Sybron, a leading family run UK supplier of cleaning, hygiene and catering products to some of the largest names in hospitality, has been awarded with carbon neutral NCZ silver certification. This verifies that the company has had an ISO compliant scope 1, 2 and 3 carbon emissions report and has fully balanced all emissions through an ICROA-approved, VCS-certified carbon offset project. “Sybron has followed industry best practice and balanced its currently unavoidable emissions with a fully verifiable and registered carbon offset from an organisational perspective,” says Neutral Carbon Zone CEO, Alan Stenson. “Officially achieving carbon neutrality as a business is a significant achievement and shows that Sybron is a proactive and sustainably focused business." "Coupling this with carbon reduction demonstrates that it is progressing on its ultimate journey to net zero, whilst balancing any unavoidable emissions along the way.” Innovation & Sustainability “Our core values as a business are innovation and sustainability, so achieving carbon neutral status is a first and major step towards our ultimate goal to achieve net zero,” says Sybron Sales and Marketing Director, George Mason. “Innovation and sustainability go hand-in-hand as demonstrated through the launch of our own ranges, SyBio and SySoft this year and we have several other projects in the pipeline – from installing solar panels on our warehouse to electric vans and charging points – all of which will enhance our and our customers’ sustainability criteria.” Following Sybron’s success with biotechnology products, it launched SyBio in 2022. A range of environmentally friendly products which deliver improved performance, safer applications and reduced costs, SyBio replaces harmful, non-renewable chemicals with adaptive biotechnology that clean, disinfect, augment, remediate and protect a range of environments. Meanwhile, in June 2023, Sybron – based at Crammond Park in Lovet Road, Harlow - launched its own-brand SySoft luxury bamboo toilet tissue which is made from 100% bamboo and with plastic-free packaging. Partnering with eco-friendly, bamboo specialist, UniGreen, Sybron created this sustainable product with exceptional environmental properties, in response to growing customer demand. A Long Term Approach To Sustainability “Sybron recognises sustainability as a long-term approach to supporting our ecological, social, and economic environments. All businesses should be expected to recognise the growing importance of corporate responsibility and Sybron is no exception. We want to be pioneers and set an example. As a business we believe in the reduce, reuse, recycle philosophy and focus our strategy on four key areas of the organisation – accreditations, warehouse and logistics, people and products.” NCZ-certified silver carbon neutral is the latest important accreditation for Sybron, which is a CHSA accredited distributor and a member of the Foodservice Packaging Association. This new accreditation ensures that all key paper lines conform to the FSC® Forests For All Forever accreditation. All waste plastic and cardboard from Sybron’s warehouse is fully recycled through specialist compactor machines and it purchases key lines in full-truck quantities, saving unnecessary impacts to the environment. Sybron also works with clients who would like a reduced delivery schedule, and operates a fixed delivery schedule, reducing its CO2 impact. “With products, we have significantly reduced packaging, through innovative manufacturing processes and focused on product longevity through concentrated formulations and innovation. The launch of the SyBio range and SySoft luxury bamboo toilet tissue demonstrates our commitment to innovation and sustainability, with the ambition to work towards a greener future." “We are looking closely at our supply chain and ensuring that we partner with business which share our beliefs and will work with us to develop an even more sustainable offering while reducing our environmental impact,” concludes George Mason. “We are proud to have become a carbon neutral business, which is the next critical step in our stated goal to become net zero.”

