Denholm Logistics Group proudly hosted a 'World of Work’ Day in partnership with The Prince's Trust, welcoming young adults from The Trust’s Explore Programme to their Liverpool office. The day commenced with a warm welcome from Martin Hall, Denholm Logistics Group Commercial Director, who introduced the Denholm Group and its various business divisions. This set the stage for a series of motivational talks by Denholm Logistics employees from different areas within the logistics division. They shared their personal stories, detailing their journeys through school, college, their first ventures into full time work to their current careers. The young visitors were highly engaged, posing insightful questions, demonstrating their keen interest in understanding how the industry operates. Following the talks, the young group was given a tour of the office, and they were particularly fascinated by the Port & Agency Services division, where they observed the dynamic operations on screens displaying the ships and cruises managed by the team. Martin Hall commented on the success of the day: "Denholm Logistics Group is a proud supporter of The Prince’s Trust. We are keen to encourage and support young people in our local communities. The ‘World of Work’ workshop has been a wonderful way of introducing diverse options open to them within the logistics industry." “It was great to host this event in Liverpool and have the opportunity to motivate and inspire the next generation. We are committed to supporting the wellbeing and development of young people through initiatives like this." Kelly Crawford, Head of Service Delivery for the North West, at The Prince’s Trust said: “We are thrilled to have partnered with Denholm Logistics Group once again this year for the ‘World of Work’ day. These workshops provide young people with individual choices, they learn about local industries and future sectors that will support them on their career and training journey.” Denholm Logistics Group is a division of diversified family-owned business The Denholm Group. The group has been a proud partner of The Prince's Trust for five years, continually striving to enhance the prospects of young people through various initiatives, including 'World of Work’ Days'. This collaboration underscores Denholm's dedication to making a positive impact on local communities.

St Austell Brewery has been placed second in a list of the UKs top pub operators, based on customer feedback and reputation. CGA by NIQ’s PubTrack service unveiled its latest rankings of Britain’s biggest pub operators today, based on guests’ satisfaction, revisit and recommendation scores. Brunning & Price, part of The Restaurant Group, topped the list for a second year in a row. PubTrack is an exclusive tool that combines CGA’s Outlet Index with a survey of 10,000 nationally representative pub-going consumers. It delivers accurate insights into guest behaviours and sentiment towards a wide range of metrics and is designed to help pub operators understand their consumers’ views and benchmark their performance against competitors. Kevin Georgel, Chief Executive, St Austell Brewery, said: “We’re absolutely delighted to be named top pub operator in the South West and second in the country for the experiences we offer for our guests. This is particularly meaningful for us, as it’s based on the feedback and scores of those guests." “At our heart, we are an experiential business. Whether that experience is drinking one of our excellent beers or visiting one of our fantastic pubs, our customers are always at the forefront of our decision making. We’re very proud to have made the top 10 and be in the company of so many established and accomplished British pub companies.” Dani Rowlands, CGA by NIQ client director, said: “These PubTrack rankings provide the inside track on pub operators’ engagement with their guests. They’re an expert guide to which businesses are leading the way in satisfaction, and a valuable tracker of the groups and operational areas that need improvement. With consumer spending still under significant pressure, keeping guests happy and creating brand champions has never been more important.” Britain’s top 10 pub operators (ranking by combined satisfaction, revisit, and recommendation scores for the six months to end-March 2024): 1. Brunning & Price 2. St Austell Brewery 3. Hydes Anvil 4. Youngs 5. Everards 6. JW Lees 7. Wellington 8. Trust Inns Limited 9. Punch Pub Company 10. McMullen & Sons

KFE, the UK's leading supplier of Kiremko high efficiency frying ranges to the fish and chip sector has taken the East and East Anglia title in the prestigious National Family Business of the Year Awards organised by Family Business United. The awards were presented at a gala evening in London where over 150 guests convened to celebrate the very best of British family firms. As Paul Andrews, Founder and CEO of Family Business United explains, “This is always a fantastic evening where the family business community comes together to celebrate the very best of British family firms. Family firms are the engine room of the national economy and these awards celebrate all of their achievements. All of our winners are fantastic examples of great British family firms and it is a real honour to host these awards and celebrate with them.” "KFE are deserving winners of the East & East Anglia Family Business of the Year Award for 2024 with the judges impressed by the creativity and innovation that has been part of their evolution to date." "They also shine in their commitment to sustainability and energy efficiency since becoming carbon neutral in 2023," concludes Paul. Jennifer Leeder, one of the judges for these awards and a partner at Birketts, sponsors of the East & East Anglia award adds, "KFE are a great family business who like many other family firms work with and support plenty of other family businesses across the UK, as well as supporting the wider community in which they operate through extensive fundraising activities." "KFE really is a special business and deserve all the accolades associated with winning this award," she concludes. Paul Williams, Managing Director of KFE is delighted to receive this award, adding that : "Receiving this award is testament to the dedication, passion and values that define our family business. It's not just a win for us, it's a celebration of the enduring spirit and unwavering commitment that runs through everyone within the KFE family."

