As the country and the world moves into uncertain times, we’ve decided to look back on the journey of the family business Tibard. In the past forty years, Tibard have evolved to become one of the nation’s favourite uniform providers. They may deliver uniforms to thousands of businesses across the country, but they had quite humble beginnings. Paul Andrews spoke to them to find out more. It all began back in 1979 on August 12th when John and Sue Shonfeld founded a company in their spare room in a small village in Tameside, Greater Manchester. That summer would be an especially fragile time in the country just following the infamous ‘Winter of Discontent’ striking and industrial upheaval; many businesses failed before they got started. But this tenacious duo knew they had an idea and the determination to create a company that would endure these tumultuous times. Their vision was simple – They wanted to create a fully integrated system for the production and laundering of chefswear within the hospitality industry. At this time there wasn’t another system out there like this catering to these sort of companies, especially not with such an innovative approach, and so Tibard was born. The next three years would be marked with profit and company growth for John and Sue Shonfield as they managed the production and upkeep of chefswear for hundreds of establishments on a national basis. They worked tirelessly to build the business and even roped in their children to help prepare the garments for delivery! At this time the companies using Tibard included the likes of Brewers Fayre and Beefeater. To keep up with the rising demand for Tibard products and maintain the same level of customer service for their growing client base, John and Sue knew they had to get out of their spare room. So in September of 1982, the first Tibard location came to be on a small industrial unit in Denton, Tameside. For the first time, John and Sue could directly employ and oversee the production and the business side of things, setting the stage for what was to come. The business continued to grow and their hard work and endeavour paid off when in the winter of 1987, Tibard reached its first million in annual turnover. This point was a completely unprecedented milestone, with the average £1 million business taking eleven years to reach that coveted milestone, Tibard managed to do it seven! During the late 1980’s, an increasing amount of British companies were choosing to move their production entirely offshore due to cost. Tibard were happy to buck the trend and stuck to their original vision of high-quality chefswear made in Greater Manchester. Committed to this vision, they undertook their biggest risk to date and set out to build their own 25,000 foot manufacturing hub in Dukinfield, Greater Manchester in 1989. A purpose-built factory, allowed them to increase the rate of manufacturing chefswear by hiring local seamstresses and account managers. However, just when Tibard was finishing the move to Dukinfield, the country was hit with a recession. The recession of the early 1990’s marked a precarious time for British based manufacturing. Yet, Tibard garment’s popularity in the industry continued to endure as people continued to rely on them for the quality and durability of their uniforms. Successfully enduring the hard times, Tibard exited the recession unscathed and achieved their next financial milestone in 1993 by reaching 2 million in turnover. This event marked a real turning point for Tibard and they recognised that in order to continue to grow, innovation would be the next big step for the family firm. In the formative years Tibard was a small team of around a dozen employees but in 1994 it was time to expand. During the year Tibard’s workforce grew to thirty from machinists and seamstresses to account managers and salespeople which allowed the business to boost productivity in their Dukinfield location. Four years later, Tibard took another step in innovation, launching their first website. Online sales were still small in 1998, but this innovative family business recognised the viability of having an online space even back then, and it was this pioneering attitude that meant that Tibard was one of the first workwear websites in the UK. Innovation and entrepreneurial drive continued with the acquisition of a local laundry operator and the formation of Tibard Laundry Services in 2001. After twenty-two years of managing laundry services, this was the next natural step for Tibard – offering laundry separately from the integrated system and the business began to regularly launder hospitality clothing from across the North West. The next stage in the journey was personal as, twenty-three years after helping with the start of Tibard, Rick Shonfeld, son of Sue and John, re-joined the business. Rick enjoyed a successful career working at a New York design agency and returned to the family business to make a real mark on the creative direction of Tibard. His appointment was also the realisation that Tibard had become a real family business. Rick oversaw the next stage of Tibard with the launch of the high-end chefswear brand Oliver Harvey. Officially launched in 2009 Oliver Harvey was the culmination of the company’s collective knowledge of the hospitality industry. They recognised the desire in the industry for a heritage chefswear brand that had the feel of a luxury fashion retailer. So, the range of chefswear developed to include new jacket styles, a specialised women’s fit chef jacket and high-quality leather apron collection, all of which have been massive successes for the business since their introduction. As we entered the 2010’s, digital innovation took a stronghold of everyone’s lives and Tibard saw the opportunity to provide customers with a brand new experience and the Tibard Cloud system launched in 2017. An online portal that allows a multitude of sites to log on and order uniform under their business account and allows head offices to keep track of spending. Overall this new system allows businesses to easily update their new uniform in all sites and gives managers the freedom to purchase when needed. As well as digital innovation, Tibard revitalised their manufacturing facility in 2018. They learned that the adjacent industrial unit in Dukinfield was up for sale and opportunities like that do not come round too often. They invested millions of pound to expand their production, build a state of the art warehouse and office space as well as a corridor unifying the two buildings. In 2019 Tibard proudly celebrated their fortieth year in business with a party for suppliers, customers and employees alike. After four decades of hard work, it was an opportunity to kick back and reflect on forty years of a job well done. But the journey does not end there. In 2020, like most businesses across the country, Tibard suffered a huge challenge posed by the coronavirus pandemic. When the Government put Tibard’s traditional market, hospitality, on hold, they watched their order book vanish from 200 orders a day to 0. However, the state of the art manufacturing facility was therefore without work at a time when the NHS desperately needed scrubs, gowns and other PPE so they utilised all their touchpoints from suppliers to competitors to offer their factory to meet any shortfalls. This is something they continue to do to this day as well as seeing their traditional customers ordering again, following the reopening of the hospitality industry in July and the Eat Out to Help Out scheme. The entrepreneurial journey continues. We look forward to continuing to see the journey of this innovative, entrepreneurial family business. Find out more about the business at www.tibard.co.uk

