From February visitors to the world-famous The O2 arena will be able to purchase award-winning ciders from Thatchers for the first time. The news comes as the Somerset cider maker is announced as the Official Cider Partner of The O2 in a deal brokered by AEG Global Partnerships. With the iconic entertainment venue recording its strongest ever year for ticket sales in 2023 selling over 2.5 million tickets, Thatchers will be bringing its much-loved range of ciders on a category exclusive arrangement to each of the main arena bars. The world’s busiest arena, The O2 will be hosting over 200 shows and concerts in 2024 building on its stellar year in 2023, including performances such as Take That, Girls Aloud, Country to Country, and Michael McIntyre. Its hospitality offering is an integral part of visitor experience. Thatchers has a range of much loved and best-selling premium cider brands. Available on draught will be its flagship Gold, together with its fruit flavoured Apple & Blackcurrant and Blood Orange ciders. Thatchers Cider is celebrating its 120-year anniversary in 2024. And with ciders that continue to shake up the market, the family run, independent business has recorded its highest ever share of the cider market in 2023. The British cider maker has added more volume to draught cider than any other producer in the last 12 months, with Thatchers Gold having the highest rate of sale of any draught cider in UK Managed and Free trade outlets. Martin Thatcher, fourth generation cider maker comments, “We’re excited beyond words to be serving our ciders at The O2. This world-famous venue plays host to global acts and events, with fans travelling from across the UK and Europe to enjoy the very best entertainment. It’s therefore fitting that the very best cider is now available in the bars for customers to enjoy, adding to their experience of memorable hospitality at The O2.” Visitors to The O2 can expect to see the new, iconic, Thatchers Balloon Bar at the venue on selected occasions during the year, as well as out-of-home media and digital activation. Martin continues, “We share a commitment with The O2 for a greener future, and in particular their values of driving change to make more sustainable choices. We believe that meaningful, sustainable practices, such as using 100% renewable electricity to make our cider, are part and parcel of being a responsible drinks producer.” Laura Dignan, Director, Partnership Sales at AEG Europe says: “Thatchers is one of the UK’s most popular ciders, and with this new partnership we are bringing a world-class cider into a world-class venue. Their new Balloon Bar activation offers another way for people to engage with the brand, playing a role in achieving our shared goal of elevating fans experiences to the best they can be. Thatchers, The O2 and AEG Global Partnerships share common values that we’re certain will make the partnership a success.” This partnership was forged between Thatchers and AEG Global Partnerships, which oversees sponsorships across AEG’s global portfolio of assets, including The O2, and sits behind some of the most iconic brand partnerships in the entertainment industry.

A team of intrepid JCB cyclists is putting pedal power into action with a massive fundraising challenge to help enhance the lives of children and young people with cancer. The 42 JCB cyclists today began a 42,000-kilometre, 80 day sponsored cycle challenge - the equivalent of riding around the world - with their sights set on a £100,000 target. The money is being raised for Hannah’s Hope, a fundraiser set up by JCB welding apprentice Hannah Roberts, 20, who was diagnosed with brain cancer just months after joining the company. Hannah, who will celebrate her 21st birthday on the final day of the JCB challenge, was given just 15 months to live in September 2022 when she was diagnosed with glioblastoma. Although she has undergone surgery to remove the cancer, followed by radiotherapy and chemotherapy, a trait of the condition means it keeps re-growing. With the support of JCB, her family has already reached a £250,000 fundraising target for treatment in the USA when she needs it. Now, Hannah is aiming to raise £200,000 to buy and equip a luxury holiday lodge just five minutes from her home at Mercia Marina, in Willington, Derbyshire. The lodge will be offered free of charge to families of teenagers and young adults who are under the care of the Teenage Cancer Trust to spend valuable time together. Hannah and mum Gail Iredale visited the JCB World Headquarters at Rocester on Monday to get the JCB Around the World in 80 Days cycle challenge under way. Gail said: “JCB have never left our side in whatever we have faced and we will be forever grateful to Lord Bamford and the many JCB people who have raised funds for us and just shown that they care." “Now that Hannah has more energy, she wants to give something back and help others. Six teenagers or young adults are given the devastating news they have cancer every day and they really need something to look forward to. We want to make the lodge a place for respite, recuperation and making memories for these families.” JCB Principal Engineer Aaron Turner, event organiser and a founding member of the JCB Cycling Club, explained: “The Bamford family wants to show its continued support for Hannah, and George Bamford, who is a keen cyclist, came up with the Around the World in 80 Days challenge." “There will be 42 JCB cyclists taking part and it is very much an international effort, with employees from many of our UK factories taking part as well as employees based in Pune, India joining in." “Over the ten-week challenge we will be clocking up the miles with individual road rides and group outings, including a route to Mercia Marina where Hannah’s lodge will be sited. We’ll also be topping up the miles with spinning classes at the JCB World Headquarters each Monday, Wednesday, Thursday, and Friday." “Many of the cyclists met with Gail last week and after hearing first hand their inspirational story, we are determined to make a difference for them by raising at least half of Hannah’s £200,000 target.” Anyone wishing to sponsor the JCB cyclists can donate through the JCB Around the World in 80 Days JustGiving page here.

