After more than two years of commissioning, Robinsons Brewery have completed their £8.4 million investment in their new brewery. The announcement comes after the family brewers shared that test brewing had begun at their new brewhouse earlier in the year. Reflection on the transition, Oliver Robinson said, “It was a big decision to move our brewhouse from Stockport town centre after more than 185 years and six generations of brewing history. However, we had to look to our future and ensure our business is sustainable for our future generations. Our business has evolved over the years, and this has meant we have adapted our brewing operations to ensure a viable future for our brewing”. Brewing remains vital to Robinsons business plans, with cask beer production and sales bucking the industry trends. Across Robinsons pubs sales of cask beer are five times the on-trade average making up 28% off all beer sales. Having consolidated their brewing and packaging onto one site, Robinsons have already made great energy savings in gas, electric and water usage. The new brewhouse, which has been fully commissioned since March, has already seen the brewery’s energy consumption drop by 12%. Oliver went on to say, “The efforts of the teams involved in this project has been incredible. From our property team, and the external contractors; to the dedication and passion of our Project Brewing team, who have been heavily involved right from the start. It has been a huge investment and of course not without its logistical challenges, but to be in the position we’re in now, it really is testament to the knowledge and commitment of our team." "The way the wider brewing and production teams have come together this year, to learn and operate the new brewhouse also deserves a mention. It’s a big change to have undergone for our brew teams, some of whom have been with us for over 40 years – but they’ve embraced it. We’ve got a fantastic amount of brewing experience within the business and we’re incredibly proud of that. The experience of our team has ensured the beer quality remains excellent, and the change has gone unnoticed by our customers, to that we owe great thanks.”

Hospitality and service industry businesses could face fines and the prospect of an employment tribunal if they don’t comply with the Tipping Act, two experts have warned. The Employment (Allocation of Tips) Act 2023 rules that employers must pass on all tips, gratuities and service charges to workers without deductions. This Act impacts more than two million workers including those who work in restaurants, bars, retail shops, hairdressers, taxi firms, beauty parlours, and many more. Specialists at UK top 10 accountancy firm Azets, have issued the warning prior to the festive season when more tipping is likely in the busiest period for the hospitality industry. It also comes ahead of proposed changes due to come into force next year which will tighten legislation even further. H-J Dobbie, Head of HR Consultancy, and Julie Gunnell, Associate Director of Growth Payroll at Azets, the UK’s specialist business advisor to SMEs, have combined to offer guidance to employers. Julie Gunnell said: “This Act has now been law for a year and employers are obliged to discharge their responsibilities fairly and pass on 100 per cent of all tips to hard-working staff who earned then." “If not, staff can hold bosses fully accountable by bringing a claim to an employment tribunal, and this could lead the minority of businesses who continue unacceptable tipping practices being made to pay fines or compensation.” Looking ahead to 2026, the Government has confirmed measures to enhance current tips laws will come into effect from October 2026 if the Employment Rights Bill becomes law. The proposed changes are: Employers will be required to consult with workers or their representatives before creating a tipping policy, which in reality means that most employers will have to revisit their current tipping policy. Employers will be required to update their tipping policy every three years. H-J Dobbie said: “We know that the vast majority of employers are fully supportive of the Tipping Act, not least because it properly rewards dedicated, deserving and often low paid staff, but also because it builds trust with customers who are more likely to tip if they can be sure of its ultimate destination." “When it comes to the Tipping Act, employers should use a clear and objective set of factors to determine the allocation and distribution and ensure that they give due consideration to all workers involved in providing service to customers, including temporary, zero hour and agency workers to avoid discrimination, but not the genuinely self-employed." “Record-keeping is also a requirement, and the employer must create a record of how every qualifying tip has been dealt with, detailing all qualifying tips received by the employer at the place of business, and the amount allocated to each worker. Records must be kept for a period of three years beginning with the date on which the qualifying tip was paid." “Workers can make a written request to view their employer’s tipping record for a period dating back up to three years, provided they worked for the employer for the full duration of the requested period. They can only make one request in any three-month period, and an employer must provide its tipping record within four weeks.” The Government has produced a Code of Practice on the Tipping Act which is available as a free resource. It provides overarching principles on what fairness is for the purposes of the law, the areas in which employers need to make decisions to comply with their duties, and how they should apply these principles in their specific places of business. Key points include what are qualifying tips, employer-received tips, worker-received tips, digital tipping, ‘out-of-scope’ tipping, non-monetary tips, how a place of business is defined, the fair (not necessarily equal) allocation of tips, and timescales for the payment of tips. For more information, visit the Government website here