Scot JCB specialise in the sales, servicing and provision of parts for machinery across construction, agriculture, waste, recycling and industrial sectors and have triumphed by taking the Scottish Family Business of the Year Award at the National Family Business of the Year Awards organised by Family Business United. This prestigious award celebrates the remarkable achievements and contributions of family-owned businesses across the UK, and receiving this accolade is a testament to the dedication, hard work, and the strong family values that drive Scot JCB forward. The National Family Business of the Year Awards, established in 2012, have become a significant event in the family business sector, recognising firms that excel in various domains, including sustainability, innovation, entrepreneurship, and community involvement. This year's awards ceremony was a grand affair, bringing together the very best of British family businesses in a night of celebration and networking. In attendance from Scot JCB Group was Chairman Steve Bryant, his wife Christine and HR Director Rhona Cameron. “The event was a fantastic opportunity to connect with fellow finalists, enjoy a wonderful evening of good food and wine, and celebrate the successes of family firms from all corners of the UK,” said Rhona Cameron, Scot JCB Group HR Director. Scot JCB Chairman, Steve Bryant, expressed his immense pride and joy at receiving the award, saying, "We are incredibly proud to be recognised as the Family Business of the Year for Scotland. This award is a testament to the hard work and dedication of our entire team and the strong family values that are at the core of everything we do at Scot JCB Group. It is an honour to be part of such a dynamic community of family businesses." The awards process is thorough and engaging, from nomination through to the gala awards evening. The judging panel, comprising experts from various fields, including previous winners, leading academics, and family business consultants, ensures that each winner truly exemplifies excellence in their sector. This year’s event culminated in an exciting awards presentation, followed by a celebration with the winners. Paul Andrews, Founder and CEO of Family Business United, highlighted the importance of these awards, stating, "This is always a fantastic evening where the family business community comes together to celebrate the very best of British family firms. Family firms are the engine room of the national economy, and these awards celebrate all of their achievements. All of our winners are fantastic examples of great British family firms, and it is a real honour to host these awards and celebrate with them." As Mike Kane, one of the judges and a partners at Turcan Connell who sponsor this award added, "Scot JCB are worthy winners of this award." "This is a a great business with solid governance and embedded family values, supported by a great brand and they are fantastic ambassadors for the family business sector." "Their values are the bedrock of their identity as a family business, guiding their interactions, shaping service, driving ambition and creating a legacy of trust, care and excellence in all that they do," concludes Mike. As Steve concludes, "Winning the Family Business of the Year Award for Scotland is a milestone for Scot JCB Group, reinforcing our commitment to excellence and innovation while maintaining our family-oriented approach." "We extend our heartfelt thanks to Family Business United for this recognition and to our entire team, whose dedication and hard work have made this achievement possible."

The UK’s largest family-owned furniture retailer has scooped two major awards at a prestigious awards ceremony which celebrates the very best of British family-run firms. Furniture Village was named Retail Family Business of the Year and London and South East Family Business of the Year at the 2024 Family Business of the Year Awards. The business was also runner up in the Supreme Champion Family Business of the Year 2024 category. The retailer was recognised for its consistently innovative approach to retail, fantastic customer service, quality products, rich and meaningful family-first culture, charitable activities and strong growth performance. Charlie Harrison, Managing Director at Furniture Village, comments: “We are delighted to have won two awards at this year’s Family Business of the Year Awards." "As a family-run business, we are so proud to be recognised for our family-first culture and values. Family is at the heart of our business – we are not only family-owned and run but many other families also put their heart and soul into our business every day. These awards are a real testament to our staff, their hard work, dedication and commitment and we are thrilled that this has been recognised.” Businesses were judged on a host of criteria including philanthropic activities, as well as how much involvement family members play in the day-to-day operations. Family Business United’s Founder and CEO, Paul Andrews, comments: “It is an absolute honour to celebrate Furniture Village and recognise its incredible contribution to the local, regional, and national economy." "Family firms make a vital contribution to the economy in terms of employment, income generation and wealth creation, not forgetting their activities in communities and charitable support and it is an honour to host these awards and give recognition to their endeavours." “Furniture Village is a family business bursting with the energy, passion and ambition of its founder which continues into the current generation and the leadership team. Like all great family businesses they achieve their success by creating and sustaining a holistic culture for their business that serves the needs of all its stakeholders.” “Furniture Village is a truly progressive family business, making the most of their family values and embedding them well into their team, enhancing the retail experience of their customers and deserving winners of both these awards.” Furniture Village was also recognised for its commitment to employee satisfaction. In 2023, Furniture Village won three Best Companies Awards, including UK’s Fourth Best Large Company to Work For, and Best Companies Special Award for Best Improver 2023. Also, in 2023, Furniture Village introduced its Family Partnership Profit Share Scheme and in August, the first Family Partnership pay-out was shared among 1200+ delighted Furniture Villager employees. Charlie Harrison, Managing Director at Furniture Village, comments: “We were delighted to introduce our Family Partnership Profit Share Scheme last year. It has brought our team ever more aligned, engaged and productive and is already proving to be an excellent recruitment and retention tool. Despite market challenges, it is remarkable that we are achieving our profit target. This is thanks to the commitment and dedication of every single member of our team, each of whom will share the profits of the business, thanks to the new scheme." "I know that every member of our team will be so proud that our success as a family business has been recognised with these awards.” The awards ceremony, which takes place annually, was held at the London College of Physicians and was sponsored by investment firm, Brooks Macdonald, amongst others.