The UK has seen a 48% increase in the number of manufacturing firms setting ESG targets for their business, with around two thirds (62%) now doing so (since 2021), according to a report from Make UK and Lloyds Bank. Key Findings: Almost two thirds of manufacturers have Environmental, Social and Governance (ESG) targets for their business, a 48% increase since 2021 Yet half of firms don’t have the resources needed to meet conditions set by their customers Three quarters of manufacturers are building ESG requirements into their procurement strategies However, four in ten are not aware how their suppliers are performing against these conditions The in-depth report, which looked at the progress, opportunities and challenges faced by UK manufacturing firms looking to improve their ESG strategies, reveals that almost two thirds of UK manufacturers (61%) say they expect to expand the scale of their ESG strategy in the next two years. Firms said the reasons behind this increase include increasing pressures from the labour market, government, investors, and customers. More than three quarters (77%) of firms are receiving ESG conditions or targets from their customers, but less than half (48%) said they have the resources required, highlighting a need for greater support for those companies. In addition, only one in four (27%) companies being asked meet ESG requirements by their customers are getting support from them to do so. The report also reveals that businesses are accelerating the ESG requirements of their suppliers. Three-quarters (74%) of firms have built ESG conditions into their procurement strategies, up from two thirds (66%) just two years ago. Yet, four in ten (45%) are not aware of their suppliers’ performance against their targets. While one third (35%) of manufacturers provide ESG support to their suppliers, UK manufacturing firms are two and a half times more likely to provide support to suppliers in pursuit of ESG targets than they are to receive it from their customers. The findings come as ESG transition plan disclosures, which include how firms identify, assess, and manage environmental and social related risks and opportunities, are set to become mandatory for many UK companies later this year. Commenting, Faye Skelton, Head of Policy at Make UK said: “Manufacturers are raising their ambitions and commitments to ESG as the issue moves beyond solely issues relating to human capital. Customers, suppliers, investors, and employees are now increasingly expecting that companies make the issue as core to their strategy as any other business objective. It’s now clear that ESG is becoming more than a ‘nice to have’ and rapidly rising up the boardroom agenda. As a result, those companies getting ahead of the game will clearly have a competitive advantage and those who have yet to take action risk being shut out of supply chains.” Huw Howells, Head of Manufacturing & Industrials at Lloyds Bank added: “The research has shown a significant shift change in the number of manufacturers that are focusing on social purposes and environmental factors, while managing competing priorities and day-to-day challenges. It’s particularly encouraging to see that larger companies are mostly in a good position in terms of formalised ESG strategies, corporate and supplier governance, and supplier management." "However, these increasing requirements are creating financial and technological barriers for many firms and even more so for smaller firms in their supply chains. It’s therefore important for manufacturers to work with their supply chains to ensure that ESG strategies are a sustainable collective achievement and a force for future growth.” The report found that the most prominent forms of ESG conditions set by manufacturers relate to human capital – the Governance in the ESG framework – with more than half having stipulations on health & safety (53%), four in ten (41%) on human rights, a third (34%) on labour rights, and more than a quarter (27%) on diversity and inclusion. However, carbon emissions and nature (for example biodiversity or wildlife) are increasingly important, scoring 24% and 12% respectively. UK manufacturers said they expect carbon and biodiversity/nature are the most likely requirements to increase in prevalence in their supply chain conditions. Almost two in five UK manufacturers (38%) publicly report their ESG performance which is a modest increase compared to 36% in 2021. However, almost a third (32%) have their reporting externally audited, a decrease from 37% in 2021, with the report suggesting cost being a driver for this, pointing to Covid-19 recovery, inflation, energy security, and political instability as events of note. Read the full report here:

A fifth generation Yorkshire business has won two industry awards recognising its work in sustainability. National trade body the British Furniture Manufacturers (BFM), announced Harrison Spinks as winner of the Sustainability category in the Future of Furniture Awards, held at the January Furniture Show. Group Sustainability Manager at Harrison Spinks, Emma Linney-Taylor was also named as Sustainability Champion by the BFM. Based in Leeds, the business mixes home-grown, state-of-the-art technology with a team of skilled artisans using traditional techniques to produce luxury handcrafted beds and mattresses. The company’s drive to source raw materials more responsibly, reduce environmental impact and conserve resources, while improving product performance, has led to a number of innovations. These have included the use of natural fillings grown at the company’s farms near Tadcaster, reducing chemical use by weaving mattress fabrics in-house, introducing digitalisation to reduce energy consumption and shifting from offshore carbon offsetting to environmental restoration. Nick Booth, Managing Director at Harrison Spinks said: “We’re delighted to have won these awards. Sustainability is an increasingly important subject, especially in the mattress and bed industry, where thousands of mattresses are sent to landfill every day. Making mattresses in the most sustainable way has been a priority for us for a number of years now." “With Emma’s tremendous support, sustainability is firmly embedded across everything we do. Her passion, commitment and knowledge have helped deliver, and in many areas exceed, our sustainability goals." “We're very proud of the fact that we've won these two awards. We work extremely hard to make the most responsible beds possible, and that's why we weave our own mattress fabrics, we grow our own natural fibres at our own farm and make our own award-winning springs.” The BFM Future of Furniture Awards for Excellence in Sustainability and Sustainability Champion recognise exemplary work by BFM members in moving towards a more sustainable future. A panel of judges considered a number of criteria for the award, including evidence of a commitment to continuous improvement in sustainability, an action plan for the next three to five years and a willingness to lead and empower others. BFM Managing Director, Phil Spademan said: “Our Future of Furniture Awards celebrate the members that are investing not only in the future of their businesses, but in our industry and our communities." “I’d like to congratulate the team at Harrison Spinks and Emma for the outstanding work that is recognised with these awards.”

In January 1972, a young Harold Wells went to work at the Superette in Watonga, Oklahoma, across the street from Tom Love’s service station. By September, both stores were owned by Tom. At the time, Harold was working part-time and going to college, but one could imagine that Love’s, which was expanding into the country store model, saw something in the young grocery store employee. “Well, that’s questionable,” Harold said with a laugh. The timing was perfect. The expanding country stores combined existing convenience store and grocery store models bringing items closer to people in rural areas with extended hours help other local businesses did not offer. It was then that Tom and his team offered Harold what would become a 51-year career with many different roles and the opportunity to help develop an ever-growing business. Harold saw this in 1979 when he helped open Love’s Fresh Daily Deli. With this concept, stores were preparing their own sandwiches to sell every day, offering customers more peace of mind than pre-packaged ones from other brands. “At that time, when you bought a pre-packaged sandwich, God knows how old it was and how many preservatives were in it and all those kinds of things,” Harold said. “Our deli became unique in that our sandwiches were prepared to meet the wants and needs of regular customers in each market.” The Fresh Daily Deli helped meet the needs of customers on the go, but by the 1980s, that customer group was changing. Rural areas began shrinking as interstate highways were developed. That is when Tom saw the need to develop the travel stop – a larger version of the country store along the interstate – catering to highway travelers and professional drivers alike. Harold says that is when it was time to innovate again as the Fresh Daily Deli wasn’t the best fit for these new models. “It was a great concept, it worked very well for us and was successful, but when we started really growing more with the travel stops, we found out that we needed name recognition,” he recalled. That’s when Love’s began adding national brands like Subway, Carl’s Jr. and Hardee’s to its stores. A key part of Love’s innovation over the years has always been a dedication to growing and adjusting to meet customers’ ever-changing needs. Around 1998, DeNease Vinyard, who still works for Love’s, helped start the customer service line. DeNease Vineyard working in the office and receiving the Top Banana award from Tom Love. “I had a two-line cordless phone that I was supposed to take everywhere, even the restroom, so if it rang, I could answer it,” DeNease recalled. That single phone she manned grew over the years to become what is now Love’s Contact Center with around 350 employees. Most outside the company do not even know that Love’s is much more than just travel stops and country stores. Beyond those four walls – other companies in the Love’s family – like Gemini and Musket – keep it moving. In 2000, Frank Love, Tom’s son, began hiring industry veterans to build a fuel trading arm of the company under the name “Musket.” The team of fuel traders scour the market to find the lowest prices