Open up many of the electronic devices we now use on a daily basis and it is likely you will find small amounts of silver, platinum or other precious metals. As demand for these materials grows, manufacturers face a choice: source virgin metals from nature-depleting mines or look to find a secure supply within the ‘urban mine’ of the UK waste stream. With its environmental and cost benefits, the urban mine is increasingly the path chosen by the electronics industry and it is therefore vital these metals don’t get lost when processing waste electrical and electronic equipment (WEEE). “Recovering precious metals from our electronics recycling business has become one of EMR’s biggest priorities in recent years,” according to EMR’s Director for Non-Ferrous, Terry Garry. As one of the world’s leading metal recyclers, EMR is therefore investing in new ways to remove these precious metals from its wider recycling processes, thereby ensuring they remain in the circular economy. “The way that we process WEEE products is first by shredding them down into smaller pieces. The smallest fraction is most likely to contain precious metals and that will then go to copper smelters who can extract the precious metals through an electrolysis process.” “As the copper smelters achieve their goal of producing a cathode of pure copper, precious metals emerge, which then go on for further electro-refining to separate, clean and densify each metal present.” In recent years, changes to the law have made electronics producers and retailers responsible for taking back WEEE products, which is why firms such as Currys now encourage shoppers to return old printers, computers and other devices for recycling. Terry says that consumers also have an important role to play: “As with all recycling, consumers can ensure the process is effective by correctly segregating material and being responsible in how they dispose of their electronics. Education and support for consumers to do this must also improve,” he adds. For EMR’s part, significant investment in its recycling processes are likely to transform the efficiency and effectiveness of WEEE recycling, ensuring more of these precious metals are captured, processed and re-used in the next generation of electronics. “Our investment in this area is two-fold,” Terry says. “Firstly, we’re providing collecting and logistic services for retailers and manufactures who are now obliged to accept these end-of-life electronics to ensure they don’t end up in landfill or incinerators.” “At our recycling facilities, meanwhile, we’re looking at integrating sophisticated sorting technologies to improve the separation of our non-ferrous materials. This will be a big investment for the company in the coming years, but the goal – capturing these valuable metals and putting them back in the supply chain – will be more than worth it.” While recycling these metals is inherently more sustainable than extracting them from the earth via mining, EMR is also transitioning to renewable power and electrified material handlers to cut fossil fuels from its operations. As part of EMR’s sustainability strategy, it also has a science-backed target to reach net-zero by 2040 which will further increase the environmental benefits of recycling WEEE products. “While precious metals have been sought-after for millennia, their use in electronics means that demand for silver, palladium and platinum has never been higher. At EMR, we’re doing everything we can to create an efficient, sustainable supply chain of low carbon precious metals for the future,” Terry adds.

As part of a commitment to environmental stewardship and improving quality of life in its communities, Perdue Farms is helping Rivers Alive of Georgia fund its annual volunteer effort to beautify the state’s waterways. A $5,000 grant funded through the Franklin P. and Arthur W. Perdue Foundation is part of the company’s Delivering Hope to Our Neighbors® initiative focused on improving quality of life and building strong communities. Rivers Alive is Georgia’s annual volunteer waterway cleanup that targets all waterways in the state, including streams, rivers, lakes, beaches and wetlands. Rivers Alive creates awareness of and involvement in the preservation of Georgia’s water resources. Rivers Alive is held annually each fall and is part of the Georgia Environmental Protection Division Outreach Program. “Public private partnership is what makes Rivers Alive so special,” said Harold Harbert, watershed outreach manager for the Georgia Environmental Protection Division Watershed Protection Branch. “This is a program that brings all walks of life together, in a common effort to protect our watersheds. Working together, we can make a difference.” “At Perdue, we believe in being responsible stewards of our natural resources,” said Caleb Jones, environmental manager at Perdue’s Perry’s, Ga. operations and Rivers Alive Advisory Board member. “We’re proud to lend our support to Rivers Alive in efforts to improve quality of life in the state and be a catalyst for change and clean water.” The statewide event’s continued success is dependent on a strong volunteer base that is concerned about and prepared to take action to protect local waterways. Since its inception in 1999, nearly 500,000 volunteers, including Perdue associates, have helped remove more than 11.8 million pounds and trash and recyclables. “Everyone who participates in Rivers Alive, in whatever capacity, is working to help keep our rivers clean and healthy,” said Jones.

Walmart and Sustainable Beef LLC announced recently that Walmart signed an agreement to acquire a minority stake in Sustainable Beef LLC, a rancher-owned company based in North Platte, Nebraska. Walmart’s equity investment is part of a broader strategic partnership to source top-quality angus beef from Sustainable Beef LLC’s new beef processing facility. This partnership helps supplement the current beef industry and provides additional opportunities for ranchers to increase their business. As part of the investment, Walmart will also have representation on Sustainable Beef’s board. Walmart’s investment will help Sustainable Beef LLC open their beef processing facility in North Platte, Neb. The facility is expected to break ground next month and open by late 2024, creating more than 800 new jobs. Walmart’s work with Sustainable Beef LLC will create more capacity for the beef industry. “At Walmart, we are dedicated to providing high-quality, affordable beef to our customers, and an investment in Sustainable Beef LLC will give us even more access to these products,” said Tyler Lehr, senior vice president of merchandising for deli services, meat and seafood, Walmart U.S. “We know Sustainable Beef LLC has a responsible approach to beef processing, one that includes creating long-term growth for cattle ranchers and family farmers. This investment provides greater visibility into the beef supply chain and complements Walmart’s regeneration commitment to improve grazing management.” Sustainable Beef LLC will work with cattle feeders and ranchers to understand critical elements of the supply chain cycle, such as grain sourcing and grazing management. Animal care will follow the Five Freedoms, and there will be a consistent approach to antibiotic use and reporting across herds in line with Walmart’s Position on Antibiotics in Animals, which asks suppliers to adopt and implement American Veterinary Medical Association Judicious Use Principles of Antimicrobials. All of these components will help Sustainable Beef LLC to improve and refine the beef supply chain to provide quality beef for our customers. “We set out on a journey two years ago to create a new beef processing plant to add some capacity to the industry and provide an opportunity for producers to integrate their business of raising quality cattle with the beef processing portion of the industry and do it in a sustainable manner, said David Briggs, CEO of Sustainable Beef LLC. “During this journey we found that Sustainable Beef and Walmart aligned on continuing to improve how we care for our animals and crops and provide consumers the positive experience of enjoying quality beef.”

