A Lake District spa venue is to host an art exhibition showcasing the works of British painter Norman Adams RA, who was renowned for his atmospheric watercolours. Low Wood Bay Resort & Spa on the shoreline of Windermere is holding its inaugural ‘Art in the Atrium’ exhibition from 9 September 2023 until mid-January 2024. The display, organised in partnership with contemporary and modern British art specialists Gavagan Art, will feature a representative collection of Norman Adams paintings, including Dawn Window, Sunflowers - The Flight of Phaeton and Great Tree among Olive Trees. The decision to work with Lancaster based Gavagan Art and use Low Wood Bay’s atrium for the exhibition of Adams’ paintings came about through a conversation with local sculptor Shawn Williamson who has created a number of works for the resort. The paintings of Norman Adams are in many private and over forty public collections in the United Kingdom, including the Tate Gallery in London. Executive chairman of English Lakes Hotels Resorts & Venues Simon Berry explains: “This is the first time that we will be using the setting of our spacious atrium area to give our guests and visitors a taste of great original art. It’s something we will continue in the years to come, with an artist in residence from time to time." “We want to bring great art to a very accessible space, a space where people may not be expecting an art exhibition, but one they will enjoy in an informal way." “With the spectacular backdrop of Windermere’s fells, it’s fitting that we have chosen to showcase the works of Norman Adams. His landscapes and seascapes reflect the atmosphere – including capturing the mood of weather conditions - as much as they show the scenery. We hope it will give viewers a lot to contemplate and a chance to reflect on the grandeur of our natural surroundings here in the Lake District.” Norman Adams RA (1927 -2005) was a highly versatile artist whose first solo exhibition was at the Gimpel Fils Gallery, London, in 1952. A full exhibition of his work, Colour Chart of A Way, was held in the main Royal Academy galleries in 1988, highlighting his reputation as a superb colourist. Other major commissions included murals for St Anselm’s Church Kennington, London and the commission he considered his major work, The Stations of the Cross, for St Mary’s Church, Mulberry Street, Manchester. He also designed stage sets and costumes for the Royal Ballet at Covent Garden and for Sadler’s Wells Theatre. Gavagan Art owner Mary Gavagan, who was formerly the director of the art gallery at Lancaster University for over 20 years, adds: “Norman Adams was a prolific painter and has been called a romantic visionary. Throughout his life he captured in watercolour his feeling for the particular landscape where he was either living or visiting. “Norman is an amazing colourist and I feel it’s important to bring his art to a wider audience. This exhibition presents a representative group of his watercolours, both landscapes and seascapes, painted directly before nature together with a number of his larger oil paintings." “We’re delighted to be bringing these paintings to Windermere, thanks to Low Wood Bay Resort & Spa agreeing to host it.”

A government financing guarantee has helped award-winning metal recycling and waste management specialist Ward supercharge its export growth and achieve its highest annual turnover yet. With the UK generating over 222 million tonnes of waste each year, recycling and waste management are booming sectors. They also export to a growing international market, helping this country manage its waste more sustainably while at the same time supporting jobs, boosting trade and helping to grow the economy. This is something which Ward, one of the UK’s largest independently owned recycling firms, can attest to. The fourth-generation family business achieved record turnover and international sales in 2023 at £312m, thanks in part to backing from UK Export Finance (UKEF), the government department responsible for issuing loans, guarantees and insurance. This service is available to ensure that no viable export fails for want of finance. Ward specialises in metal recycling and waste management, helping a range of sectors reduce their impact on the environment by collecting their materials and recycling as much as possible. It serves a growing export market for recycled scrap metal, shipping reclaimed material to a global client base. In 2022, HSBC UK agreed to provide export funding with backing from UKEF to help Ward expand and meet significant demand for recycled metal from clients in India, Pakistan, Turkey and Egypt. HSBC UK secured a loan guarantee from UKEF for an extra £9 million in financing, with the guarantee issued under UKEF’s General Export Facility product; this allowed HSBC UK to release the funding to Ward. Through its GEF product, UKEF provides partial guarantees to banks which help UK exporters gain access to trade finance facilities. Ward has since used the additional funds to increase the amount of metal for export which is processed and stored at its docks in Immingham and more recently Cardiff. This allows it to load multiple ships simultaneously – each carrying up to 20,000 tonnes of material – and therefore export more metal in less time. In March 2023, less than a year after UKEF unlocked this £9 million financing deal, Ward achieved its highest monthly export sales of metals. Tim Reid, CEO of UK Export Finance, said: “Stories like Ward’s show how UKEF, working with financial institutions like HSBC UK, can unlock new exporting opportunities for firms across the country." “Backed by the right financing, innovative businesses like Ward are supporting growth and reducing waste in the UK whilst making global supply chains more sustainable – this is something which we are proud to support." James Balfour, Finance Director at Ward, said: “We have seen a phenomenal year of growth since this financing was agreed. Support from UKEF and HSBC UK has allowed us to bring our exporting business to new heights, especially in Asia and the Middle-East. I’m excited to see how our team can build on this success.” Ward’s exporting success was recognized with a Queen’s Award for Enterprise for Excellence in International Trade in 2022.