each day in each market where Love’s has locations. In 2001, Tom had another idea – and this one was particularly “bright.” He had a vision of a fleet of yellow tank trailers traveling the country, independently bringing fuel to Love’s stores from coast to coast. “I thought, ‘Tom, that would be the ugliest thing I’ve ever seen in my life,’” Brent Bergevin, executive vice president of transportation recalled in a 2023 interview. “And now every one of our trucks is yellow—and we haul one of the most iconic tankers in America. Everybody knows who operates those vehicles. It just shows you how smart he was compared to me. He was an unbelievable visionary.” Gemini became the primary carrier for the company and has grown to operate more than 1,300 trucks, employing around 1,700 professional drivers. This independence helps keep stores “wet” even when competitors are struggling to get fuel due to natural disasters and other issues. “We may haul it further, but we can still get that fuel to our locations which keeps us up and running and keeps our customers happy that we’re there,” Harold said. Sometimes innovation can also mean going against the grain. In 2016, Love’s purchased Trillium, the second largest distributor of compressed natural gas. Around that time, the Love’s leadership team also began experimenting with alternative services like electric vehicle charging stations, solar panel installations and hydrogen fueling. Many within the industry, and frankly, some within the company, had their doubts. “I was like come on, we’re a gas station,” recalled Rhona Freeman, who’s worked for Love’s for 40 years. “But now it’s working!” Love’s dedication to innovation through its family of companies provides a sense of stability that allows it to expand into new ventures like factoring, truck washes, RV hookups, and CDL protection subscriptions to name a few. It’s a slow, but intentional process of innovation, learning how these businesses work and doing it right. “I think we’re going to continue to look for those kinds of innovations out there,” Harold said. “What those are – I don’t know – yet.”

Apprentices working at Yorkshire-based gritter manufacturer Econ Engineering, have urged more young people to follow in their career footsteps as they learn a valuable on-the-job trade. During National Apprenticeship Week, two young employees at the company’s Ripon-based assembly plant have spoken of the exciting opportunities their roles have provided. Oliver Merrin and Jacob Condie are in the middle of their specialist apprenticeships with Econ, the UKs leading manufacturer of winter maintenance vehicles, and believe the experience is providing them with the best possible start to their careers. Family-owned and run since 1969, Econ – which has a workforce of around 240 – has welcomed a continual string of apprentices to their team, learning their trade both on the factory floor and at technical college. Oliver Merrin, 19, started his apprenticeship back in 2021 as an Apprentice Welder, and is grateful for the opportunity that it has given him and said: “I have been at Econ for two-and-a-half years and a typical day would be making up the frames and welding them. The frames are what the gritters, the hot boxes and the de-icers sit on." “It is a good way to get into a trade and that is what I was looking for. Welding is quite a hands-on thing to do and I thought it would be right up my street… and it was." “Econ is a very well-structured company, there is a lot you can learn here. Everyone is very welcoming, if you get stuck with anything then you can ask anyone in the factory and they will help you out." “The key is to not let the college work pile up, so that you have a lot to do before the deadline. Crack on with it straight away so that you do not fall behind." “My mentor here at Econ, Darren, has been great from the very start and the college itself has plenty of resources for us to use. If anyone is thinking of what they should do after school, then I would definitely suggest an apprenticeship.” Jacob Condie, 25, who is in the middle of his IT apprenticeship, echoed the thoughts of his colleague: “Typically in a day, I respond to tickets from my colleagues here and essentially looking over the systems to make sure they are running properly. “My manager is really supportive and helps with anything that I might need." “My advice would be for people to look out for all the opportunities that you can get and just go for it. You won’t regret it.” Econ Engineering Managing Director, Jonathan Lupton, who himself worked his way up from the factory floor as an apprentice before taking over the reins of the family business, said: “From the very earliest days of Econ, we have employed apprentices within the business and we are proud of the fact that so many of them have gone on to work for the business for many years." “After leaving school at 16, I worked my way across many of the various Econ departments as an apprentice, learning from those people who knew their jobs inside out and who could teach me valuable lessons about every aspect of the company." “It made me the person I am today and if university is not for you, then learning a trade through being an apprentice is certainly something I would advocate.”

