A Lake District spa resort has played host to the flight crew of a prototype seaplane from the annals of aviation history. Low Wood Bay Resort & Spa was the base for the pilots and engineers of Waterbird, a unique, exact replica of the UK’s first successful seaplane which first flew from Windermere in 1911. The spa resort also gave a select audience of aviation enthusiasts and guests the chance to meet the team behind the project. Waterbird sped across the water and took wing in two early autumn evening demonstration flights across Windermere against the stunning backdrop of the Langdale Pikes. The crew then retired to the spa resort for an informal question and answer session with guests and visitors. The Waterbird project team included pilot Lieutenant Commander Chris Gotke, chief engineer Dr Bill Brooks, and Chairman of the Lakes Flying Company Ltd Ian Gee. They took the audience through their involvement in the Waterbird project and their wider flying experience. English Lakes Hotels Resorts & Venues managing director Ben Berry says: “It was thrilling to see this majestic aircraft turn back the clock to a golden age of aviation on Windermere, especially as Low Wood Bay has a fascinating back story in relation to seaplanes and flying boats." “It was great to host the flying team here at the hotel and give them a platform to tell us all about the project. Lieutenant Commander Gotke says the aircraft is a delight to fly.” In the late 1970s and early 80s, Low Wood Bay was a focal point in advocating tourism proposals for small seaplanes taking off from and landing on the waters of Windermere. Michael Berry OBE, Ben’s grandfather, was involved in a short-lived campaign to develop commercial seaplane operations at Windermere. A Tiger Moth seaplane landed on the hotel’s waterfront in 1979, and another floating plane, a four seater Cessna, made a visit in 1983. The idea was that a rapid ‘water taxi’ service to and from regional airports, as well as the potential for leisure flights on Windermere, could take off in popularity. But the proposals never got off the ground. Chairman of the Lakes Flying Company Ltd Ian Gee said: “We are very grateful to English Lakes Hotels for accommodating the key members of the team, and for giving us the opportunity to let the public meet us all and discuss the intricacies of the project. The Waterbird flights went smoothly – it’s a wonderful aircraft and magnificent to see in flight. All in all it was a thoroughly enjoyable day.” Waterbird’s flights on Windermere involved detailed planning. The team worked with the Lake District National Park Authority and the Civil Aviation Authority to attain appropriate permissions and licences. The project also involved transporting the seaplane from its home at Liverpool Airport. For further information about the award winning Waterbird project, visit here.

A Lake District resort is adding new lounge space, an outdoor balcony and extra treatment rooms to its 5-star status spa.   English Lakes Hotels Resorts & Venues is investing £500,000 in further development and extension of its facilities in its award winning spa at Low Wood Bay.   The centrepiece of the spa’s transformation will be the newly designed ‘Spa Lounge’, a luxurious, relaxing space for guests to unwind.   Developed in close collaboration with DV8 Designs, Mason Gillibrand Architects and Cubby Construction, the project also includes expanded facilities with 5 new treatment rooms and a balcony with scenic fellside views and access to the spa’s outdoor thermal facilities.   Product development manager at English Lakes Hotels Annabel Berry says: “The team has created a design plan for a serene and stylish environment that draws inspiration from the natural beauty of Windermere and its surrounding fells. The reimagined spa lounge will offer a tranquil and beautifully designed space where guests can relax before or after their treatments." “The spa lounge will open onto the Fell View balcony and outdoor thermal experiences, seamlessly connecting indoor comfort with panoramic Lakeland views. And our newly designed mask bar will invite guests to personalise their skincare experience by sampling a range of treatments tailored to different skin types.” Low Wood Bay was voted the best spa in North West England at the 2025 Good Spa Guide regional awards, having previously been the first spa in the region to attain the highest ‘Five Bubble Luxury’ rating. Earlier in 2025, upgraded spa facilities came on stream, including the Upper Deck with an 18 metre infinity relaxation pool, private seating, fire pits and loungers.   Group operations director at English Lakes Hotels Michael Kay adds: “Our new lounge space blends contemporary design with the beautiful scenery around the resort. It’s a carefully considered development that brings new dimensions of comfort and calm to our stunning spa." “This significant investment underlines our continued commitment to amazing guest experiences. We’re aiming to enhance our reputation as one of the Lake District’s premier destinations for luxury relaxation and holistic wellbeing.”   The project is scheduled for completion by the end of January.