Charlie Harrison, Managing Director of Furniture Village is the latest contributor to share his thoughts and take part in the #FamilyBusinessMatters campaign where representatives of the family business community are encouraged to share their view on why family business matters. The campaign is organised by Family Business United to once more amplify the voice of the sector and drive more recognition of the contribution of family firms across the UK. As Charlie explains, " Family business matters because being a family business lies at the heart of our success." "It’s our shared family values that drive us to achieve with purpose, re-invest in our business and people, and form lasting relationships with our customers and suppliers." "It’s our family structure that gives us an edge in the face of a shifting retail landscape, allowing us to respond with agility and innovation to the challenges of today and tomorrow." "It’s our family culture that creates a workplace where opportunity, career progression and encouragement are for all, not just a few. It’s our family leaders that offer a winning combination of stability and entrepreneurial spirit as they steer our business towards our long-term vision with strategic planning and genuine passion." "And finally, it’s our family ethos that makes Furniture Village a business where company loyalty, pride and the desire to do well are commonplace." The #FamilyBusinessMatters campaign is the authentic voice of the family business community and you can keep up to date with all the latest views on twitter here . If you want to share your view and take part in this campaign, you can do so by completing the campaign form here

Bechtel announced that construction started at the Mobile Launcher 2 project, located at Kennedy Space Center in Cape Canaveral, Florida. The milestone was marked by bolting together the first pieces of steel that will become the foundation of the structure. Bechtel is partnering with NASA to build the Mobile Launcher 2 to support NASA’s Artemis mission to send astronauts to the Moon and Mars. Mobile Launcher 2 will change the landscape at Kennedy Space Center. The new launcher – which will be designed, built, and tested by Bechtel – will grow to more than 390 feet in height and withstand a launch environment of greater than 2,200 degrees Fahrenheit, blast pressures of more than 130 psi, and thrust of more than 8.9 million pounds. This infrastructure will safely service the Space Launch System (SLS) rocket. "I am proud of our team for achieving this significant milestone in partnership with NASA,” said Bechtel Project Manager, Felice Presti. “It is incredible to see the complex designs of my Bechtel colleagues come together in this new, innovative structure that will support the SLS rocket and NASA’s Artemis mission to further deep space exploration. I look forward to continuing safe progress on the mobile launcher as we work from bolting to liftoff.” As the Artemis mission progresses, the SLS rocket will adapt to meet the demands of each unique mission. The SLS rocket is designed to evolve as necessary to carry the Orion spacecraft, four astronauts, and their support equipment to the Moon. Beginning construction on Mobile Launcher 2 underscores Bechtel’s ongoing commitment to the mission and the community. The Bechtel-led team has awarded more than $100 million in procurements in the local area, and over $425 million around the United States through partnerships in 33 states and growing. In the months ahead, additional steel trusses and girders from our team of suppliers around the country will arrive at Kennedy Space Center, be prepared through a specialized blasting and coating process, and eventually assembled at the Parksite.

Kickers UK and JD are adding a spicy twist to the start of the school year with an exclusive back-to-school Nando’s offer. With every pair of Kickers school shoes purchased at JD, customers will receive a £5 voucher to spend in any Nando’s restaurant, the go-to after-school hangout. There are 10,000 vouchers up for grabs available both online and in-store at JD stores across the UK. This partnership brings together three iconic names embedded within UK youth culture to give students a back-to-school experience they can share with friends. Simon Breckon, Kickers’ brand director, says: “We’re excited to partner with two iconic names at the height of youth culture. The campaign plays homage to the authentic after-school hangouts for our teen consumer, because what’s better than grabbing a Nando’s with your mates after school?” The supporting campaign centres on the moments of student life between hitting the books and the end-of-day school bell. From unwinding while making TikTok videos to jumping on a bike and exploring around town, the final destination always includes a visit to Nando’s. Making its debut is a new take on the iconic Kickers fleurette. Three limited edition Nando’s fleurettes have been reworked to showcase the renowned Nando’s PERi-ometer, a Hot tag, and the Nando’s Barci logo. Kickers is known for creating high-quality footwear that takes consumers from youthful school days into adulthood. The go-to back-to-school shoe brand has seen a resurgence in recent years, with a 79% growth in its share of the Secondary School market (2018-2022). It’s now often considered the premium school shoe on TikTok and Instagram. The brand’s long-standing partnership with global retailer JD continues to grow each year, delivering a back-to-school collection that consumers can rely on. The Nando’s fleurette are available on a first come, first served basis at a small number of JD’s UK stores.