UK small businesses are out-performing their larger peers by making the environment a priority amidst the global emergency on climate change – with nine in ten (89%) small business owners actively working towards net zero. At a time when climate groups have called out major corporations on net zero promises – and when the UK Government has come under scrutiny for not having planned the ‘means’ for which to achieve the ‘ends’ on Cop26 net zero targets – UK small businesses are steaming ahead in figuring out the means for themselves; by working on climate plans today, rather than pushing targets further into the future. New research from Novuna Business Finance has found that, encouragingly, more than one in ten small businesses (13%) believed that they are already operating at new zero. A further 31% have a net zero plan in place and are working towards it, while 45% of enterprises are taking steps towards carbon reduction. Further, the action taken – or being taken – suggests that small businesses are being responsive to their staff and customers who are increasingly demanding climate action. Small business leaders said their staff have been net zero advocates on: adopting car sharing (16%), reducing business travel (15%), repurposing rather than throwing away (13%) and recycling (11%). While pressure from customers has focused attention on using less packaging (12%), re-evaluating the sustainability of suppliers (10%), using less plastic (9%) and putting the case forward for electric vehicles (7%). These findings suggest that the closer the connection smaller enterprises have with their customers and staff (combined with their size), the better positioned they are to respond to climate change and sustainability issues more generally. In addition to listening to customers and staff, small business owners are also willing to accept responsibility for driving positive action. When asked who starts the change on net zero, 38% of respondents said they can be the change in their supply chain and influence the behaviour of others. A further 27% of small businesses said individuals within the business needed support in taking positive action at work and at home. Whilst 27% did feel that Government and big business should be leading change for society and 19% would like more support from Government, the majority of smaller enterprises are getting on working towards net zero (89%). Industry sectors where small business is already net zero: Legal 20% Hospitality and leisure 19% Real estate 18% Construction 16% Industry sectors where small businesses have net zero plans in place: Media and marketing 45% Manufacturing 39% Medical/health + IT telecoms 36% Finance and accounting 34% Jo Morris, Head of Insight at Novuna Business Finance commented: “We know from years of working together and through the extensive research we have done, that the UK small business community is an incredibly resilient bunch. Though the climate crisis is a daunting prospect for us all, it is so encouraging to see the action being taken within the community to implement change. Having been reliant on fossil fuels in industry and at home for so long, this move to net zero is a really challenging one for many of us all over the world – and the recent heatwave has only brought further urgency to the need for us all to adapt new planet-positive approaches to life and business.” “With extreme weather now affecting communities all over the world, there really is no time like the present. We all still have a long way to go on the journey to net zero, but it is becoming apparent that there is much to learn from the UK small business community who have already started creating ripples that will continue to drive change.”

Swire Properties is delighted to confirm that Swire Hotels will open its first luxury hotel outside China under the “The House Collective” brand. Located in Shibuya District, in Tokyo, Japan, the hotel is scheduled for completion in FY 2027. This represents a significant move by the Company to develop its hotel management arm. The yet-to-be-named hotel will be part of a prestigious mixed-used project by acclaimed developers Tokyu Corporation and Tokyu Department Store (together, Tokyu Group), and L Catterton Real Estate (“LCRE”). Situated on the site of Tokyu Department Store’s flagship store, the project is a short walk from Shoto, one of Tokyo’s most prosperous neighbourhoods, and a stone’s throw from the bustling high-end shopping area of Shibuya which is famous for international designer brands, local arts and culture and distinctive Japanese fashion. The hotel will be a retreat from the bustling city, offering The House Collective’s renowned brand of luxury and style. Swire is no stranger to the Japanese market, having set up offices in Yokohama over 150 years ago. The Group’s trading interests in Japan gradually expanded into a diverse portfolio including insurance, shipping and aviation. Cathay Pacific, one of the first international airlines to serve Osaka, Fukuoka and Nagoya, and Swire Shipping are the Group’s principal interests in Japan today. Tim Blackburn, Chief Executive of Swire Properties and Chairman of Swire Hotels, said, “Over the past 14 years, Swire Hotels has created a series of distinctive and stylish properties which stand out in a highly competitive industry. We’re very excited to be launching The House Collective in Japan and we are looking forward to working closely with our partners, Tokyu Group and LCRE, to creating an exceptional experience for guests in this city. Looking ahead, we are very confident in the future of our hotel business and we will continue to explore opportunities to develop The House Collective and EAST hotel brands in the region.” Toby Smith, Deputy Chairman of Swire Hotels, said, “Witnessing the growth of The House Collective is an extremely proud moment for us as we look to expand into new cities throughout the Asia Pacific region. We’re delighted to be able to bring our distinctive design and people-first approach to hospitality to Tokyo. Our partners, Tokyu Group and LCRE, share our vision of a creating a new and vibrant guest experience which will offer world-class hospitality to locals and visitors to Tokyo.” “Swire Hotels’ The House Collective creates elevated luxury experiences with distinctive character and a sense of style”, said Kazuo Takahashi, President and Representative Director of Tokyu Corporation. “With Swire and The House Collective, we work with one of Asia’s most sophisticated and luxurious hoteliers and are delighted to introduce a new standard of contemporary hospitality to Tokyo”, said Mathieu le Bozec, Managing Partner of L Catterton Real Estate. This new addition to The House Collective is part of the Shibuya Upper West Project by Tokyu Corporation and Tokyu Department Store (together, Tokyu Group), and L Catterton Real Estate (LCRE). This 117,000 sqm landmark (includes Bunkamura) will be the epitome of quality living featuring high-end retail, a contemporary luxury hotel and residences, as well as never-before-seen arts and cultural experiences to complement the already vibrant Shibuya District. The architectural design is led by Snøhetta, an internationally renowned Norwegian firm known for creating sustainable spaces that effortlessly combine conceptual form with Nature. This project aims to meet Tokyu Group and LCRE’s ambitious sustainability goals.