The story of JCB is one of innovation, ambition and sheer hard work. From small beginnings building agricultural tipping trailers in 1945, to the global force in manufacturing the company has become today, JCB has constantly pushed the boundaries in their desire to be the best. Today, JCB has 22 plants on four continents and more than 750 dealers around the world. As Lord Bamford explains, “These are exciting times. In just 75 years we have gone from one man in a garage in Uttoxeter to major global brand renowned for its pioneering spirit. All of this is down to our people – a 11,000-strong worldwide force that makes up the JCB family we are so proud of.” Apprenticeships are an integral part of the workforce with 250 currently employed by JCB and ahead of National Apprenticeship Week 2023 we spoke to Neil Fowkes, JCB Early Career Talent Manager to find out more. As Neil explains, there are plenty of benefits associated with employing apprentices. “They are a real asset to the business as they help build the workforce for the future by nurturing and developing early career talent to successfully support JCB’s future growth plans.” Integrating and onboarding apprentices is also important to the success of the apprenticeship programme at JCB. “We run a programme that includes a detailed onboarding process and familiarisation days with a week long formal induction that includes JCB factory tours and visits to the ‘Story of JCB’ exhibition,” continues Neil. “This is combined with an outdoor personal development programme that focuses on JCB values and behaviours.” Apprentices are a key part of the workforce and with 250 in the business today a significant investment too but it helps drive the innovation with the organisation and as Neil confirms, “apprentices are an integral part of JCB’s success.” With such a talent pool and desire to incorporate apprentices into the HR strategy of the business, JCB has appointed a National Apprenticeship Week Ambassador to encourage young people to consider a career with the world leading construction equipment manufacturer. Business Administration apprentice Samantha Williams studied BTEC Sport and Exercise Science before joining JCB in September 2021 and has been appointed to the role. As Samantha explains, “I chose the business administration apprenticeship because it fitted my skills the best and I knew that the JCB apprenticeship would develop my skills and me as a person. What’s great is that you get an insight into many different areas of the business. I am currently working alongside the Early Careers team in the recruitment process for new apprentices and graduates starting with us in 2023 and because I have been in their shoes I have a real understanding of what it’s like for them.” Clearly, apprentices are at the heart of JCB, the globally iconic family business brand and it is great to see them central to the continued evolution of a business that has come a long way since it started with one man in a garage to the business that it is today.

The next generation of Scottish hospitality leaders have taken a huge step forward in their careers, after successfully completing a top industry qualification. Jasmine Ritchie, Shania Beaty, Georgia Williamson, Ellie Anderson, and Vianney Lemoine have secured permanent managerial roles within the Crieff Hydro Family of Hotels, after completing a qualification in Hospitality Supervision and Leadership at SCQF Level 7. The group were presented with their certificates by group CEO and chairman Stephen Leckie and director Fiona Leckie at a recent celebratory dinner held at Crieff Hydro. Stephen Leckie, CEO and chairman of Crieff Hydro Family of Hotels, said: “My sincere congratulations goes to Jasmine, Shania, Georgia, Ellie and Vianney as they take the next steps in their careers within the group." “Our teams continue to lead the way in nurturing new talent within Scotland’s hotel and hospitality industries, and our trainee managers programme is a real testament to that." “I look forward to watching each of these individuals grow and continue to develop their skills and knowledge within their roles in the years to come.” Laura Raeburn, who is currently front of house manager at Kingshouse Hotel in Glencoe, graduated from the programme in 2022 after being inspired by her mum to embark on a career in hospitality. “When I finished high school, I didn’t really know what I wanted to do,” Laura said. “University wasn’t an option, so I was stuck thinking: what’s next for me?" “Thankfully my mum Caroline - who is the Hotel Manager at Peebles Hydro and has worked there for over 30 years – encouraged me to get a job in the hotel’s restaurant, and I instantly fell in love with hospitality." “I progressed on to become a food and beverage supervisor before moving across to reception, where I found my passion for working in front of house.” The 24-year-old, who is originally from Peebles, relocated to Kingshouse Hotel when the venue re-opened in 2019, and quickly decided she wanted to take the next steps in her career. She said: “My mum’s boss and General Manager Patrick Diack at Peebles Hydro initially told me about the trainee managers programme, and he along with my mum encouraged me to go forward for the course.” The year-long programme saw Laura and four other trainee managers gain a range of skills and experience in each department of their hotels, as well as the opportunity to work at other venues within the portfolio, with a guaranteed managerial position at the end of it. Laura continued: “The course gave me a fantastic insight into every department within the hotel and helped me discover which areas I enjoyed working in the most. It also definitely helped having my mums guidance – she is without a doubt my biggest role model." “There were definitely some departments I was more nervous about working in than others – the kitchen being one of them. However, looking back, it was undoubtedly one of my highlights – not only was it lots of fun, but it was really interesting for me to see how the kitchen operates and how it ties in with what goes on front-of-house." “The advice and support we received from the leadership team throughout was utterly invaluable. Having the opportunity to get some one-on-one advice from Stephen and Fiona Leckie was amazing, and something which I’ll continue to treasure throughout my career in hospitality." “I have been with the Crieff Hydro Family of Hotels for nearly seven years, and I’ve accumulated more qualifications working here than I left school with." “I would recommend a career in hospitality to absolutely anyone – it’s equipped me with skills for life that I know I will carry with me forever.”