Family businesses, ranging from small local shops to multinational corporations, are the backbone of economies around the globe, making a significant collective impact through the jobs they provide, the income they generate, the wealth they create and the broader impact they have on the communities in which they operate. These enterprises are characterised by their unique blend of familial ties and business acumen, which often results in a strong sense of loyalty, long-term planning, and community involvement. Despite the challenges they face, family businesses play a crucial role in driving economic growth, fostering innovation, and maintaining social stability all around the world. Economic Contributions Family businesses are significant contributors to global economies. In many countries, they represent a substantial portion of the private sector. For instance, in the United States, family businesses account for approximately 64% of GDP and employ over 60% of the workforce. Similarly, in Europe, family-owned firms make up over 85% of all businesses, contributing significantly to employment and economic output. Within the UK family firms generate £1.7 trillion turnover annually and employ around 12 million people. Some of the UK's largest and most well known family firms include: JCB Arnold Clark Warburtons Walkers Shortbread Laing O'Rourke Corporation Pentland Group PLC Timpsons Furniture Village Thatchers Cider Wyke Farms These businesses often demonstrate resilience in economic downturns due to their long-term orientation and conservative financial practices. Unlike publicly traded companies that may focus on short-term gains to satisfy shareholders, family businesses are typically more concerned with sustainable growth and preserving the business for future generations. This perspective allows them to weather economic storms more effectively and contribute to economic stability with leaders of multi-generational family firms viewing their role as stewards or custodians of the business for future generations. Innovation and Entrepreneurship Family businesses are hotbeds of innovation and entrepreneurship. The combination of a long-term perspective and a deep understanding of their industry enables these businesses to invest in research and development, pursue new opportunities, and adapt to changing market conditions. Family firms often possess a profound knowledge of their market, accumulated over generations, which allows them to identify and capitalize on niche opportunities. Furthermore, the entrepreneurial spirit is often passed down through generations, fostering a culture of innovation within the family. Many successful family businesses started as small enterprises, growing and evolving over time due to their ability to innovate. For instance, companies like Walmart and BMW began as small family-run businesses and have since become global leaders in their respective industries. Social and Cultural Impact Beyond their economic contributions, family businesses have a profound social and cultural impact. These businesses are often deeply rooted in their communities, providing not only jobs but also a sense of identity and continuity. In many cases, they are the major local employer and without them the community could potentially struggle to survive. Family businesses tend to prioritise community involvement and social responsibility, investing in local initiatives, supporting charities, and participating in community events. This local engagement fosters a strong sense of loyalty and trust among customers and employees alike. Employees in family businesses often feel a greater sense of belonging and commitment, which can result in lower turnover rates and higher levels of job satisfaction. Additionally, the ethical values and principles upheld by many family businesses contribute to building a more socially responsible business environment. Challenges Faced by Family Businesses Despite their many advantages, family businesses also face unique challenges. Succession planning is one of the most talked about and potentially challenging issues, as the transfer of leadership from one generation to the next can be fraught with difficulties. Many family businesses fail to survive beyond the second or third generation due to conflicts among family members, a lack of interest from younger generations, or inadequate succession planning. Balancing family dynamics with business operations can also be challenging. Personal relationships and emotions can complicate decision-making processes, leading to conflicts that can affect the business's performance. Moreover, the desire to maintain family control can sometimes hinder growth opportunities, as external investors may be wary of the influence of family members on the business. Strategies for Success To overcome these challenges and ensure long-term success, family businesses can adopt several strategies: Professionalise the Business : Introducing formal structures and processes can help separate family issues from business operations. Hiring non-family executives and forming advisory boards can bring in fresh perspectives and expertise. Succession Planning : Developing a