Family Business United members can take advantage of the offer of complimentary tickets to attend any of the Homebuilding and Renovating Shows across the UK. The Homebuilding & Renovating Show, is the event for anyone who has a home project - big or small. Brought to you by leading Homebuilding & Renovating experts, the show can provide you with free expert advice, inspiring sessions and access to 100's of brands all under one roof. Shows take place across the UK each year including Birmingham, Glasgow, London, Harrogate, Farnborough, Edinburgh and Somerset providing inspiration for anyone undertaking a home project.

Strong leadership makes a measurable difference to business performance. When managers communicate clearly, support their teams and take ownership of results, organisations are more productive, more stable and better prepared for change. However, many managers step into leadership roles without formal training. They may be excellent at their technical job, but managing people requires a different skill set. Without structured development, this can lead to inconsistent performance, low morale and unnecessary staff turnover. Leadership and management apprenticeships offer a practical way to close this gap. More Than A Qualification Modern leadership apprenticeships are designed around real workplace responsibilities. Managers continue in their role while developing the skills they need to lead effectively. Learning is applied immediately, which means it is relevant, practical and grounded in day to day business activity. Programmes are available at different levels, supporting new supervisors, experienced managers and those preparing for more senior leadership roles. This makes apprenticeships a useful tool not just for individual development, but for wider workforce planning. Addressing Everyday Management Pressures Many organisations face similar management challenges: Difficult conversations being avoided Performance issues not being addressed early Inconsistent communication across teams Limited confidence in decision making High employee turnover Structured leadership development helps managers build confidence in areas such as communication, coaching, performance management, planning and team motivation. As these skills improve, so does team engagement and accountability. Better management often leads to better retention. Employees are far more likely to stay in roles where they feel supported, valued and clearly directed. Building A Stronger Leadership Pipeline Leadership apprenticeships also support succession planning. Rather than recruiting externally every time a senior role becomes available, organisations can develop talent from within. This approach protects organisational knowledge and strengthens culture. It also sends a clear message to employees that progression is possible and development is taken seriously. Over time, this creates a more resilient and capable management structure. A Cost Effective Way To Develop Managers For many employers, apprenticeship funding makes leadership development accessible. Levy funds can be used to cover training costs, and non-levy employers receive government support towards programme fees. Compared to short courses or one off training days, apprenticeships provide structured development over time. Managers receive ongoing support and are assessed against recognised standards, which helps ensure accountability and measurable progress. A Partnership Approach The most effective leadership programmes are delivered through strong collaboration between employer, learner and training provider. When development is aligned with business objectives, it has far greater impact. Training providers such as edn.training work alongside organisations to ensure leadership apprenticeships remain practical, relevant and focused on real workplace outcomes. Investing In Leadership Strong leadership influences productivity, culture, employee wellbeing and customer experience. Investing in management development is not simply about gaining a qualification. It is about equipping people with the confidence and capability to lead well. In a competitive and constantly changing environment, organisations that prioritise leadership development are far better positioned for long term success.