As National Apprenticeship Week 2026 kicks off, Make UK is calling on the Government to commit to a Skills Investment Pledge to address the decline in apprenticeship starts and rise in those not in education, employment or training (NEET). The pledge would be a clear, public guarantee that every pound collected from the Skills and Growth Levy (formerly Apprenticeship Levy) and the Immigration Skills Charge (ISC) will be spent on developing the workforce the UK needs. Skills shortages remain one of the biggest barriers to growth and productivity for manufacturers, with around 50,000 live vacancies in the sector. Despite record employer contributions through the Growth and Skills (G&S) Levy and the Immigration Skills Charge (ISC), billions are collected each year that are not reinvested in the skills system – effectively hitting employers with an extra tax. Make UK’s Industrial Strategy Skills Commission found that a lack of the right local training provision was a significant barrier to employers taking on more apprentices. With a large chunk of the money – estimated to be over £1 billion – paid by businesses via the Growth and Skills Levy and Immigration Skills Charge not being used by the Government to fund training, it is within ministers’ gift to address this challenge. Without action, manufacturers fear that valuable skills training will be reduced even further. Industrial Strategy commitments to allow G&S Levy funds to be spent on short courses are welcome. However, action is needed to address the 40% decline in engineering and manufacturing apprenticeship starts since 2017 and reported perceptions that the G&S Levy is making it harder for manufacturers to plug skills gaps. Make UK is calling on the Government to commit to a Skills Investment Pledge – a clear, public guarantee that every pound collected will be spent on developing the workforce the UK needs. To ensure that the revenue from skills levies is spent productively, the Government should: Increase the supply of apprenticeships and other high-value courses through direct incentives, particularly targeted at smaller employers. Identify ways to loosen the training criteria with a primary focus on its Industrial Strategy sectors, trusting businesses in these sectors to know how to address the skills shortages they face. For manufacturers, the benefits would be immediate, securing vital resources to expand apprenticeships, Skills Bootcamps and Higher Technical Qualifications, and improving funding bands in high-cost technical disciplines such as engineering, and rebuild capacity in further-education providers. Ringfencing levy funds for skills would reallocate over £1bn per year (0.1% of GDP) towards workforce development and training by 2029-30. This is a 69% increase on current government funding for apprenticeships, equivalent to around 234,000 additional starts a year. Applying more conservative assumptions than the Government’s own estimates would still produce an annual boost to the economy worth between £4.4 and £5.9bn in the long run, driven by higher wages and employment from a more skilled workforce. Rt Hon. Robert Halfon, Executive Director, Make UK said: “Manufacturing and engineering apprenticeships are in steep decline, yet billions from the Growth and Skills Levy and Immigration Skills Charge are not being used by the Government where they’re needed most – risking valuable training being cut back." "Ringfencing these funds through a Skills Investment Pledge could instead unlock hundreds of thousands of new apprenticeships, plug skills gaps, and deliver at the very least a £4.4 billion boost to the economy. The time to act is now - our young people and our sector cannot wait.” Photo Credit: Make UK

Apprenticeships are playing an increasingly vital role in family businesses across the UK, offering numerous benefits to both employers and aspiring professionals. This growing trend is reshaping the landscape of skill development and workforce management in family-owned enterprises.   Bridging the Skills Gap Family businesses are recognising the value of apprenticeships in addressing critical skills shortages. By taking on apprentices, these companies can train individuals with the exact skills required to succeed within their sector which allows family businesses to fill skill gaps from within, ensuring long-term success and operational development.   Enhancing Workforce Diversity Apprenticeships are breaking down traditional barriers to entry in various industries. They provide opportunities for people from all backgrounds, regardless of socioeconomic status or academic qualifications. This inclusivity helps family businesses create diverse teams with a range of experiences and viewpoints, fostering innovation and growth.   