Family businesses are, by design, intergenerational enterprises. Their continuity is their strength, but it also presents one of their most complex challenges: navigating the differing attitudes, competencies and expectations around technology between generations. As digital transformation becomes a prerequisite for survival rather than a strategic option, these differences can either propel a family business forward or hold it firmly in the past. Around the world, family firms are grappling with how to modernise while preserving the ethos that made them successful in the first place. Technology adoption is rarely just a technical decision, it is a cultural, emotional and strategic one. And when generational perspectives diverge, the path to building a sustainable business for the future can become contested terrain. Roots in Tradition, Pressures of Disruption Older generations in family firms often built their success on personal relationships, deep craft knowledge and incremental improvement. Their leadership styles tend to value caution, reliability and proven methods. For many, technology carries a different meaning: it can feel like a disruption to systems that have already stood the test of time. There is also a fear, sometimes unspoken, that digital tools may undermine human judgement or erode the personalised service that differentiates them in the market. Younger generations, by contrast, have grown up in a digital-native world. They understand technology not as an add-on but as the backbone of modern business. For them, data analytics, CRM systems, artificial intelligence and digital marketing are not threats to tradition but essential enablers of growth, relevance and competitiveness. The friction arises when enthusiasm for rapid change meets a worldview shaped by decades of operational and financial stewardship. The Risk of a Strategic Stalemate When generational differences become entrenched, family businesses risk strategic inertia. Senior leaders who resist investment in new technologies may inadvertently restrict the company’s ability to adapt to changing customer expectations or market dynamics. Younger family members may feel frustrated, under-utilised or unheard, leading in some cases to an exodus of future talent, one of the greatest risks to long-term continuity. This stalemate is rarely about technology alone. It often reflects deeper issues: family hierarchy, concerns about control, differing risk appetites and conflicting visions for the business’s identity. Technology becomes the battleground on which these broader tensions are played out. Trust, Transparency and the Technology Conversation To navigate these differences, sustainable family businesses focus first on communication. Transparent conversations about what technology is for, not simply what it costs, can reframe resistance. Senior leaders often respond better when technological investment is linked to tangible outcomes: improved margins, greater resilience, reduced operational risk or enhanced customer retention. Conversely, younger family members must understand the emotional and practical stakes for older generations. The technology conversation is as much about trust as it is about transformation. Respecting the contributions and concerns of long-standing leaders helps create a climate where modernisation feels like evolution rather than rupture. Creating a Shared Vision of the Future Many family firms find that developing a shared long-term strategy, one explicitly tied to sustainability, continuity and competitive relevance, helps bridge generational divides. This strategy provides a neutral framework within which technology adoption becomes a means rather than an end. It also allows differing perspectives to be integrated: the elders’ instinct for stewardship combines with the younger generation’s appetite for innovation. Future-focused family businesses often formalise this process by incorporating scenario planning, technology roadmaps and digital literacy sessions for senior leaders. These tools democratise knowledge and reduce the asymmetry that can fuel generational mistrust. The Role of Governance in Reducing Conflict Professional governance is one of the most powerful mechanisms for resolving generational differences. Advisory boards with independent experts, family councils and clear frameworks for strategic investment decisions help remove the personal friction from technology debates. When family members operate within defined structures, where proposals are assessed objectively and decisions documented transparently, discussions become less about power and more about business outcomes. Independent board members, in particular, can be invaluable. They can translate between generations, challenge entrenched views, and articulate the market realities that necessitate technological change. Embedding Digital Competence Across Generations Sustainable family businesses invest heavily in building digital capability, not just among younger members but across the entire organisation. Training programmes, cross-generational mentoring and reverse mentoring (where younger employees coach senior leaders) help create a shared language around technology. This dual investment is crucial. If only younger leaders understand the digital strategy, implementation will falter. If only senior leaders control strategic decisions, innovation may stagnate. A sustainable technology culture requires competence and confidence at all levels. Balancing Tradition with Modernisation One of the most profound challenges is reconciling the emotional attachment to legacy practices with the practical necessity of change. Smart family businesses treat tradition as an asset, a source of identity, loyalty and differentiation, but not as a constraint. The question shifts from Should we change? to How can we modernise without losing who we are? For some firms, this means using digital tools to enhance longstanding strengths: e.g., using CRM systems to scale personalised service, or deploying digital diagnostics to preserve craftsmanship in manufacturing. For others, it requires reinventing entire business models while retaining the founding ethos. Tech Adoption as a Stepping Stone to Succession Technology can become a strategic pathway for intergenerational succession. Younger leaders often take ownership of digital transformation projects, giving them meaningful responsibility and proving their competence. Older leaders, in turn, can view these initiatives as a controlled and measurable way to test readiness for broader leadership roles. Handled well, technology becomes a bridge between generations, a collaborative project that strengthens relationships rather than strains them. A Shared Future Built on Combined Strengths Generational differences around technology are not a flaw in family businesses; they are a natural result of bringing diverse life experiences into a shared enterprise. When approached thoughtfully, these differences become a powerful source of strength. The wisdom, caution and historical perspective of senior leaders combined with the technical fluency and ambition of younger members create a leadership model that is uniquely suited to long-term sustainability. The family businesses that thrive in the coming decades will be those that turn generational tension into generational synergy, using technology not to erase tradition, but to extend it into the future.