In a family business, separating the family from the business can be the biggest challenge. We spoke to Dr. Denise P. Federer is a speaker, consultant, coach and psychologist in Tampa, Florida to get her insight into the issue associated with potentially having to fire a family member from the family business. Here are her thoughts on the matter. A few weeks ago, I was watching a romantic comedy called ‘What Happens in Vegas’, starring Cameron Diaz and Ashton Kutcher. While I don’t normally get ideas for an article from run of the mill Rom-Coms, the opening scene of this movie hit home, when Kutcher’s character Jack is fired from the family business by his father. In the film, ‘Jack’ is an affable guy who likes to goof off—which is not good for business and leads to his firing. Shocked and dismayed, he heads to Vegas with a friend where, as you might imagine, hijinks ensue. But what actually happens in Vegas in this movie isn’t important. The setup for Jack’s trip there is. In my work as a family business consultant, the issue of family members not ‘pulling their weight’ comes up often. Deciding what to do about it is one of the most difficult issues a family business will ever face. Should you fire a family member? The short answer is—it depends. There are a variety of factors at play when deciding what to do with a family employee who is not getting the job done in the manner that the business requires. Far from a simple yes or no, your decision should come only after careful consideration of the facts surrounding the case—including the following factors: Your Family Business Model I strongly believe in the importance of having a family business model, and how you construct your corporate governance around the model used. There are three main models for family businesses: The Family-First model , in which the family’s happiness and sense of togetherness should come before everything else. In this model, differences in the quality and degree of family members’ contributions to the business will not be fully recognized. The Business-First model , in which all decisions are based on what is best for the company, and the family needs become secondary. The model rewards hard work, promotes shared success, and is driven by growth and individual opportunities to succeed. The Family Enterprise model , which splits the difference and creates a balance between Family-First and Business-First models. All decisions should balance family satisfaction and the economic health of the business. In the Family-First model, firing that family employee would be a last resort, only after all other avenues are exhausted. In the Business-First model, firing the family member would likely be in the cards (dependent, of course, on how severe the issue is). In the Family Enterprise model, the decision essentially comes down to what the corporate governance says. Choosing one of the three models for your family business will help you create your corporate governance, which will easily lay out what your decision should be ion any of these situations. The importance of corporate governance cannot be understated, and if you’re currently in the position of deciding whether to fire a family member, you’re probably nodding right now. Your Values As the leader of your family business, what is important to you? Do you consider yourself more of a parent/sibling or more of a boss when dealing with the family member in question? Blood is thicker than water, but is it thicker than your business needs? If you don’t have a family business model, you’ll have to go on your values and make the best decision that satisfies them. The Developmental Stage of Your Business If your business is growing and you plan on bringing in outside leadership whom you know will not tolerate certain issues with family employees, the calculus on your decision changes. If you’re an established family company, your best bet may be to find a better fit within the company for the family member. Your Culture The culture of your family business is incredibly important. If you have a family employee who is damaging that culture, you have a problem. But not every instance is that severe. Look at how this person affects others in the company, and whether they are representing the values of the company. A lack of technical expertise can be fixed. But when someone is poisoning the culture, you may find that your hand is forced. No family business leaders really want to fire a family member. And in most cases, it should only happen after all other options have been exhausted. For instance, if a family member simply lacks the technical expertise, but is otherwise a hard worker and positive influence on the culture, a move to another department—or the creation of a new position—can solve the issue. The bottom line is that you must be honest with yourself and your family. That means having the tough conversations that most family businesses avoid. Difficult as they may be, those conversations can result in a solution that works for the family, the family employee and the family business. About the Author: Dr. Denise P. Federer is a speaker, consultant, coach and psychologist in Tampa, Florida. She brings over thirty years of experience to her work with individuals, executives and family businesses providing consulting and performance coaching.