Most senior executives and employee reward and benefit leaders across privately-owned and publicly listed UK-based companies are already making good use of employee benefit trusts (EBT), reveals new research* from Ocorian , the specialist global provider of services to corporates – but the majority believe they will need additional external support for employee incentive plans in the near future. Nine in ten (90%) of senior executives and employee reward and benefit leaders feel that their company is using its EBT effectively, compared to just one in ten who say they aren’t. The study from Ocorian reveals which particular benefits of EBTs employers are using most. More than nine in ten (93%) respondents say their company uses EBTs to hedge their future commitments to deliver shares to employees, and 95% say they’re being used effectively to manage the administration and costs of major vesting events. When it comes to using their EBT for off-market purchases, over half (58%) of senior executives and employee reward and benefit leaders say they already do this. The remaining 42% say they have considered doing so. However, Ocorian’s UK study reveals that companies are looking for extra support when it comes to managing their employee incentive plans. Almost three quarters (72%) of senior executives and employee reward and benefit leaders admit that their company currently outsources all administration support for their employee incentive plans externally, compared to around a quarter (26%) who manage this internally. But this is set to grow with over three quarters (78%) of respondents predicting that their company’s use of external support will increase over the next two years, including 25% saying there will be a dramatic increase. This compares to 18% who say it will stay the same and just 3% predicting less use of external support. The main reason for using external support to operate their company’s employee incentive plan is to improve the service levels for participants in the plan. Keeping costs down, and the additional functionality of providing a portal for participants were the second and third reasons. The fourth benefit given was that for many organisations, the sheer size of the plan means that external support is necessary in order to effectively manage and run the plan. Brendan Dowling, Head of Employee Incentive Services, Ocorian said: “Our new research indicates that senior executives and HR leaders are clearly getting it right when it comes to maximising the potential that employee benefit trusts can bring, but are seeking extra professional support and advice when it comes to employee incentive plans." "They understand the benefits that these programs can bring, but operating them in an efficient, resource-effective way can be challenging for in-house teams. At Ocorian, we have a dedicated team with a depth of knowledge and technical expertise that can ease the burden of administering employee incentive schemes.”

Carruthers and Jackson , one of the leading global data consultancies and part of the Praesto Group, has today released their latest Data Maturity Index which identifies soaring AI use but issues around employee data literacy. The 2025/26 Data Maturity Index found that most organisations exist in something of a mid‑maturity data plateau, characterised by pockets of progress alongside worrying areas of stagnation. The annual poll of over a hundred global data leaders highlighted the proliferation of AI tools. 40% said that AI is now being used by a high number of employees, either across their whole organisation or in certain departments (up from 21% in 2024). For the first time, no respondents said that AI is not being used at all. However, despite this increase in AI use and dependency, there is no progress being made in bridging the gap on data literacy. 58% of data leaders reported that most of their employees are not data literate, and a further 3% said almost no employees are data literate in their organisation. When asked about the obstacles to achieving better data literacy, the most cited topics were a perceived lack of leadership buy-in, a lack of time and resources, deep-rooted cultural resistance, and poor access to appropriate training. Caroline Carruthers, Co-Founder and Chief Executive of Carruthers and Jackson said: “There is an urgent need to invest in people to unlock the true potential and value of data and these AI tools." "Organisations appear to be embracing tools and technology to help leverage the power of data but unlocking the transformational potential needs to be considered through a more human lens.” In other report findings, 28% of responding organisations said they still have no data strategy. There was also a clear trend towards more of a department-specific approach to data governance and frameworks, with 42% of data leaders saying they have adopted multiple different approaches across their organisation. 36% said there is still little or no data governance framework in their organisation. Though the marginal year-on-year decrease (39% in 2024, 41% in 2023) points towards greater maturity, there remains a large proportion of organisations operating without a framework. Caroline Carruthers added, “Organisations like this could soon find themselves stuck in something of a data ‘black hole’ in which they are unable to maximise the potential of their data while being exposed to significant risks. As we see a continued trend for organisations having multiple governance approaches and frameworks, it may make it even more difficult to develop and maintain a cross-business strategy and navigate out of this sticky situation.” “This will become even more stark as we enter the ‘second coming’ of data. Whereas major discussions about organisational approaches to data were once shaped by GDPR, now we’re seeing strategic conversations that are less about ‘how to be compliant’, rather, they are centred around more purpose-driven topics. Where do we want to go with our data? Why? For whom? And to what end?” “Organisations that want to convert AI into value must stabilise their data foundations: fix quality and integration gaps, make governance practical and lightweight, and invest in role‑specific literacy and operating models that embed analytics into decision workflows." "Without those steps, organisations will continue to live on the mid-maturity plateau, if not slip backwards.”