clear and transparent succession plan is crucial. This includes identifying potential successors early, providing them with necessary training, and involving them in decision-making processes. Conflict Resolution Mechanisms : Establishing mechanisms for resolving conflicts, such as family councils or mediation processes, can help address issues before they escalate. Balancing Tradition and Innovation : While preserving family values and traditions is important, family businesses must also embrace innovation and adapt to changing market conditions to stay competitive. Diversification and Growth : Exploring new markets, products, or services can reduce dependence on a single source of revenue and provide growth opportunities. Communication : Family businesses need to ensure that they have appropriate communication mechanisms in place to share information with all stakeholders and to minimise potential for misunderstandings. Open and honest conversations can also avert any issues. Family businesses have demonstrated remarkable success across the globe. In Asia, the Tata Group in India is a prime example of a family business that has grown into a global conglomerate, with operations in over 100 countries. Founded in 1868, the Tata Group has maintained its commitment to ethical business practices and community development, earning a reputation for corporate social responsibility. In Europe, the LEGO Group, founded by Ole Kirk Christiansen in 1932, has become one of the world's leading toy manufacturers. Despite facing financial difficulties in the early 2000s, the company restructured and returned to profitability by focusing on innovation and expanding its product lines. In the United States, Mars Inc, a family-owned business since its founding in 1911, has grown into one of the largest privately held companies in the world. Known for its diverse range of products, from confectionery to pet care, Mars Inc. has maintained its commitment to quality and innovation while remaining privately owned. Family businesses are indispensable to the global economy, driving growth, fostering innovation, and contributing to social stability. Their unique blend of familial commitment and business acumen enables them to navigate challenges and seize opportunities in ways that other businesses might not. By addressing the inherent challenges and adopting strategies for long-term success, family businesses can continue to thrive and play a vital role in shaping the future of the global economy.

The Protection for Everyone Charter, launched by health and safety news publisher SHP, calls for well-fitting personal protective equipment (PPE) to be seen not just as best practice, but as the minimum standard for all. Arco is one of the first organisations to sign up and support the charter, along with UK industry names such as National Highways, IOSH, Vodafone and Heathrow Airport.   Those who sign the charter are signing up to the following commitments: To uphold the value that all workers deserve access to well-fitting PPE to work comfortably, with the understanding that standard sizing of PPE is not a one-size fits all. To proactively source suitable and correctly fitting PPE to meet the individual needs of any employees who require it, with the understanding that PPE may need to be sourced from more than one supplier. To work with any individual employee that has concerns or issues with the PPE provided to allow us to provide a suitable and well-fitting alternative To provide inclusive PPE for all as part of our dedication to the health, safety and overall wellbeing of our employees. To lead by example and share best practice with our contractors and suppliers. Despite improved availability of PPE designed for women in recent years, research carried out last year by the National Association of Women in Construction (Yorkshire) found that 59.6% of women surveyed were still not being provided with it1. Arco has previously pledged its support for SHP’s Protection for Everyone campaign, which aims to shed light on the importance of well-fitting PPE and advocate for meaningful change on a governmental level. Guy Bruce, chief executive of Arco, said: “At Arco, we understand that PPE is not ‘one-size fits all’, and we firmly believe everyone should have access to the right PPE to ensure they can work comfortably and safely." “As the UK’s Experts in Safety, our core purpose is to keep people safe at work, and this means all people." “We fully support SHP’s Protection for Everyone campaign and are proud to be among the first to the sign the charter. We encourage our partners and customers to do the same, and help to ensure safety really is for everyone.” Katy Robinson, PPE campaigner and co-chair of the National Association of Women in Construction Yorkshire, said: “It’s fantastic that there are so many companies that have already pledged their support by signing this charter." “It is a huge step forward in ensuring that all workers are provided with PPE that fits, to make the industry not only a safer place, but a more inclusive place, too.” Find out more about the Protection for Everyone charter and campaign. See Arco’s range of Women’s PPE and Workwear.

