Family Business United is delighted to announce the family firms that are in the running to take home the South, South West & Wales Family Business of the Year Award 2024, and also in the running to take home the overall national title, Supreme Champion Family Business of the Year 2024. As Paul Andrews, Founder and CEO of Family Business United explains, "These awards are now in their twelfth year and we are delighted to see the depth and diversity of firms in the running from across the region. Family firms make an incredible contribution to the national economy in terms of employment, income generation and wealth creation, not forgetting their activities in communities and charitable support and it is an honour to host these awards and give recognition to their endeavours." "We look forward to finding out more about the shortlisted businesses and ultimately determining the regional winner and presenting them with their award in June." The shortlisted family firms in this region, in alphabetical order are: BCB International Brend Hotels Glencoe Radon Gas Centre Healthcare Matters KW Bell Group New Forest Ice Cream Oatway Design Thatchers Cider The George Bence Group Westlands Farm Shop The awards culminate in a gala awards evening that takes place in London on June 19, 2024 where the winners will be crowned. Keep up to date with all the latest news and updates about the awards using the hashtag #FBOTY2024 .

Family Business United is delighted to announce the family firms that are in the running to take home the Scottish Family Business of the Year Award 2024, sponsored by Turcan Connell, and also in the running to take home the overall national title, Supreme Champion Family Business of the Year 2024. As Paul Andrews, Founder and CEO of Family Business United explains, "These awards are now in their twelfth year and we are delighted to see the depth and diversity of firms in the running from across the region. Family firms make an incredible contribution to the national economy in terms of employment, income generation and wealth creation, not forgetting their activities in communities and charitable support and it is an honour to host these awards and give recognition to their endeavours." "We look forward to finding out more about the shortlisted businesses and ultimately determining the regional winner and presenting them with their award in June." The shortlisted family firms in this region, in alphabetical order are: Arbikie Forsyth Hattie's Autobody Hendersons James Donaldson Group JD Pierce Keela Outdoors LINIAN Macphie Redpath Bruce Scot JCB Wholesale Domestic Bathrooms The awards culminate in a gala awards evening that takes place in London on June 19, 2024 where the winners will be crowned. Keep up to date with all the latest news and updates about the awards using the hashtag #FBOTY2024 .

Family Business United is delighted to announce the family firms that are in the running to take home the Midlands & Central Family Business of the Year Award 2024, sponsored by Buckles, and also in the running to take home the overall national title, Supreme Champion Family Business of the Year 2024. As Paul Andrews, Founder and CEO of Family Business United explains, "These awards are now in their twelfth year and we are delighted to see the depth and diversity of firms in the running from across the region. Family firms make an incredible contribution to the national economy in terms of employment, income generation and wealth creation, not forgetting their activities in communities and charitable support and it is an honour to host these awards and give recognition to their endeavours." "We look forward to finding out more about the shortlisted businesses and ultimately determining the regional winner and presenting them with their award in June." The shortlisted family firms in this region, in alphabetical order are: Cleenol Group Ltd Colton Packaging Jane Newman Financial Planning Ltd Landermeads Jake & Nayns Novus Property Solutions Quality Life UK Sapphire Group The Wilkins Group Traceys Juice Bar The awards culminate in a gala awards evening that takes place in London on June 19, 2024 where the winners will be crowned. Keep up to date with all the latest news and updates about the awards using the hashtag #FBOTY2024 .

Family Business United is delighted to announce the family firms that are in the running to take home the East & East Anglia Family Business of the Year Award 2024, sponsored by Birketts, and also in the running to take home the overall national title, Supreme Champion Family Business of the Year 2024. As Paul Andrews, Founder and CEO of Family Business United explains, "These awards are now in their twelfth year and we are delighted to see the depth and diversity of firms in the running from across the region. Family firms make an incredible contribution to the national economy in terms of employment, income generation and wealth creation, not forgetting their activities in communities and charitable support and it is an honour to host these awards and give recognition to their endeavours." "We look forward to finding out more about the shortlisted businesses and ultimately determining the regional winner and presenting them with their award in June." The shortlisted family firms in this region, in alphabetical order are: Jarrolds KFE Lamberts Leadership Through Data MABON Design & Print Ltd Matthew Douglas Rose Calendars Source One Consulting The EGM Group Wallis Shipping Wells & Co. Yeldham Glazing Jennifer Leeder, Legal Director at Birketts, said: “I’m delighted to be on the judging panel for the 2024 Family Business of the Year Awards. As with previous years, the calibre of entrants this year is incredibly high and I’m looking forward to playing a role once again in deciding the worthy winners. I hope to meet many of the entrants at the gala awards evening in June and wish everyone the very best of luck.” The awards culminate in a gala awards evening that takes place in London on June 19, 2024 where the winners will be crowned. Keep up to date with all the latest news and updates about the awards using the hashtag #FBOTY2024 .