Cost-Effective Training For family businesses, particularly SMEs, apprenticeships offer a cost-effective way to invest in talent.   Community Engagement By providing apprenticeship opportunities, family businesses contribute to their local economies and communities. This engagement can enhance the company's reputation as an employer and strengthen relationships with local stakeholders. These are just some of the benefits associated with the inclusion of apprentices within the family business workforce and it is great to see an increasing range of apprenticeships on offer, with many steering away from the traditional craft skills to encompass marketing, finance and sales too.   Apprenticeships are proving to be a valuable asset for family businesses in the UK, offering a blend of skill development, diversity, cost-effectiveness, and community engagement that aligns well with the values and needs of these enterprises.

The brand-new, SQA accredited programme intends to transform beauty school beginners into qualified massage therapists, with candidates securing permanent employment at the venue as soon as they are enrolled on the course. Applications for the intensive training course and yearlong programme of learning recently opened, with up to eight spots in the initial cohort up for grabs when launches in January 2024. The new programme will see students obtain an SQA qualification and permanent employment at the venue. Applications for the intensive training course have officially opened, with the first cohort set to begin their new careers in January 2024. Scotland's leading spa hotel and resort Crieff Hydro has announced the launch of its very own Spa Academy, aimed at boosting the number of people choosing a career in the sector. It’s hoped the Academy will deliver fresh opportunities for people in the area and those keen to get on the career ladder, with the course tailored specifically for students with no prior experience in the spa or beauty industry. Laura Wilson, Spa Manager at Crieff Hydro, said: “We’re all about creating exciting opportunities and nurturing new talent, and that’s why I’m absolutely delighted to be launching Crieff Hydro’s very own Spa Academy." “It’s no secret that Scotland’s beauty industry is facing a recruitment crisis. Much of that comes from the barriers people face while trying to take up a role within the sector for the first time, so we’ve made it our mission to address that." “We’re encouraging absolutely anyone with an interest in starting a new career and has a passion for health and wellbeing to apply for a spot at our Spa Academy – this course that really is open to all." “Our top facilities and professional working environment will give you the skills and qualifications you need to excel in your career, especially if you’re brand-new to the industry.” Those selected to take part in the programme will be provided with extensive training in a range of different kinds of massage, take part in mock treatment days and gain an in-depth knowledge of muscle anatomy under the guidance of Crieff Hydro’s team of expert trainers. After graduating with an SCQF level five Beauty Massage diploma, students will then continue their careers at Crieff Hydro on a work-learning split, giving them the opportunity to become qualified in a wealth of new spa skills on the job, including hot stone massage, facials and body treatments. Laura continued: “This is an exciting time for the Crieff Hydro spa. We have been working behind the scenes on implementing lots of wonderful new treatments in partnership with some of the biggest names in the beauty industry, which is going to take our spa offering to the next level." “To do that, we need a robust, talented and enthusiastic team of therapists and I’m confident we will find them with the help of our brand-new training course.” Stephen Leckie, chairman and CEO of Crieff Hydro Family of Hotels, said: “Crieff Hydro is continuing to pave the way with industry leading recruitment initiatives, and our brand-new Spa Academy is no exception to that." “Being a spa therapist at Crieff Hydro offers excellent career progression and a range of outstanding incentives, including competitive pay and commission on product sales, discounts on leisure membership, food and hotel stays and live in accommodation where required." “Not only that, but we also provide the opportunity for our spa therapists to attend a 5-star trip to Parma in Italy to see the products we use in-house made first-hand. “I’m excited to watch our team grow and look forward to welcoming some brand-new team members to the Crieff Hydro Family.”