Family businesses form the backbone of many economies, often admired for their long-term outlook, entrepreneurial spirit, and deep sense of stewardship. Yet, the very qualities that make them resilient, family loyalty, shared history, and collective identity, can also pose challenges when personal dynamics spill into strategic decision-making or when generational shifts blur the lines of authority. To thrive across generations, family firms increasingly adopt robust governance structures that balance emotional ties with professional discipline. Good governance does not dilute the family’s influence; rather, it channels it constructively to support sustainable growth. At the heart of this approach lie several foundational pillars. 1. Clear Purpose and Shared Values A defining advantage of family businesses is their ability to anchor decisions in a shared purpose. But as families grow and branches multiply, assumptions about what the business stands for can diverge. Good governance begins with articulating: A unifying vision for the enterprise Core values that guide behaviour Shared expectations around growth, risk, and legacy Many leading family firms conduct structured values-clarification workshops or create a family charter to capture these principles. This document becomes the moral and strategic compass for both family members and non-family executives, ensuring that cultural continuity is not left to chance. 2. Formalised Family Governance Structures Family governance provides the forum through which relatives engage with the business in an organised and constructive manner. Without formal platforms, discussions tend to occur informally—often around dining tables—creating potential for confusion and conflict. The cornerstone structures typically include: Family Assembly : A broad gathering where the entire family is informed, educated, and connected to the business’s progress. Family Council : A representative body that acts as the interface between the family and the business, shaping policies on ownership, employment, communication, and philanthropy. Family Constitution or Charter : A living document outlining agreed-upon principles, such as succession rules, share transfers, dispute-resolution mechanisms, and family employment criteria. These structures professionalise the family’s role, reduce ambiguity, and promote unity. 3. A Competent and Independent Business Board A well-functioning board is essential for any business, but in family enterprises it plays an especially crucial role in balancing the influence of owners with the needs of the company. Best practice includes: Appointing independent non-executive directors, who bring objectivity, professional expertise, and a willingness to challenge assumptions. Defining a clear mandate for the board, separating operational oversight from day-to-day management. Ensuring board diversity, not only in skills but also in perspectives, particularly as the business navigates succession, digital transformation, or international expansion. Family members who serve on the board must do so based on competence and commitment rather than entitlement. 4. Transparent Decision-Making and Professional Management Transparency is the antidote to suspicion and misunderstanding. As family businesses transition from entrepreneurial to institutional, they benefit enormously from: Documented decision-making processes Professional management teams, with roles filled by the best-qualified individuals rather than relatives by default Clear role descriptions and reporting lines Regular performance reviews—for both family and non-family staff Some families adopt a “family member employment policy”, specifying qualifications, experience requirements, and evaluation criteria. This ensures credibility and protects the business from perceptions of nepotism. 5. Succession Planning as a Continuous Process Succession is often the most emotionally charged element of family business governance. Effective firms treat it as a long-term, iterative process rather than a last-minute event. Strong succession planning involves: Identifying leadership potential early Creating developmental pathways, such as external work experience or formal education Setting clear timelines and transition phases Maintaining open communication among generations Embedding contingency planning for unexpected events A transparent succession plan not only secures the future of the business but also protects family harmony. 6. Conflict Management and Communication Mechanisms Where there is family, there will inevitably be conflict. The difference between resilient family firms and fractured ones often lies in their ability to manage disputes constructively. Key governance tools include: Codes of conduct and communication guidelines Mediation or advisory committees Regular structured family meetings Education programmes for the next generation, building emotional intelligence, financial literacy, and leadership skills By acknowledging that conflict is natural, families can prevent it from becoming damaging. 7. Responsible Ownership and Stewardship Generational continuity hinges on cultivating responsible owners, not merely shareholders. Good governance encourages: Financial literacy training A clear understanding of ownership rights and duties Engagement in long-term strategic thinking A mindset of stewardship—leaving the business stronger for the next generation Family firms that foster collective responsibility tend to be particularly resilient during crises. 8. Sustainability and Social Responsibility Integration Family firms often view sustainability not as a corporate obligation but as a legacy ethic. Governance structures that explicitly embed environmental, social, and community commitments ensure: Consistency across generations Long-term risk mitigation Alignment with evolving societal expectations Boards increasingly adopt ESG frameworks, ensuring that sustainability is woven into strategy, reporting, and family values. The Future: Blending Tradition with Professionalism Modern family businesses are proving that tradition and innovation need not sit at opposite ends of a spectrum. By embracing professional governance structures, they preserve what makes them distinctive, long-term thinking, entrepreneurial drive, and deep-rooted identity, while equipping themselves for the complexities of contemporary markets. Good governance is not about bureaucracy. It is about clarity, fairness, and resilience. Ultimately, it empowers families to steward their enterprises with confidence, ensuring that both the business and the relationships behind it can thrive for generations to come.