Doctors are becoming increasingly concerned about the growing wall of mental health problems stemming from the pandemic, with some predicting dire consequences for employers and the economy. Whilst many have again returned to home working or have social distancing in place, many employers are not aware that the responsibility for managing work-related mental health issues amongst their employees rests firmly on their shoulders. “We’re seeing an increased number of individuals who are troubled with mental health issues arising from the pandemic” says Dr. Greg Irons MBChB MFOM, an occupational health specialist practising in London. “The ongoing situation across the UK is not only impacting those with pre-existing mental health conditions, it is affecting people who may previously have felt they were quite resilient and this can manifest itself in the workplace” he said. Specialists across the country have also expressed concerns about the impacts on workers’ mental health. Dr. Beverley Flint, Clinical Psychologist and Clinical Commercial Director at HelloSelf For Business says “The need for people to work from home during the initial lockdown was met with trepidation by many. The routine and connection that going into work provides was essential for some people’s mental health, for their sense of belonging.” Many employees were faced with the challenges of home schooling whilst continuing to work. This has been a great source of distress for many adults and children alike. The uncertainty that the pandemic has brought has increased the prevalence of mental health difficulties, often exacerbated by financial hardships. Mind, the mental health charity, says that at least one in six workers experience common mental health problems including anxiety and depression. Their research shows that work is the biggest cause of stress in people’s lives, more so than debt or financial problems. The pandemic has increased these pressures dramatically. “The flip-side of this is that some employees have thrived whilst being enabled to work from home, finding a work-life balance that suits them far better” Dr Flint continued. “Many are reporting feeling a great sense of loss if their employer is insisting that they return to the workplace, with some making the decision to resign.” “All of these stressors are not only exacerbating pre-existing mental health conditions, but they are triggering new presentations” Dr Flint suggests, continuing “employers need to consider the increase in mental health difficulties that we are seeing across all ages and circumstances.” There is a great deal that employers can do to protect the health of their employees, from enabling flexibility to providing access to professional support. Organisations that do not prioritise the mental health and wellbeing of their workforce will not only struggle to retain their talent, but may face great difficulty attracting it. Dr. Irons suggests that as we all watch pressures growing rapidly in the NHS, employers may be about to find similar problems too, with the potential for a growing wave of mental health problems affecting the working population. The Health & Safety Executive clearly state that employers must take steps to identify and manage risks to employees, including managing stress at work. Spot checks and fines from HSE Inspectors are possible at any time, right across the country, to ensure compliance with the law. The Equality Act 2010 also sets down in law that employers must adjust workers’ roles before they can be dismissed on health grounds, and demand for occupational health advice has also surged in the last two years. “We’ve seen huge increases in case numbers since the pandemic began” says Magnus Kauders, Managing Director of Occupational Health Assessment Limited, an occupational health provider based in the South East. “We usually have fairly predictable case loads, yet we’ve seen consistent and sustained increases in psychological health problems at work” he said, “and it’s rapidly getting worse.” Employer’s groups share the concerns. The Chartered Institute for Personnel and Development say “Employee health, safety and well-being is paramount. Employers need to be proactive in protecting their people and minimising the risk to staff.” The Society of Occupational Medicine has also called for swift action to provide universal access to occupational health across the UK, stressing that only half of the UK’s population have access to workplace health support. “We’re used to employers finding managing health at work difficult” said Mr. Kauders “although the complexity of managing stress, anxiety or depression can be really difficult for everyone” he continued “fortunately most people do recover with the right support in place”.

There are many factors that can help drive success into your business. Modern equipment will keep you in step with the times, an accommodating workplace will improve people’s overall well-being, and a wide client base will generate profit and enhance your reputation. However, the most valuable asset of a company is its employees. With great dedication, variegated knowledge, and sectorial competencies, talented workers can truly make a difference. It is safe to say, though, that teams can make better decisions, solve more complex problems, and execute more quickly than single individuals. This is why it is always important to put specific conditions into place that can effectively aid team development. As a manager, it is your responsibility to instil a sense of belonging and proactiveness in your workers. Ultimately, a high-performing team is likely to yield the results you are aiming for. But how can you mould a cohesive group to benefit the efficiency of your business? Here, we get an insight from Dominic Fitch, Head of Creative Change at Impact International , a leading experiential learning company, working to support global brands to prosper, by delivering customised people solutions, on how to shape a successful squad by focusing on targets, trust, communication, and encouragement. 1. Set Clear Roles & Priorities First things first, it is essential to ensure that each member of your team knows what their duties are. Defining everybody’s responsibilities will help your employees understand what is expected from them and deliver accordingly to the best of their abilities. In fact, any ambiguity or confusion at an individual level can hinder their own productivity, while also having a detrimental impact on the team as a whole. Moreover, it is wise to assign roles and tasks in line with people’s qualities. Are they good with numbers? Allow them to deal with stats and numerical data. Are they technically gifted? Software and computer-related duties will suit them best. Handing clear and tailored roles to your employees will harness their real potential and maximise your team’s performance. That said, if you want to nurture your squad and broaden their skillsets, consider investing in continual learning and development. High-performing teams tend to be curious and will welcome the opportunity to explore new paths and constantly build on their knowledge. 2. Embed Trust & Respect A team in which members both trust and respect one another is more likely to efficiently work in unison. Making sure that people value each other – and feel valued in return – will increase cooperation and spark appreciation towards their colleagues’ strengths. Therefore, creating a culture of trust is essential, and should be put into practice as soon as a new mind joins the business. In fact, it has been found that a pleasant onboarding experience lowers turnover figures by 157%. What’s more, it increases employees’ dedication and interest in the role by 54%. As a manager, you need to take steps to ensure that you are trusted too. The truth is that humans tend to trust people that they like, so building positive relationships with your team members can generate sentiments of respect. Get to know them and check on their feelings from time to time. This shows that you care about them not only professionally, but on a personal level too. Consistency is also important, as walking the walk makes you a manager that your fellow workers can rely on. Have you promised to carry out something? Have you organised a meeting? Follow through with your appointments, or your team’s drive may soon start to fade. 3. Communication Is Key There is no hiding that communication is the magic glue that keeps teams united. Indeed, from mitigating conflicts to solidifying team building, it conceals an array of crucial benefits. To nurture a close-knit, high-performing team, try to promote interaction at all times. Why should employees keep innovative thoughts to themselves? Why should they not share ingenious solutions with their colleagues? Saying things out loud and discussing specific ideas collectively can help teams work towards the same goal in an effective manner. In this respect, make space for thinking time and creativity sessions. Allowing your employees to spend time consulting each other will favour decision-making processes, helping them tackle any challenges with confidence and originality. Furthermore, you should consider cultivating a transparent feedback culture. Sometimes, giving unsolicited feedback can lead to awkward situations. In fact, people may feel uncomfortable sharing their advice, and the recipient may not accept it gladly. However, providing constructive feedback can nip potential issues in the bud, and therefore enhance group performance. Normalise this process and encourage team members to frequently offer advice to one another. Also, don’t shy away from praising hard-working employees. Everyone appreciates some well-deserved recognition from time to time, and it will work wonders on their motivation levels too! 4. Create Sense Of Purpose Finally, it is vital to instil a sense of purpose inside your team. Employees will feel more connected with their squad, as well as with the business on the whole, if they are presented with a common goal. What are the company’s targets? What should your staff be aiming for as a group? With clear directions and well-defined ambitions in mind, your team can truly thrive. Working towards shared, key objectives is what a team needs to optimise their productivity. Hence, to raise a group of high-performing people make sure to set out a well-organised itinerary for them to follow. You will be delighted with the end result! So, what will be your next steps? From establishing clear roles and building trust to outlining common goals and valuing communication, you will be providing your team of employees with the tools they need to excel.