Arco the UK’s leading safety company has begun using environmentally conscious recycled threads at its clothing centre in Preston. Following a successful pilot with supplier, Madeira, Arco, the UK’s leading safety company, has introduced recycled threads from Madeira’s Polyneon Green range into its personalised workplace clothing embroidery and decoration service. Polyneon Green threads are made from 100% recycled PET bottles, reducing carbon emissions associated with virgin thread production and reducing the amount of plastic in the environment. Over the course of 2022, when the trial began, 62% of the cones supplied from Madeira were Polyneon Green. So far in 2023, 67% of the total cones supplied to Arco have been with thread made from the alternative. In addition to the thread being made from recycled materials, the boxes that the cones are packaged in are made of 66% recycled cardboard and they themselves are fully recyclable, the protective wrapper used for each cone is also 100% recyclable. In total, 1.148 tonnes of recycled threads have been used in the clothing centre since the trial began. According to a recent study by the European Environment Agency, EU consumers discard 5.8 million tonnes of textiles annually, two thirds of which from synthetic fibres. This accounts for around 13% of all plastic waste globally. Jim Harbidge, Head of Sustainability at Arco, said: “At Arco, we work in partnership with our suppliers, customers and relevant bodies to develop and provide responsible solutions for safer businesses. “Switching to recycled threads is an example of how Arco is taking action for a safer tomorrow and making it easier for our customers to meet their sustainability and circularity goals and to be confident in making more responsible purchase decisions.” Stephen Crossley, General Manager of Arco’s Clothing Centre, said: “Working closely with our supplier, Madeira, we have successfully implemented important changes to the thread we use for our embroidery and decoration services." “Our job is never completed when it comes to sustainability, so, as the Polyneon Green range continues to develop, in terms of colours and finishes, we will seek to source even more of the threads we use from this range.” Andrew Maylor, Managing Director of Madeira, said: “As a long-term supplier of embroidery threads to Arco, we are proud to be working in partnership with them to help take action for a safer tomorrow." “Our Polyneon Green range was created in response to the global demand to reduce plastic bottles. With Polyneon Green, we are reducing the amount of plastic in the environment and making the textile industry more sustainable. Our aim is to continue to develop the range further so that our customers can source all of their threads from Polyneon Green.”

Willmott Dixon has been chosen as preferred contractor for its latest Passivhaus project, a £14.5m new two-form entry primary school for 420 pupils aged between four and 11 years old in Basingstoke, Hampshire. The new school for Hampshire County Council, called Hounsome Fields Primary School, will be designed and constructed to achieve Passivhaus Classic standard. It will serve the new housing developments at Hounsome Fields and Old Basingstoke Golf Course and is planned to be a Climate Change Primary School pilot project in line with the county council’s climate change commitments. Willmott Dixon was procured through the Southern Construction Framework. Subject to planning consent, construction work at Hounsome Fields Primary School is set to start in early 2024, with the new school ready for the 2025 academic year - one of three new primary schools designed by Hampshire County Council set to be operational for September 2025. Sustainable features include a ground-source heat pump heating system beneath the playing fields, plus solar control triple glazing. This further extends Willmott Dixon’s track-record for the fast-growing Passivhaus standard; recently it has completed two Passivhaus schools in Sutton – Hackbridge and Harris Academy. Hackbridge was the UK’s first Passivhaus Plus school and last month was named winner in the non-domestic category at the UK Passivhaus Awards 2023, owing to how it generates more energy than it consumes each year. Richard Poulter, managing director of Willmott Dixon in the South, said: “We are delighted to be working with Hampshire County Council once again. Our team will bring their extensive education and Passivhaus experience, working with Hampshire County Council and the project’s consultants to deliver a truly outstanding new school for the local community.” James Wright, senior framework manager at SCF added: “SCF is pleased to continue supporting the delivery Hampshire’s of new schools with a clear focus on carbon reduction through Passivhaus design. Procuring via SCF will allow Willmott Dixon’s specialist teams to engage in the design process, supporting buildability and sharing experience and knowledge to successfully deliver these projects.” The growing demand for property meeting the Passivhaus standard for ultra-high energy efficiency has seen Willmott Dixon involved in several notable projects recently. This includes a new generation of homes for Caerphilly County Borough Council, along with Spelthorne Leisure Centre, a multi-Faith centre for the University of Exeter and student accommodation for St Peter’s College at the University of Oxford.

