In 2024, GAP Hire Solutions proudly marks 55 years of unwavering dedication, innovation, and excellence in the industry. Since their inception in 1969, they have continuously set the standard for superior service and reliability in the hire solutions industry. Built On Trust For over five decades, GAP Hire Solutions have stood as a pillar of support for construction projects and industries across the nation, earning their trust every step of the way. Their commitment to providing top-quality equipment and personalised service has been the cornerstone of their success. Innovation At Every Turn From modest beginnings to becoming a leader in the hire solutions industry, they've embraced innovation at every turn. From day one, innovation has driven their success. They've embraced new technologies and approaches to meet the evolving needs of customers with precision and efficiency, ensuring they have the tools they need to succeed. Gratitude & Growth As they celebrate this milestone, they extend their heartfelt gratitude to everyone who has been a part of the journey. As Iain Anderson, Joint Managing Director of GAP Hire Solutions adds, "To our loyal customers, dedicated team members, and valued stakeholders, thank you for your unwavering support." "Since our 50th celebrations in 2019, we have grown our turnover by 49% in just 5 years. This remarkable growth is a testament to the incredible work and dedication of everyone at GAP Hire Solutions." "Join us as we celebrate 55 years of excellence and toast to the many more ahead. Thank you for your support, partnership, and trust. Here's to the next chapter!"

Leading glass packaging company, Croxsons, has recently made changes to its management structure. Tracey Kendall, formerly business development manager - export, has been appointed as the new warehouse & logistics manager, while Justin Giddings, previously the area sales manager covering the southeast, has taken on the new role of commercial manager. Tracey, who has been an integral part of Croxsons for the past nine years, will now be responsible for overseeing the logistical operations within the UK. Her new role includes managing stock, determining optimal stock levels and understanding client requirements to ensure efficient stock management. The position reports directly to commercial director, George O’Brien. Tracey will still be taking and managing Export enquiries and accounts. With seven years of service at Croxsons, Justin will be focusing on evaluating and improving the current supply chain to enhance cost efficiency and operational effectiveness, ensuring the company's long-term strategic goals are met. He will also be identifying new initiatives to drive business growth, while continuing his sales responsibilities in the southeast. He will still report to sales director, Paul McGrane. Croxsons CEO, Tim Croxson, commented on the appointments: “We have an incredible team and are proud of our track record of staff retention. We are pleased that both Tracey and Justin have committed to the Croxsons family and look forward to our continued growth.” Croxsons is a trusted partner for both large and small brands worldwide, providing sustainable packaging solutions that empower food, drink, beauty and wellness brands to flourish.

Having in place a genuine ESG agenda counts for a lot in today’s employment market. As well as appealing to prospective employees, it also attracts attention from peers who can view open reports. As such there is growing support (and increased pressure) for employers to consider how they can operate their business in a manner which is as sympathetic as possible to ESG considerations. For example, businesses are responding to the challenge of climate change through finding innovative ways to reduce carbon emissions and increase sustainable practices, such as rethinking their use of disposable materials or increasing their use of green or public transport options. Doing so can however, create challenges from an employment law perspective. So, to what extent can an employer require their workforce to comply with any ESG initiatives? A simple way to formalise a change to internal working practices is to introduce a new policy or to amend an existing one. This doesn’t require any explicit consent from your employees so is arguably the most straightforward way to set out your plans. The downside is that enforcing a policy can be difficult, so it might be preferable to instigate an update to contractual terms (this will be required in any event if the relevant policy is contractual in nature). Updating contractual terms lawfully will involve a little more legwork than the policy option, including communicating the changes to your employees and getting their explicit consent. If they do not consent to the change, then their contractual terms will not technically have been updated because an employer cannot unilaterally enforce a change to contractual terms. Carrying out a short consultation process to engage employees with the proposed changes may increase the likelihood that you will get a high level of agreement to the updated terms. More broadly, the increased focus on ESG agendas fuels the debate surrounding what is and is not a protected philosophical belief for the purposes of the Equality Act 2010 (the “Equality Act”). Where a belief is deemed protected under the Equality Act, individuals holding such a belief will be protected against discriminatory practices. For example, if an employee reasonably chooses not to comply with a policy because it would contravene their protected belief, an employer cannot compel that employee to comply without exposing themselves to the risk of a claim under the Equality Act being brought against them by the employee. Where there could be some resistance to the implementation of policies, for example, if they arguably support some political agenda, the extent to which these policies risk straying into discrimination territory must