Allied Vehicles Charitable Trust is delighted to announce that Cancer Card, a Scottish charity dedicated to supporting individuals and families affected by cancer, has been awarded a grant of £2,500 to support their Comfort Box scheme. The initiative aims to ensure that every cancer patient, regardless of their financial circumstances, has access to essential items that can improve their quality of life during treatment. Cancer Card was founded in 2021 by stage four cancer patient Jen Hardy MBE and offers a comprehensive online directory of local and national cancer support services, making it a crucial resource for those navigating the complexities of cancer care in Scotland. The Comfort Box initiative, inspired by Scotland's Baby Box, delivers packages containing items such as digital in-ear thermometers, wool blankets, and travel mugs to help cancer patients manage their treatment and stay comfortable. Conveying her thanks to the Trust for the donation, Jen Hardy said: "The generous grant from the Allied Vehicles Charitable Trust is invaluable in supporting our mission to ensure that no one faces cancer alone." "With these funds, we can provide 50 additional Comfort Boxes to newly diagnosed cancer patients, offering them not only practical items but also a sense of comfort, hope, and reassurance during their cancer journey. This support is crucial in helping patients feel cared for and empowered as they navigate the challenges of treatment." In the first four months of 2024 alone, Cancer Card distributed over 400 Comfort Boxes to patients across Scotland. Each box costs the charity £50 to produce and they are distributed to patients free of charge. The additional 50 boxes funded by Allied Vehicles will be delivered through partnerships with Maggie's Centres and cancer treatment wards in hospitals, as well as being available directly through the Cancer Card website. Gerry Facenna, founder of Allied Vehicles, expressed his pride at the Cancer Card donation: "Cancer touches every family, and the work Cancer Card does is so important; not just in distributing these items through the Comfort Box programme, but also helping to provide emotional support to cancer patients during an extremely challenging time. We’re pleased to support to such a great cause."

Multi award-winning office and commercial cleaning company Cleanology has launched its annual fundraising event – now in its fourth year – in aid of The Hygiene Bank. The much-heralded fundraiser has been a huge success after raising over £78,000 in its first three years. This year the popular event is being held on Wednesday 9 October, at the internationally renowned Hard Rock Café in the heart of London’s Mayfair. Dominic Ponniah, CEO and Co-Founder of Cleanology, said: “When we held our first event four years ago, we had no idea that four years later the scale of hygiene poverty would be such that this hidden crisis has grown exponentially." "I am proud Cleanology is again leading the fight against hygiene poverty and that we continue to partner with The Hygiene Bank, a grassroots charity dedicated to ensuring that feeling clean is not a luxury but a basic right for everyone in our society”. Ruth Brock, CEO of The Hygiene Bank, said: “Cleanology has been more than a supporter of The Hygiene Bank, they are a true partner in our mission to end hygiene poverty in the UK." "Their unwavering support over the years has made a tangible difference in the lives of thousands of families pulled into hygiene poverty, and as we launch this event together, we celebrate not only the progress we have made but also the enduring partnership that makes it all possible. Together, we are changing lives”. Last month, the British Cleaning Council (BCC) called on the cleaning and hygiene industry to get behind the fight against hygiene poverty and support in any way possible. 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, uncovers 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. Key findings from the research include: · In the past 12 months, 69% of those affected by hygiene poverty have had to choose between paying for food or bills and buying toiletries and cleaning products. · 65% of parents affected by hygiene poverty have had to choose, in the past 12 months, between buying hygiene products for themselves or their children. · Those who have experienced hygiene poverty in the past 12 months are more likely to have gone without razors (50%), laundry detergent and cleaning products (46%) and deodorant (42%) because they couldn’t afford it. This year’s sponsors – all committed to the fight against hygiene poverty – are cleaning & 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 & distributors Bunzl. At the fundraiser up to 200 expected guests can look forward to an array of entertainment including a live DJ, networking, refreshing cocktails, Hard Rock classic burgers, a lively auction and raffle with amazing prizes, all in the surroundings of a venue renowned for authentic dining and world class entertainment. 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. Tickets and more information can be found here.