The biography of a prominent North West artist has been unveiled at a specially organised book launch at a spa resort on Windermere. ‘Fields of Marks’ celebrates the life and work of Milan Ivanič, whose drawings and paintings are currently on display in the Art in the Atrium gallery at Low Wood Bay Resort & Spa. Written by Roz Ivanič, Milan’s wife of over 50 years, the book blends the story of their life together with details of his working practices as an artist. Every page of the narrative is illustrated with Milan’s paintings, drawings and prints, with their style, lines and colours bringing vivid immediacy to the accompanying words. English Lakes Hotels Resorts & Venues hosted the book launch event at the spa resort in partnership with Lancaster based Gavagan Art. Milan’s story and journey as an artist is told as much through pictures as through words. It begins with his childhood as ‘the boy who couldn’t stop drawing’ in the 1950s in the Socialist Republic of Czechoslovakia, and his life-changing decision to leave in 1970 for a future with the author. Mary Gavagan from Gavagan art says: “This is a pathbreaking biography of a great talent, a first-hand account of one painter’s passion for capturing the world around him. It also tells the heart-warming story of Milan’s decision to settle in England and marry Roz, and how he went on to make a name for himself as a freelance artist here.” Simon Berry from English Lakes Hotels commented: “Fields of Marks is a real collector’s item for art enthusiasts, especially those keen to support fine art and artists in the North West. With Roz’s book being published during Milan’s gallery exhibition at Low Wood Bay, it was perfect timing for us to host the launch and celebrate their success.” Before writing Fields of Marks, Roz Ivanič worked in secondary, further and higher education, including in the Linguistics Department at Lancaster University, and specialising in the teaching of writing. She has previously published books and articles about her research on identity in academic writing, and on everyday literacies as resources for learning. Fields of Marks is on sale at Low Wood Bay Resort & Spa at a reduced price during Milan’s current exhibition, Capturing the Northern Landscape, which runs until the new year. Copies can also be ordered by contacting info@gavaganart.com

Independent insurance and risk management firm TL Dallas has strengthened its senior leadership team with the appointment of Mark Whiteley as head of trade credit. Mark joins the Bradford-headquartered, family and employee-owned group following a strategic career spanning more than 30 years in the credit insurance and broking sector, including senior leadership roles at Xenia Broking. Mark previously played a key role in shaping Xenia’s digital strategy and driving growth through enhanced business relationship management. His experience includes leading digital transformation programmes, developing industry partnerships and supporting clients across complex trading environments. Commenting on his appointment, Mark said: “During the past 30 years, I have consistently looked at TL Dallas with the utmost respect due to the exceptional calibre of their team and the high standard of service delivered to clients." “It’s an exciting time for TL Dallas, which has made several high-profile acquisitions in recent years and is now keen to invest in further developing its trade credit offering in today’s uncertain environment, which represents a highly compelling proposition." “I would also like to extend my appreciation to Peter Hodgson, who has led the team for the past year, facilitating a smooth transition after Simon Hyde’s retirement. I am now looking forward to continuing to work with Peter, in his new strategic Group role, and the rest of the Board." “Looking ahead, I anticipate engaging with colleagues and clients across the trade credit industry, as well as supporting colleagues throughout the wider organisation. In addition, I look forward to collaborating with our stakeholders, especially insurers, who are already endorsing the investment in expanding this income stream.” Group managing director, Polly Staveley, said: “Mark brings deep sector experience, a strong track record of digital innovation and a clear understanding of how trade credit solutions can support clients in volatile markets. His leadership will be central to the next phase of our investment in trade credit, building on the strong foundations laid by Simon Hyde and the momentum developed by Peter Hodgson, who I am pleased to say will continue with the business in a group board role." “Demand for trade credit insurance continues to grow as businesses seek greater protection from insolvency risk, supply chain disruption and late payment. Mark’s insights and commercial expertise will help us expand our capabilities and deliver even greater value to clients across the UK.” TL Dallas has been providing trade credit insurance for more than 50 years and works with clients across the UK. The group employs more than 220 people across 14 offices.