be taken seriously. The Employment Tribunal has already considered the extent to which ethical veganism can be protected from discrimination in the case of Mr J Casamitjana Costa v The League Against Cruel Sports. In this case, ethical veganism was found, in a non-binding judgment, to be a protected philosophical belief. So, in a rather speculative way, it is possible that this shift in commercial focus could result in an increase in employment law developments. An additional prediction, also related to ESG agendas, is the scope for protected disclosures (whistleblowing) to be made which expose employers’ “greenwashing”, i.e. insincere efforts to appear to be supporting a green agenda, or similar. It is clear that only realistic and genuine efforts, policies and contractual terms should be promoted, and equally, employers should be alive to the protections afforded to potential whistleblowers and to the correct way to respond when an employee comes to them with a potentially protected disclosure. Demonstrating ESG credibility through setting ambitious goals and having strong data-based credentials can help avoid charges like greenwashing – for example aligning your sustainability work with science-based targets, or another framework. The current focus on ESG is leading many businesses into new territory in what is an exciting, yet challenging, time for employers. Developing ways in which your business and employees can do their bit to support sustainability and other ESG initiatives is an important role and one not to be shied away from. But, implementing these practices needs consideration and careful planning to reduce the potential risks. If you wish to discuss the above in any more detail or have any other employment or HR law related issues, please contact Joe Beeston, Counsel, or Nina Gilroy, Legal Executive, in the Corporate group at Forsters . Disclaimer - This note reflects our opinion and views as of 9 February 2022 and is a general summary of the legal position in England and Wales. It does not constitute legal advice.

Family Business United is delighted to announce that the date has been set for The Great British Family Business Conference 2025. The event will be taking place at The Royal Geographical Society on March 19, 2025. The full programme includes some fabulous speakers from all corners of the UK and is set to be another inspirational day of family business insights, journeys, learning and networking. Check out the full programme and book your tickets to join us in London here As Paul Andrews, Founder and CEO of Family Business United explains, “Having received such amazing feedback from the delegates in 2024 we wanted to announce the date for 2025 as soon as possible. We are returning to The Royal Geographical Society in South Kensington who are fantastic hosts and looking forward to a packed programme of insights, masterclasses and panel discussions. 2024 was incredible and has set the bar high for next year but we already have speakers lined up who we will announce in due course and look forward to making The Great British Family Business Conference 2025 better than ever!” “It is a pleasure to champion family firms and to have 2024 delegates telling us that the event was ‘the best family business event we have ever been to’ and that it was ‘a pleasure to be in the room with such inspirational family business leaders’ we cannot wait for the event next year!” Book your tickets to join us at The Great British Family Business Conference 2025 here

The UK’s largest independently owned furniture retailer, Furniture Village, is set to open an exciting new store in Lincoln’s Valentine Retail Park on 28th June 2024. The new store will offer customers a total of 17,957 sq ft of home inspiration set across two thoughtfully styled floors. The store merchandise has been tailored to the needs of the Lincolnshire clientele, taking into consideration the best-selling styles and ranges from nearby stores in Nottingham and Sheffield. Additionally, the store will offer creative home inspiration, Furniture Village’s latest collections and an unrivalled customer shopping experience including the business’ new beds and bedroom studio. The configuration of the store has been designed to maximise the space available and incorporate a wide range of unique furniture and accessories, from rugs to lighting and storage to sofas – everything you need to make a house a home. Charlie Harrison, Managing Director at Furniture Village, comments: “We are incredibly excited to open the doors to our newest store in Lincoln. Valentine Retail Park is a popular shopping destination for furniture and homeware and so it was the ideal choice for Furniture Village. Our new store will showcase our beautiful and unique furniture and accessories for every room in the home, with each piece hand-picked by our expert team of buyers and sourced from across the globe.’’ "It's fantastic to continue our geographic expansion and bring Furniture Village to yet another part of the country. Our Lincoln store will boast an immersive layout and a variety of creative room sets making it the perfect destination for those seeking home inspiration and expert advice.” Featuring dedicated spaces from leading brands such as Nicoletti, G-Plan, Harrison Spinks and Vispring, along with exclusive collections, quick delivery lines and a lowest price guarantee, the new retail space promises to inspire and delight with expert advice from the knowledgeable and friendly team. Charlie Harrison added, “We have recruited a wonderful team of nine people for our Lincoln store and we all look forward to welcoming customers through the doors on 28th June.’’ The new Lincoln store will open on Friday 28th June at 9am. Opening offers include sale prices storewide and £50 off every £500 spent until 18th August 2024. There will also be a competition to win £1000 to spend at the local store and complimentary coffee and freshly baked cookies will be served.