Family Business United is delighted to be able to provide family businesses with a service to help in the recruitment of their Board and senior team. In association with our new National Partner, TWYD & Co, an Executive Search and Talent Advisory business exclusively designed for family businesses, we’re helping our members to find their next Executive or Non-Executive team member. With their own heritage in family business, they pride themselves in being able to crack your genetic code, enabling them to find the talent that aligns perfectly with your vision, values and culture. ​ As Paul Andrews, Founder and CEO of FBU explains, "For business families to evolve and thrive, having the right leadership team in place is paramount, especially in such a rapidly changing world. In order to keep pace, they need boards and senior executives with the requisite skills and diversity to guide them. Whether the goal is to facilitate a generational transition, drive sustainable growth, or transform strategic exits into reality, the leadership skills required to achieve each are markedly different." "Furthermore, the skills required to lead a family business on the next stage of their journey will be different to those of the previous CEO and senior team, and the team at TWYD & Co are well placed to provide a discreet sounding board and provide advice and guidance throughout the recruitment process." "We have known David for many years now and are delighted to finally be able to work together to provide a service that will help family businesses achieve their recruitment goals too." As a National Partner of Family Business United, TWYD & Co act as a discreet sounding board, supported by heritage, knowledge and empathy. Heritage : Decades of experience in executive search, combined with their own heritage as successful family business owners and pioneering founders gives them a unique perspective and network. Knowledge : They intimately understand the challenges and aspirations of family businesses. Empathy : They learn from your story, understand your DNA and create a search strategy to provide you with the individuals who match. ​ If you are looking to hire a Chair, NED, CEO or a new member of your top team, please provide TWYD & Co with the relevant information by completing the online form and they will be in touch to discuss your requirements and explain more about the process in order for you to make a decisions as to the way forward. ​ As David Twiddle, Managing Partner of TWYD & Co concludes: "As a family-owned Executive Search and Talent Advisory firm with the sole focus of helping family businesses thrive, we are thrilled to become a National Partner of Family Business United. Together, we share a passion for supporting business families throughout the UK and we look forward to making a meaningful impact within the FBU community." Find out more about the service and make contact with David and the team at TWYD & Co here

LIVVE, an online menopause clinic founded by qualified prescribing pharmacist, Melissa Sookia has announced new support for the corporate market. Following the recent news that employers may be sued by employees for not providing the right menopause support, the British Menopause Society trained team at LIVVE have responded with a series of free workplace webinars. Having already run successful webinars and workshops for well-known companies, including Sainsbury’s, Clipper Logistics, David Lloyd and Strata, the webinars will offer expert advice to employers on how to manage menopause in the workplace. Founder of LIVVE, Melissa Sookia said: “I created LIVVE, a platform that brings menopause consultation and pharmacy together to make support and treatment more accessible, affordable and to improve the retention of females in the workplace." “Having spoken to many women in the workplace about menopause and perimenopause the biggest problem we hear time and time again is a lack of awareness from employers." "Alongside this, we are finding that many employers don’t know where or how to access the right support and we are hearing of more and more women leaving jobs and feeling unsupported in the workplace.” “In light of the latest news, we want to reach out to more corporates to offer guidance on how best to support team members through the various stages of menopause.” The team at LIVVE have developed a series of interactive and educational webinars delivered by specially-trained menopause pharmacists. The webinars will cover all aspects of menopause, including the 48 signs and symptoms experienced by many, treatment options and advice on managing menopause in the workplace. Team members will have 24/7 access to the webinars alongside the opportunity to receive a one-to-one consultation with a trained pharmacist. As trained pharmacists, the LIVVE team are regulated by the GPhC and registered with The British Menopause Society. LIVVE is on a mission to educate employers and support women in and out of the workplace with guidance and affordable treatment options.

Perdue Farms, a fourth-generation, family-owned U.S. food and agricultural products company, announced Todd Tillemans as its new Chief Commercial Officer (CCO). With a steadfast commitment to delivering excellence in customer service and a focus on providing high quality great tasting innovative products, Tillemans’ appointment signifies Perdue’s dedication to meeting evolving customer and consumer expectations. In this role, Tillemans will spearhead the company’s long term growth strategies, overseeing the marketing and sales of Perdue’s esteemed legacy brands and products while also driving forward new innovations to meet consumer demands in today's dynamic market landscape. Kevin McAdams, CEO of Perdue Farms said: “Todd’s extensive experience in the consumer-packaged goods industry combined with his deep knowledge of and obsession with our consumers will help Perdue keep delivering the quality, great tasting products they expect, while also introducing exciting new innovations." “Todd also brings a laser-focus on excellent customer service that will be critical to deepening existing relationships with our retailers and unlocking more ways to partner as we ultimately look to better serve consumers, together.” Tillemans comes to Perdue with a wealth of experience from his previous roles including Chief Executive Officer at Cynosure, a leading developer and manufacturer of light based aesthetic and medical treatment systems, and U.S. President of The Hershey Company, where he oversaw the P&L for the company’s largest market. Prior to Hershey, he led multiple businesses across global markets for Unilever and, before that, held positions at General Mills. He is an alumnus of the University of Minnesota and received his MBA from the University of Chicago Booth School of Business. He also served in the U.S. Marine Corps. Todd Tillemans said: “I’m thrilled to join the Perdue Farms team and I look forward to all that we can accomplish in partnership with our customers, on behalf of our consumers.“ "We have an incredible opportunity to keep accelerating growth by staying true to the company’s legacy of responsible food and agriculture while tapping even further into our associates’ spirit of entrepreneurship and innovation.”