One of Glasgow’s leading family firms has given a four-figure donation to a group of medics who relieve pressure on emergency services by voluntarily patrolling the city centre dealing with injuries sustained in the night-time economy. More than 50 volunteers comprise Glasgow Street Aid, who handle assault injuries, medical emergencies, such as heart attacks and overdoses, and minor injuries. They also operate a needle exchange to try to limit the chance of drug users picking up an infection by using dirty needles. The group has a base in Union Street from where its qualified volunteers have been operating for over three years and has a good relationship with Queen Margaret University. Former soldier and head of service at Glasgow Street Aid, John Barclay, explains: “The university has paramedic students and we do the placement providing for them from the third sector point of view. They’ll do their ambulance placement, but they’ll also do their third sector which is here, which is great. It means that their voluntary hours here basically go towards their university course, which is fantastic.” John says the volunteers help ease pressure on NHS services, particularly at busy times like weekend nights, which is backed up by their own data. “From January to June we’ve done 694 jobs, which is just crazy to be honest … so we’ve managed to save 368 ambulances being called out just by us doing our job,” says John. “That’s just by us being able to see them, assess them, give them advice, clean their wounds, whatever it may be.” Glasgow Street Aid has also had numerous interactions with police officers, usually to assess if someone who’s been arrested say in the city centre is suffering from something other than too much to drink. The group approached Allied Vehicles Charitable Trust to seek help with funding team radios for security and on shift communication, medical kit, volunteer uniforms, medical consumables and diagnostic equipment, and were given a £1,500 donation. Rebecca, another Glasgow Street Aid volunteer, said the donation was wonderful, adding: “We cannot thank the trust enough for the grant … it really will help us out” Indeed, one of the first things they bought with the gift was a monitor to check and record patients’ vital signs in a form that is easily transferable to hospital equipment. Allied Corporate Culture Director, David Facenna, said: “Glasgow Street Aid is an amazing charity and I think it’s incredible that these medics give up their time to help people, especially at weekends when it can be quite a daunting prospect.”

The Swan and Chequers has reinvigorated Sandbach with its stunning new look. The historic pub which started out life as an old corn exchange dating back to the late 1800’s is now unrecognisable following the substantial investment. The Swan and Chequers has been closed for more than twelve months whilst plans were made to bring a new life into the history-filled site with the local community eager to see what would happen to the much loved pub. Licensees Matt and Jaki Hurst said: “Our newly refurbished pub/bar was very well received over the weekend! Customers enjoyed our new seating area outside in the sunshine, and we look forward to continued success. It’s been amazing meeting new customers as well as old." "We’re also excited to launch our food menu this Thursday, with dishes such as homemade sourdough pizzas, kebabs, smashed burgers, a soft-shell crab burger and 13 small plates to choose from. We can’t wait for everyone to try them!” The new-look bar now seats 90 people inside, with space for a further 90 outside in the courtyard. From the curbside, there are some subtle changes, with new outdoor lanterns and wrought iron gates. The original stained glass windows have been refurbished and the projecting hotel sign has also been restored. However, the Victorian-hand-painted signage and traditional gold leaf window lettering give some clues to what lies inside. Stepping through the door beyond the entrance vestibule, the pub is now unrecognisable. Structurally the internal walls have been removed to create a large open-plan bar area with plenty of natural light. Columns have been added to the main bar area stylised with cast iron Corinthians capitals and floating poser tables. The interior has been designed with a British mid-century era in mind, paying homage to the site’s earlier links to Winston Churchill’s speech on the balcony in 1945. The design scheme also features influences from Victorian London’s underground and the old industrialised city, featuring brown chequered tile work and bespoke designed mid-century pendant lighting. To accentuate the London underground theme, you’ll also notice the fixed seating to be designed to mirror the seat design of the old underground tube trains using the same fabrics used on the 1950s metropolitan tube line, with overhanging old railway pendant lighting. The courtyard of the Swan and Chequers will be the largest outdoor drinking space in Sandbach, housing 90 people. The design team at Robinsons chose to bring history to life with two full wall-length murals. Continuing the mid-century London theme the artwork features an impressive mural of Winston Churchill with his famous quote ‘If you’re going through hell, keep going’. The wall is completed with beautiful red poppies signifying the fallen soldiers and a nod to Churchill’s life as Prime Minister with a replica of 10 Downing Street’s door built in. On the other wall, you’ll see a more playful painting featuring swans and wildlife. Joint Managing Director, William Robinson, commented: “The company has owned this pub since the early 1900’s. Investing in this innovative and modern design scheme is part of our ongoing commitment to delivering the best pubs for the communities that they serve.”