UK family businesses are being urged to help employees overcome tech shame in the workplace. Experts have named six ways businesses and employees can tackle feelings of embarrassment when faced with technical issues, including learning the lingo and attending online classes. Small and medium UK businesses must address tech shame among employees if they are to thrive and succeed in the modern market, experts have warned. Experts from TelephoneSystems.Cloud have put together tips to help employees and business leaders overcome embarrassment when it comes to technology in the workplace. Tech shame refers to embarrassment or inadequacy when faced with technical issues because of gaps in skills and knowledge. The phenomenon has become more common in the workplace since the pandemic accelerated technological growth, leaving many workers unable to cope with new systems and tools. Tech shame is a real issue affecting businesses, and consequences include decreased productivity and engagement among employees, missed opportunities, and a negative reputation amongst clients and stakeholders. On a personal level, it can cause severe confidence issues in workers, isolation, and stunt career progression. Some steps that can be taken to alleviate tech shame in the workplace include attending classes and training to boost confidence and morale and learning the meaning behind intimidating tech terms. Juliet Moran, from TelephoneSystems.Cloud said: “It is usual for workers to feel embarrassed about not understanding technology, especially if working in a tech-savvy environment." “It is vital that employers create a safe environment so employees feel comfortable enough to ask for help and training if needed. Falling behind on technological developments is not only bad for the company, but also for personal employee growth." “Struggling to get to grips with tech in the workplace can be challenging for both employee and employer, so anyone who believes it is causing an issue should follow the necessary steps to overcome it." “Attending technology classes and keeping up to date with industry trends are just some ways professionals can combat tech shame at work.” Experts have revealed their top tips to alleviate and overcome tech shame: Take A Class/Offer Training Basic technology classes are the perfect way to tackle a fear of tech, and they can be done in person or virtually online. From a local college to Microsoft courses, depending on proficiency, many options exist. Online classes and self-help videos on YouTube tend to be self-paced, so there is no pressure. Popular software programmes also often offer learning modules to support development. If employers feel a lot of tech shame in their office, they should provide training modules and days to their employees. Don’t Blame Age Some workers may need more confidence around computers and technology, especially when younger colleagues showcase their technology-related capabilities. Although this can be intimidating, blaming age for technological shortcomings is not the way forward. Age says nothing about ability; professional goals can be reached with a willingness to learn. Stay Current Staying in touch with new trends is essential, so research specific industry and technology blogs and subscribe to relevant newsletters. This will provide a general sense of what applications others in the industry use. Being up to date with new tech advancements will give professionals the confidence to apply them to their work. Learn The Lingo Technology can often seem a lot more intimidating than it is because of the unfamiliar language. Once workers get their heads around it, things will get easier. Do some online research and look at resources to break down technological definitions and build them into workplace vocabulary. Practice Makes Perfect Don’t be afraid to play around with tech and systems to explore what it does and how it works. It’s a good idea to start by trying out smaller, more manageable tasks to work up to more complex ones steadily. Accomplishing smaller steps will give confidence and gradually limit tech intimidation. Create An Open Culture Business leaders must create an open work culture to promote employees' transparency and openness. This is so people feel comfortable enough to come forwards with any tech concerns and can be offered the appropriate advice and training. There should be an open dialogue between employee and employee to encourage honest and open feedback and communication so the company can evolve and thrive in today's digital world.

Businesses in the UK are most likely to say they are failing to unlock the full potential of their employees and poor workforce planning is holding back growth for most organisations. According to a survey conducted in 13 countries by specialty talent solutions provider Kelly , businesses in the UK struggle most with recruiting specialised talent and developing their existing workforce. Key Findings: Businesses in the UK are least confident in their ability to recruit specialised talent. UK workers say lack of skills development and career opportunities top frustrations. Employers feel unprepared for how AI might affect their business. Despite this, UK employers are most likely to consider employee wellbeing and most confident in their ability to improve diversity, inclusion, and belonging. The fourth annual global workforce report from Kelly, Building a Resilient Workforce in the Age of AI, shows more than half of senior executives in the UK say they are not unlocking the full potential of their workforce (51%) and that poor workforce planning is impeding business growth (52%). Furthermore, 2 in 5 executives (43%) say they are missing business opportunities due to lack of talent. More than a quarter (29%) of executives in the UK express confidence in recruiting talent with technical or highly sought-after skills, the lowest rating among the 13 countries surveyed. By comparison, 67% of executives in Germany say they are confident in recruiting specialised talent. However, the survey indicates UK businesses don’t offer adequate training programs to tackle these challenges. UK workers identify a lack of skills development (29%) and a lack of career progression opportunities (25%) as their top frustrations. They are among the least likely to say their teams have the skills and capabilities required to achieve their objectives. Among executives surveyed globally, those from the UK are most likely to cite insufficient development opportunities as reason for employee turnover (32%). Adelle Harrington, Vice President, EMEA, at KellyOCG said: “These findings are eye opening. They stress the importance of developing long-term workforce strategies that focus on the right mix of permanent and contingent workers, effective skills development, and employee engagement.” Furthermore, AI is changing the talent landscape dramatically – and employees feel unprepared. Although most employees recognize change is coming, only 38% say they have received AI-related training and two-thirds (67%) expect AI to impact their roles. While a third (37%) feel positive about this, 3 in 5 (62%) have negative or mixed feelings. Organizations need to provide clarity about how AI will be deployed and train employees to use it effectively, only then will the workforce feel equipped to face the future with confidence. Despite these challenges, the survey identified bright spots. Executives in the UK were most likely to say that improving employee wellbeing is a top priority (35%) and most (55%) said they are providing more wellbeing support than they were a year ago. UK businesses were also least likely to say they have mandated onsite work (43%) and most confident in their ability to improve diversity, inclusion, and belonging (63%). Executives in the UK were also most likely to describe their workforce as “highly resilient” (58%). Whilst the report highlights the areas UK employers are excelling in, it’s clear that businesses require support in recruiting, maintaining and nurturing their current talent to help their business grow.