A champion for local businesses in the Meon Valley has urged Hampshire residents to support more local, independent businesses in 2024. Kayleigh Collett of Westlands Farm Shop has said independent businesses are in dire need of support now more than ever because of the financial pressures they faced in 2023. The local business advocate who has been a key part of Westlands Farm Shop for over 10 years, has warned that “many shopfronts and independent businesses will sadly vanish in 2024 if consumers fail to make more conscious and better choices when shopping.” Kayleigh said independent businesses, suppliers and in particular farmers, are still battling against increased cost pressures. “The message we have been pushing to local residents is essentially - use it or lose it. We have sadly seen many suppliers and businesses close over recent months and years because they couldn’t fight back against the uphill battle any longer." “Supporting independent businesses is hugely important to help local economies thrive because a large proportion of the money generated from sales is reinvested into sourcing suppliers, products from other independent businesses and paying people’s wages." “The pandemic hit local businesses really hard and many are still recovering. But with the support of residents, we can help to repair local supply chains and boost economies within the Meon Valley." “Around 50 per cent of our revenue is reinvested into local supply chains every year. It is really important that people consider buying directly from local producers to support local supply chains, rather than supermarkets." “Shopping locally also really helps the environment because of reduced carbon footprint and displaced food miles." Westlands Farm Shop has called for consumers to make shopping locally a new year’s resolution to support more independent businesses and suppliers across the region.

Vistage, the world’s leading business performance and leadership advancement organisation for small and medium-sized businesses, has released its quarterly SME CEO Confidence Index for Q4 2023; highlighting economic predictions for the new year. Growth Is On The Horizon More than half of all business leaders (56%) in the UK and Ireland believe that economic conditions in the country have either improved, or remained the same. Overall business confidence has increased to 105.8 points, up 11 points from the last quarter, with 77% of business leaders feeling economically optimistic for what the New Year may bring. This year SMEs have forecasted that financial conditions will improve within the next 12 months alone: 63% of business leaders anticipate an increase in revenue in 2024 53% expect to observe an increase in profitability within the next 12 months 56% are budgeting to increase the number of staff to help support growth this year The Talent Shortage Continues Despite the overwhelming optimism, a majority of SME business leaders (40%) recognise the current talent and skill shortage as the biggest challenge towards growth. At present over half (51%) have found that hiring challenges have severely impacted their ability to operate at full capacity. As such just under a third (29%) of business leaders are actively budgeting for larger pay rises this year in a bid to retain top talent. Additional challenges identified by SME business leaders for 2024 include: Domestic and international economic and political issues (29%) Rising inflation (9%) The digital transformation process (5%) Sustained supply chain disruption (5%) Cyber Awareness Laxes In 2023, 27% of SMEs fell victim to a cyber-attack. While a vast majority (93%) of these attacks did not result in compromised or lost data, only 60% of business leaders have a regularly reviewed cyber security plan set in place. In fact, a quarter of all businesses do not have a defined cyber security risk strategy in place, a further 15% haven’t reviewed their cyber security strategy in the last year indicating a more laxed attitude towards cyber security. Vistage, MD International Operations (UK), Andy Perkins, commented: "As we enter a New Year, it’s refreshing to see economic confidence re-appear for a majority of business owners and leaders across the UK and Ireland after a tumultuous 12 months." "That’s not to say 2024 will be plain sailing, or that economic challenges can’t or won’t change. That’s why for any business leader it is important to take this as an opportunity to really focus on boosting productivity and sustaining growth as a means to build up a competitive edge.”