To mark the 17th annual National Apprenticeship Week, HMG Paints is celebrating the variety of apprenticeship journeys currently taking place within the business. The Manchester based paint manufacturer currently employ a number of apprentices who compose of a range of ages, sectors, backgrounds, and engage in various roles across the business. The diversity of opportunities within the apprenticeships provides employees a route into successful and fulfilling careers whilst also providing HMG with the skills needed across the business. Apprenticeships, and Youth Training Schemes have long been a key part in the HMG business and proved a great starting block for many HMG careers, after all 4 of the current Directors started as trainees. Nearly 40% of employees at HMG have taken part in externally provided training courses during their time at HMG. These courses range from IOSH Managing Safely courses, to Apprenticeships, T-Levels, Master’s and even Doctorates.  Clare Donnellan, Head of HR at HMG Paints said: “Training and developing our own employees is at the heart of HMG, and as someone who started their career as part of the Youth Training Scheme (YTS), I have seen first hand how training can benefit personal and professional development." “It’s fantastic that with the modern apprenticeship scheme that we can provide a range of opportunities for staff of all ages and experiences, in a number of different areas which will aid their personal and professional development alongside helping the business grow.” The current cohort of apprentices are working across different teams within the company, from laboratory technicians to business and office-based roles whilst completing their academic studies. One apprenticeship journey to take note of is that Lewis Whalen, who currently works within HMG’s Accounts Department, studying his CIMA Level 7 professional Accounting Technician qualification. Lewis is currently in the process of his 3-year course in which upon completion will be qualified as a management accountant by the ACMA (Associate of the Chartered Institute of Management Accountants). “Whilst completing some of my CIMA qualification at HMG, I have been able to apply my learning in the workplace which has increased my opportunities and given me more responsibility. I've been able to improve my work and conversations by using some of my theoretical knowledge in practice. I still have a lot to learn from the apprenticeship, but I'm excited to continue doing the course to maximise my chances of becoming a Chartered Accountant.” Showcasing their support for continued personal development across the business, apprenticeships aren’t just restricted to new starters or younger staff. One employee who is currently studying an apprenticeship and illustrates this point is Kyle Murray. Having worked across many different areas within the business at HMG, Kyle was looking to further educate himself and develop within a new role by embarking on a Level 3 Procurement and Supply Assistant Apprenticeship.  Kyle explained: “As I have worked across many areas of the business within HMG, from production, sales & now to purchasing, being able to use my skills and knowledge obtained from my degree level apprenticeship is really a huge benefit on a daily basis.” “Having such a support network behind me in HMG has only further enhanced my skills and I have gained more confidence in applying my new learnings in the workplace. This highlights the opportunities and support employees have at HMG, as I have been given the platform to develop my skills and knowledge within in the business. The Apprentice Academy with whom I am studying with are brilliant in supporting me and are always accessible for any additional help or info needed.” In a business and industry that continually evolves, it is vital HMG continually recruit and train the next generation. And that is the case with teenagers George Urry and Luis Beaumont who are at the beginning of a Laboratory Technician (level 3) apprenticeship. “As someone just starting out on my apprenticeship it’s an exciting time for myself” commented George Urry. “I think apprenticeships are a very good way to start a career because you get to study and do the on-the-job learning. It’s the best of both worlds and is a good foundation to start my HMG career from.” At the other end of the journey is Gabby Parfitt, who is currently working at HMG as a member of the company’s Printroom and undertaking a level 3 Apprenticeship. Gabby is nearing the end of her 16-month course and will receive a Business Administrator qualification upon graduation. "Embarking on my apprenticeship in Business Administration Level 3 has been a journey of growth in confidence and in my work, where every challenge has been a stepping stone towards honing my skills and knowledge in the business world." "Through dedication and perseverance, I have embraced each opportunity to learn and apply principles of effective management, communication, and problem-solving." This National Apprenticeship Week, HMG are dedicated to showcase the talent, success and remarkable accomplishments created by apprenticeships within the business. From production roles to office-based roles, apprentices and trainees continue to play a huge role in the success of the business. For more information on a career at HMG or in the world of paint visit here .