SMEs say the Chancellor squandered a prime opportunity to ease pressure and stimulate expansion, new post-Budget polling finds. Nearly 500 SMEs have delivered a blunt verdict on last week’s Budget, with seven in ten calling for a cut in corporation tax in a snap poll run by Azets following the Chancellor’s statement. The online vote – conducted during a post-Autumn Budget webinar run by Azets, the UK top 10 accountancy and advisory supporting more than 80,000 businesses – reflects growing frustration among SMEs that the Budget offered “no meaningful relief” after a period of rising costs and faltering confidence. Peter Gallanagh, Azets’ UK&I CEO, said the Chancellor had “missed a golden moment” to back UK businesses by failing to signal a path towards a lower corporation tax rate, and called for the Chancellor to aim for Ireland’s 12.5%; the UK’s main rate is 25% for companies with profits above £250,000. Azets’ analysis of UK tax revenues shows that cutting the rate to 15% could potentially save businesses a total of around £36 billion, £4,000 for an SME making £70,000 a year profit and around £100,000 for a firm making £1m a year profit. Peter said: "Ireland’s 12.5% corporation tax rate has made it a magnet for global investment – creating jobs, boosting infrastructure and increasing tax revenues despite the lower rate." “The UK government needs to follow its example and introduce a corporation tax rate that allows businesses to reap the same level of benefits, encourages more multi-national companies to set up a base in Britain and creates extra tax revenue and more jobs. A decisive move in that direction would have sent a clear message that the Government sees business as a partner in growth, not simply a revenue line for the Treasury.” Gallanagh said SMEs were already under strain from rising employer national insurance contributions (costing £25bn a year), minimum wage increases, and the long tail of cumulative inflation – up more than 28% since the pandemic. “The Budget tightened the screws further,” he added. “Our snapshot webinar poll saw nearly 70% of respondents vote for a reduction in corporation tax to stimulate the UK economy – a clear indication of emphatic support by SMEs for change.” “SMEs were hoping for a pro-business statement, but instead got higher costs and no roadmap for making the UK more competitive. It’s hard to see how growth accelerates when the very businesses driving it face more pressure, not less.” According to government figures, corporation tax receipts for 2024-25 were £97.2 billion, up by 4% from the previous financial year and reflecting the full-year effect of the main rate increasing from 19% to 25% from April 2023 under the previous government. Parliamentary figures show that corporation tax in the last financial year was the fourth largest generator of public sector receipts after income tax at £305 billion, VAT at £172 billion and NICs at £171 billion. The latest results of Azets’ SME Barometer showed 45% of UK firms showed some form of pessimism about the economy, with a mixture of economic, political and geopolitical issues UK businesses’ biggest cause of concern: 53% are worried about higher labour costs, 50% are worried about a volatile and changing tax landscape, 45% are worried about reduced profit margins, and 41% are worried about geopolitical events. Gallanagh said a meaningful CT reduction would have given SMEs vital breathing space and helped unlock expansion, investment and job creation. “A lower rate would absolutely reduce Treasury income in the short term – but in the medium term it supports growth, investment, jobs, supply chains and ultimately increases tax receipts.” Before the Budget, Azets wrote to the Chancellor proposing seven practical measures to ease SME pressures, including a corporation tax threshold change.

UK small and medium-sized enterprises (SMEs) that are preparing to switch off for Christmas will leave themselves vulnerable to attack, according to new research commissioned by global cybersecurity company Kaspersky . The survey of 500 SME owners across the UK reveals that Christmas shutdowns have become a major cybersecurity blind spot. Nearly a third will close for three to five days, while others extend their break to a week or longer. More than four in five SMEs plan to close their business for at least a day over Christmas, while just 19% will remain fully operational throughout the festive period. Worryingly, IT oversight during holiday season downtime is inconsistent at best. While half of SMEs rely on in-house IT teams or external providers, a quarter will leave cybersecurity in the hands of non-specialist staff, and one in four admits that no one monitors their systems at all while the business is closed. This risk is sharpened by PwC’s Minimum Viable Company (MVC) concept, which highlights the essential services and systems that must remain protected to keep an organisation operational during disruption. For SMEs — whose critical functions are often concentrated in just a few technologies, processes and suppliers — even a short lapse in monitoring over Christmas can expose precisely the assets needed to stay viable. Despite this lack of specialist coverage, 82% of SMEs describe themselves as confident in their cybersecurity during the Christmas period. This over-confidence, combined with a lack of vigilance, is especially concerning, given that 35% of SMEs have experienced a confirmed or suspected cyber incident during a previous holiday season. The research shines further light on the potential for complacency, with almost a quarter (22%) of SME owners saying they are not worried about any particular cyber threat over Christmas, though phishing and ransomware remain among the most feared risks for those who are concerned. When asked what preparations they make before closing for the holidays, SMEs most commonly cited backing up data or installing routine updates, but roughly one in eight take no cybersecurity precautions at all, and only a minority test their incident response plans or warn staff about seasonal phishing scams. Looking to 2026, many SMEs acknowledge the need to strengthen their defences, but plans remain vague. While businesses express interest in improving backups, threat detection and staff training, only 19% say they will definitely invest in cybersecurity in the year ahead, and almost as many say they are unlikely to invest at all. “A toxic selection box of holiday pressures, year-end work deadlines, financial demands, and social obligations means December can be one of the most stressful times of the year. This is especially true for small business owners, who often take on more than their fair share of the workload over the festive period. IT security can slip off the ‘to do’ list for some,” warns Anna Papla, UK territory channel manager at Kaspersky. “Cybercriminals will take full advantage of vulnerabilities as many businesses shut down operations. But extended closures don’t have to mean extended exposure. With the right alerting and backup practices, SMEs can enjoy a very Merry Christmas.”