If the first quarter of the 21st century has taught business leaders anything, it is that stability is no longer the norm, it is now the exception. Yet among the companies navigating this era of volatility, family businesses have shown a remarkable ability not only to survive but to evolve. In 2025, many family firms stand stronger and more future-ready than their corporate counterparts, shaped by a world that has tested their resilience, values, and adaptability. From geopolitical shifts to technological leaps, from social change to environmental pressure, family firms have had to learn swiftly and deliberately. Here are the most significant lessons their leaders have drawn from the world they’ve operated in during 2025. 1. Resilience Is Built Long Before It’s Needed The shocks of the early 2020s—the pandemic, supply chain breakdowns, inflation spikes, and energy crises—taught family firms that resilience is not something to deploy in a crisis; it is something to build in anticipation of one. In 2025, family business leaders have adopted practices that challenge earlier generations’ belief in “sticking with what works.” They have: Diversified revenue streams to avoid overdependence on a single market, Strengthened cash reserves, Digitised operations to reduce manual bottlenecks, and Created flexible staffing models that preserve loyalty while adapting to seasonal and economic cycles. The lesson is clear: resilience is not stubbornness. It is preparedness paired with agility. 2. Agility Isn’t About Speed—it’s About Direction Corporate giants often move quickly but pivot slowly. Family firms of 2025 have learned that agility means knowing which direction to move in before accelerating. Surrounded by unpredictable market conditions, leaders have become: More data-literate, using analytics to guide investment and pricing decisions; More experimental, running low-risk pilots before major roll-outs; Faster at decision-making, thanks to flatter governance structures; More realistic about risk, avoiding both paralysis and overconfidence. The modern family enterprise understands that agility is not simply reacting—it is choosing wisely under pressure and being prepared to change course when evidence demands it. 3. Digital Transformation Is Not Optional For years, family firms lagged behind large corporations in adopting technology. By 2025, that gap has all but vanished. The disruptions of the previous decade made digital innovation unavoidable, and family businesses came to see technology not as a threat to tradition but as a means of preserving it. Leaders have learned that: Automation reduces cost without compromising craftsmanship, E-commerce makes even local firms global, Digital record-keeping strengthens governance and succession planning, AI can support, rather than replace, human judgement. Technology is no longer an add-on—it sits at the heart of strategy. The best-performing family firms are those that integrated digital tools while keeping their distinctive identity intact. 4. Purpose Must Be Proven, Not Claimed By 2025, consumers and employees alike expect authenticity. Family firms have long talked about values and legacy, but the world now demands evidence. Leaders have discovered that purpose is only meaningful when demonstrated publicly and consistently. This has changed how they operate. Family firms increasingly: Publish sustainability commitments and measure progress, Involve employees in shaping social impact programmes, Invest in local communities through education and apprenticeships, and Use values to guide decisions on suppliers, pricing, and product design. The lesson: purpose is no longer a sentimental ideal. It is a strategic asset that must be lived, not laminated. 5. Governance Needs Professionalisation Without Losing Soul The world of 2025 is too complex for ad-hoc decision-making or informal family councils around the kitchen table. Most leading family businesses have embraced more professional governance while fiercely protecting the culture that makes them unique. They have learned that: A clear separation between ownership, management, and family roles prevents conflict, Independent board members bring challenge and expertise, Formal succession plans reduce emotion-driven crises, and Transparency builds trust both inside and outside the business. Crucially, professionalisation has not stripped family firms of their character. It has amplified it, ensuring that values drive strategy, not sentiment. 6. Succession Is a Journey, Not a Hand-Over Moment For decades, succession was treated as a single decision—typically made late and reluctantly. In 2025, family business leaders have realised that succession is one of the most strategic, long-term processes they will ever manage. Key lessons include: Next-generation leaders need early exposure to governance, not just operations, Experience outside the family firm enriches leadership capability, Psychological readiness matters as much as technical expertise, and Retiring leaders must let go gradually, not abruptly—or not at all. Many families now spread succession over 5–10 years, with shared leadership models that allow wisdom and innovation to overlap. 7. People Are the Most Powerful Competitive Advantage The tight labour markets and shifting expectations of the 2020s taught family businesses that workers are not merely resources—they are core stakeholders. Leaders discovered that what motivates people today is not the same as what motivated their parents or grandparents. In 2025, employee expectations revolve around: Meaningful work, Flexible working patterns, Opportunities for growth, Psychological safety, and Authentic leadership. Family firms, often known for loyalty and human warmth, have leaned into this strength. Many now outperform larger corporations in retention, employer reputation, and intergenerational appeal. 