A significant ‘blind spot’ is leaving UK businesses exposed to cyber security threats, according to new research by UK top ten accountancy and advisory firm Azets, with just 1 in 5 businesses reporting having suffered a cyber security incident in the past 12 months. 74% of UK respondents to the Azets Barometer January 2024 survey reported no incidents, while a further 2% preferred not to say and 5% said they aren’t sure. Of the 20% that did report an incident, 16% claimed to have suffered just one, with 4% admitting to ‘several’. There's a marked difference in larger companies, particularly upper medium sized businesses, where the rate of reporting no incidents is 18% higher than the overall average. Among the highest revenue businesses, with incomes between £50m-£99.9m, an overwhelming 90% report no incidents, exceeding overall survey averages by 40%. Paul Kelly, UK Head of Cyber Services at Azets, believes these results could indicate a lack of awareness or ability to detect incidents such as a data breach or ransomware attack, even among the UK's biggest businesses. He said: “Based on the number of cyber attacks in total last year, it’s estimated that there are more than four cyber attacks against UK businesses every minute. This doesn’t reconcile with 74% of businesses claiming not to have suffered a single incident at all in the past 12 months." “Even those reporting a single incident are likely to have been targeted more frequently than they realise. It only takes one successful attack to create serious problems." “A lack of education or technical expertise around cyber security risk are often contributing factors to blind spots that leave businesses exposed to potentially catastrophic financial and reputational damage. This could impact not only their business but their customers, and their customer’s customers.” There is evidence that businesses are looking to enhance cyber security measures, with strategic investment in cyber security scoring an average of 6.3 out of 10 (0=decrease significantly; 10=increase significantly), as respondents' biggest priority for the next 12 months. Paul Kelly added: “Cyber security can be costly, but it should be viewed as an investment that will save your business significant amounts in the long-term by protecting against incidents against the backdrop of an ever-increasing threat landscape.” The Azets Barometer provides insight into the current and future business climate through the perspective of ambitious mid-market, owner-managed, and family-owned businesses in the UK, Ireland, Norway, Finland, Sweden, and Denmark. The January 2023 survey is the first in a new triannual series to identify trends relating to economic outlook, financial performance, and emerging threats and opportunities. It reveals cautious optimism among businesses, with an overall average score of 5.6 out of 10. The UK's economic outlook for the next 12 months scored of 5.1 out of 10, hinting at a cautious, wait-and-see approach towards prospects. Of the 323 UK respondents, 41% expressed moderate optimism with scores of 6 or above, contrasted with 35% who were more pessimistic, scoring 4 or lower, and 24% opting for a neutral score of 5. This places UK businesses as the least optimistic in the survey. Economic (6.1 out of 10) and geopolitical (5.7) uncertainties are the highest concerns for among UK business owners, closely followed by talent recruitment and retention (5.2) and regulatory compliance (4.9).

One of Scotland’s most influential hotel figures has been recognised for “a lifetime of commitment, dedication and achievement” in a new report. Fiona Leckie, head of projects and interiors at the Crieff Hydro Family of Hotels, has been named as an ‘Unsung Hero’ in the inaugural Women in Family Business list by industry body Family Business United. The report aims to recognise the contribution of female leaders within family-run businesses across the UK, while acknowledging their impact on their wider communities and contributions to their sector. Fiona was commended for her responsibility for the projects and interiors portfolio across the eight hotels within the Crieff Hydro Family Of Hotels. She also received a ‘Lifetime Contribution’ recognition for her presence both in the boardroom and around the family table, particularly for her role in mentoring their four children as part of the succession plans for the business. Fiona Leckie, Head of Projects and Interiors at the Crieff Hydro Family of Hotels, said: “What an honour to be recognised in this inaugural report alongside some of the most influential businesswomen across the country." “Reports such as this are incredibly important in cementing the role of women in business, while highlighting some of the challenges that still face us today." “I’m looking forward to continuing to work with members of our Board and across the Crieff Hydro Family of Hotels to ensure we can deliver the skills required for the leaders of the future to thrive, regardless of their gender.”