Outkast Panda Crew, a Community Interest Company which evolved from a modified car club in Hull, has featured in a new mini documentary. The 11-minute film, funded by The Matthew Good Foundation and produced by INIT Creative, highlights the power held by grassroots organisations to improve inner-city communities, by raising aspirations beyond a life of crime and anti-social behaviour for disadvantaged youths. Outkast Panda Crew started life as an inner-city car club, founded by modified car enthusiast Jonny Cahill in 2017. Living in Hull City Centre, Jonny witnessed first-hand the effects of crime and anti-social behaviour in his community, alongside a decline in availability of youth services. When speaking to young people, he saw an opportunity for the car club to help them find a route to more positive engagement in their community. Outkast Panda Crew: The Film is available to view now on YouTube. It explains how, since 2021, Jonny and a team of volunteers have been teaching Hull’s disadvantaged youths a wide range of automotive skills including electrics, welding, mechanics, body panelling and painting. In a behind-the-scenes look at the workshop, viewers witness students modifying cars for real-life motorsport events, with some getting the opportunity to be part of an event pit crew. The documentary features an interview with Humberside Police and Crime Commissioner Jonathan Evison. In the interview he comments, “Outkast Panda Crew is a breath of fresh air, it’s something completely different. It’s got practical, engineering input, it’s learning skills that will certainly be transferrable, but it’s also experiences. It’s raising aspirations. That means that things like anti-social behaviour, car theft, motorbike theft, crime within shops will reduce.” Garreth Byrne is a Councillor for North Carr ward in East Hull, which includes parts of the Bransholme estate. In the film he comments, “It’s about trying to offer kids an opportunity to take the skills that they have, put them into something constructive, and take that forward and move it into a career or another path, and change the roundabout that we have on the estate at the moment. We need more of them, and we need them funded better.” The film was funded by the Matthew Good Foundation, based in Hessle. An organisation specialising in grant funding, they recognised that Outkast Panda Crew would benefit from telling their inspirational story to a wider audience, so offered them support through their Amplify Charity Films programme. Amplify Charity Films offers funding and support for small non-profits who are making a high impact in their communities, but lack the funds or expertise needed to invest in communications campaigns. Using their connections to local and national business networks, the Matthew Good Foundation creates opportunities for non-profits to access professional-quality communications services, helping them to amplify their voice. The documentary was produced by INIT Creative, a Hull-based creative agency specialising in film and digital media production from a state-of-the art studio on Clough Road. INIT Creative is run by local brothers, Adam and Brendan Storch, whose knowledge of local issues was crucial to the creation of the powerful documentary. Real-world experiences and connections with skilled mentors at the project have already inspired dozens of young people out of dissolution and onto real career paths, including apprenticeships in the motor industry. Outkast Panda Crew Director, Jonny reflects, “All they’re being told throughout their young lives is, ‘you’re bad, you can’t do this, you’re only from Bransholme, you’re only from Orchard Park, you live in Hull mate, you ain’t going anywhere.’ The fact is they can do it, because we’ve already proved it.” Having attracted grants initially from local funders including Humberside PCC Community Safety Fund, John Good Group’s Grants for Good, and the Matthew Good Foundation, plus support from local automotive suppliers, the team at Outkast Panda hope that the documentary will help them attract more of the long-term funding that will be vital to their ability to continue operating, and increase their impact in the local community.