Running a family business can be, by nature, a way of life for many, and for that reason it can be a wrench to give it up. For many involved in a family business, retirement is something difficult to consider, and even more difficult to do, even well past what most would consider a usual retirement age. Whilst entirely understandable, this later exit from the business means that risk of declining mental capacity in those still actively running a business is a real and recognised challenge. Often the decision making in a family business does not necessarily follow the black letter of the law, be that as set out in the company Articles of Association, the partnership agreement for those trading as a partnership, the governing legislation such as the Companies Act 2006 or the Partnership Act 1890 or any other of the myriad of relevant legislation. Decisions are often made based on skill set, tradition, habit or convenience. However, when a key decision maker loses or is losing capacity, it is necessary to look to the law for guidance on how to deal with this. Declining capacity is in some ways easier to manage in that it provides time to prepare – the emotional impact is perhaps more challenging and something that requires a separate and very different approach. If the capacity of a key decision maker is declining consideration needs to be given to the following: What decisions does that person make? In what capacity do they make those decision – director, partner, shareholder, employee? Are they the correct person by law to be making that decision or is there someone else legally able to make that decision? Are they the only person capable of making that decision or taking a particular course of action e.g. only signatory on a bank account or authorising payroll? There may be other considerations depending on the specifics of the business itself, but once these key questions have been identified, a plan can be put together to prepare for a potential loss of capacity. This plan could include: A review of the Articles of Association or Partnership Agreement – what do these say about decision making, delegation, and loss of capacity? Are these compatible with equality and discrimination legislation? Consideration of whether additional individuals can be added to administrative functions? Whether there are others in the business who can take over any particular tasks or decisions? An essential point is to put in place a Property & Financial Affairs Lasting Power of Attorney (LPA) as soon as possible. This can only be done whilst someone retains capacity and is much better done before a crisis point. A Property & Finance LPA allows a person to legally choose one or more individuals to make decisions on their behalf should this be needed, either due to mental incapacity or physical incapacity. It is possible to put more than one Property & Finance LPA in place, so a document can be specifically prepared to cover decision making related to the business. The power under these documents would not extend to director decisions where a director has lost capacity – these are personal to that individual - but a Property & Finance LPA should enable the voting rights of a shareholder who has lost capacity to be exercised. This could be key where the person who has lost capacity is a majority or controlling shareholder. Care needs to be taken as to who to appoint under a Property & Finance LPA in relation to business decisions, as an attorney should always make decisions in the best interest of the donor (the person who made the LPA), as opposed to their own interests. This can easily give rise to conflicts of interest where the attorney’s interest does not align with those of the donor. Further, a Property & Finance LPA that is to apply to business decisions needs to be carefully drafted to ensure it covers what it needs to without straying further, particularly where a second Property & Finance LPA has been prepared to deal with the more personal financial matters such as bank accounts, property etc. If not carefully drafted, a situation can arise where either a decision is covered by both documents (and therefore query who is entitled to make the decision?) or where a decision falls under neither document. If capacity is lost suddenly, either through accident or illness, or the loss of capacity has not been prepared for as discussed earlier, then options are more limited, and the impact on the business is potentially more significant. Again, a review of what, if anything, can be done to allow others to make key decisions or carry on administrative functions should be undertaken. The Articles of Association or Partnership Agreement should be checked for provisions relating to incapacity. If there are decisions that are personal to that individual, for example exercising specific voting rights, then an application to Court will be required, either for full Deputyship or for authorisation of a specific decision or course of action. A lengthy, complex and expensive process at an already stressful time. In summary, it is essential to have a plan in place to prepare for the potential loss of capacity of any key decision makers in the business, be this in relation to day-to-day decisions or those made at shareholder level. Situations should be avoided where there is a sole director, as this increases the risk of disruption to the business should that person lose capacity. The Articles of Association or Partnership Agreement should be reviewed to ensure practical mechanisms are in place to manage a loss of capacity. Prepared well in advance and with good advice, a Property & Finance LPA can be executed, registered and ready to be used to ensure business continuity should it be necessary. As with many elements of running the family business, preparation and communication are key to managing any potential crisis, and issues with capacity should absolutely be approached in the same way. About the Author - Ellie Milner is a partner at Mills & Reeve LLP. She specialises in advising clients in relation to Wills, estate planning, business succession and their personal tax position. She acts for individuals and families, in particular clients with business interests or agricultural assets. Ellie advises on tax efficient Wills and trusts, and has particular expertise in incorporating both onshore and offshore Family Investment Companies (FICs). For further information please visit the website at www.mills-reeve.com