On 22 April 2021, the European Confederation of Directors Associations published its updated Corporate Governance Guidance and Principles for Unlisted Companies in Europe (the “Guidance”), originally published in 2010. Despite its name, the Guidance explicitly states that it was prepared with the help of the Institute of Directors in the UK and as such, it can be viewed as a helpful tool for unlisted UK companies who wish to review their existing corporate governance framework or even up their corporate governance game. Here we summarise some of the key points set out in the Guidance and explain why corporate governance should not be ignored by SMEs, owner-managed businesses and family companies. What Is Corporate Governance? The phrase “corporate governance” refers to the way that a business is controlled and how decisions are made. Having an effective corporate governance strategy in place ensures that the decision-makers in an organisation are accountable, that a company’s objectives and how it intends to achieve them are transparent and that stakeholders’ interests are borne in mind. Over recent months, corporate governance has become an increasingly popular discussion point for companies and their advisors and the expectation that organisations will have corporate governance strategies and processes in place is undoubtedly here to stay. But, while the need for quoted companies to tick the “corporate governance” box is understandable and regulated to some degree, what about unquoted companies, particularly SMEs, owner-managed businesses and family companies? Do such businesses need to take on the added administrative burden and accept reduced control in order to shout their corporate governance credentials from the rooftops? Does it really matter if such businesses choose not to adopt a corporate governance framework? Corporate Governance – Disadvantages Unlisted companies may find that a corporate governance regime comes with certain disadvantages, in particular, the increased administrative burden of establishing, reviewing and complying with the framework, as well as a reduction in control by, for example, their owner-managers. That said, the downsides are arguably few and far between when compared against the upsides and with no regulation surrounding unlisted companies’ corporate governance regimes, the flexibility available to set up a framework that suits your business at a particular time means that any disadvantages can be fairly easily overcome. Corporate Governance – Advantages Establishing a corporate governance framework for your business can have several advantages. To name but a few: Stakeholder relationships . Corporate governance is, without a doubt, a “hot topic” and stakeholders, such as investors, financiers, employees and suppliers are increasingly asking questions about a business’ corporate governance stance. Having a regime in place may help to recruit and retain high quality employees, result in better finance terms or greater investment opportunities and improve key supplier relationships. Reputation. Reputation is key, particularly for small businesses which are less likely to be able to weather the storm of bad publicity; showing the public that you take corporate governance issues seriously is only going to improve your standing. Longevity . Having in place continuity and succession planning will assist with the long-term survival of your business. In addition, establishing an experienced and diverse board of directors will also improve your business’ chances of success. Next steps. Depending on where your business is at in terms of its lifecycle, you may be gearing up for an IPO or a disposal. Having a corporate governance framework in place is a pre-requisite for an IPO and if you are considering selling, potential buyers will be keen to see that your business is structured and run professionally, transparently and with accountability measures in place. Risk mitigation. By setting up risk controls and management strategies, your business’ exposure to risk and the extent of that risk will be reduced and conflicts, whether between employees, board members or across stakeholder groups, will be better managed. The Guidance - Introduction Aimed to assist unlisted companies in establishing their own corporate governance framework, the Guidance makes clear that it is in no way binding and that no “one size fits all”; each individual company should consider the Guidance and its corporate governance regime in light of its own size, lifecycle stage, complexity and aims. The Guidance also includes a Self-Evaluation Questionnaire intended to help companies determine where they need to improve or reconsider their corporate governance offering. Comprising of 14 principles, the Guidance explains that the first nine principles apply to all unlisted companies with the remaining five principles applicable only to larger and more complex companies, for example, those considering an IPO or which have notable financing arrangements in place. (Please note that this summary does not deal with these five principles.) The Guidance emphasises that in certain cases, a “phased” approach may be required, for example, where a founder is not yet ready to relinquish control or where the company is not yet sufficiently established to warrant the action. Below is a summary of the first nine principles and how they might apply to SMEs, owner-managed businesses and family companies. This should not be read as an alternative to the Guidance but in conjunction with it; the Guidance covers each point in much more detail. The Guidance – Summary Principle One – establish an appropriate corporate governance framework . This should be put in place by the company’s shareholders using the company’s constitutional documents, i.e. the articles of association. Many newly incorporated companies adopt the Model Articles but as the company grows and becomes established, bespoke articles of association may be required. Similarly, a company may have a shareholders’ agreement in place. These are private documents and as such, could cause lack of transparency issues as the company grows. Principle Two – establish an effective board of directors . The board of directors is the decision-making organ of any company and as such, should take decisions objectively in respect of the company’s interests but also considering their impact on society. Consider producing a schedule of matters reserved for the board and possibly a schedule of matters reserved for the shareholders, as well as a statement of the company’s purpose and strategy; this will help inform decision-making and ensure that all are aware of the company’s longer-term focus. Ideally, a board should be made up of an experienced, diverse