To ensure the smooth succession of leaders, family businesses need to build a human capital development strategy. Too often, they wait until they have reached a critical point before addressing this issue. For centuries, the first male heir has been the natural successor within family businesses, with the rule of primogeniture taking precedence over other selection criteria. Although today more family businesses choose their future leader according to the suitability of their skills for the specific position, blood ties are still important. For the transference of management power within the family, there must be one or more descendants who are sufficiently motivated and aware of the company’s challenges, have a solid professional background relevant to the business, and want to take over. Sometimes, of course, there is no suitable family candidate, so it is important to have mechanisms that facilitate talent management in family businesses. Miruna Radu-Lefebvre, Audencia explains more. Preparing Potential Candidates The selection and preparation of potential succession candidates should be seen as a long-term process. Therefore, shareholder families should do more to cultivate and develop the family’s human capital through appropriate education and strategic socialisation, to prepare the next generation to take over the business one day. To ensure that only committed and qualified family members can be considered to run the company one day, why not formalise the process with a family charter? This could define in advance the skills and attitudes expected of such family members, the methods for evaluating their performance and how their career should develop within the company. However, this type of arrangement can become an obstacle to the retention of outside talent, especially if management positions are reserved for family members only. The company will therefore have to find other incentives to retain these talented employees. In the absence of an identified and available successor, it may be decided to appoint an external manager on a transitional basis, pending the identification of a family successor. This option is frequently used in German family businesses. The delicate issue of opening up the business to external managers sometimes raises a stumbling block for family shareholders who do not wish to dilute their power and for whom the principle of exclusive control is a dogma. Rethinking Governance Bodies Instead of limiting themselves to merely providing information, boards of directors could take on more responsibility for talent management within the family business by building an effective strategy for the development of both family and non-family human capital in the service of the company. Human capital issues must be a real cornerstone of the board’s work. In this area, too many companies still wait until they have reached a critical point before addressing them. At the same time as developing a succession plan, companies should also review or reorganise the rules of governance between shareholders and management. On this occasion, the implementation of a dual or dissociated governance system composed of a board of directors on the one hand, and a general management team on the other, allows the new director to enjoy real autonomy and a great deal of freedom in terms of decision-making. At the same time, via the board, the shareholders can better organise the dialogue and control with the executive management, especially when the latter is managed by an external manager. About the Author – Miruna Radu-Lefebvre is Holder of the Family Entrepreneurship and Society Chair at Audencia.

Samantha Rutter is the CEO of Open Study College , a business that she co-founded with her father. Paul Andrews caught up with Samantha to find out more about the family business and their plans for the future. When was the business founded and what does it do? I was 19 when I founded Open Study College (OSC) with my dad Mark Rutter more than 14 years ago. We identified a gap in the market for fully-supported distance learning, with the sole aim of helping people to improve their career prospects and making education accessible to everyone. Today, our business offers more than 700 different courses, across a broad spectrum of disciplines, from accounting and bookkeeping to animal care and counselling. Students can study at their own pace, with a printed course pack or via e-learning courses. Tell me a little about the history of the business? As a father-daughter duo, we founded OSC in the West Midlands, where our head office remains today. At the time, my dad decided to sacrifice a senior career, sell our family home and put everything into setting up OSC. At the beginning, we ran the business from the garage of our family home. We offered courses from other providers to students, and with the support of other family members, packed course materials to send out daily. Alongside this, we were also juggling other jobs to keep the business going. My dad had decades of experience within the education industry, in particular distance learning. His passion for helping people to better themselves meant that he felt there was so much more that could be done in the distance learning industry to support learners, including higher quality courses and improved tutor support. A pivotal point for us was 2009 when we started to write and develop our own courses. Now, as one of the UK’s leading distance learning providers, we’re passionate about inclusivity; we believe that everyone should have access to education. The business has gone from strength to strength and offers the largest selection of distance learning courses in the market. Since 2007, over 100,000 learners have enrolled with us and improved their lives. We’ve recently been awarded a number of accolades for our positive impact on the industry, including Further Education College of the Year, and shortlisted for Training Provider of the Year at the TES FE Awards. I’ve also personally been acknowledged as one of the UK’s Top 50 Most Ambitious Business Leaders and Most Influential Female CEO. What generation of business are you, and what are your first memories of the family business? We’re a first-generation business – both I and my father have been involved since the start, and still are today. Some of my first memories of this business are of us both, and other family members, packing courses in my parent’s garage and taking them down to the post office to be sent to our new learners! I had an amazing childhood filled with love and care, for which I’m really thankful for. I have lots of wonderful memories from when I was a child and of our first steps together in setting up the family business. I was fortunate to be able to join my family travelling the world, spending a lot of time in the USA, which really opened my eyes as to how big the world is and how many opportunities there are. When I was younger, my parents didn’t have a lot, but they worked hard and showed me that anything is possible – you just have to put your mind to it! I’m incredibly proud of both my parents for what they have achieved in life. Are there any other family members working in the business? Right from the get-go it was a family effort to get OSC off the ground and many of our family still play a significant part in the business today. It’s a real family