Businesses must adopt new ways of thinking to fully understand the threats posed by climate change and to create more effective, impactful ways of reducing their carbon footprints, according to new research from Imperial College Business School. The study, conducted by Dr Simone Cenci and Matteo Burato of the Leonardo Centre for Business on Society at Imperial College Business School, explored how organisations currently think and act in regards to tackling climate change, and their effectiveness in aligning their emissions with global climate targets. They worked alongside Dr Samuel Tang of the Institute for Sustainable Resources at University College London and Dr Vincenzo Vastola of Montpellier Business School. The researchers analysed climate change action data gathered by the CDP (formerly known as the Carbon Disclosure Project) – a leading non-profit international organisation that systematically collects information on organisations’ carbon management processes and outcomes via surveys. They reviewed evidence from 622 large publicly-traded companies across 32 countries, working in the energy, industrial, material and utilities sectors, between 2012 and 2020, reviewing emissions targets, total greenhouse gas emissions, supply chain policies, product development and emissions reporting. “It is well recognised that lowering greenhouse gas emissions to a level compatible with the climate targets set by the Paris Agreement requires significant changes in behaviour and attitudes towards environmental issues by both individuals and organisations,” says Dr Cenci. “The problem is in the way organisations approach solving such challenges, with a narrowly-focussed view meaning many initiatives fail to deliver the level of success needed to reach set national and global targets,” he continues. The solution, he and his colleagues suggest, lies in adopting a ‘system thinking’ mindset. System thinking explores how individuals can make and understand the connections between a set of events and how they link to their own experiences. This allows them to understand the impact of their own actions and make positive changes to their behaviour. Existing research has found that an individuals’ capacity to understand the effect of climate change and to adapt their own behaviours to address it requires the development of specific cognitive abilities, such as system thinking. “System thinkers recognise that their behaviour is embedded in complex socio-economic systems and that natural and social phenomena result from constant dynamic and multiple interactions between the social economic and natural worlds as opposed to a sum of siloed processes.” Dr Tang explains. Their results revealed that the organisations which already exhibited system thinking traits were able to achieve superior environmental outcomes in comparison to others with similar asset characteristics and policies in place, reporting lower greenhouse gas emissions. The research, suggests that, to more effectively combat climate change; organisations need to build Organisational System Thinking into their core processes and functions. By recognising that their operations are often out of alignment with their own and wider sustainability goals, and are affected by multiple societal and environmental factors, the research shows that companies can make a greater, more authentic impact – aligning their emissions pathways with those expected by the climate targets of the Paris Agreement. Furthermore, as individual system thinkers also appreciate that the relationship between themselves and the wider world is ever changing, they recognise that the solutions they put in place need constant refocus and adaptation. Such an approach, Dr Cenci notes, would allow organisations the flexibility and proactivity many are currently lacking. “Meeting global climate targets, such as those set by the Paris Agreement depends on the actions and behaviours of industry. Therefore, understanding which factors drive the necessary internal changes in management practices that can help companies reduce their emissions is crucial to designing better incentive schemes, such as targeted environmental policies and market-based solutions that can help countries meet their nationally determined contributions,” Dr Cenci concludes. Whilst governments across the globe have already included system thinking training in educational curricula, these findings, the researchers say, hold important considerations for business leaders. Policies aimed at fostering system thinking within companies could provide a much-needed nudge toward making truly effective changes in organisational sustainability behaviour.

