities, schools, pubs, care homes, garden centres, leisure outlets and more.

July 2024 marked a significant milestone for AMO Group, a leader in bespoke outdoor living solutions, as the company celebrated its 35th anniversary. Established in 1989 by the late Peter Hudson, AMO Group has grown from a small family business focusing on security solutions to a renowned UK-based component assembly and installer of awnings, pergolas, verandas, blinds, security shutters and roller garage doors. Over the past three and a half decades, AMO Group has committed to delivering high-quality products and exceptional service, driven by a passion for innovation and customer satisfaction. This commitment has positioned the company as a trusted partner for both residential and commercial clients across the UK. Rachael Hudson, Director at AMO Group said: "Our journey from a small start-up to becoming a key player in the outdoor living market is a testament to our dedication and hard work. We’re proud to continue the legacy started by my father, and every member of our team plays a crucial role in driving our success forward." Navigating the turbulent waters post-COVID-19 pandemic, AMO Group has emerged as a testament to the resilience and tenacity of local businesses in Yorkshire. The company's ability to adapt swiftly to changing market conditions and customer needs underlines its role as a flagship of industry in the region. Through strategic planning, a focus on innovation, and maintaining close ties with the community, AMO Group has not only withstood the challenges brought by the pandemic but also continued to flourish. In response to evolving market demands and the growing interest in outdoor living spaces, AMO Group adeptly pivoted from primarily focusing on security shutters and garage doors to expanding their repertoire to include awnings, pergolas, verandas, and other outdoor living solutions. This strategic shift not only diversified their product offerings but also enhanced their market adaptability. By establishing robust relationships with renowned brands such as Weinor, Markilux, Tarasola, and Morvelle, AMO Group has fortified its status as an approved installer, delivering top-tier outdoor solutions. Simultaneously, the company proudly continues to manufacture and install its own Lakeland range of awnings. Also, experienced suppliers and installers of pergolas, garage doors, and security shutters, all crafted with precision in the UK. This expansion and collaboration with leading brands demonstrate AMO Group’s commitment to quality and innovation, ensuring they meet the ever-changing needs of their customers while maintaining strong regional roots. AMO Group's anniversary is not just a celebration of its past but also a launchpad for the future. The company recently unveiled a new website, designed to enhance customer experience with improved navigation and functionality, showcasing their comprehensive range of products. In conjunction with their anniversary, AMO Group is offering special promotions on their awnings and garage doors, including free servicing and exclusive discounts. The company's component assembly and design advisory capabilities allow for a high degree of customisation, meeting specific needs and preferences of customers. From the rugged beauty of their pergolas to the sleek functionality of their motorised awnings, AMO Group’s products blend aesthetics with performance. AMO Group proudly stands as a second and third generation family business. Under the guidance of Rachael Hudson, Abby Huntington, and Liz Hudson, AMO Group has thrived by embracing a progressive approach that values diverse perspectives and inclusive practices. This leadership model not only sets a strong example for future generations but also ensures that the company remains adaptive and innovative in a competitive market. As AMO Group looks to the future, they remain committed to sustainability and innovation. Abby Huntington, another family member and key figure at AMO Group as Operations Manager said: "Our goal is to not only meet the current needs of our customers but to anticipate future trends in outdoor living. We're excited about the new technologies and product solutions that we are integrating and our continued commitment to providing the best ideas to transform your outdoor spaces; whether you’re a homeowner or a retail space looking to revamp your aesthetics and keep customers coming back for more!” Rachael Hudson concludes, “Our success story underscores the importance of robust local businesses in sustaining the economic fabric of Yorkshire, spotlighting AMO Group as a beacon of enduring enterprise and regional pride.”

An award winning Ayrshire hospitality group has launched a running club to help team members take care of their mental and physical health outside of work. Buzzworks has created its own Run Club, with the aim of encouraging staff to prioritise their wellbeing and to explore healthy hobbies outside of their working hours. The club runs 5K at Troon Beach every Thursday evening, with organisers being hopeful that the extra-curricular group will continue to grow in size in the coming months. It comes after Buzzworks team members successfully completed the Troon 10K earlier this year, raising £1,500 for Cancer Research UK, Alzheimer Scotland and Hospitality Action. Lauren Quinn, Run Club organiser and People Partner at Buzzworks, said: “The hospitality industry is fantastic, but it's crucial to maintain a healthy work-life balance, so finding time for fresh air and exercise is essential." “I’ve found that exercise – especially running – has helped me drastically improve my mood and mental wellbeing, so I’m hopeful our new Run Club will encourage other team members to prioritise their own wellbeing outside of work." “Our goal is to encourage even more of our colleagues to take part in the club and eventually get to the stage where we can host our own events." “And of course, if we can inspire people in our teams who never thought they could run to give it a go and achieve their own personal goals, then that’s a huge bonus!” Buzzworks is renowned for its staff wellbeing initiatives, having previously launched its own ‘Wellbeing Hub’, giving employees access to fully tailored services such as exercise videos, money guides and a collection of mindfulness and meditation audios. What’s more, Buzzworks also champions its very own Employee Promise, which gives staff access to discounted gym memberships, flexible working and access to an employee assistance programme. Nicola Watt, Head of People at Buzzworks, said: “The success of our business is built on the hard work of our entire team, so we’re always striving to provide the very best rewards and support for everyone involved." “Our new Run Club is another great example of that, and it’s been brilliant to watch it grow from strength to strength every week.”