The workplace has changed faster than most leadership teams have adapted. Employees are expecting more clarity, more honesty, and a leadership presence they can actually read. Gen Z’s growing influence is speeding this up. Their standards around communication are reshaping what good leadership looks like inside UK businesses. Recent data backs this shift. Gallup reports that 85% of employees feel more engaged when leaders communicate openly. Edelman found that 82% trust a company more when its leaders are visible. And LinkedIn’s B2B Institute confirmed that 63% of people look at the leader before the company. The message is clear: people don’t just work for brands. They work for leaders. Libby Crossland, co-founder of The Leadership Visibility Co . (LVCo), sees this every day. “Most leaders assume their teams already know what they’re doing behind the scenes,” she says. “They don’t. When you leave people guessing, you create tension in the business that you never intended.” Here’s what employees are looking for from leadership in 2026. Clear, Steady Communication Employees want regular updates, not last-minute announcements that arrive during moments of pressure. It doesn’t need to be perfect, but it does need to be present. “Teams settle when they understand the thinking at the top,” Libby adds. “It’s not about the philosophical big speeches. It’s the small, consistent check-ins that keep people grounded.” Gen Z, in particular, expect leaders to communicate in a way that feels real and authentic, not rehearsed. They value directness, context, and leaders who don’t hide when things feel uncertain. Leadership Visibility That Feels Human Leadership visibility is about showing enough of your voice and judgement that employees feel oriented. Suzie Thompson, LVCo co-founder, works with leaders across SMEs, FTSE environments and high-growth businesses. She sees a pattern: “People pay attention when a leader talks like themselves. Straight answers and clear intentions, whilst dropping the corporate mask. When leaders speak that way, teams lean in and trust grows.” Research backs this up. Within companies where leaders show up consistently, internal trust rises, hiring moves faster, and culture stabilises. A Window Into How Decisions Are Made Employees want insight into the reasoning behind a major decision. They don’t need to know every detail, but they do need enough to understand the direction. Suzie explains it simply: “You don’t need to justify every decision. You just need to bring people with you. A sentence or two about the ‘why’ goes a long way.” Gen Z place a high value on fairness, transparency, and accountability. Leaders who explain their judgement build credibility. Leaders who avoid it lose it. Consistency Through Uncertainty The last few years have been shaped by rapid shifts: AI, hybrid working, inflation, restructures, industry disruption. In this climate, silence is unnerving. Harvard Business Review’s research shows that employees now rank clear communication from leadership as one of the strongest predictors of trust and satisfaction. “If leaders stay invisible during uncertain periods, teams start guessing,” Libby notes. “And guesses nearly always head in the wrong direction.” Being a Person, Not A Title Employees don’t need personal oversharing. They simply want enough of a sense of the person behind the role to understand how they operate. It’s the difference between working with someone and working under someone. Suzie puts it bluntly: “People follow humans, not job titles. When a leader shows even a fraction of who they are, everything softens. You get honesty, better conversations, and far less friction.” Why This Matters For 2026 The organisations that thrive in 2026 and beyond will be the ones where leaders show up with clarity and intention. Employees want leadership they can rely on. Leadership they can understand. Leadership that communicates early, not after the fallout. LVCo’s message is simple: "Make your leadership visible in the ways that really matter to your team. Your people notice it, respond to it, and they make better decisions because of it."

Most family businesses begin the investment conversation in the same way. You focus on what you know well. The markets you have built. The growth you have achieved. The momentum you can feel. You think about the numbers you will present and the commercial story you want to tell. All of this matters, and investors will study it closely. What often comes as a surprise is how quickly the conversation moves from the numbers to the people behind them. The People Story Behind The Numbers When a family business opens the door to investment, the questions that follow are rarely about profit alone. They are about leadership. They are about how decisions are made. They are about the family’s future role. These questions begin quietly, then become central to an investor’s view of the opportunity. Many families find this unexpected, because so much of what works internally is instinctive rather than planned. Roles evolve. Responsibilities shift. Decisions flow naturally through relationships, not reporting lines. It works because the family knows one another well. But to someone looking in from the outside, that instinct can feel hard to interpret. Investors want to understand how the business is actually led, and this conversation rarely starts with an organisational chart. They want to know how the family works together in practice. Who shapes decisions. Who carries the operational load. Which parts of the business rely on long-standing habits rather than formal systems. Families often find themselves explaining arrangements that have worked perfectly for years but are difficult to describe in a way that instils confidence. The Leadership Bench Beyond The Family The non-family team attracts just as much scrutiny. Investors are usually impressed by the loyalty and commitment they see. Many family businesses have people who have stayed for decades and who care deeply about the work. But investors also look for balance. They want to understand where the business is strong and where it is stretched. They want to know whether the leadership bench is equipped for the next phase, not just the current one. Families often know where the pressure points sit, but have never needed to articulate them. Once investment is on the table, those unspoken realities matter. How Decisions Are Made When No One Is Watching Decision making is another area investors look at closely. In many family businesses, decisions are made quickly and without ceremony. A