group of individuals and include independent, non-executive directors. Effecting these changes may be one step too far for some companies, particularly newly-established organisations or those which are owner-managed. If this is the case, the Guidance suggests that an advisory board be put in place as an interim measure. Its purpose is to guide and advise the board without being able to make decisions. Principle Three – size, composition and diversity of the board . A board’s size, make-up and skills set should be appropriate to the business in question, but it is important that a proper appointment process is put in place for new directors and that their term of appointment is also considered; in some cases, a long term in office may not be advisable or the best option for the company. Having a diverse board can ensure that different opinions and new ideas are generated to prevent stagnation. Succession planning should also be considered by companies, particularly owner-managed and family businesses. This may be a sensitive and difficult subject but is an important issue which should be addressed to avoid problems in the future. For further discussion about succession planning, see Looking to the Future - Business Continuity. Principle Four – regularity of meetings and information provision. Each company will need to consider the logistics and organisation of board meetings but should bear in mind that meeting too regularly may mean that the board is becoming too hands-on at an operational level. The Guidance suggests that four to eight meetings each year is typical. Procedures should be put in place for obtaining the information required by the board members to make decisions and written meeting guidelines may also be helpful. Board members should not hold back from obtaining professional advice to the extent required for them to make an informed decision. Principle Five – remuneration . One only has to read a newspaper to see headlines about executives being paid vast sums for poor performance. It is vital that companies put in place effective, transparent remuneration policies for both executive and non-executive directors which do not reward poor performance and which take into account the remuneration and reward strategies in place for other employees in the company. Although comparison with other, similar companies is encouraged, the Guidance cautions companies from placing too much reliance on this. Rewards should be linked to both corporate and individual performance but should not relate just to short-term performance; longer-term aims should also be borne in mind. Principle Six – risk oversight and internal control . The board needs to consider the key risks faced by the company and whether transparent procedures are in place to manage them. The Guidance suggests the use of a “risk register”, which can be as simple or as complex as it needs to be depending on the company’s size, complexity, business, sector and so on. Obviously, risks are likely to change over time so it is important to keep these under review. It may be appropriate for the board to take professional advice in this area; this may particularly be the case for smaller boards which do not have an audit or risk committee and may not have the experience to establish effective internal processes. Principle Seven – dialogue . An open dialogue between the board, shareholders and other key stakeholders is imperative and should be seen as a continuous objective, i.e. not just on offer once a year at the AGM. Arguably, keeping shareholders informed and listening to their views is of particular relevance for unlisted companies where shareholders are captive investors unable to dispose of their holding if they disagree with the way that the company is being managed or its objectives. Companies may find that increased communication is required at key points of the business’ lifecycle. Principle Eight – induction and training . Induction and continued training for directors is important both for their individual development and for the company’s growth. The extent of these will depend on the circumstances of the particular company. For example, a small family business is unlikely to put in place a formal induction exercise or bring in external trainers, however, consider the use of your business circle and the Institute of Directors which can assist with keeping directors’ skills and knowledge up-to-date. Principle Nine – family governance mechanisms . The Guidance suggests that family companies should put in place appropriate mechanisms to allow for information to be disseminated among family members and ensure that company strategy is understood by all. Often in family companies, certain members of the family will make the key decisions. This can create conflict and also blurs the line between family-related issues and operational issues. Consideration should be given as to whether other forums should be put in place within the family structure (the Guidance suggests a family council and a family assembly) each with a clear remit set out in a written family constitution. Although the above may seem a daunting list, companies should remember that corporate governance is a subjective exercise, particularly for unlisted companies; corporate governance is not a one-time only consideration but rather a continuous process and there is no right or wrong approach. Key Tips Decision-makers must be on-board with the corporate governance framework in order for it to be successful. Establishing a corporate governance regime is not simply a paper exercise; attitudes and processes must consistently adhere to the regime to be effective. Take it slowly – a company does not have to put in place processes and strategies overnight. Ensure that any changes are right for your business and align with its size, objectives and what its shareholders and founders want. Don’t be afraid to change – as businesses move on and changes occur, so too will their corporate governance regime. Although U-turns and fundamental changes shouldn’t be occurring too often, stakeholders and the public at large will expect new or updated procedures and plans to be put in place. Accountability, transparency and dialogue – remember these three words and you’re on the right track. If you would like to speak to anyone about corporate governance or any other commercial or corporate law issues, please contact a member of the Corporate team. About the Author - Lianne Baker is a Knowledge Development Lawyer in the Corporate team at Forsters . Get in touch to find out more. Disclaimer - This note reflects our opinion and views as of 4 May 2021 and is a general summary of the legal position in England and Wales. It does not constitute legal advice.