Bechtel will build Natrium Advanced Reactor Demonstration Project in Wyoming. Bechtel celebrates the official groundbreaking of the Natrium Demonstration Project. Bechtel is TerraPower's engineering, procurement, and construction partner on this first-of-a-kind project in Kemmerer, Wyoming. The project is part of the U.S. Department of Energy’s Advanced Reactor Demonstration Program. Natrium is an advanced nuclear reactor that uses a sodium-based technology to cool the reactor instead of water. This unique technology developed by TerraPower can provide clean, baseload operation at 345 megawatts with the capability to flex as high as 500 megawatts, generating enough energy to power 400,000 homes. Reflecting on the significance of its milestone, Craig Albert, Bechtel President and COO, shared the following: “The Natrium reactor’s innovative design will launch a new approach to nuclear plant construction that is designed to be safer, cleaner, faster, and more efficient than many energy source alternatives.” “Working together, the combination of advanced technology and streamlined constructability has the potential to diversify the U.S. power generation industry. The option of deploying smaller advanced nuclear plants that can work in concert with other clean energy sources will help speed our progress toward net-zero emissions.” Albert commended TerraPower on their approach and the significance of our partnership: “TerraPower extended their visionary approach to the building of the plant itself. Their involvement of Bechtel from the very beginning means the entire project lifecycle, including construction, has been optimized at every stage, making the entire process cost-effective, fast, and repeatable.” “Natrium will be the first nuclear project where the execution of those plans will benefit from Bechtel’s suite of digital tools and systems, which have been proven to deliver exceptional results on other large energy facilities.” Craig Albert’s complete comments are available in a post here . As the nexus of TerraPower and GE Hitachi technology, the Natrium design represents a leap forward in clean, sustainable power generation. The project will bring a commercial, advanced nuclear reactor online that will deliver carbon-free, reliable power to the electrical grid and provide jobs in Wyoming for decades to come. For 70 years, Bechtel has helped customers deliver clean energy through nuclear. In that time, Bechtel has designed, built, or provided construction services on 150 nuclear plants worldwide, bringing more than 76,000 megawatts of new nuclear generation capacity to the world. Bechtel is proud to bring this trusted expertise to the Natrium Demonstration Project.

One of Australia’s most experienced hospitality professionals, Peter Morelli, has been appointed as venue manager at Coopers Brewery. He will be responsible for the visitor experience at Coopers’ new $70 million development currently under construction at Regency Park in South Australia. Inducted into the Restaurant and Catering Association of Australia’s Hall of Fame in 2015 for his contribution and commitment to the hospitality and tourism industries, Peter brings a wealth of expertise and an impressive record at the helm of iconic venues. The highly awarded hospitality professional has built, grown and led teams, and established catering operations at major venues, hotels, restaurants, cafés and cellar doors for more than 30 years. Most recently, Peter steered the world-renowned visitor food and wine experiences at the d’Arenberg Cube (McLaren Vale) and Penfolds Cellar Doors (Magill Estate and Barossa Valley). He has also overseen hospitality and functions at SkyCity, Adelaide Entertainment Centre, Adelaide Festival Centre and the historic Lion Hotel.  Peter said: “I’ve enjoyed a close association with Coopers throughout my career and have always thought if the right position came along I would love to join this great family business.” “I’m excited to develop an immersive destination that connects visitors with Coopers’ proud history, provides insight into the brewing process and allows the opportunity to taste the best of Australian beer.” Having commenced his role at Australia’s largest independent family-owned brewery in May, Peter’s first task is assembling a team that will deliver a world-class hospitality and visitor experience. “Visitors will certainly notice the wow factor when they arrive here,” Peter said. “The unforgettable experience will focus on ice-cold beers, top-quality food, an enjoyable atmosphere and fantastic service. We want guests to tell their friends and family about it and make it the place they bring visitors from interstate and overseas.” Coopers Brewery Managing Director, Dr Tim Cooper, said Peter’s expertise in curating some of the country’s most respected cellar door offerings aligned with Coopers’ bold vision for its new development. “Peter impressed us with his passion for exceptional customer service and dedication to creating iconic hospitality offerings,” Dr Cooper said. “We’re delighted to have Peter on board to help us deliver a truly world-class and welcoming experience for all our guests.”