Women play a vital and often underestimated role in family businesses globally, contributing significantly to their success and sustainability. Traditionally, family businesses have been perceived as male-dominated enterprises, but the landscape is evolving, acknowledging the invaluable impact of women. Here we take a look at the positive contributions of women to family businesses, highlighting their influence on decision-making, innovation, and long-term stability. One key aspect of women's contribution lies in their role as decision-makers within family businesses. As active participants in strategic planning and execution, women bring diverse perspectives that enhance the overall decision-making process. Studies indicate that gender-diverse leadership fosters a more comprehensive approach to problem-solving and risk management, ultimately leading to better business outcomes. Women often emphasise collaboration, consensus-building, and long-term sustainability, promoting a balanced and holistic approach to family business management. In addition to decision-making, women contribute significantly to the innovation and adaptability of family businesses. Their diverse skill sets and perspectives drive creativity, introducing fresh ideas and approaches. Many successful family businesses owe their resilience to the ability to adapt to changing market dynamics, and women play a crucial role in steering these adaptations. Whether it's embracing new technologies, exploring untapped markets, or developing innovative products and services, women contribute to the dynamic evolution of family businesses, ensuring their relevance in the face of evolving economic landscapes. Furthermore, women often play key roles in managing relationships, both within the family and with external stakeholders. Effective communication and relationship-building are essential for the success of family businesses, and women are adept at fostering positive connections. Their interpersonal skills contribute to a harmonious family-business interface, mitigating conflicts and nurturing a supportive environment. This, in turn, promotes continuity as family businesses transition across generations, maintaining a cohesive legacy. The positive impact of women in family businesses extends beyond internal dynamics to societal contributions. Women-owned and -operated businesses often engage in socially responsible practices, contributing to community development and philanthropy. By integrating social and environmental considerations into business operations, women in family businesses create a positive ripple effect, influencing the broader business community to adopt responsible and sustainable practices. In conclusion, women play an integral and positive role in family businesses worldwide. Their contributions span decision-making, innovation, relationship management, and social responsibility, collectively shaping the success and longevity of family enterprises. Recognising and embracing the diverse skills and perspectives that women bring to the table is not only a matter of equity but also a strategic imperative for the sustained growth and resilience of family businesses in an ever-changing global landscape.

In an era where diversity is recognised as a driving force for innovation and growth, family businesses are increasingly acknowledging the importance of diverse perspectives in their boardrooms. The traditional image of a family business boardroom dominated by a homogeneous group is evolving, as leaders recognise the benefits that come with embracing diversity. Diversity in family business boardrooms extends beyond gender and ethnicity; it encompasses a variety of perspectives, experiences, and skills. By incorporating individuals with diverse backgrounds, family businesses can tap into a wealth of creativity, different ways of thinking, and a broader range of skills. One key advantage of diverse family business boards is the ability to navigate an ever-changing global business landscape. Different cultural insights and a varied set of experiences contribute to more effective decision-making and a deeper understanding of diverse markets. Moreover, fostering diversity in family business leadership is essential for long-term sustainability. Family businesses that prioritise and embrace diversity are often better equipped to attract and retain top talent, fostering a dynamic environment that can adapt to evolving market demands. To implement and promote diversity in family business boardrooms, proactive measures are crucial. Establishing clear diversity goals, implementing inclusive hiring practices, and providing ongoing diversity training are effective ways to ensure that the board reflects a wide range of perspectives. For certain, the next generation want to see promises realised and it is important that ongoing training and the culture of the organisation continues to evolve so that it truly reflects the messages that are used in the recruitment process and that the whole organisation continues to evolve into a truly diverse one where opportunities are available for career progression for all. Family businesses can also benefit from mentorship programs that encourage underrepresented individuals to pursue leadership roles within