8. Sustainability Is No Longer a Generation’s Problem—it’s a Business Imperative For a long time, family businesses saw environmental sustainability as a moral good but not necessarily a commercial priority. The last decade has changed that. Climate regulation, shifting consumer behaviour, and resource pressures have made sustainability a board-level priority. Leaders have learned that: Sustainable operations reduce long-term cost, Green technology attracts both customers and investment, Younger family members expect climate leadership, and Long-term ownership creates a rare accountability to future generations. For family businesses—already thinking in decades rather than quarters—sustainability aligns perfectly with their natural DNA. The Family Firms of 2025: Grounded, Global, and Future-Focused The world of 2025 is not easy for any business. But family firms have shown that adaptability, values, and long-term stewardship are powerful assets in unstable times. The lessons they’ve learned are both practical and philosophical—and together, they illustrate why family enterprises continue to be among the most trusted and resilient institutions in the modern economy. As Paul Andrews, Founder and CEO of Family Business United concludes, "Family businesses are resilient and take things in their stride, adjusting decisions accordingly and taking into account the changing economic and political circumstances in which the operate." "2025 has seen a lot of uncertainty and family business leaders have has to respond accordingly. The often quoted long-term view where family businesses tend to think in generations has shortened somewhat as they focus on what needs to be addressed today. However, decisions continue to be made with an eye on the future." "One thing that is for sure, to thrive in a constantly changing world. family businesses need to carry their history lightly and focus firmly on their purpose and make decisions accordingly."

The spirit of generosity was in full swing last week as family businesses from across Yorkshire came together at Sound Leisure in Leeds for the annual Family Business Festive Food Parcel event. Hosted at one of the world’s last remaining traditional jukebox manufacturers, proudly family-run with Chris Black at the helm, the event brought together guests, supporters, and community members with one shared aim: to support Yorkshire families in need this Christmas. In the days leading up to the event and on the day itself, attendees donated hundreds of food items, filling boxes with essential food items and festive treats. Guests also had the opportunity to step behind the scenes at Sound Leisure, gaining insight into the craftsmanship and heritage that has shaped the business into a global icon of British manufacturing. Following the factory tour, volunteers worked together to assemble food parcels, which have since been distributed through schools across Yorkshire to ensure they reach families who need them most during the holiday season. Family Business United worked closely with Luke Consiglio and his team at The Pantry UK who create 40,000 meals for children in schools across the UK daily. Through their network of schools and the knowledge of the headteachers in schools across Yorkshire, deserving families were identified to be recipients of the food parcels created by the campaign. Paul Andrews, Founder and CEO of Family Business United, expressed his gratitude for the overwhelming support: “We were absolutely delighted with the response this year." "The generosity shown by the family business community is truly inspiring, and the items donated will make an incredible difference to those receiving them." "As an organisation, family is at the centre of what we do and it’s heart-warming to see family businesses and members of our broader family business community come together to support families across Yorkshire at a time of year that can be particularly challenging.” The event showcased not only the strength of Yorkshire’s family business community but also the shared values of compassion, collaboration, and commitment to making a positive impact. As the festive season approaches, the success of the Family Business Festive Food Parcel event stands as a reminder of the power of community and the meaningful change that can be achieved when people come together. As Paul concludes, "We would like to thank everyone involved in making the event happen and for donating items that are going to bring some festive cheer to families that need it the most. Thank you all." You can check out a selection of photographs from the day in the gallery below:

Buzzworks has announced a corporate sponsorship of The Master Chefs of Great Britain (MCGB). The announcement marks a significant step in the company’s ongoing commitment to culinary excellence, professional development and supporting the next generation of chefs. The Master Chefs of Great Britain is a non-profit organisation dedicated to nurturing future culinary talent and supporting chefs throughout their professional careers. Its members are leading industry figures, recognised for their extensive skills and experience. The sponsorship will bring together Buzzworks, with its clear ambition to become Scotland’s most loved hospitality business, and one of the UK’s most respected culinary institutions. With a shared passion for training, development and raising industry standards, the partnership reflects Buzzworks’ commitment to continually elevating its food offering and supporting its culinary teams across its growing portfolio of 22 venues. David Bell, Director of Food at Buzzworks, said: “We are incredibly proud to support the work of The Master Chefs of Great Britain. It’s an organisation that aligns perfectly with Buzzworks’ values and our belief in the continuous development of our culinary teams." “By collaborating closely with MCGB, we’re able to mentor and inspire the next generation of chefs, while also ensuring our teams benefit from the highest level of expertise, training and support." “This sponsorship will play a vital role in attracting new talent through enhanced training and development opportunities. It provides a clear pathway for aspiring college-level chefs to join Buzzworks and build long, fulfilling careers across a diverse range of kitchens – from commis chef to head chef and beyond.” Through the sponsorship, chefs across the business will gain access to MCGB’s respected programme of masterclasses, including opportunities to learn from some of the UK’s most accomplished culinary professionals. The masterclasses will complement Buzzworks’ own extensive training programme, offering an additional source of inspiration for kitchen teams. Customers can expect to see the benefits reflected in the quality, consistency and creativity of the dishes served across all venues. David Bell added: “By strengthening and motivating our culinary teams, we can continue delivering exceptional food and memorable dining experiences for our customers, while contributing to the wider advancement of culinary excellence across the UK." “As our chefs broaden their skills and expand their culinary repertoire, the masterclasses will further enhance the dining experience and uphold the high standards Buzzworks is known for.” Buzzworks was recently recognised in the ‘Best Companies to Work For’ list for a tenth year, earning 29th place on the coveted ‘Best Large Company to Work For in the UK’ list – climbing an impressive 31 places and marking their highest ranking yet. Buzzworks is currently hiring for a range of front of house and kitchen roles within its portfolio of venues. To learn more, visit here .

Global L&D powerhouse Insights Learning and Development is delighted to reveal the appointment of Tricia Nelson as its new Global Marketing, Brand and Sales Director. Tricia’s appointment completes Insights executive leadership structure and an appointment of this calibre reflects the scale of their global growth ambition. In her new role at Insights, Tricia will be at the forefront of Insights' global growth agenda in and beyond the 109 countries in which they currently operate. Her remit includes leading the people development company’s marketing, brand and sales channels, expanding its global market impact and strengthening the company’s commercial performance. With more than 20 years’ senior leadership experience across consulting and industry, Tricia joins Insights with deep commercial and transformation expertise. She brings extensive senior leadership experience operating across Logistics, Financial Services, Energy, Transport and Media sectors. She joins Insights following a distinguished career at EY, where she most recently served as UK & Ireland Managing Partner for People Advisory Services, People Consulting Leader and Global Client Service Partner. During her tenure she also served as the Advisory Talent Leader and Partner Sponsor for Corporate & Social Responsibility. Tricia brings with her a wealth of passion for the role that purpose led organisations can play in making a positive impact on the world. She is known for her entrepreneurial thinking, growth mindset and ability to building high-performing teams, which is at the core of Insights’ purpose. Tricia Nelson commented: “In today’s increasingly complex business environment, organisations need leaders and teams who can adapt fast, collaborate well and drive measurable performance. That’s why Insights has never been more relevant and why I’m excited to help amplify the impact we can make for customers around the world." "I completed my first Insights Discovery profile 17 years ago while working in financial services, it had a significant impact on me and I’ve been inspired ever since by the unique ways which Insights has been used to transform organisations and their people." "Insights’ vision closely aligns with my own ‘people-first’ transformation philosophy of building purpose-driven, inclusive cultures where everyone feels empowered to thrive." "Self-awareness is becoming a core commercial capability globally and joining an organisation where the passion and purpose behind the work is so tangible is incredibly meaningful to me." "I’m excited to connect with colleagues and clients across the world and, together, deliver sustainable, ambitious growth and expand Insights global impact.” Fiona Logan, CEO of Insights, added: “We are delighted to welcome Tricia to complete our executive team She is an exceptional leader with a proven record of driving growth, transformation and cultural change." “Tricia’s experience, energy and values align perfectly with our ambition to significantly expand the impact of our purpose in the world. We are thrilled to have her on board at such an important stage in our journey.”