conversation in the office. A quiet agreement between generations. A phone call between siblings. It works because trust is high and relationships are long standing. Investors are not looking to change this. They simply want to understand it. They need to know whether the business will still move at pace as it grows, and whether decision flow will remain strong if one or two key people become stretched. They are looking for resilience, not rigidity. The Future Role Of The Family Sooner or later, the conversation shifts to the future, and this is often the moment families find most challenging. Investors will ask what role the family wants to play after investment. They will ask how responsibilities might evolve. They will ask who is ready for more and whether succession has been considered beyond broad intention. Families who work well together often assume alignment without having discussed it. Investment brings those assumptions to the surface. For the first time, the family must describe how they see the next chapter, not just believe it will work itself out. Culture And What It Means For Growth Culture is another area that sits silently beneath the surface until investors start asking about it. Family business cultures are often built on long-term relationships, shared values and deep loyalty. People know what the family stands for and they try to uphold it. Investors value this more than most founders realise. But they will want to know whether the culture can stretch as the business grows. They look for signs that the business can welcome new people, adapt to new demands and hold firm to its values without relying entirely on personal relationships. Preparing For The Questions That Matter Most None of these questions are designed to unsettle a family. They are simply the questions that determine whether a business is ready for a more demanding chapter. Many families prepare diligently for the financial and commercial aspects of an investment discussion, yet enter the leadership conversation with far less clarity. The reality is that the people story carries as much weight as the financial one. It shapes confidence. It influences valuation. And it determines how straightforward the future relationship with the investor will be. Families who take time to reflect before the first investor meeting put themselves in a far stronger position. They think through how the family works today and how it might work tomorrow. They look honestly at the strength of the leadership team and understand where development or support might be needed. They talk openly about future roles rather than assuming answers will surface later. They consider how their culture can grow without losing what makes it special. In doing so, they discover something important. Preparing for investment is not just about presenting the best version of the business. It is about understanding the business more deeply. What has made it resilient. What has carried it this far. And what it will require as it moves into a new chapter. Good investors know that numbers tell only part of the story. Families who understand the people story and can explain it with clarity and confidence give investors something far more valuable than a financial model. They give them trust. They give them visibility. And they give themselves the best chance of securing the right partner for the future. About the Author - David Twiddle, Managing Partner at TWYD & Co ., specialises in the people and leadership challenges that shape family businesses. He works closely with founders and multi-generation families to bring clarity to roles, decision making and future leadership. His perspective is grounded in more than twenty years advising family enterprises across the UK.

Fairness is one of the most cherished values within families, and many parents in family businesses go to great lengths to treat their children equally. Yet, when a business is involved, along with money, legacy and leadership, the concepts of fairness and equality quickly become complicated. For families with more than one child in the next generation, what seems like an honourable commitment to equality can sometimes become the very source of conflict that undermines both family harmony and business success. Why Equal Doesn’t Always Mean Fair Parents often assume that fairness means treating each child the same. It feels safe, intuitive and protective of family unity. However, equality rarely reflects the realities of business life. Children grow into adults with different talents, ambitions and temperaments. One may be deeply committed to the business while another chooses a different career path entirely. Some siblings have strong managerial or entrepreneurial instincts; others are better suited to governance roles, or may prefer to be passive shareholders. When all siblings are given the same opportunities, responsibilities or influence regardless of these differences, the attempt at fairness can unintentionally create a sense of inequality. Those working hardest may feel exploited, while those less involved may sense pressure or inadequacy. As Paul Andrews, Founder and CEO of Family Business United explains, "This is one of the biggest issues facing parents who want to treat their children equally but it can be far more complicated than expected and tugs at the heart strings for many, especially if some are in the business and some not." Equal Ownership, Unequal Consequences Ownership distribution is a particular flashpoint. Many families divide shares equally among siblings to avoid the appearance of favouritism. But equal ownership can create tension when only one sibling is actively running the business. The managing sibling may feel responsible for generating value for everyone, while their brothers or sisters, who may be uninvolved, still expect dividends and have an equal vote on major decisions. Inactive siblings, meanwhile, may feel dependent on the active one, lacking the influence to safeguard their own interests. Conflicts then arise around reinvestment decisions, risk appetite and strategy, paralysing the business’s ability to move forward. As Paul continues, "Developing frameworks and governance procedures to enable appropriate involvement of the family members in the business decisions, or not, is important as it will help to define roles and responsibilities and minimise potential for disagreements. Rules are important as is the need for each individual to understand their role and how to fulfil it appropriately, and that may mean just being a responsible owner for some." The Succession