the organization. Creating a culture of inclusion at all levels of the business sends a powerful message about the commitment to diversity. The Benefits Of Boardroom Diversity Diversity in the boardroom offers a range of benefits: Innovation and Creativity : Diverse perspectives foster creativity and innovation, leading to novel solutions and approaches to challenges. Improved Decision-Making : A board with varied backgrounds and experiences makes more well-rounded and informed decisions. Enhanced Problem-Solving : Diverse teams bring a broader range of problem-solving skills, allowing for more comprehensive analysis and strategic planning. Market Insight : Different cultural insights within the board contribute to a better understanding of diverse markets, positioning the company for success in a globalised and fast-changing world. Better Risk Management : Diverse boards are more adept at identifying and mitigating risks due to the variety of perspectives that can foresee potential challenges. Talent Attraction and Retention : Companies with inclusive boards are more appealing to a diverse workforce, attracting top talent and promoting employee retention. Improved Reputation : Demonstrating a commitment to diversity and inclusion enhances a company's reputation, making it more attractive to customers, investors, and partners. Adaptability : Diverse boards are better equipped to adapt to change and navigate complex business environments, ensuring resilience in the face of uncertainties. Legal and Regulatory Compliance : In some regions, there are legal and regulatory requirements related to diversity on boards, and having a diverse board helps in compliance. Reflecting Customer Base : A diverse board can better understand and connect with a diverse customer base, ensuring products and services align with varied market needs. Despite the benefits associated with changing the very nature and composition of the family business board there are barriers that need to be overcome. Several of the more common barriers in family firms that can impede the achievement of a diverse board include: Nepotism : Traditional family businesses may prioritise familial relationships over merit, hindering the inclusion of external, diverse talent. Inherited Leadership Bias : Succession planning often favours family members, perpetuating a lack of diversity in leadership roles within the family business. Cultural Resistance to Change : Family businesses may have deeply ingrained cultural norms and resistance to change, making it challenging to embrace diversity in leadership. Informal Decision-Making Processes : Family businesses sometimes rely on informal decision-making processes, limiting the transparency and inclusivity required for diverse board appointments. Lack of Professionalisation : Some family firms lack formal governance structures, hindering the establishment of objective criteria for board appointments and promotions. Limited External Recruitment : Family businesses may primarily recruit leaders from within the family, limiting opportunities for external candidates, especially those from diverse backgrounds. Gender and Generational Biases : Gender and generational biases can be prevalent, leading to the underrepresentation of women and younger individuals on family business boards. Implicit Bias : Unconscious biases among family members or existing board members may influence decision-making, unintentionally excluding diverse candidates. Limited Networks : Family businesses may have insular networks, making it challenging to connect with a diverse pool of external candidates and advisers. Perceived Conflict with Family Values : There may be a perception that introducing diversity conflicts with the family's values or disrupts the familial harmony within the business. Addressing these barriers requires a concerted effort to shift organisational culture, implement transparent governance practices, and actively seek diversity in board appointments. Family businesses can benefit from professional advice and guidance to navigate these challenges and create a more inclusive and effective leadership structure. Overall, diversity in the boardroom is not just a matter of social responsibility but a strategic advantage that contributes to the long-term success and sustainability of any company, something that can only be seen as positive in the family business arena too. With a changing global demographic and a next generation that want to enter into fulfilling careers that make a positive impact on the world around them, family firms are becoming much more open minded and willing to embrace more inclusive leadership as they look to the future and build family businesses that have the right people in place with the right skills to position themselves in the best place to flourish for generations to come. As family businesses embrace the shift towards more inclusive leadership, they not only position themselves as forward-thinking entities but also enhance their capacity for resilience, adaptability, and sustained success. In an era where diversity is recognised as a business imperative, family businesses are seizing the opportunity to create boardrooms that truly reflect the richness of the world in which they operate.