Co. Armagh-based Avondale Foods has grown from a family farm in Craigavon to one of Northern Ireland’s most recognisable food producers. At the heart of that journey sits a partnership with M&S that has now spanned nearly six decades – a relationship that continues to evolve just a few miles from the renewed M&S Craigavon store. Founded in 1965 by brothers Harry and Derek Geddis, Avondale began by growing vegetables for local retailers. The company started supplying lettuce to M&S in 1968 and has since expanded its range to include products found on M&S Foodhall shelves across the UK and Ireland. By the 1980s, Avondale had become the first company in Northern Ireland to manufacture coleslaw, establishing itself as one of the leading suppliers in the UK and Ireland – and marking a major milestone in its growing partnership with M&S. Today, remains the sole supplier of M&S coleslaw and potato salad across the UK and Ireland. Alongside these classics, the company also produces a diverse range of products, including stuffed mushrooms, croutons, stir-fry sauces, noodles and, more recently, overnight oats – all made in its custom-built facility in Lurgan. Talking about the relationship with M&S, Greer Geddis, son of the late founder Derek Geddis and now one of the company’s directors, says the key to their success lies in a shared commitment to quality. "What M&S expect of us, we expect of our own suppliers," Greer explains. "We bring everyone together a few times a year and refresh the focus on quality. When we’re discussing new products, quality always comes first. I believe that’s at the core of our longstanding relationship." The partnership thrives on innovation as much as tradition. “We love it when M&S set us a challenge,” he adds. “Many of the products you see on shelves began exactly that way.” As food trends evolved, Avondale saw growing demand for healthy, convenient breakfasts. “Once we entered the oats side of things, we saw huge potential. Flavours like apple crumble, salted caramel – and now something festive. When M&S asked for a new, innovative Christmas product, our Gingerbread Overnight Oats were born. It’s a seasonal product we’re really proud to see on M&S shelves this year." And the Gingerbread Overnight Oats are just the beginning. “Breakfast isn’t slowing down,” says Greer. “People want great-tasting, convenient options. This new addition for M&S is just the start.” Innovation, he adds, is non-negotiable. “We have to keep evolving. M&S are innovators too – they want products that catch the eye, taste amazing, and meet the highest standards. That’s what keeps our partnership moving forward. We’re approaching 60 years as an M&S supplier, and we’re proud of how our relationship continues to grow.” Reflecting on the partnership, Laura Harper, M&S Country Director for Ireland and Northern Ireland, said: “Avondale Foods perfectly represents the values that define our relationships with local suppliers – quality, innovation, and trust. Their commitment to excellence and their ability to continually evolve with our customers’ needs have made them an invaluable partner for almost 60 years. As we celebrate the renewal of our Craigavon store, it’s wonderful to shine a light on a local business that has played such an important role in bringing the very best of Northern Ireland to our shelves.” From family-farm vegetables to festive oats, the Avondale and M&S partnership continues to thrive – driven by curiosity, quality, and a shared passion for great food. As M&S Craigavon prepares for an exciting new chapter with the transformation of its store, Avondale’s story stands as a proud example of local suppliers at the heart of M&S innovation and success.