The Cartiers is the revealing tale of a jewelry dynasty'four generations, from revolutionary France to the 1970s. At its heart are the three Cartier brothers whose motto was 'Never copy, only create' and who made their family firm internationally famous in the early days of the twentieth century, thanks to their unique and complementary talents: Louis, the visionary designer who created the first men's wristwatch to help an aviator friend tell the time without taking his hands off the controls of his flying machine; Pierre, the master dealmaker who bought the New York headquarters on Fifth Avenue for a double-stranded natural pearl necklace; and Jacques, the globe-trotting gemstone expert whose travels to India gave Cartier access to the world's best rubies, emeralds, and sapphires, inspiring the celebrated Tutti Frutti jewelry. Francesca Cartier Brickell, whose great-grandfather was the youngest of the brothers, has traveled the world researching her family's history, tracking down those connected with her ancestors and discovering long-lost pieces of the puzzle along the way. Now she reveals never-before-told dramas, romances, intrigues, betrayals, and more. The Cartiers also offers a behind-the-scenes look at the firm's most iconic jewelry'the notoriously cursed Hope Diamond, the Romanov emeralds, the classic panther pieces'and the long line of stars from the worlds of fashion, film, and royalty who wore them, from Indian maharajas and Russian grand duchesses to Wallis Simpson, Coco Chanel, and Elizabeth Taylor. Published in the two-hundredth anniversary year of the birth of the dynasty's founder, Louis-François Cartier, this book is a magnificent, definitive, epic social history shown through the deeply personal lens of one legendary family. Francesca Cartier Brickell's magnum opus, "The Cartiers," creates an enthralling narrative that captivated me from the very beginning. As I delved into the book, I felt part of the Cartier family, standing shoulder to shoulder with the family members and the illustrious figures that shaped their history. The author masterfully blends historical facts with personal accounts, transporting the readers to the grand salons and dazzling soirées of the Belle Époque, where the Cartiers' creations adorned the crème de la crème of society. This book is an enchanting exploration of family, business, artistry, and the timeless allure of the Cartier legacy, the brilliance of a dynasty that, while no longer owned by the family, continues to thrive as a testament to their enduring legacy. This must-read book offers invaluable insights and profound lessons for family business owners and scholars, making it an essential addition to any family business library. The book delves into the heart of family dynamics, the unique opportunities, and challenges that being a family business pose. The nuances of sibling camaraderie, complex relationships between cousins, shared vision and family governance, and the circumstances leading to selling the family members' stake in the business, have been poignantly narrated. I can safely say that I have read thousands (at least a thousand plus some more) of books in my lifetime. Many of them are good. Few are extraordinary. And a handful are books that transported me to being a witness to the journey, the story. Buddenbrooks by Thomas Mann was one such book. The Cartiers is the other. While it is not right to compare both, they are both magnificent in their own right. One significant difference is that Buddenbrooks is fiction, while the Cartiers is reality! And the reality is stranger rather more interesting than fiction in this case. In this fan-girl account and book review, I dwell upon my journey with the Cartiers in the following paragraphs. In the process, I highlight a few aspects where Cartiers provide living proof of the theories in family businesses. Traveling Back In Time One of the book's most compelling aspects is the portrayal of iconic personalities who adorned Cartier's jewels. From Princess Grace of Monaco to the incomparable Elizabeth Taylor, their stories intertwine with the history of the pieces they wore, elevating them to objects of profound significance, and transporting the readers to the world of passion, resilience, opulence, and elegance. Brickell's meticulous research and intimate family anecdotes allowed me to travel back in time to participate in the Cartier journey. I was there when the fire broke out in the Cartier store leading monsieur Louis-François Cartier to be risk averse. I felt his pain when his only son Alfred traveled to the US, and he pined to be reunited with him. I witnessed Alfred convincing his eldest son, Louis, to marry a Worth as it would benefit Cartier's name and business. I celebrated with Alfred when Jean-Jacques Cartier, his first grandson, was born (albeit with a tinge of guilt. But I had traveled back in time to 1919, you see! I can't really blame myself for being a part of the patriarchal society back then). I rooted for Jacques to return to the business. I cried out aloud. "Oh, come on, Jacques. Cartiers needs you. Come back soon." I felt at one with Elma and Nelly, like the third band of the Trinity ring. I witnessed the Eiffel Tower being unveiled and felt the anxiety of Pierre and Nelly aboard a ship from New York to London when they heard of the Titanic sinking. I travelled to the durbars of the Gaekwads and the Nizam of Hyderabad with Jacques. When Jacques passed away, I sobbed uncontrollably. I felt the pain of Nelly and Jean-Jacques. I paid my obeisance to the genius of Louis. I felt the loneliness of Pierre, who lost both his brothers within a year. Adapting On The Go The Cartiers' journey mirrors the ever-changing landscape of world society, as their creations adorned monarchs, celebrities, and the crème de la crème of society. Good jewelry touches every who's who, from the Czarinas to the Kings, the Nizams, the businessmen, Elizabeth Taylor, the Beatles, Elton John, and more recently, Deepika Padukone. As demonstrated in their successful multi-national transatlantic operations, the Cartiers' ability to embrace change and adapt to evolving markets aligns with the "Dynamic Capabilities" theory, allowing them to thrive through turbulent times. As the Romanovs fell and the bodice gave way for practical clothes for women, as the war raged and even the wealthy preferred a more austere way of life, as the Maharajas in India paved the way for democracy and the rare pearls gave way to cultured pearls, the Cartiers kept adapting through their designs, prices, and products. Expression Of Feelings And Archiving Francesca Cartier Brickell found a trunk of letters in her grandfather's cellar. These letters formed an important source of information for her book. The letters provided her with the raw emotions expressed by the writer. When Louis-Francois wrote to his son Alfred, "I don't need to tell you that I long for your return. You and I are inseparable…," we can feel him pine for his son. I could imagine Pierre fuming when he wrote to his nephew, Claude, "…the consequences, serious for you and regrettable for us." While the means of communication have