The LEGO Group today officially opened its newest regional distribution centre (RDC) in Tessenderlo, Belgium. The opening marks an important milestone in the company’s strategy to expand its supply and distribution network to support long-term growth in the market. Its location in Belgium will service the company’s omnichannel customers in Belgium, the Netherlands, Luxembourg, Great Britain, Ireland and northern France, as well as LEGO® Brand Retail Stores. LEGO factories in Nyíregyháza, Hungary and Kladno, Czech Republic will supply products to the centre, which will be operated by Kuehne+Nagel. Carsten Rasmussen, Chief Operations Officer of the LEGO Group, said: “We’re thrilled to celebrate the opening of our Belgium distribution centre. Expanding our supply and distribution network will ensure that we can continue to meet customer demand and bring learning through play to millions of children for years to come." "We’re grateful for the continued partnership we’ve had with Kuehne+Nagel and are happy to have them on board to operate the site.” Gianfranco Sgro, Executive Vice President Contract Logistics at Kuehne+Nagel said: “Today we celebrate the extension of a partnership that has continued for more than 12 years. Together with LEGO we live and embody values such as innovation, infinite possibilities of imagination and creation, continuous attention to the customer and the planet we live on." "We are particularly proud as from today we complete our range of offers with all our products (sea, air, road, B2C and B2B fulfillment centres) to guarantee an exceptional online and in-store experience.” Greater flexibility to reduce customer lead times, accommodate growth The distribution centre is the second in the company’s European distribution network, joining an existing centre in Jirny, Czech Republic. The centre is equipped to store up to 44,000 pallets and has an expected throughput of approximately 32,000 orders annually. It is co-located on the same campus as the company’s LEGO.com fulfilment centre, which will be stocked with product from the RDC. This increased capacity and agility will result in an average customer lead time reduction of up to two days for customers in scope. Operations have been designed with sustainability in mind as the distribution centre shares the same sustainability commitment as all LEGO operations to reduce the company’s absolute global carbon emissions by 37 percent by 2032. It has been built to BREEAM Excellent environmental standards, a third-party certification system that measures the sustainability performance of buildings. On-site solar panels and a wind turbine will generate significant direct renewable energy, while all heating will be provided through geo-thermal energy as part of the company’s efforts to minimise its environmental impact. The company will utilise the European Cargo Rail network to transport LEGO products from its factories, bringing an estimated savings of 2,000t CO2 per year compared with today’s standard use of road and truck Tessenderlo is one of many investments in the company’s manufacturing footprint. The opening of the Tessenderlo RDC is a meaningful milestone in the company’s strategy to increase flexibility and agility in its operations. The LEGO Group has also invested more than US $1B in two new state-of-the-art factories in Binh Duong, Vietnam and Virginia, U.S., on track to open in 2025 and 2027 respectively. Both of these factories will run on renewable energy and contribute to the local community though the creation of highly skilled jobs. The LEGO Group is additionally expanding four of its existing factories in Nyíregyháza, Hungary, Billund, Denmark, Jiaxing, China and Monterrey, Mexico to meet future demand and drive long-term growth. All expansions are currently in progress and on track to be completed within the coming years.