affair with my mum, sister, brother-in-law, and my fiancé all playing a part in the business’ growth. How important was the business in your life as you grew up? I was 18 years old when the business came to fruition, but I think I always knew I wanted to own a business as I got older, particularly in my teen years, watching my mum and dad work in the distance learning sector. What was your journey into the family business and what do you do now? Today I’m the CEO of OSC, but it all started when I was a lot younger. I knew I wanted to own a successful business one day, and together with my dad, who mentored me from a young age, we made that happen. Growing up watching him work hard and progress up the career ladder showed me what was possible. He’s taught me so much both on a personal level, but in regard to business too; his expertise and experience has helped shape OSC into what it is today. Some will say I’m a chip off the old block, and I couldn’t agree more! What has helped your business survive and thrive to date? As a family business with family values at our core, our team is really tight knit. I’m a great believer in a business being the sum of its parts. This has helped, and will continue to help, us stand the test of time. We wouldn’t be where we are today without my leadership team, our members and our learners. Many students come to us because they aren’t fulfilled in their current job or they have personal reasons which impact how they can study. We feel fortunate to have helped a lot of people through some really dark times in their lives by giving them something else to focus on – that’s what gets me out of bed in the morning. I’m still relatively young with plenty of ambition, and OSC still has lots more opportunities for growth. We have some very exciting plans for 2022 and there is plenty more that we can achieve to truly help people become empowered to move forward with their goals. We love seeing our learners progress into new roles, achieve the promotion they’ve had their eyes on for a while, or learn new skills because they wanted to do something for themselves. Being part of that keeps us striving for more. What values are important to the family and the business? Our values are excitement, ambition and togetherness. The business was built on family values, so they’ll always be at the core of what we do. Do you build the family ownership into the marketing and brand narrative and if so, how? We consider ourselves a family business with over 100,000 members. Education is more than textbooks and classrooms, thus the backdrop of ‘family’ permeates through our business and how we work with students. It’s these family values that are built into our brand, narrative, and all of our marketing activity. Everything we do is centred around our family of colleagues and students, and through our diverse and flexible offering, we empower every member of our family to flourish and achieve their goals. I believe this is why we have continued to thrive into the second decade of operation. What do you think makes working in a family business special? You always know that whatever happens, family has your back and supports you through the tough times as well as the good. For our team members outside of the family, I think they also feel differently working within a family-run business. I’d say this is because we’re more compassionate as a team, we understand that family does come before business or work. Whilst we’re all here to do a job, we understand there are other things going on in people’s lives that may demand more attention. Are there any disadvantages associated with working in a family business? I love working with my closest family members, but the one thing that can sometimes be difficult is that you can never truly leave work at the door. Many times, we have ended up discussing business matters over a Sunday roast, or when we’re away on a family holiday. We’ve definitely got better at not doing this as much, but it’s taken many years to finesse! Have you taken any particular steps in terms of governance to help protect the business for the future? Funded personally by our family, OSC has come a long way since starting out. What remains firmly intact is the family ethos that underpins the business. Courses and materials are under constant revision based on feedback as enhancing every element of our offering to provide a high-quality student experience is essential to the future of our business. It’s taking product and service innovation steps like this that has allowed OSC to continue to dominate the sector. We also always try to follow a strategy, or a business plan. We look two to five years into the future in terms of where we want to be, but also take opportunities as they come, meaning sometimes big initiatives can get pushed back. We look at budgeting, team structure, and strategies through different departments to bring together a full business strategy. We also always monitor current trends, sector changes and our competitors, trying to be one step ahead. Board meetings are also standard practice which we’ve done for years, and these help to shape our short, medium and long term plans. The global pandemic has had a severe impact on education around the world but we’re proud to be in a privileged position to be able to adapt to the unexpected challenges and embrace innovation to support not only our learners, but go above and beyond to support those less fortunate. Adapting to suit the needs of our audience are steps we’ve taken to ensure the business is protected for the future. As a family business, consistent growth to us means ensuring that high-quality education remains accessible, no matter what. Is there a next generation in the wings? Not as yet… unless you count my three-year-old nephew! What advice would you give to anyone in the next generation considering joining their family firm? If the business or sector is one that you’re interested in and something you think you could become passionate about, definitely go for it. It’s hard work, but worth it. You’ll have a lot to prove to people outside of the family that you’re in the role for your experience, skills, and ambition, but if the job is right for you, those qualities will shine through. It’s also sometimes hard within a family business not to take things personally, so if you have a sensitive nature you may find it tough at first, but you will understand in time that it’s just business, and nothing against the family itself. If you could talk to your younger self before you joined the business, what would you say? I’ve been faced with some adversity when building the business, and I still think to this day it’s because I’m a woman. That and the fact that I was 18 when I started the business with my dad. I think because of this I’d tell myself that some people will wonder if you can do the job effectively but one day, you’ll prove that no matter what your gender or age, you can do anything you put your mind to. As long as you have the passion and excitement for what you’re doing you’ll succeed. You’re in this for the long haul and be prepared for the tough times as well as the easier times! You will get through them both, especially with a good team around you, so choose wisely. If you could sum up the family business in three words, what would they be? Ambitious. Exciting. Together. Find out more by visiting their website here