increased, they have become instant, will future generations have such words of expression to recreate the journeys of the 21st century, which will be history in the future? Will we have saved WhatsApp messages and phone calls? Do the torchbearers of business families today express themselves so openly through emails? The reality is not lost on any of us. We are in touch more but express less. We talk more but communicate less. We write more words, but they mean less. We have more storage, but we have no records of emotions. The book is a testament to the importance of writing, expressing, and archiving. This art is dwindling and will cost legacy building dearly in centuries to come. Familiness And Resources At its core, "The Cartiers" is a profound exploration of the power of family unity and vision in shaping a lasting legacy. The Cartiers' unwavering belief in brotherhood and collaboration embodies the concept of "familiness," where the family's collective strengths drive their entrepreneurial endeavors to remarkable heights. The book delves into the heart of the Cartier family, exposing their triumphs and tribulations, successes, and challenges. Brickell brings forth the complexity of family dynamics, painting a vivid picture of their relationships and the impact of their shared passion for jewelry. The interplay of personalities between the Cartier brothers – Louis, Pierre, and Jacques – was a driving force behind their success, where creative vision, sales acumen, and financial acuity converged harmoniously. It propelled them through challenging times, navigating global conflicts, economic downturns, or changing consumer preferences. On one occasion, Pierre recognises their strength, "We brothers are very close, that is our strength" (pg 131). Jean-Jacques added, "Pierre was a brilliant businessman. He didn't have Louis' creative vision, but then again, Louis didn't have Pierre's ability for selling or his understanding of finance... But Pierre understood the markets and he understood people's motivations. Cartier needed the mix of different talents, you see, that was one of the reasons that it did so well" (pg 243). It's not that the brothers did not have differences or fights. They did. "The trade knew how tight the Cartier brothers were. That was important. It was one of their strengths-when dealing with one, you were actually dealing with all three. They had a lot more bargaining power that way", said Jean- Jacques (pg 330). This crucial lesson in unity is a beacon for any business family seeking to thrive across generations. The Cartiers also demonstrate the resources acquired through marriage in a family business. All three sons of Alfred Cartier, and Alfred himself, married into families that benefited the Cartier business. The strategic alliances forged through marriage enhanced their reputation and helped them build strong family social capital. The Cartiers' embrace of such unions underscores the importance of carefully curated partnerships and their role in building lasting success. Family Governance And Togetherness In 1906, "Not wanting any arguments between his sons, Alfred had a dispute resolution clause built into the firm's constitutional documents. If there was a disagreement between Louis and Pierre, the matter should be resolved by either Alfred or, interestingly, Louis' father-in-law, Jean-Philippe Worth." There was even a family council in place. Most business families don't have a stated dispute resolution mechanism or a constitution, even today! They must have one! The Cartiers' shareholding also changed and kept up with the growing multi-national transatlantic operations. However, the presence of family governance mechanisms did not prevent the Cartiers from eventually selling off their stake in the firm. I think one reason the family sold out their stake was the dwindling bond within the fourth-generation members, their bond with the business, and the passion to keep it in the family. The fourth generation of the Cartiers grew up apart due to the third generation primarily living in three different far-off cities. They did not have the same bond as the third generation, which had grown up together. Brickell laments, "But whereas three close brothers with complementary talents could survive the storms life threw at them, from a huge global conflict to a great depression, the cousins, lacking the same bond and shared upbringing, found the challenges of the postwar world overwhelming" (pg 539). I also felt the pressure on Claude, Marion and Claudel, and Jean- Jacque to live up to their predecessors. Each one of them handled it differently. The tussle between Pierre and Claudel was unfortunate. But who was wrong, and who was right? I felt anger towards Claudel, but could I blame him for being different from the rest of the flock? I could feel the weight on his shoulders and the rebellion, perhaps because of it. In the end, family bonding, pride in the family name, and shared values keep the family and the business together. Brickell wonders, "Perhaps, as a unified family, the Cartiers might have adapted to the changes sweeping through the luxury world, but apart and alone, they could not" (pg 536). Perhaps. It is difficult to say in hindsight. But I would like to believe it too. From the time Louis shifted to the US, accounts of his lifestyle there did not leave me with a good feeling. After that, the sale of New York and Paris branches did not surprise me. The writing was on the wall, in a sense. His last will and testament read, "Division in families creates ruin and misery. I command my heirs to maintain harmony among themselves and with their cousins " (pg 381). Unfortunately, Louis' caution could not prevent the sale of the New York Maison by his son, the first nail in the coffin. Resilience The book weaves through tumultuous events such as the World Wars, the sinking of the Titanic, and the great depression, where unforeseen circumstances and personal emotions intertwined with the fate of the business. Their united front and complementary talents fuelled their resilience through trying times. I shared the family's despair as the war raged, with Jean Jacques on military service, Louis and Jacques not keeping well, important clients fleeing from London, Paris, and as America joined the war. I watched in horror as Milton Heath was bombed. This period seemed so much like the Covid times. Family members worrying about each other, and businesses shut down completely. I would probably not have understood or related to what the Cartiers were going through if I had not lived through the Covid era. The Cartiers survived these periods and came out stronger each time due to their vision, passion, innovative strategies, and togetherness. Innovation From a humble beginning in Paris to the global prominence