Leading glass packaging company, Croxsons, has announced the appointment of Clare Staff to their team as a sales executive, focusing on internal sales and new business. Clare brings a dynamic blend of experience and fresh perspective to the company. With a rich background in business and brand development, Clare has held various roles, including assisting in the management and growth of companies, particularly in relation to new product launches. Her proficiency in CRM and customer relationship management significantly contributed to the sales teams she worked with previously. Furthermore, she has extensive experience in freelancing both overseas and in the UK, working directly with businesses to achieve growth, brand goals and high standards in production and customer service. In her new role at Croxsons, Clare will focus on managing web enquiries from new and existing customers, especially those with smaller order requirements. Her goal is to build her own client base, aiming to develop long-term professional relationships. She is passionate about listening to customer needs, understanding their product visions and delivering exceptional results. She will also support the sales team broadly, picking up new leads and contributing to Croxsons’ growth. Commenting on the role, Clare said: “I was attracted to Croxsons’ remarkable blend of family business values and impressive achievements. The company has managed to maintain its original structure and uniqueness while becoming a global leader, which is quite rare and impressive.” “Clare's experience and skillset are perfect for this role," said Croxsons’ CEO, Tim Croxson. "We are confident she will bring valuable insights and drive significant growth in her area."

The Thomas Schmidheiny Centre for Family Enterprise at the Indian School of Business (ISB) recently hosted a dynamic and insightful roundtable discussion on "Women in Family Business: Empowering and Enabling Women to unlock their Leadership Potential." Dean Madan Pillutla welcomed the eminent scholars, industry experts, and other participants and emphasised on the importance of the topic. Pratima Kirloskar, Vanitha Datla, Srividya Reddy, Rishabh Shroff, Aarti Gupta, Priti Rathi Gupta, Sujatha Cecilia, Kavil Ramachandran, Sougata Ray, and Nupur Pavan Bang discussed diverse topics, ranging from multigenerational experiences of women, factors enabling or hindering the active involvement of women in family businesses, gender-inclusive family dynamics, and effective women leadership in the family business context. The roundtable also provided a collaborative platform for attendees to engage with industry leaders, fostering a vibrant exchange of ideas and experiences. Key highlights that emerged from the roundtable were: Gender Equity Is Not A Choice. It Is Inevitable : The movement to achieve gender equity has begun. Progress is already happening in different spheres, globally, as well as in India. To expedite this progress, strategic interventions in education, workplace policies, and cultural narratives must be implemented with precision, urgency, and in a way that is less painful for individuals, families, and businesses. Gender Inclusive Families Are A Pre-Requisite For Gender Equity : Family, spouse, and social networks play a pivotal role in fostering active involvement of women in family businesses. The families need to evolve to provide an environment where navigating dual roles of being a homemaker as well as a business leader for both genders. Diversity and inclusivity in business must be preceded by the same at the family level. Gender Neutral Sharing Of Responsibilities : Traditionally, burden of multiplicity of roles has fallen on the women, even though most roles are gender agnostic. Efficient and equitable family functioning necessitates the harmonious, collaborative, and collective sharing of responsibilities, encompassing caregiving, risk-taking, and providing for the family. Balancing these roles ensures a more inclusive and resilient family dynamic, fostering mutual support and shared accountability. However, right kind of institutional and infrastructural ecosystem is required to provide support for all to play multiplicity of roles. Only family support will not be adequate. Role Models And Champions Are Important : Women who have triumphed against adversity serve as role models and inspirational guides, while male advocates actively championing equity contribute to dismantling entrenched gender norms. Their combined influence fosters a more inclusive environment conducive to the advancement of women in diverse spheres. Many of the younger-generation members are taking the lead in promoting gender neutrality and becoming the catalysts for change in their families. Equal Opportunities In Skilling And Mentorship: Ensure equitable access for both genders to skill development and mentorship, facilitating the acquisition of capabilities essential for success. While offering equal opportunities, respect individual choices by allowing individuals to pursue their desired paths. Having strong family governance mechanisms enhances the effectiveness of the pursuit of gender equity. "In the realm of family enterprise, empowering women isn't just a commitment to equity; it's an investment to foster resilience and ensure sustainability of the business and family legacy." "It has to be a team effort- women must demand change and men must champion it. May the spirit of collaboration and complementarity triumph," expressed, Sougata Ray, Professor and Executive Director, Thomas Schmidheiny Centre for Family Enterprise, Indian School of Business. Further Information: The Thomas Schmidheiny Centre for Family Enterprise was launched on February 7, 2015 with an aim to advance real-world and academic knowledge of family business. Since its inception, the Centre has been bringing together faculty and practitioners from India and abroad with the broad aim of combining theory and practice to enhance research and innovation in the field. For more details, please visit the website here Indian School of Business (ISB) is a global Business school offering world-class management education across its two campuses – Hyderabad and Mohali. The School has grown at a rapid pace over the sixteen years since its inception and already has several notable accomplishments to its credit – it is the youngest school ever to consistently rank among the top Global MBA programmes, one among the select 100 global B-schools to have AACSB and EQUIS accreditation, one of the largest providers of Executive Education in Asia, and the most research-productive Indian management institution. For details visit the website here .