Family businesses are often born of passion, perseverance, and entrepreneurial spirit. They begin as intimate endeavours, with decisions made around kitchen tables and loyalty forming the bedrock of every transaction. Yet as these businesses grow and pass through generations, the very traits that fuelled their early success can become obstacles. Personal relationships, informal processes, and legacy-driven instincts, while invaluable in the founding generation, are rarely sufficient to navigate the complexities of modern commerce. Professionalisation becomes not merely a strategic choice, but a necessity for survival and sustainable growth. The transition from one generation to the next brings with it a proliferation of stakeholders, each with distinct expectations and priorities. Siblings, cousins, spouses, non-family executives, investors, regulators, and employees, all contribute to an intricate web of influence that requires careful management. The challenge lies in balancing the informal, relational style that has traditionally defined the business with the formal structures demanded by scale and complexity. Failure to do so can result in conflict, inefficiency, and missed opportunities, as personal loyalties clash with strategic imperatives. Professionalisation often begins with governance. Where the founder once held unilateral authority, the second or third generation must introduce systems that clarify roles, responsibilities, and accountability. Boards become formalised, family councils convene, and advisory committees provide impartial guidance. These structures do not diminish family influence; rather, they protect it by ensuring decisions are made transparently and strategically, reducing the risk of conflict and ensuring continuity. The adoption of clear policies around remuneration, succession, and investment ensures that family relationships do not cloud judgement, while enabling the business to operate with the discipline of a modern corporation. Equally important is the professionalisation of management. As family firms scale, the skills required to sustain growth often outstrip those present within the founding family. Recruiting experienced executives, establishing performance metrics, and separating operational responsibility from ownership are essential steps. Professional managers bring objectivity and expertise, but integrating them requires sensitivity: they must respect the family’s culture and legacy while introducing modern management practices. Successful family businesses achieve a balance, retaining the ethos that defines them while leveraging professional expertise to improve efficiency and competitiveness. Stakeholder engagement also evolves as the business grows more complex. In the early stages, stakeholders are few and relationships personal. Over time, expectations diversify, and communication must become deliberate and structured. Families must develop strategies to articulate vision, values, and strategy to a broader audience without compromising confidentiality or cohesion. Engaging with employees, investors, regulators, and customers in a consistent, professional manner builds trust and supports long-term resilience. The generational dimension adds further nuance. Successive generations bring fresh perspectives, new ambitions, and sometimes differing interpretations of the family’s values. Professionalisation provides a framework within which these differences can be reconciled constructively. It ensures that transition is not dictated by personality or emotion, but guided by clear policies, agreed processes, and shared understanding. By embedding governance, formal management, and stakeholder engagement into the fabric of the business, families can retain both control and culture while preparing for future growth. Ultimately, professionalisation is not a rejection of tradition, but an evolution. It allows family businesses to scale, compete, and thrive while safeguarding the relationships, culture, and long-term vision that distinguish them. In the complex landscape of generational transition, professional structures provide clarity, mitigate conflict, and ensure that the family’s legacy continues to flourish, not by accident, but by design.

The latest Hiring Trends report from the Association of Professional Staffing Companies (APSCo), produced in partnership with Bullhorn, reveals contrasting trends across the professional staffing sector as businesses navigate ongoing market uncertainty. The data shows that permanent hiring activity softened slightly in November, likely influenced by the unease around the Chancellor’s Budget. New permanent jobs fell by 8% between October and November 2025 and are down 5% compared to the same month last year. Permanent placements also dipped by 10% month-on-month, although they remain broadly stable year-on-year, indicating that confidence in long-term hiring is holding firm despite short-term fluctuations. In contrast, the contract market continues to demonstrate resilience. While new contract jobs declined by 10% between October and November, they grew by 14% compared to November 2024. Contract placements followed a similar pattern, with only a minimal month-on-month decline in November but a notable 27% increase year-on-year. This sustained growth highlights the ongoing demand for flexible staffing solutions as organisations seek agility in an uncertain economic climate. Samantha Hurley, Managing Director at APSCo UK, commented: “The latest data highlights the resilience of the contract market, which continues to deliver strong year-on-year growth despite short-term fluctuations. This reflects the flexibility businesses need to manage uncertainty while maintaining access to critical skills." “Permanent hiring remains steady, and while month-on-month figures show a slight dip, stability compared to last year suggests confidence is holding firm. Professional staffing firms are clearly playing a vital role in helping organisations adapt, whether through agile contract solutions or longer-term permanent placements.” Andy Ingham, SVP Sales, EMEA & APAC added, “November saw month-over-month softening in both permanent and contract jobs, but underneath that dip, the fundamentals remain strong. Contract hiring continues to outperform, with solid year-over-year gains in both jobs and placements despite last November being one of the slowest on record." "Permanent hiring is tracking on its steady, modest path, and while overall placements eased, improved conversion rates tell us that when clients are hiring, they’re committed." "Taken together, November reflects a market that’s stable and quietly moving in the right direction.”