The Harbour Beer House, a new venue in Charlestown, will be opening its doors this summer. The new concept is a joint venture between two Cornish-born breweries - Harbour Brewing Co and St Austell Brewery. The two companies have a long history of collaboration with St Austell Brewery taking a minority share in Harbour Brewing Co in 2022. The new Charlestown site - owned by St Austell Brewery - was previously known as the Harbourside Inn and is currently undergoing a transformational refurbishment. The building suffered extensive damage last January, because of a fire which broke out at the Pier House next door. Harbour Beer House will be the go-to place to experience regular new and exclusive beers from Harbour, alongside much-loved favourites and limited-edition cask specials from St Austell Brewery. As well as amazing beers and drinks, the new hangout will serve freshly made pizzas. There will also be takeaway fridges, so beer lovers can choose packaged brews - from breweries further afield - to enjoy at home. Eddie Lofthouse, founder of Harbour Brewing said: “We’re so excited to be announcing the news about the beer house, in partnership with our friends at St Austell Brewery. We’re looking forward to bringing the Harbour brand to life in this new venue, and what better location than Charlestown? We’ll be sharing more with our beer fans about what’s in store in the run up to opening night.” Helen Sprason, Area Manager, St Austell Brewery, said: “We’re totally transforming the space and breathing new life into the building following the fire which was devastating for our teams at the Pier House and Harbourside, as well as the local community." "Harbour Beer House will be all about top tasting beers and showcasing amazing breweries, both here in the South West and beyond. It’s exciting to be working with Harbour to introduce a new experience for Charlestown, which is already such a vibrant, popular destination for locals and visitors alike.” She added: “We’re looking for new team members to join us at the Harbour Beer House. If you’ve got a passion for beer, and you’re on the hunt for a new role in hospitality, we’d love to hear from you.” The Pier House – also owned by St Austell Brewery - is now closed for a major refurbishment and will also reopen its doors this summer. St Austell Brewery have been meeting with Charlestown locals regularly over the past year to keep the community updated on the historic and much-loved pub and plans to restore it to its former glory. Harbour Brewing Co was founded in 2021, on a farm in Lanivet on the outskirts of Bodmin. Since then, it’s been crafting beers that reflect where brewery was born. Harbour use the very best raw ingredients and take inspiration from the landscape (and shores) which make Cornwall so special.

Hendy Vauxhall in Salisbury has become a sponsor of Salisbury FC with advertising at the ground being a key component of the partnership and reinforcing the dealership’s, and the group’s, commitment to supporting the local community. Salisbury FC are a premier non-league football club in Wiltshire which was formed in 2015 and has quickly become a popular community club and home to a loyal fanbase. Danny Ball, Vauxhall Brand Manager for Hendy Group said: “Supporting grass roots activities has always been important to us at Hendy Group and we are pleased to join forces with Salisbury FC." “The club’s ethos and values align perfectly with those at Hendy Group, and we look forward to following their progress this season.” The club’s ground is a short drive from the Hendy Vauxhall dealership on Brunel Road in Churchfields Industrial Estate which opened its doors in November 2023. The dealership showcases the entire new and used Vauxhall range, as well as offering servicing, maintenance, and repairs. As the UK’s premier family motor group, Hendy Group has franchises across the South of England and a long-standing presence in Salisbury. “Hendy Vauxhall is an important location in the group portfolio, and this sponsorship further strengthens the bond between the group and the local area,” added Danny. Salisbury FC’s Commercial Manager, Ian Pearson said: “We’re delighted to welcome Hendy Vauxhall to the Club as our newest commercial partner. Their support is hugely appreciated by our community as the fans know the importance of sponsorship to financial health of their club." “We’re on a great journey at Salisbury Football Club and strong partnerships are vital for this to continue. It’s equally important to have good people with you as commercial partnerships are much more than just a financial transaction." “I’m looking forward to working closely with the Hendy Group and welcoming the staff from Hendy Vauxhall to a few games. Non-league football is infectious, so I already know they’re going to enjoy it.”