This feature formed part of the KPMG series, “ Philanthropists in Action ,” a case study series which looks at emerging trends in the philanthropy landscape, as the ESG agenda and creating social impact climb the priority list of Family Offices and ultra-high net worth individuals (UHNWIs) around the world. “Philanthropy and family businesses have been at the heart of African culture for generations,” says Tsitsi Mutendi, Co-founder of the not-for-profit African Family Firms (AFF). “They sustain families, friends and neighbours, often growing into multi-billion-dollar enterprises.” “As Africans, we practice ubuntu. It is not about me, it’s about us. I am part of an ecosystem of other people that sacrificed their time, their resources for me. And we do the same.” She explains, the practice of giving reflects the spirit of Ubuntu, recognizing that the wellbeing of one is deeply connected to the wellbeing of others. Tsitsi is a third-generation entrepreneur, and in addition to her leadership of AFF, manages a successful publishing company and a Montessori school. She follows in the footsteps of her parents, grandparents, and her in-laws, the Mutendi family, who built a successful church, as well as a number of successful family-managed businesses. Philanthropy has been at the heart of the Mutendi family for over 100 years. “Ours was a home that was always full of children that needed a place to stay, someone to talk to, or to help with schooling,” says Tsitsi. Family business in Africa has not always received its fair share of attention. Despite sitting at the economic heart of the African continent, creating wealth for communities, and driving philanthropic activity, African family businesses are sometimes overlooked, under-documented, and unsupported. That is changing, driven by the passion, enthusiasm, and unending efforts of community leaders like Tsitsi. AFF was established a little over 2 years ago as a not-for-profit organization to support and facilitate the continuity of African family businesses across multiple generations. “The world is now looking at the continent because it is the last frontier,” explains Tsitsi. “We have so many resources and the youngest population on earth. We have so much, yet other people are identifying what we have.” Tsitsi explains that creating the AFF, was about recognizing that the conversation in Africa has to shift from political to economic. “We have to identify what we have, start learning from the mistakes of others, and create our own narrative, identifying the things we’ve done well,” says Tsitsi. Tsitsi’s approach to philanthropy demonstrates an upbringing where philanthropy was an everyday part of family life. “My mom was a philanthropist. If someone lost their parents, they came to stay with us. If they needed help, they stayed. It takes action to change the narrative; one dollar to change the story. That’s true philanthropy,” says Tsitsi. African Family Firms – how AFF is making a difference The AFF seeks to facilitate the continuity of African family businesses across generations, promoting the positive impact they have on the economy and, importantly, society. It is built around four pillars – community, research, academic education, and advocacy – providing an open and safe space for business owners to network and discuss the challenges and opportunities they face, creating, in effect, a peer board. “AFF is leading the discussion on issues that affect family businesses now, that we are part of a global audience. We recognize our history and our struggles; and in acknowledging that, we can face and step into our future,” explains Tsitsi. The African continent is home to almost two billion people yet has little formal education available for family businesses. Generations of future business leaders are leaving the continent to learn, bringing back knowledge and insights from other places that creates significant gaps in the African perspective. The AFF will shortly take over the Galliard Institute, renaming it as Galliard International and creating a world-leading family business adviser centre of learning. The final pillar is advocacy, with the AFF lobbying government seeking change in the legal system to encourage family businesses to thrive and grow. “As a solid group of family businesses, speaking with one voice across industries, creating a family business desk on government ministries, we can start creating change,” says Tsitsi. Put simply, successful family businesses mean healthy thriving communities. More money in Africa is spent by Africans on Africans through philanthropy, or Ubuntu, than through foreign aid. A spirit of Ubuntu A spirit of Ubuntu underpins the AFF, just as it underpins family life. “It is not about me, it’s about us,” Tsitsi explains. “I am part of an ecosystem of other people that sacrificed their time, and their resources for me. And we do the same.” “More money in Africa is spent by Africans on Africans through philanthropy, or Ubuntu, than through foreign aid. When we see neighbours not having food and share a meal or buying a neighbour’s child a stationary pack for school, that is real philanthropy, yet it is not documented. You may not see the benefit, but that is not the point. You give because you want to make a real difference.” Impact and collaboration Tsitsi emphasizes the need for collaboration as fundamental in achieving scale in Africa, whether that is through education, healthcare, environmental projects or supporting businesses. “When you work with other people, there are more ideas and more ways of creating synergy and opportunities. There are always ways to collaborate if you speak to people, government and organizations and find out what really matters to them.” Tsitsi points out that by identifying opportunities to help and― uncovering the areas where others may be lacking before finding people who are passionate about those areas with whom you can connect them, can make a greater impact. The importance of measuring that impact is not underestimated by Tsitsi. She says the AFF works to measure impact when change is seen. “The AFF is empowering family businesses,” says Tsitsi. “All of these things we do are coming together to be used by family businesses. They may not be used immediately, but we are documenting activity and mapping individual journeys. At some point, when the tide changes, when people need this information, it will be there. When you look at philanthropy, the measured impact isn’t immediate. It is never going to be.” Learnings for other philanthropists It is here that Tsitsi offers advice to philanthropists starting their own philanthropic journeys. “Make conscious giving decisions because it can be tiring if you feel like you are giving and giving, yet not seeing results. Ask whether they need that gift and will they know what to do with it? Understand the people you are supporting so you understand what they need and what they do not.” In other words, setting objectives that align to the values of both the individual philanthropist and the organization is key for all. “Don’t be the person that gives and then just walks away. Identify what you want to achieve and help see it through.” Find out more about Tsitsi and her work here This article was first published by KPMG and has been republished with their permission.