Discomfort is a complicated soul; we can often feel many discomforts at once about contradictory things. Reality is not a model, it's messy. When going through succession it can be like this, "I need you to have control but I am uncomfortable letting you have control, and I am uncomfortable that this is coming out in my behaviour and you must think I am crazy!" Result 1: Rapid intensification of discomfort feelings, shouting and upset. Result 2: Avoidance - we don't practice the uncomfortable change of you having control; instead we practice shouting and upset. "No pain no gain!" "If you wait, you can have more sweets later." "There is no such thing as a free lunch." We all know the phrases that point at a profound thing about us. When we need change, there is a cost to pay, and that's uncomfortable (for a while). Discomfort is a powerful evolutionary signal for learning and growth. When we first face something we need but cannot yet do, the result is often confusion, and even panic. These are good things (if we don't revert to avoidance again). They are what it feels like when a brain engages with uncertainty, and the ability to tolerate discomfort is a mark of success. It gives me some hope that the new government is telegraphing hard work and discomfort ahead, rather than the diet of immediacy we have lived through from our leaders for too many years. Will they stick to the promise of discomfort? I hope so. Uncomfortable conversations are the stuff of succession. Everyone going through it needs a dose of controlled discomfort and our Dead Cat Conversations give them the pathway to problem solving. But does it have to be all about discomfort and avoidance, like some Cromwellian Christmas? What of their other ally, playfulness? Playing is a natural way of learning. It is full of the dramas of normal life; the discomfort, the cost, the success and payoff. It is immersive in a way that is seriously distracting to the costs of learning, and this is why it is so useful. When you bring play into learning, it unleashes the possibility of fun. "A spoonful of sugar helps the medicine go down." We all know about this stuff, and it is embedded in these culturally resonant sayings. I hope the government can find a way of bringing more humour and play to the serious work of changing the UK. And I hope you too don't have just to suffer discomfort to learn, but find a way of fully immersing yourself in the flow of your challenges, in a playful way, so that you don't really notice discomfort. You may suddenly find the anxiety, struggle and graft has paid off with a you that is somehow more. If you are facing discomfort, throw out avoidance, and embrace playfulness and flow to win. About the Author - Nick Mayhew is the Managing Director of Alembic Strategy, a management consultancy firm based in London, working with family business leaders in the UK and internationally. Nick is launching a masterclass series, Dealing with Difficult, taking a deep dive into the neuroscience of discomfort, how it manifests in our thoughts, behaviours and words, and a new suite of Alembic tools for leaders to access power and performance under pressure, tackle burnout and stress, to use yourself or work on with colleagues or coaching clients. Family Business United is delighted to be partnering with Nick and the team at Alembic on this new masterclass. Find out all about it here

While the UK jobs market remains on a downward trajectory, demand for AI skills is bucking the trend and has stayed strong, prompting fears that employers may struggle to source new AI hires in an already talent scarce environment. That’s according to new data from leading talent solutions provider, WilsonHCG . The data – from WilsonHCG’s talent intelligence and labour market analytics platform – revealed that the UK jobs market, although struggling less than in recent months, is still sluggish, with overall job postings dropping by 1.2% between June and July 2024, marking the tenth consecutive decrease. Despite this challenging market, demand for AI skills remains high, underscoring the importance of AI expertise in driving innovation and business growth. This is in keeping with findings from PwC’s Global AI Jobs Barometer which found growth in AI-related job posts has been 3.5 times faster than for all vacancies since 2016. WilsonHCG’s data reveals that a requirement for Senior Data Scientists and Machine Learning Engineers is leading the demand, highlighting the need for professionals with knowledge of algorithms, modelling and programming languages to support the growth in AI. However, the global talent solutions provider warns that many organisations will struggle to fill AI roles as a result of ongoing shortages in the technology sector and that adopting a skills-first approach must form part of workforce planning strategies. Craig Sweeney, EVP of global strategic talent solutions at WilsonHCG, commented, “Despite challenging economic conditions, and an overall fall in job postings, AI is the outlier, and demand for expertise has remained particularly strong." "It’s no secret that these areas of technology will be pivotal in the future of almost every industry. However, many employers will struggle to fill roles as a result of the major ongoing skills shortages in the technology and other STEM remits.” “With a talent deficit impacting many businesses, adopting a skills-first approach to recruitment is vital. If employers are seeking professionals with a clear track record of working in AI, they will really struggle, as talent pools of any real scale simply don’t exist yet." "Instead, companies need to look to source those with the skills and understanding of emerging technologies and at how those people can be integrated, regardless of their backgrounds, qualifications or employment histories. This essentially means looking past the surface-level indications of talent and looking deeper into their abilities, softer skills, and growth potential." “Given the competitive business advantage that AI can offer, ensuring that recruitment strategies are correctly aligned, and that there is a continued investment in upskilling existing employees, will be key.”