Specialist contractor Cawarden, based in Derby, has salvaged and subsequently donated thousands of unwanted items from its project on Edmund Street in Birmingham city centre to Nightlife Outreach, a mental health and addiction support service located near the project. In a heartening display of community collaboration, Cawarden has stepped forward to make a substantial contribution to the Birmingham-based charity to help enhance their facilities for mental health and addiction support. The donation includes essential items including thousands of carpet tiles, various types of lighting, hundreds of roof tiles and even a fully equipped kitchen complete with appliances and serving counters. The items have been carefully saved from a 10-storey former headquarters-style office block which is currently undergoing a full shell and core strip-out by the Cawarden team to prepare the building for future redevelopment by the client. Since its establishment in 1986, Cawarden has always prioritised reclamation, reuse, and recycling in its operations, diverting at least 97% of materials from landfill. Nightlife Outreach, known for its commitment to providing a safe and inclusive space for the most vulnerable members of the community, is currently in the process of relocating its community centre. The support from Cawarden comes as a timely boost, significantly enhancing the facilities and resources available to those seeking assistance. With over 3,000 items donated, it is estimated that the donations have saved the charity more than £10,000. Not only this, but the environmental savings are in the region of 13.122 tCO2e deferred and more than 13,000kg of potential waste diverted from landfill. The donation of carpet tiles and roof tiles is expected to play a crucial role in not only enhancing the physical comfort of the space but also contributing to its aesthetic appeal. These elements are essential in creating an environment that promotes a sense of well-being, aligning with Nightlife Outreach's holistic approach to mental health support. The lighting is anticipated to have a multifaceted impact. Beyond its functional aspects, appropriate lighting is known to influence mood and ambience; contributing to the overall atmosphere of the new community centre. The fully equipped kitchen and serving counters, along with all the appliances, are hailed as a game-changer for Nightlife Outreach. This addition not only facilitates their daily operations but also enables them to expand their services. The kitchen becomes a central hub, allowing the organisation to extend its support more comprehensively, fostering a sense of community and care. Nightlife Outreach operates on the belief that positive change is best achieved through community involvement. Their philosophy of being run by the people, for the people, aligns with Cawarden's longstanding commitment to community support. The donation reflects a shared vision of creating a supportive environment where individuals facing mental health and addiction challenges can find solace and assistance. Stephan Turner, COO of the Nightlife Outreach commented: “Cawarden's contribution to Nightlife Outreach exemplifies the power of community collaboration, where corporate entities actively participate in creating positive change." "As we prepare to unveil our new community centre, the impact of Cawarden's donation will undoubtedly be felt by those seeking refuge and support in challenging times." Samuel Crooks, Contracts Director at Cawarden said: "We are delighted to have been able to assist Nightlife Outreach in such a significant way and contribute to their goal of relocating their community centre." "This collaboration is a prime example of our dedication to supporting local communities. It also emphasises our ongoing commitment to becoming more sustainable by promoting the reuse of materials from our projects. This approach is vital for achieving a more circular economy, reducing waste and emissions, and giving materials a second life. "By doing so, we help organisations like Nightlife Outreach save money on purchasing new materials and they can instead focus their funds on other critical areas. We eagerly anticipate visiting their new space in the near future."

Family council serves as a crucial forum for fostering communication, unity, and collaboration within a family unit. Its underlying purpose extends beyond mere discussions; it aims to strengthen familial bonds, facilitate decision-making, and create a supportive environment for all members. This institution provides a structured platform for open dialogue, enabling family members to express their thoughts, concerns, and aspirations. By promoting transparency and understanding, a family council helps in resolving conflicts and addressing shared challenges. Moreover, the family council serves as a strategic space for decision-making, particularly on matters that impact the entire family. Whether it involves financial planning, education choices, or health decisions, the council allows for collective input, ensuring that diverse perspectives are considered. This collaborative approach not only leads to more informed choices but also instills a sense of shared responsibility among family members. Beyond the practical aspects, the family council plays a crucial role in preserving family values and traditions. Through discussions on cultural heritage, values, and goals, it becomes a repository of the family's identity. It serves as a space where younger generations can learn from the experiences and wisdom of their elders, fostering a sense of continuity and connection across different age groups. Furthermore, the family council contributes to the development of effective communication skills and conflict resolution strategies among its members. By providing a structured platform for expressing opinions and concerns, family members learn to listen actively, empathize, and find common ground. These skills are not only valuable within the family context but also extend to other areas of life, fostering positive relationships in various social settings. In essence, the underlying purpose of a family council goes beyond the superficial notion of a meeting; it is a dynamic institution that nurtures communication, decision-making, and the preservation of family values. Through its multifaceted role, the family council becomes a linchpin in creating a resilient and harmonious family unit, capable of navigating the complexities of life together.