Minefield Succession heightens these issues further. The leadership conversation becomes emotionally charged when more than one child might want to run the business, or when none of them do. Parents often avoid choosing a successor for fear of hurting someone’s feelings or being seen as biased. But postponing the decision rarely helps. Childhood rivalries, birth order expectations and old family dynamics quickly resurface. The eldest may assume leadership is their birthright; the most capable may feel guilty or defensive; the overlooked may harbour frustration or resentment. Succession is, at its core, one of the most profound tests of fairness within a family firm. As Paul continues, "This is a really difficult situation for many and may necessitate difficult conversations but at some point a decision needs to be made." "Creating a framework for determining successors and the process of selecting the next leader can really help to dispel some of the emotion but ultimately the best person for the role is the one that should be selected, however difficult that decision may be to take." "External advisers can certainly help in this area and open, honest conversations along the way can too." Emotional Undercurrents and Long Memories These emotional undercurrents run deep. In family businesses, siblings do not meet one another as neutral colleagues; they carry decades of shared history. Perceptions of parental favouritism, differing relationships with the founder and long-standing insecurities colour their interactions. Business disagreements often become entangled with personal narratives: assumptions about who was always “the favourite”, who “works harder”, or who “never understood the business”. Without clear structures and open communication, these sentiments can disrupt even the strongest operations. Redefining What Fairness Really Means Much of this turmoil stems from a misunderstanding of fairness. True fairness is not about identical treatment or symmetrical outcomes. Instead, it relies on clarity, consistency and respect. Families that recognise the distinction are better positioned to create equitable systems in which siblings feel valued, even if their roles and rewards differ. This may involve allocating responsibilities based on competence, defining transparent employment and remuneration policies, or acknowledging that ownership and management do not have to be linked. Governance Tools That Prevent Tensions Practical governance tools can help families navigate these complexities. A family constitution brings transparency by outlining shared values and setting clear expectations for ownership transfer, employment, compensation and dispute resolution. Independent board members introduce objectivity, helping separate emotional issues from strategic ones. Well-defined employment policies prevent accusations of nepotism or bias, while thoughtful ownership structures—such as separating economic rights from voting rights—can protect both active and inactive shareholders. Most importantly, succession planning should be treated as an ongoing dialogue rather than a sudden announcement. Towards a Constructive Model of Fairness Ultimately, the most successful family businesses are those that embrace fairness as a thoughtful, intentional design rather than a simplistic formula. They acknowledge that siblings are individuals with different strengths, dreams and contributions, and they plan accordingly. As Paul concludes, "When the next generation understands not only the decisions made but the principles behind them, they are far better equipped to work collaboratively." "In these families, fairness becomes a foundation for unity, not division, and the business stands a far stronger chance of flourishing through the generations."

Make UK is warning manufacturers that they risk facing substantial fines and even potential shutdowns through a failure to address key workplace health issues. The warning comes as the Health & Safety Executive (HSE) is now focusing far more pro-actively on workplace health as part of routine inspections. This is in response to a new ten year strategy to reduce workplace ill-health which has escalated significantly in recent years. According to the latest HSE data published last month, 1.9 million workers were suffering work-related ill-health in 2024/25, an increase of 200,000 from the same point last year. Almost all this increase was down to stress, depression & anxiety which increased from 776,000 to 964,000 cases. The increase in workplace health related issues amounts to over 30 million working days lost, costing the UK approximately £14bn bn a year. Figures also show that in 2024 HSE completed 246 criminal prosecutions with a total fine value of £33 million, of which half was related to workplace health. The new HSE strategy focuses on six key areas: manual handling; display screen equipment, COSHH, noise, mental health & stress. As a result, all HSE inspections are now focusing as much on health as on safety with inspectors routinely asking businesses what hazards they are addressing, what controls companies have in place and what processes are in place to ensure these controls are working. According to Make UK, unlike safety where the risks are more obvious and immediate and therefore easier to address, understanding the impacts on health is typically less obvious, harder to assess and, most importantly, can show itself years’ later meaning that employers can be at risk of prosecution in the future. Make UK is committed to improving health outcomes in UK workplaces & continues to support it’s members by offering expert advice, exemplar templates and even state of the art software solutions aimed at tackling this issue. Help for employers can be accessed via the link below. healthy workplaces | Make UK Commenting, Chris Newson, Director of Environment, Health & Safety at Make UK, said: “This is a welcome move from HSE to place workplace health on the same footing as safety in terms of importance given the alarming increase in workplace health issues. Manufacturers need to be aware of this dramatic new focus on enforcement by HSE and ensure they are addressing health as part of their routine controls for safety in the workplace." "This will come up more and more when inspections take place and companies need to ensure they have sufficient processes in place to maintain workplace health and controls to ensure these processes are working. Failure to do this will leave them at risk of potential prosecution and, in extreme circumstances, shutdowns until the issue is resolved.”