Almost half of companies (46) in the FTSE 100 made prior year adjustments to their previously reported climate and sustainability metrics this year, according to analysis by Deloitte. Deloitte’s analysis looked at the climate and sustainability disclosures in the most recently published annual and/or sustainability reports as of 31 December 2023. Of the restatements made, 89% related to greenhouse gas emissions (GHG) metrics, with the remainder (11%) comprised of a variety of other sustainability topics (including waste, water, diversity & inclusion, and health & safety). 32% of all restatements related to Scope 3 metrics – indirect emissions that occur in the activities of an organisation (including business travel, commuting, purchased goods and waste disposal). The most frequent reason for restatements related to a change in method or measurement approach (44%), which is an acceptable practice for GHGs under the GHG protocol, whilst the second most frequent reason was the correction of errors (29%). Steve Farrell, partner and head of sustainability assurance at Deloitte, said: “From greenhouse gas emissions to food waste, workforce diversity to pay gaps – companies must increasingly report metrics beyond their financial information and, crucially, those figures must be trusted by investors, employees and other users of this information." “Our analysis shows that a significant number of environmental, social and governance (ESG) metrics reported and published last year by the UK’s largest companies have since been updated, either because measurements have evolved, or worryingly, because they were incorrect to begin with. This is notable because prior year restatements are comparatively rare in the world of financial reporting and indicate a material change to previously reported figures." “While this could indicate that quality and rigour around non-financial reporting is improving, it equally demonstrates the volatility of ESG reporting in the market today. With the introduction of a new regulatory framework for sustainability reporting – which some firms will report against in December 2024 – the market should expect to see even more adjustments, across an even broader range of metrics, appearing in UK plc reports.” Known as the Corporate Sustainability Reporting Directive (CSRD), impacted companies will be expected to report on a wide range of material qualitative and quantitative environmental, social and governance disclosures from financial years starting as early as on or after 1 January 2024. The regulation is mandatory for impacted firms, and its reach encompasses large PLCs down to private UK companies with operations in the EU. Katherine Lampen, partner and climate and sustainability lead at Deloitte, added: “Accurate and transparent sustainability data in annual disclosures is not just good practice, it's becoming a business imperative." "Investors, regulators, and consumers are increasingly demanding this information to make informed decisions, and advanced organisations are using this information to drive corporate strategy." "Companies that proactively address this trend will position themselves for long-term success."

Despite various environmental initiatives within the painting industry to help recycle plastic and metal paint packaging, a high percentage of plastic waste is still incinerated rather than recycled – this process also causes problems, releasing dangerous greenhouse gases. Environmental activist group, Greenpeace UK, estimates that incinerating a single tonne of plastic releases over two tonnes of harmful CO2 into the atmosphere. It’s clear that another solution is needed – and fast! Coinciding with Earth Day on 22nd April, we spoke to Ben Featherstone, Sustainability Coordinator at Bagnalls , about how the national painting and decorating contractor is taking accountability for its environmental impact. Why is The PDA’s Paint Green such an important initiative? “Any business can have an impact on sustainability, no matter how big or small,” Ben explains. “The Painting and Decorating Association (PDA) – our painting industry trade body – is encouraging everyone to be more sustainable and increase recycling rates." "The PDA’s Paint Green initiative allows potential customers to find a painting and decorating company that cares about the environment and is actively trying to reduce waste. Bagnalls signed the Paint Green Pledge to help our colleagues focus on recycling and reassure our customers that we are developing sustainable practices. We hope that our actions encourage others to sign up as well." “The scheme is important because it holds all companies that have signed the pledge to account with the need for annual reporting. These reports encourage more action and ensure that businesses keep sustainability front and centre in their everyday practice." “It has become a habit now for our painters to clean out their empty paint tins, stack them up and send them out to the recycling point – it’s part of their normal, day-to-day procedure.” Are there any recent sustainability updates that you wish more businesses were aware of? “All the paint recycling schemes that are currently out there – some of which are provided by paint manufacturers and other initiatives, such as Community RePaint." “Only 2% of leftover paint is recycled. There’s a target for the industry to increase this to 75% by 2030 – this is an ambitious target, so will require a lot more companies to be aware of their recycling options." “The industry also needs to provide better opportunities for companies to deal with paint once it’s reached the end of its life and cannot be donated. This is why leading bodies within the painting industry, such as the British Coatings Federation (BCF) and The PDA, are working together to provide solutions." “For instance, the BCF’s PaintCare return scheme allows companies to recycle their leftover paint with the support of the paint manufacturers, creating a circular economy.” How is Bagnalls ensuring that sustainability remains front and centre? “Sustainability and longevity are key parts of our strategy as a family business. Bagnalls recently celebrated its 150th company anniversary, so we’re not afraid of thinking long-term and looking at the bigger picture." “Bagnalls regularly updates our commercial fleet to the newest and most efficient vans available and performs energy audits at all branches to reduce our Scope 1 and 2 emissions. We are now utilising technology to better understand our Scope 3 emissions, which – as for many companies – make up the largest percentage of our total carbon footprint." “In addressing our Scope 3 emissions, we are working with our leading suppliers – most notably our paint manufacturers – to consider alternative paint products that offer environmental benefits, while maintaining quality and performance expectations." “We can therefore ensure, where possible, that we offer a sustainable alternative that allows our customers to make a more informed choice.” Which sustainability achievements are you most proud of at Bagnalls? “Providing sustainability credentials to customers is becoming increasingly important and I am proud to say that Bagnalls has reduced our Scope 1 and 2 emissions by 10% since 2022. This shows that the initiatives we are implementing are clearly working." “However, the achievement I’m most proud of has to be our Community Paintbrush scheme. It was started in 2012 by our Group Marketing Director, Joanne Gualda, as a way to redistribute surplus paint to local community projects. In 2024, we completed over 80 different Community Paintbrush projects, providing paint donations, charitable support and volunteering.” “When it comes to environmental impact, we are taking accountability as a business. It is our hope that the painting and decorating industry will become a truly sustainable sector in the years to come, completing quality projects in a way that also protects our planet.”