In business as in marriage, planning for unseen circumstances can help make potential obstacles easier to navigate for co-founders. For example, without agreeing exit routes, when shareholders or partners do decide to leave the business, things can quickly become complicated. When a business relationship dissolves, especially between family and friends, emotions can become heightened and parties might be less willing to negotiate. Therefore, agreeing key discussion points prior to entering a business relationship is vital to maintaining an amicable split. Those who choose to proceed without a ‘pre-nup’ or Shareholder Agreement, in place risk a lengthy court process, or even losing the business altogether. A ‘pre-nup’ or Shareholder Agreement should address how a business operates and the rights and responsibilities of those that hold shares. This includes ‘futureproofing’ against potential scenarios including, but not limited to, “good leaver” circumstances, for example when someone retires or are made redundant, and “bad leaver” circumstances, for example when someone is lawfully dismissed. It is important to differentiate between these circumstances because a shareholder cannot be forced to sell their shares, even if they leave the company as an employee. Therefore, if someone leaves due to gross misconduct, they could feasibly continue to make profits from the business. If a company decides to operate without a Shareholder Agreement in place, there can be severe consequences. In a recent case, a financial services company was forced to ‘wind up’ or liquidate after one shareholder lost his accreditation and therefore could not legally sell financial products or give advice. This presents two options. The shareholder could resign as director – meaning that the business would be unable to continue to work with his clients or contacts due to a non-compete clause. Alternatively, they could wind up the company which could not only cause reputational damage but also mean that the years of hard work to set up and run a successful business would be wasted, simply because no agreed exit strategy was in place. A Shareholder Agreement is not only to decide exit strategies, however. It is also used to outline the rewards shareholders are entitled to from a profitable business. This will help motivate the employee as they can see a direct link between their performance and the value of the business’ shares. The Shareholder Agreement can also be used to dissuade behaviour that may lead to a dismissal, as it sets out clear standards and expectations of behaviour. In the age of the internet, many individuals feel as though they can draft their own legal documents, including Shareholder Agreements. While this may be an inexpensive option at the time, it may cost more in the long-term. Shareholder Agreements must be written with specialist terminology and address a wide range of circumstances that some business leaders may not know to consider. Therefore, it’s particularly important to seek the support of an expert to make sure that the document will be accepted in a court should the need arise. It is also important to remember that while the Shareholder Agreement will not need updating on a regular basis, when organisational or structural changes occur, for example if new shareholders are brought on board or if shares are sold, the document must be reviewed and revised as necessary. It is important that the document does not go out of date, as then it will no longer be a valid agreement and could make the shareholders legally vulnerable if someone does wish to leave. Shareholder Agreements or a business ‘pre-nup’ are a method of futureproofing a company and safeguarding its shareholders. By agreeing what will happen across common future scenarios, such as someone deciding to leave, it will make that exit a smoother process for everyone involved. Agreeing beforehand could also save business partners from a stressful and potentially expensive court process as well as relationship breakdown. Shareholder Agreements are therefore not just a ‘good idea’, but should be viewed as a necessity for companies who want to save themselves from a potentially sticky end.

Somerset cider maker Thatchers has 500 apple trees to give away to community groups up and down the country. In the fourth year of its Community Orchard Project, Thatchers is looking for fifty organisations doing great things in their local neighbourhoods, to be the 2024 recipients of ten apple trees each enabling them to sow the seeds of their own community orchard. To date, Thatchers has donated over 1,000 apple trees to local organisations and groups, each looking to put the apples they grow to good use with their communities. Martin Thatcher, fourth generation of his family to make cider at Myrtle Farm in Somerset says, “This project is all about community. It’s about understanding how apple trees can not only bring joy, but can act as a means of bringing people together." "Whether that’s planting the trees and contributing to the growth of orchards, learning about the lifecycle of a delicious apple, or coming together to press fruit at harvest time, apple trees are a wonderful way to create community spirit. Growing apple trees really matters.” Thatchers is therefore appealing to community groups, charities and organisations to apply to the 2024 project, which opens on 3rd January and runs until Monday 5th February. Applying is easy – simply fill in the details requested on the online application form, with a brief description of your organisation and the good things that would come from receiving a bundle of 10 apple trees in 2024. Thatchers is keen to hear about local groups and charities doing great things in their communities, in both rural and inner city areas. Perhaps those growing fruit and veg for those in need; those working with groups who have little access to outside space; groups who use outdoor space to improve the mental health of their communities; or perhaps residential communities who are looking at ways to bring trees into their lives. Thatchers Cider, which is celebrating its 120 year anniversary in 2024, has been growing apple trees and making cider in Somerset since 1904. It has used its knowledge of apple varieties to create ciders with individual character and great taste all round, such as Thatchers Gold and Thatchers Haze. Thatchers Katy cider is a perfect example of how one apple variety can create such a distinctive cider. With a light, crisp finish, Katy cider is a true reflection of the character of this delicious eating apple. Many of the apple trees being donated this year will be the Katy variety, as well as much loved varieties Scrumptious and Bramley. Every organisation selected to receive trees will be given instructions on how to plant their trees, how to care for them throughout the seasons, and a commemorative plaque. Martin adds, “We all know that planting trees helps the environment and supports biodiversity, but being out in nature is so good for wellbeing too. Over the last three years our project has been able to help over 175 groups across the country from residents associations rewilding their communities; schools and colleges teaching their pupils about the origins of their food; and care homes creating peaceful havens for residents.”