Sourcing the perfect ‘on-the-go’ Greek yogurt product is no longer a Herculean task thanks to the latest product range from Scotland’s largest independent dairy. Graham’s Family Dairy has launched Scotland's first Greek yogurt pouches in three flavours; natural, strawberry and honey. The product range, which is sweetener free and naturally high in protein, hits shelves as new data highlights the rise in popularity, with the value of pouch sales growing 12% in the past year [NIQ 52 w/e 25 February 2024]. The pouches will be produced in Nairn, with the family business investing more than £2m into its Highland production facility to produce the new pouches and key products within its protein range. The brand new product marks the dairy’s first foray into Greek yogurt, launching in stores from mid-June, with an initial rollout taking place across over 100 Lidl stores in Scotland this weekend, with a wider roll out across Sainsbury’s Scottish stores in late August. The 150g pouches contain up to 14g of natural protein and were designed to be the perfect snack for on-the-go families and health conscious shoppers looking for an indulgent snack. The demand for healthy and high protein alternatives continues to grow as reports show that two out of five consumers are interested in yogurts to replace traditional desserts*, with Greek yogurt widely recognised in the industry as being the biggest sub category within healthy yogurt. Robert Graham, Managing Director at Graham’s Family Dairy said: “We take pride in our family legacy and heritage, which from the offset has been driven by innovation. Our new Greek yogurt pouches have been specifically designed to appeal to the market after the huge success of our Protein 25 pouches, which fly off the shelves." "Alongside being a convenient and delicious natural dairy snack, our Greek pouches are naturally high in protein and sweetener free which sets them aside from many similar products on the market." “More and more, our consumers are looking for easy to ‘grab and go’, healthy, protein packed products - we’ve designed our Greek pouch and protein ranges to lend themselves to do just that. Regardless of convenience, one thing no one wants to compromise on is taste, and we’re really proud to have created a healthy, practical product without impacting on its flavour and rich and creamy texture.” Graham’s Family Dairy products rely on natural dairy goodness for great taste, using the finest ingredients and milk specially selected from family run Scottish farms in its Greek yogurt pouches and across its ranges. The family run business has grown through three generations and today 70% of households in Scotland and 30% of the UK’s households buy their home-grown products, making them Scotland’s No.1 dairy brand.

Arco, the UK’s leading safety provider, has once again been awarded a gold medal for sustainability by the world’s largest and most trusted provider of business sustainability ratings. After thorough examination of its sustainability performance by independent experts at EcoVadis, Arco has retained its “Gold” status for 2024, improving on its overall score since the company’s last assessment. The gold rating means Arco is ranked in the top 5 per cent of more than 120,000 companies assessed by EcoVadis. EcoVadis singled out Arco's leadership on environmental sustainability as 'outstanding' in comparison with its peers. Arco’s sustainability initiatives over the past year include the launch of a new Responsible hi-visibility clothing range, as well as the installation of more than 2,300 solar panels on the roof of the company’s National Distribution Centre in Hull. Jim Harbidge, head of sustainability at Arco, said: “At Arco, we continually review and improve practices across the business to ensure we deliver best practice in sustainability." “We are extremely proud of this award and what it means for our products, those who make them and our customers who share our aims and values. We still aspire to achieve the ‘Platinum’ award and will continue to find new ways to differentiate ourselves as a responsible choice of safety partner.” EcoVadis measures sustainability performance across the four themes of environment, labour and human rights, ethics, and sustainable procurement. Its rating methodology measures the quality of a company’s sustainability management system through three management pillars of policies, actions, and results.  A team of international sustainability experts analyse and cross-check companies’ data in order to create reliable ratings, considering each company’s industry, size and geographic location. EcoVadis reviews its performance rating approach each year in support of best practice in sustainability. Find out how Arco is taking action for a safer tomorrow .