Sustainability has become an essential consideration for businesses worldwide, and family-owned enterprises are no exception. A family business often has a deeply rooted connection to its community and a strong focus on long-term success, making sustainability a natural fit for its strategic goals. A well-designed sustainability policy not only ensures environmental and social responsibility but can also help secure the longevity and financial stability of the business for future generations. A robust sustainability policy in a family business should be built on several core pillars: environmental responsibility, social responsibility, economic viability, governance and transparency, and intergenerational commitment. Environmental Responsibility The first and perhaps most visible pillar of any sustainability policy is environmental responsibility. For family businesses, this means carefully managing the use of natural resources and adopting practices that minimise environmental impact. Efficient resource use, such as reducing energy and water consumption, plays a key role in lowering a company’s carbon footprint and operational costs. Beyond the direct consumption of resources, family businesses must also consider the sustainability of their supply chain, ensuring that suppliers and partners share similar environmental values. This often involves prioritising those who adhere to sustainable practices, whether through ethical sourcing or reduced waste production. Another critical aspect is the reduction of greenhouse gas emissions, a priority in the fight against climate change. Family businesses can contribute by setting clear targets to minimise their emissions, transitioning to renewable energy, and adopting cleaner technologies. Implementing circular economy principles, such as recycling and reuse, further extends the lifecycle of products and reduces overall waste, making the business not only more efficient but also more resilient in a resource-constrained world. Social Responsibility While environmental practices are important, sustainability extends beyond the natural world to include the social realm. Social responsibility is another core pillar of a successful sustainability policy, focusing on the well-being of employees, the local community, and broader society. Within the workplace, family businesses must prioritise employee well-being by ensuring fair wages, maintaining safe working conditions, and offering opportunities for personal and professional growth. This builds loyalty and a positive workplace culture, which are vital for long-term business success. Community engagement is another key aspect. Family businesses often hold a unique position in their local communities, with a legacy that spans generations. Active involvement in community development—through charitable initiatives, local sourcing, or educational programmes—reinforces this bond and enhances the business’s social license to operate. Additionally, promoting diversity and inclusion within the business is not only a moral imperative but also a driver of innovation. A diverse workforce offers a range of perspectives that can lead to more creative solutions to both business challenges and sustainability goals. Economic Viability No sustainability policy can be effective without ensuring the financial health of the business. Economic viability is therefore another critical pillar. In the context of a family business, this means creating long-term value while balancing financial success with environmental and social responsibility. Sustainable practices often contribute to economic success by reducing operational costs, improving brand reputation, and opening up new market opportunities. Risk management is also an essential component of economic sustainability. Family businesses need to integrate sustainability into their risk assessments, recognising that environmental and social risks—such as regulatory changes, supply chain disruptions, or shifting consumer preferences—can have significant financial implications. By anticipating these challenges, the business can reduce its vulnerability and maintain stability over time. Responsible investment is equally important. Family businesses should ensure that their investments align with both their financial goals and their sustainability objectives. Whether through investing in cleaner technologies, sustainable product development, or community projects, these initiatives not only drive profitability but also enhance the business’s long-term impact on society and the environment. Governance and Transparency To ensure that sustainability goals are met, strong governance and transparency are necessary pillars. A family business must set clear, measurable sustainability targets and track progress regularly. These goals should align with the company’s broader strategic objectives and be integrated into the decision-making process at every level of the business. By establishing accountability structures, such as appointing sustainability officers or creating committees dedicated to environmental and social governance, family businesses can ensure that sustainability remains a priority. Transparency is also essential in fostering trust among stakeholders. Family businesses must openly communicate their sustainability efforts and results, whether through formal reports or regular updates