of the brand, the Cartiers built an empire, one gemstone at a time. The Cartiers' unwavering dedication to craftsmanship and their innate ability to cater to the desires of royalty and celebrities alike are portrayed with such vividness that it's almost palpable. Their creations become more than just jewelry; they transform into symbols of love, power, and human emotion. Louis's "Never copy, only create" mantra ran through the entire organization, irrespective of the location and the brother handling the business. The Cartiers' devotion to their craft and innovative spirit is encapsulated in their iconic creations, such as the Trinity ring and the Tank watch, which symbolize enduring love and timeless elegance. While change is the only constant, and the Cartiers kept adapting to the changing customer preferences, the Cartier style remained a constant. Other Stakeholders Brickell's attention to detail illuminates the family's commitment to their craft, evident in their unwavering focus on quality and customer relationships. I traveled alongside the Cartiers and witnessed their interactions with esteemed clients. These accounts underscore the importance of nurturing relationships with customers and the role of exceptional service in elevating a family business to new heights. The book also delves into the profound impact of dedicated employees, showcasing how their passion and loyalty contributed to Cartier's reputation for unparalleled craftsmanship. The Cartiers' commitment to nurturing a talented and loyal workforce exemplifies the "Family Human Capital" concept, where family members' and employees' shared values and dedication contribute to the company's sustainable growth. All three brothers relied heavily on their loyal employees, entrusting them with substantial responsibilities and giving them a free hand to run the business. The Cartier brothers empowered their team and nurtured a culture of excellence. Allowing them to excel in their roles and contribute to the company's growth was instrumental in building long-term success for the family firm. I deeply appreciated the role of employees like Toussaint, Jacqueau, Muffat, Glaezner, Hasey, Bellenger, Devaux, and many more in keeping the Cartier flag flying high in war and peace, in times of family unity and otherwise. At one time during my journey with Pierre Cartier, I asked him incredulously if Jules Glaezner actually arranged for the stars of a hotly anticipated play to wear Cartier jewels on stage during their performance, then invited "several carefully selected clients, to attend the performance in a special box with him"? Glaenzer had actually selected the jewels for the actors with these clients' tastes in mind. After the show, he went backstage with his guests to meet the actors and collect the necklaces, bandeaux, and bracelets. He then announced that carrying such a huge amount of valuable jewelry would be too risky. Instead, he proposed that each of his female guests select an item to wear for the remainder of the evening and that he would collect it from each of them the following morning. He then took his guests out to a nightclub, where, as intended, their jewels were much admired. The next day, a Cartier delivery boy called at the guests' homes for the jewelry only to find that each woman had decided to buy what she had been wearing the previous evening (pg 253-254). It was usual for multiple generations of the same family to work at Cartier. Many Cartier employees in all three branches worked for them for decades. Indian Connection Being an Indian, I cannot but devote a sub-section to the role the Indian Maharajas played in the Cartier's rise. Though, it's not without the realisation that it was the period when the struggle for independence from British rule was underway, and the grandeur of the Indian royalties seems misplaced. But then, really, who am I to judge? The book's portrayal of the Indian Maharajas and their penchant for extravagant jewels adds a mesmerizing facet to the Cartiers' journey. I traversed the opulent durbars of the Gaekwads, the Nizam of Hyderabad, the Maharaja of Patiala, and the Maharaja of Nawanagar, alongside Jacques. Jacques's escapades to India seem like a dream. Imagine him bringing his Rolls Royce to India! I am thinking of his Rolls Royce on roads where there were no roads! India was once called the "golden bird," and the intertwining of the Cartier's legacy with the wealth and grandeur of Indian royalties was, therefore, no surprise. Yet, the extent left me gaping in awe. When Muffat was summoned by the Maharaja of Patiala, Maharaja Bhupinder Singh, and he opened one gem after another from a trunk full of gems, Paul Muffat tried to hide his awe. I did not. I stood there with my mouth open! Conclusion I read the book with a childlike awe and wonder. I did not want the book to end. Francesca Cartier Brickell's extraordinary narrative has etched an indelible mark on my soul, allowing me to traverse time with the Cartiers, witnessing their triumphs and sharing their heartaches. When I stood alongside Brickell at the crypt, my eyes were wet. I felt the connection with the Cartier ancestors more deeply than she would have realised that any reader would. For family business scholars, "The Cartiers" is a treasure trove of examples that compliments the theories. The book offers a rich tapestry of the Cartiers' experiences, exploring topics such as familiness, succession planning, intergenerational collaboration, the role of communication in maintaining family harmony, family constitution, and the intersection of family and business values. These lessons provide a unique opportunity for scholars to delve into the complexities of family enterprises and draw inspiration from a remarkable family business and the family that created and nurtured it. For the family business owners, "The Cartiers" is a timeless journey that will speak directly to them, offering a profound understanding of the enduring power of unity, passion, and vision. They will find themselves nodding in recognition in many places as if looking into a mirror reflecting their experiences. It provides invaluable lessons, and a poignant reminder of the lasting impact a family's commitment can have on generations to come. In conclusion, "The Cartiers" by Francesca Cartier Brickell is an exquisite literary gem that navigates the depths of family business dynamics with grace and insight. I have read numerous books on business families. But none is as exquisite, fascinating, and emotional as the journey of the renowned Cartier family through the ages! About the Author - Dr. Nupur Pavan Bang is Academic Director at the Thomas Schmidheiny Centre for Family Enterprise, Indian School of Business, India. Views are personal.

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