Lidl GB has published its first ever socioeconomic impact report which reveals that it generated £14.5bn in Gross Value Added (GVA) through its operations and supply chain in the financial year 2024 alone. As fastest growing bricks and mortar grocer for over two years running Lidl offers more value for people and is taking its suppliers, customers and colleagues on its journey to bring value to all. Coined as ‘the Lidl Effect’, the economic benefits driven by Lidl via its operations, investments and employment extend far beyond the basket. For example, Lidl is a significant taxpayer and in FY24 paid over £1 billion in tax which contributes towards public services such as the NHS, education, transport and state pensions. The report also highlights that for every £1 of direct value created by Lidl GB, its British suppliers generate an additional £7, with a further £2 added across the wider value chain. As part of its commitment to Backing British, Lidl invested £5.8bn in British food in FY24, with over two-thirds of the discounters’ products sourced from British suppliers. In this way, Lidl helps its suppliers to grow in order to build long-term and sustainable relationships. Through its direct operations and wider supply network, Lidl also supports 281,813 jobs both directly and indirectly in Britain from farm to factory. Underscoring the vital role Lidl plays in driving economic development in Britain. Reaching households from Dingwall in the highlands of Scotland to Penzance in Cornwall, Lidl stores across the country represent the positive impact the discounter delivers to communities. Every store and warehouse is linked to local charities to provide greater access to affordable, high-quality food through its surplus food donations, activated through charity partners including Neighbourly. 11% of UK households experience food poverty and the donations made through Lidl in 2024 provided 18.5 million meals, supporting 6.8 million people in need. Ryan McDonnell, CEO of Lidl GB, said: “We’re incredibly proud of the socio-economic impact that our operations bring to communities in Great Britain. Given that we’re on track to open hundreds more stores across the country, we’re encouraged by the numbers reflected in this report because they demonstrate our tangible contribution to the British economy as a whole." "Cutting the ribbon on our 1,000th store is a milestone moment for us as we celebrate not just another new Lidl, but the meaningful impact it will have. We know there are still many communities which could benefit from the Lidl Effect so we remain laser focused on delivering that through our ambitious growth plans.” Business Secretary, Peter Kyle said: "It’s brilliant to see a retailer like Lidl thriving in the UK, opening new stores, supporting a quarter of a million jobs and delivering billions for our economy. This milestone shows the confidence businesses have in our plan for growth, and I’m excited to see more opportunities like this open up in communities across the country." Since opening its first store in Great Britain in 1994, Lidl has been going from strength to strength – now reaching over 60% of British households and employing over 35,000 colleagues. Its teams are the backbone to its success and competitive pay is central to the discounter’s commitment. For example, during FY24, this resulted in pay awards totalling £392million above the UK Living Wage benchmark. The inaugural report comes as Lidl marks the opening of its 1,000th store in GB at East Grinstead, not only celebrating another new Lidl, but the socioeconomic impact it will make. The discounter shows no signs of slowing as Lidl invested £478million in the development of new stores and distribution centres in 2024, and renewing that investment, with £500million planned for its expansion plans this year. Looking to the future, the discounter is continuing to expand at pace and is committed to bringing suppliers and the next generation along in its journey, thereby creating genuine added value. Over the next five years, Lidl intends to double its original sourcing investment into British suppliers, to the value of £30bn. Plus, through its nationwide schools’ programme Lidl Foodies, over 250,000 primary school children will learn the importance of healthy, sustainable eating. Now in its second year, the initiative represents an investment of £650,000 over two years.

Family businesses occupy a unique space in the corporate landscape. Unlike publicly listed companies, they are built on relationships that predate formal contracts and financial statements. Loyalty, legacy, shared history and even love often intermingle with strategy, profit and growth. While this can be a source of extraordinary strength, it also brings challenges. Emotional differences and diverging perspectives among family members are among the most persistent and difficult issues to manage, and if left unaddressed, they can threaten both family harmony and business sustainability. The Emotional Landscape of Family Firms Unlike conventional businesses, family enterprises are shaped by multiple layers of emotion. Pride, loyalty, rivalry, fear and even resentment often influence decision-making. Older generations may feel a strong custodial responsibility to preserve the legacy of the business, while younger members may seek to innovate, modernise or challenge established ways of working. Siblings or cousins in leadership roles may compete for recognition, influence or succession, intensifying personal dynamics. These emotional undercurrents can subtly affect strategic choices, investment decisions and interpersonal relationships, sometimes with long-term consequences for the business. Recognising that emotions are an inescapable feature of family firms is the first step toward managing them effectively. Attempting to suppress or ignore feelings often magnifies conflict, whereas acknowledging them allows for structured dialogue and resolution. In practice, this means leaders must combine emotional intelligence with business acumen, navigating both the rational and relational aspects of decision-making. The Impact of Differing Perspectives Family members often bring very different perspectives to the table, shaped by generational experience, personal ambitions, functional expertise and cultural exposure. An elder family member may prioritise stability and risk avoidance, emphasising incremental growth and the preservation of legacy. Younger members, by contrast, may focus on innovation, market disruption or rapid digital adoption. These differing viewpoints are not inherently problematic; in fact, they can be a source of competitive advantage if managed constructively. The challenge lies in preventing divergence from descending into personal conflict or paralysis in decision-making. Differing perspectives also extend beyond strategy into governance, succession, finance and daily operations. For example, disputes may arise over reinvestment versus dividend policies, expansion versus consolidation, or the allocation of leadership roles. Without mechanisms to reconcile these differences, decisions can be delayed, morale can suffer, and opportunities can be lost. Structured Communication: The Key to Harmony Communication is the cornerstone of managing emotional and strategic differences. Family firms that thrive over