to family members, employees, customers, and the community. This openness not only holds the business accountable but also helps build a reputation for ethical and responsible leadership, which can lead to increased customer loyalty and stakeholder support. Intergenerational Commitment One of the defining characteristics of family businesses is the focus on legacy and long-term success. Sustainability, by its very nature, aligns with these values. Intergenerational commitment is thus a vital pillar of a sustainability policy, ensuring that the business remains viable and responsible for future generations. This involves embedding sustainability as a core value that is passed down through the family. Each generation must be committed to maintaining the family business as a responsible steward of the environment, the community, and the family’s legacy. Education plays a crucial role in this commitment. Family members must be educated about sustainability practices and their importance to the business’s future. Engaging younger generations in these efforts not only ensures continuity but also empowers them to innovate and contribute to the company’s sustainability goals in new and creative ways. A well-rounded sustainability policy is essential for the long-term success of a family business. By focusing on the core pillars of environmental responsibility, social responsibility, economic viability, governance and transparency, and intergenerational commitment, family businesses can ensure that they not only meet today’s sustainability challenges but also secure a prosperous future for generations to come. These pillars provide a comprehensive framework that balances financial success with responsible stewardship of both people and the planet.

Owning and operating a family business is a big part of the American dream. The U.S. Census Bureau reports that 90% of all North American business enterprises are family-owned. But along with realizing that dream comes a bittersweet reality for some family business owners – knowing when it’s time to sell. And that can be a challenge as they wrestle with deep emotional ties to the business and various selling options, says Terry Monroe , founder and president of American Business Brokers & Advisors (ABBA) and author of Hidden Wealth: The Secret to Getting Top Dollar for Your Business. “One of the most challenging parts of owning and operating a family business is succession planning,” Monroe says. “While many family business owners may dream of passing ownership of the business onto future generations, keeping the business within the family isn’t always a viable option.” “There are many other reasons owners come to the often hard, sometimes easy decision to sell – burnout, profitability, dramatic changes in their industry, a favourable tax climate, etc. But with the economy rapidly changing, it’s a reckoning for some, a fork in the road, and you need to read the signs.” Monroe gives five signs that it’s time to sell the family business: 1 - Your Children Are Not Interested In The Business. “If you put your kids through college thanks mainly to a profitable small business, chances are they have their sights set on bigger goals when they graduate,” Monroe says. “This realization can be painful to a parent. There is nothing wrong with laying out the facts regarding the opportunity that the family business presents to them, but forcing the company on your children will only result in resentment or poor performance, or both.” 2 - Your Children Are Not Capable. Not everyone has what it takes to run a business, Monroe says, and when unqualified children are allowed to take over, the results can be disastrous. “This is where the saying ‘Thunder, Blunder, Under’ came from,” Monroe says. “It means the first generation made the business successful, the second generation floundered and somehow kept the business together, and the third generation let the business go under.” 3 - Ownership Has Become Too Diluted. “Unless the company is always growing, it is hard to support a growing number of owners,” Monroe says. “This is true whether they work in the business or not, because the company can’t keep paying salaries or dividends or bonuses to those not in the business or individuals who are not working full-time there. And having too many owners often disrupts the managing of the company.” 4 - You Receive An Offer You Can’t Refuse. This is rare, Monroe says, but when it happens you should know it is a great offer and take it. “Markets go up and markets go down,” he says. “Regardless what kind of business you are in, you should always know what the market value of your business is in your industry.” 5 - Members Of The Next Generation Don’t Like Working Together. Perhaps all of your children are capable, but they can’t seem to get along. “If they are not getting along now,” Monroe says, “it will only be worse once they are in business together. Turning the business over to them will impact your retirement plans, affect their lives, and possibly destroy the relationships they have with each other.” “Sometimes the difficult but smart decision is to sell the family business,” Monroe says. “It’s important to give yourself enough time to adequately plan, and you may want to consult with some specialists to ensure that you have as much information as possible prior to making a decision.”