Join Paul Andrews in discussion with Anna Price from the Rural Business Awards as they discuss the rural community and how family firms are an integral part of this community and the contribution made by rural businesses to the UK economy. Topics include dispelling some of the myths around the rural sector, the firms that make it up and the real sense of purpose and community that shines through. The digital agenda and opportunities for rural firms to seize the opportunities available to them and some of the challenges around the rural economy are also addressed.

Join Paul Andrews as he discusses an often ‘taboo’ subject, addiction and the family business, with John Broons, Australian Family Business Adviser of the Year 2019, to gain an insight into the implications and complexities of addiction within a family business as part of the Family Business Insight series.

When it comes to creating a family firm fit for the future, what needs to be done in terms of governance, communication and finance? Life for many in the family business space over the past year has not been easy, but family firms have shown their resolve and resilience and are now beginning to look to the future. So, how do you go about creating a family firm fit for the future with regards governance, communication and finance? Paul Andrews, Founder and CEO of Family Business United is joined by a panel of experts talking all things governance, communication and strategy and how to create a family firm fit for the future. Our panellists: Edouard Thijssen – Co-Founder and CEO at Trusted Family Edouard is a next generation member from a multigenerational business family from Belgium, and co-founder and CEO of Trusted Family. Trusted Family is an award-winning technology platform serving the world’s leading family businesses that provides a single, secure and centralized governance platform, enabling directors, shareholders, family members and their close advisors to easily connect, communicate and collaborate from anywhere, at any time, on any device. The company is headquartered in Brussels, Belgium, with offices in London and New York, and family business clients in 25 countries globally. The company leverages a decade of industry expertise to help multi-generational family businesses thrive and achieve sustainable, long-term success. Jason Oakley – Founder and CEO at Recognise Bank Jason is the CEO of Recognise, a Lombard MBA Banker, who has spent his entire 35-year career in banking and has considerable SME and commercial banking experience. Most recently he worked at Metro Bank where he was a member of the Executive Committee and a Managing Director of Commercial Banking and Mortgages and worked as Head of SME Banking at RBS and NatWest, serving over 1 million customers. Jason appreciated that SMEs had a chronic lack of support from their banks – and in 2017 Recognise was born. He wanted to establish a bank that recognises the immense value of SMEs to the UK economy and wider society, and the extraordinary potential of that community which remains unrealised due to this lack of support. Recognise takes much that was good about business banking from the past – experienced relationship managers who know and understand the businesses they work with, many of them family firms, who are based in the local community and will be in situ to build relationships and provide accessibility. They pair this with the latest cloud-based technology to offer business customers speed (appreciating time to cash is paramount for businesses) along with a human touch, that has been so lacking in mainstream banking in recent years. They aim to listen and respond to family businesses, recognising that in many respects, it isn’t complicated. Their clarity of vision and purpose, combined with the best relationship managers makes them confident that they can give family businesses a banking experience that is truly useful, accessible and does what they really need it to do. John Harte – Managing Partner at Integrity Governance John leads a global team that is focused on making boards more effective. A boardroom expert working with multinationals and SME’s, he provides practical, impartial advice to directors, business owners and CEO’s to help improve performance. He is a regular speaker and thought leader on board effectiveness, practical governance and business disruption. John grew up in a family business and his extended family run fifth generation businesses and he has also served as a board member, chairman and adviser to many family firms. He also worked within Mars, a globally recognised family business for the best part of a decade.

Join us for an insight from Josh Baron at Banyan Global on the keys to creating a successful multi-generational family firm. Josh is a partner and one of the founders of Banyan who have helped over 200 family businesses from 20 countries on six continents successfully transition. Their clients’ operating businesses span many industries, including manufacturing, luxury and consumer goods, industrial services, real estate, communications, and more. They generate revenues from hundreds of millions of dollars a year to multiple billions. They are the world’s leading privately-held, family-owned or controlled businesses. Josh Baron is a partner and co-founder of BanyanGlobal Family Business Advisors, and an adjunct professor at Columbia Business School. He is a leading family business adviser and also writes articles regularly on family business topics for the Harvard Business Review. Join us as he shares his insight into the keys to multi-generation success in a family business.