Family firms, while often characterised by a sense of unity and tradition, are not immune to a series of paradoxes that can shape their dynamics. One paradox lies in the tension between continuity and change. On one hand, family businesses strive to preserve traditions, values, and legacies across generations, fostering a sense of identity. On the other hand, the need to adapt and innovate is crucial for survival in dynamic markets, creating a paradoxical balance between stability and flexibility. Another paradox emerges in the realm of nepotism versus meritocracy. While family firms may prioritize hiring family members to maintain trust and cohesion, excessive nepotism can lead to inefficiency and incompetence. Striking the right balance between familial bonds and the merit-based allocation of roles is an ongoing challenge, highlighting the paradox of maintaining family ties without compromising professional standards. The conflict between informality and professionalism is another facet of family firms' paradoxes. The familial setting often promotes an informal working environment, fostering open communication. However, excessive informality may impede the establishment of professional structures and hinder strategic decision-making. Navigating this paradox involves creating a corporate culture that values both personal relationships and a disciplined approach to business. Financial prudence versus risk-taking represents yet another paradox within family firms. The desire to preserve wealth and assets for future generations may lead to conservative financial practices. Conversely, the competitive business landscape demands a willingness to take calculated risks for growth and innovation. Balancing these opposing forces requires strategic financial management that aligns with the long-term goals of the family and the business. Succession planning introduces its own paradoxical challenges. While grooming family members for leadership roles ensures a sense of continuity, it can also lead to power struggles, resentment, or unprepared successors. Navigating this paradox requires a well-thought-out succession plan that combines mentorship, professional development, and fair evaluation criteria. Furthermore, the paradox of emotional attachment versus professional detachment surfaces in family firms. Emotional ties among family members can cloud judgment and impede objective decision-making. Achieving a balance between emotional connectedness and maintaining a professional distance is essential for effective governance and strategic planning. In conclusion, family firms grapple with a myriad of paradoxes that stem from the intersection of familial and business dynamics. Navigating these paradoxes requires a delicate and intentional approach, acknowledging the dualities inherent in family businesses and finding creative solutions that enable long-term sustainability and success.

Research regularly shows that many family businesses do not have in place formal arrangements regarding their relationships as owners and/or managers, whether in the form of a family charter, shareholders’ agreements or other bespoke constitutional documents. There may be perfectly understandable reasons for that. Occupied with the task of building and operating a successful business, it is not always easy to find the time and headspace to step back to review the structure of a business and plan for the future. Add in the challenges around family dynamics or a reluctance to engage with what may be perceived as a daunting legal process, it’s not surprising this often goes back into the difficult box. Yet we see the problems that this can cause. Failing to deal matters can create commercial uncertainty and unwanted personal difficulties in years to come. What is often overlooked is that the business is not starting with a blank sheet of paper. A decision not to address these issues is a decision to accept the legal status quo. The difficulty with that approach is that individuals often do not understand the position they find themselves in. It is rarer still to discover that the current legal background is what everyone expects or wants it to be. What rights do shareholders have to transfer their shares during lifetime and on death? What happens to their shares if they leave the business? If a dispute arises on a key issue, who has the final say? Does the business owner know the answers to these questions, or even know where to find them? The answers can often be surprising. From a legal standpoint, provisions in the company’s Articles of Association and any Wills or shareholders’ agreements that have already been put in place may include answers to some of these questions. Are those documents accurate and up to date? When did anyone last review them? The position on death is often overlooked. People generally understand that they should have a Will but may be unaware that this may be overridden by the company’s constitutional documents. We often see problems when a key shareholder dies because there is either no suitable provision in their Will or what’s written in there is at odds with what the company documents say. Conversely, a bequest may be allowed which the surviving shareholders find unacceptable. In the most severe cases, this can result in unnecessary conflict and difficult and expensive litigation. We urge family businesses to have honest and open conversations about their individual and collective aspirations for the future. That should be grounded in a proper appreciation of ‘where we now?’ which may well prompt renewed impetus to have the right structures in place. A good starting place is often to understand the existing arrangements and whether they are fit for purpose. Clients often look at us blankly when we ask them about their Articles, but if problems arise within the company, this will often be a first port of call. That shouldn’t be the first time the family understands the rules which apply to them. If this isn’t reviewed regularly, default company rules may be some distance away from what is needed to meet the short and long term objectives of the owners. The good news is that there is considerable flexibility to create a framework which reflects personal, family and business aspirations. There is no ‘one size fits all’ but by talking through key scenarios, we can frame tailored solutions. The exercise may unearth and prompt wider discussions that create renewed clarity for the business and everyone involved. What is certain is that it’s much easier to create a constructive consensus by anticipating events rather than leaving it to chance. About the author - Paul Hunt is a Partner and Head of Succession Planning at Higgs LLP. Find out more here www.higgsllp.co.uk