generations often establish regular, structured forums for discussion. Family councils, advisory boards, and regular strategy meetings provide spaces where emotions can be expressed in a controlled environment, perspectives can be aired respectfully, and decisions can be recorded formally. Equally important is the establishment of clear communication protocols. Family members must learn to separate personal feelings from business decisions, use language that is inclusive rather than confrontational, and actively listen to opposing viewpoints. Facilitated sessions with neutral moderators, whether internal or external, can help ensure conversations remain productive and avoid escalation into personal disputes. Professional Governance as a Neutralising Force Professional governance structures can help mediate emotional and perspective-based tensions. Independent board members, family councils, and formalised decision-making procedures provide objective frameworks for debate. By introducing impartial voices and codifying processes for strategic decisions, family members are less likely to feel marginalised or overruled. Governance also sets boundaries for roles and responsibilities, reducing ambiguity and the personalisation of conflict. Many successful family firms establish protocols for conflict resolution, including the use of professional mediators or arbitration clauses in family agreements. These mechanisms not only manage disagreements but signal a culture in which conflict is acknowledged and addressed rather than ignored or suppressed. Building Emotional Intelligence Across Generations Sustainable family firms invest in the development of emotional intelligence across all members, particularly those in leadership positions. Training programmes that focus on self-awareness, empathy, conflict resolution, negotiation, and collaborative decision-making equip family members to manage both their own emotions and the emotions of others. Encouraging mentorship and cross-generational dialogue also allows younger members to understand the rationale behind elders’ decisions, while older members gain exposure to new ideas and approaches. A culture of psychological safety is essential. Family members must feel comfortable expressing dissenting opinions without fear of personal or reputational consequences. Creating this environment requires deliberate effort and modelling by senior leaders, demonstrating that differing perspectives are valuable inputs rather than threats. Succession and Emotional Management Succession planning is perhaps the most emotionally charged process in any family business. Decisions about who will lead next can provoke anxiety, rivalry, or resentment. Transparent processes, staged transitions, and objective criteria for evaluating candidates can reduce tension and create legitimacy. Family businesses that openly discuss expectations, roles, and responsibilities — ideally in writing and with professional guidance — are better able to separate business reasoning from personal sentiment. Succession planning should also include support for those stepping back from leadership roles, ensuring they remain engaged and valued without creating friction with incoming leaders. By managing both the business and the emotional dimensions of succession, family firms increase the likelihood of smooth transitions and long-term continuity. Leveraging Diversity of Perspective for Growth When emotional differences and diverse perspectives are managed effectively, they become strategic assets. Generational diversity can drive innovation, encourage critical thinking, and balance risk. Emotional awareness can strengthen leadership, improve stakeholder engagement, and foster a resilient corporate culture. Family firms that learn to harness, rather than suppress, these human dynamics often outperform competitors, combining the stability of tradition with the adaptability of fresh ideas. Emotional Mastery as a Leadership Imperative Family firms are human enterprises as much as commercial ones. Managing emotional differences and divergent perspectives is not a distraction from the business; it is central to its sustainability. By combining structured communication, professional governance, emotional intelligence, and transparent succession planning, family businesses can turn potential points of tension into sources of strength. The companies that succeed over generations are those that treat the emotional dimension of leadership with the same seriousness and rigour as financial, operational, and strategic management, recognising that people, not just processes, are the ultimate foundation of enduring success.

SMEs are borrowing more to pay for insurance underlining the importance of credit to help with budgeting as premiums increase, new research from the UK’s leading insurance premium finance company, Premium Credit , shows. Premium Credit’s Insurance Index, which monitors changes to insurance buying trends, found one in three SMEs (33%) who use credit to pay for insurance have borrowed more this year than in the previous year. The average amount borrowed was £1,600, nearly double the £820 recorded last year and higher than the £1,100 recorded two years ago. However, the main reason for taking on more credit highlighted by 44% is that it is more convenient, compared with 37% who blamed higher premiums for the increase and 35% who pointed to the rising costs of materials. The research found around half (49%) of SMEs value the ability to pay insurance monthly through finance offered by insurers or premium finance including 19% who use it for all bills. The key reason cited by two in five SMEs for valuing the ability to pay monthly is that it helps with budgeting while 1 in 3 say it improves cashflow. That is reflected in the growing popularity of using premium finance or finance provided by insurers. Around 62% of SMEs which use credit rely on premium finance or finance from insurers, compared with the 44% recorded by last year’s index and 33% two years ago. Use of credit cards has dropped slightly to 44% from 49% last year while 28% of SMEs in this year’s index used personal or business loans compared with 22% last year. Around a quarter (23%) of SMEs said it has been more difficult to secure credit in the past 12 months which is higher than the 10% recorded last year. Premium Credit’s research shows the cost of not having insurance for SMEs – around 22% say they were unable to claim for damage to property or belongings in the past five years because they did not have insurance or their cover was not good enough. That compares to 15% recorded in last year’s index and 12% two years ago. Around two out of five (38%) were unable to claim for £3,000 or more. Owen Thomas, Chief Sales Officer, at Premium Credit commented: “SMEs are borrowing more to pay for insurance but convenience rather than the rising cost of premiums is the main reason for the increase in borrowing." “Credit can play a role in supporting business growth by enabling firms to better manage cash flow and invest money elsewhere, with substantial numbers of firms using credit to ensure they maintain important insurance cover." “The research demonstrates that premium finance and finance offered by insurers are playing a growing role in providing credit to SMEs to help with for the cost of insurance.”