In order to protect the continuity of a family enterprise for the benefit of future generations, there are three key areas that need to be addressed upon the business’ formation, namely family and corporate governance, ownership structuring, and succession planning. Here, we'll explore the structural considerations and processes that all family-run businesses must adhere to promote long-term growth, security and longevity. Governance Structures There are important questions that must be answered at the outset of any new enterprise, such as ‘How will the business be run?’  ‘Who will be responsible for making the important decisions?’ and ‘Who within the family will have a say, and what kind of gravity will their opinion have?’ Having robust governance structures in place determines the boundaries for family member involvement and formalises the areas of responsibility.  There are two distinct areas to consider when it comes to governance – namely governance of the business, and governance within the family itself. Family governance establishes a shared decision-making system based on a family's history, values, and purpose, drawing inspiration from corporate governance while prioritising communication over the day-to-day formalities. It enables structured discussions to take place on complex issues whilst facilitating family members' integration into the family and business network. Regular family governance meetings promote communication, decision-making, and understanding of the family's narrative and vision, often incorporating educational aspects about unity, wealth expectations, and business involvement. Equally, the formation of a Family Council acts as a liaison for family members outside the immediate business operation, ensuring diverse representation and involvement in the family's commercial interests. Business governance, on the other hand, is pivotal in reducing internal conflicts, delineating authority and decision-making processes within the business. Depending on the business's size, governance may involve a board of directors overseeing direction and control, or an executive board managing day-to-day operations and strategy. The ‘four-room’ model is recommended for clarity, dividing responsibilities among the owner’s room (board management and strategy), the boardroom (supervision and hiring), the management room (business strategy and operations), and the family room (shared goals and legacy). This will only be effective, however, if there is a clear ownership and role structure in place which is representative of the business’ goals. Ownership Selecting the appropriate structure for a family business in the UK requires careful consideration of various factors including legal and tax implications, desired control levels, the extent of business involvement, and estate planning objectives. Corporate structures, for example, can offer liability protection but require more in terms of compliance and organisational costs. However, for some family businesses, especially larger ones, the separation of management and ownership without compromising professional governance may be more beneficial. Considering what is best for the continued growth of the business, and protecting the prospects of those invested in it, is essential in determining the most fitting business structure. There are numerous options available, but not all will suit the business’ needs. Sole Ownership: Sole ownership is prevalent in the UK, especially among small businesses, due to its simplicity and low start-up costs. The main advantages include complete control over decision-making, ease of setup, and retaining after-tax profits. However, this business structure faces challenges such as a limited succession pool and the burden of unlimited personal liability, which may hinder funding opportunities due to perceived financial risk. Partnerships: Starting a family business as a partnership, as defined by the Partnership Act 1980, involves individuals working together with the aim of making a profit. While establishing a partnership can occur unintentionally and without a formal agreement, it's crucial, especially in family businesses, to have clear terms outlined to avoid complications. A family business structured as a partnership typically limits ownership to actively involved family members, fostering resilience and innovation through diverse perspectives. However, this model can also introduce competitive tensions among family members vying for specific roles, underscoring the necessity for clear governance. To mitigate potential disputes and articulate the allocation of profits, losses, and decision-making processes, instituting a formal partnership agreement is advisable. Partners should be aware that they bear unlimited liability for the business's debts and obligations, similar to sole traders. Limited Liability Partnerships (LLP): An LLP is a distinct legal entity offering its members liability limited to their investment and any personal guarantees. Unlike traditional partnerships, an LLP's structure requires adherence to an agreement detailing its operation, profit distribution, member responsibilities, and termination protocols. Members are taxed based on their income share from the LLP. However, an LLP entails more administrative tasks, including maintaining a members' register, preparing annual accounts, and public filing with Companies House, leading to higher administrative costs compared to traditional partnerships with fewer formalities. A private company limited by shares or guarantee: In the UK, most private companies are limited by shares or guarantee, meaning they exist as separate legal entities. The limited by shares structure limits shareholder liability to the value of their shares and allows for the sale of shares to raise capital, whereas limited by guarantee doesn’t involve shares and instead the company is owned by guarantors (members) with limited liability. The latter is often more suitable for non-profit organisations and management companies. Changes to membership are made easier with a company limited by guarantee as no share transfers are required. These structures involve more administration, including filing annual accounts and tax returns, but offer tax benefits and protection of personal assets in case of insolvency. Estate and Succession Planning Without the necessary structure in place to determine what happens when the business owner departs or dies, all of the above may be rendered redundant, and the business may struggle to emerge intact from the ensuing chaos as family members scramble for control. This is why estate planning and succession planning are crucial to a family business’ long-term prospects. Having a structure and process in place for both is vital. Succession planning in a family business focuses on ensuring the continuous management and operation of the business across generations, unlike estate planning which is mainly about transferring ownership. Both are necessary for the seamless transfer of roles and responsibilities to future generations in family businesses. When numerous family members are competing for top ownership positions in a family business, succession becomes difficult. In addition, it is challenging for the following generation to assume leadership when there is no succession plan in place. Businesses generally utilise succession planning as a means of streamlining the transition of ownership or leadership. It entails identifying the individuals who should be trained to take on new positions inside the business in order to accommodate future, inevitable, changes (such as death ore retirement). Succession planning acts as an ongoing contingency plan that should be annually reviewed and updated according to company changes, and any comings or goings of family or senior staff members. It involves assessing leader skills, identifying replacement candidates, and developing their understanding of the business and its operations to ensure they can take over roles effectively. This process is significant for both large and small businesses, with the latter focusing on preparing the next generation for leadership. The planning process requires considerable time and effort, with an emphasis on making sure that the right individuals with the appropriate future leadership potential are earmarked for succession, not just those who are oldest, or feel they have a familial right to take over. Its about considering what is best for the business, not satisfying egos, and if that means considering those who are not members of the family for senior roles, so be it. Remember, if the business thrives, the family will ultimately benefit in the long run. Planning for succession should begin early enough to prevent unpleasant and impromptu talks or dramas because succession is a journey rather than a standalone event. Strategic planning and the ability to adjust to changing conditions are made possible by a continual dialogue – remove any nasty surprises, and family members will be less likely to become upset. Conversely, estate planning is crucial for ensuring smooth ownership transferral. It involves creating a detailed transition plan that covers the regulation of ownership, asset distribution, and responsibilities for future generations. While families may rely on their business governance frameworks to handle these matters, unforeseen life events can complicate situations, making formal shareholder agreements and estate planning essential. These plans must consider a range of potential issues, including inheritance taxes, income distribution, financial treatment of non-contributing family members, spousal benefits, decision-making processes, crisis management, and liquidation scenarios. Addressing these uncomfortable topics early on is vital to avoid unexpected consequences and ensure business continuity across generations. Should you require any advice or support on how best to preserve the legacy of your family business, please contact the specialist family business team at Buckles  for a confidential, impartial consultation.

Following several significant new client wins, independent insurance broking and risk management specialist, TL Dallas, has bolstered its London team with the appointment of two corporate account executives. Michael Jobson and Ross Bullard are seasoned insurance professionals with 36 years combined industry experience and both are certified with the Chartered Insurance Institute (CII). Michael said: “After working across loss recovery, personal lines, commercial account handling and working with high net-worth clients for almost 18 years, I then became a specialist in the health and care sector, which faces unique challenges and has very individual requirements when it comes to insurance." “Throughout my 24-year career I always preferred working for independent insurance brokers, and that was one of the main reasons for my move to TL Dallas. I had heard great things about the family and employee-owned firm, and as TL Dallas had recently set up a dedicated health and care division, it made it the ideal move." “With complete freedom of thought and action, which is not always the case at some of the corporates, I can focus on delivering the very best service for clients. To be working with a dedicated team of professionals who all have the same goal of providing the best cover for the best possible price, and always responding swiftly and effectively to claims via the in-house team at TL Dallas, made the role hugely appealing.” Ross said: “I started out in the insurance industry 12 years ago in motor insurance, working for a broker in Southampton, before moving to another broker to specialise in insurance for parish and town councils. I spent eight years as an account executive in the local government sector at this firm, which was sold twice during that period." “Joining a stable firm like TL Dallas is a fantastic opportunity for me, and I plan to build on my network of contacts in my home county of Norfolk and beyond to introduce the array of services that TL Dallas has to offer. Being a broker is a varied and interesting job and I particularly like working with different insurers on complex cases. Every client is unique and supporting them with their insurance and risk management needs is extremely satisfying.” Polly Staveley, managing director at TL Dallas, said: “This double appointment reflects the significant growth the team is delivering in our city office. As we continue to build on our client base in the South of England, we also plan to recruit at least two more team members with the right ethos and experience over the next year or two to support our growth plans.” The TL Dallas London office is located the heart of the city at 14 Devonshire Square. With a 15-strong team in the city supplying commercial insurance products to businesses operating in every industry sector, TL Dallas also offers a variety of specialist polices, including books, collectables and demolition insurance, as well as having access to the wider group for private clients, trade credit insurance and independent financial services. About TL Dallas TL Dallas was founded in 1919 and is one of the UK's leading independent insurance broking and risk management companies providing a full range of commercial and personal insurance services. The fourth-generation family firm is owned by its management and team. Group managing director, Polly Staveley, and group director, Mackenzie Dallas, are both great grandchildren of the company’s founder, Thomas Lessels Dallas OBE. TL Dallas currently employs more than 165 people in its Bradford headquarters and across offices in Belfast, Cumbria, Edinburgh, Falkirk, Glasgow, Holmfirth, Skipton, Lincoln, London, Shetland and Stockport. The company is one of the founding members of UNA – the National Alliance of Independent Brokers.