Most families believe that their biggest risk and exposure is a financial one. The truth is the risk is not financial, it’s emotional. The emotional and human capital is what is most at risk and what could, if left unchecked, pose the greatest threat to the family and de-rail the succession plan and the legacy. Placing focus and investing time, as a family, into supporting and protecting the relationships within the family, needs to be made as much, if not more, of a priority as protecting the financial wealth. The human capital of a family legacy is often over-looked or deemed irrelevant or unimportant when planning and designing legacy and succession plans. Yet it is the one area of a family that can so easily pose the biggest threat to the successful outcome of well laid plans. If the relationships within the family are unbalanced, unhealthy, toxic or fractured, then the likelihood of a successful legacy and succession or wealth transition to the next generation is unlikely. The relationships between heirs, custodians and inheritors is what will have a direct, long lasting and deep impact on succession and legacy. Communication is at the heart of relationships and not all conversations are comfortable to have and can be confronting and emotional. However, the alternative of leaving things unsaid, can be far worse, and if left to escalate, can even be catastrophic. Engaging and inviting the next generation custodians into the family legacy and succession conversations is the first and best step to protecting the future of the family. Enabling and empowering the family members is where the practice makes the master, you can’t learn everything from watching from the sidelines. At some point, stepping on to the field and taking on a role and being an active and supporting team member is required. Learning requires two key elements, theory and practice, it’s a proven recipe for success and a necessary progression to improve and build confidence. Family offices and family businesses are excellent proving and training environments for family members to home their skills and develop experience in a safe environment. Great teachers and experienced mentors and advisors play a crucial role in guiding and developing the next generation in preparedness for family succession. Roles and responsibilities must be clear, relevant and within the capabilities of the family members. Goals must be attainable and realistic not too ambitious to avoid disappointment and failure, yet challenging enough to achieve experience, growth and confidence. Family alignment is an essential part of successful legacy and wealth transition, not just in aligned values, but aligned relationships and healthy communication. Next generation family alignment requires parents and children to have open and unencumbered conversations about the family relationships, the management of the family wealth and the rules and processes that go along with maintaining a healthy balance. Having the right team of financial and investment advisors is essential, having the right emotional and family guidance is irreplaceable and priceless. A family legacy without a family is no longer a family legacy, it’s a wasted opportunity and a preventable outcome given early intervention and the right advice. Given the onset of the great wealth transfer facing families today, now is the right time to be paying focused attention on the family relationships and taking action to protect the legacy. Protect the legacy by protecting the family relationships. What are you waiting for?

UK finance teams are at a critical crossroads, with demand for specialist talent accelerating faster than the function can modernise, and skills gaps intensifying. That’s according to new research from specialised talent solutions firm Robert Half. The firm’s latest data shows that Finance and Accounting is experiencing one of the fastest-growing hiring intentions across all professional disciplines. More than half (58%) of employers expect to increase permanent headcount by the summer, up from 50% in the second half of 2025. Meanwhile, 43% plan to hire contract or interim professionals, compared with 39% in the previous period. This demand is driven by the need for deeper technical expertise, with data analytics emerging as the most sought-after skill in the function, cited by 49% of employers. Close behind were generative AI solutions (48%), budgeting and forecasting (47%), financial reporting (46%) and financial analysis (45%). Skills Shortages Driving Salary Premiums The data also revealed that employers are increasingly prepared to pay more to secure niche talent. Financial reporting was identified by 39% of employers as the skill most likely to command higher compensation, followed by data analytics, financial modelling, expertise with business intelligence tools, and tax knowledge (all 38%). This trend reflects the value businesses place on professionals who can strengthen compliance, enhance planning accuracy and leverage advanced tools to support strategic decision-making. Matt Weston, Senior Managing Director UK & Ireland, at Robert Half, comments: “The Finance and Accounting function is evolving at a remarkable pace. Businesses are accelerating their digital transformation initiatives, resulting in extremely high demand for finance professionals who can combine technical rigour with modern analytical and AI-driven capabilities." "Employers are no longer looking solely for traditional accounting expertise. Instead, they want individuals who can interpret data, implement new technologies and support stronger financial governance." “We are seeing a clear shift towards building smarter, more adaptable finance teams. The challenge for employers is that these skills remain in short supply, intensifying competition for qualified talent and driving up salary premiums, particularly in areas such as financial reporting and analytics." "As companies continue the race to modernise, expanding both permanent and contingent workforces has become essential to keep pace with business demands and ensure finance functions remain effective and forward-looking.”

Against a backdrop of 15m not saving enough for their retirement and the government establishing a Pensions Commission to consider the issue, the Society of Pension Professionals (SPP) held the first in a series of events on pensions adequacy this month. Over 180 pension professionals attended the event and were asked what they thought is the biggest barrier that limits Generation Z’s interest in pensions. Generation Z is the demographic cohort born roughly between the mid-to-late 1990s and the early 2010s. More than a third (39%) of pension professionals who responded chose the option that pensions is “not a priority”, with more than a quarter (29%) citing “affordability” as the main barrier. 15% indicated that a lack of understanding/complexity was the main barrier. Other suggestions were believed to be less likely to act as a barrier, with “lack of trust” chosen by just 3% of respondents and “better alternatives” by 2%. Sophia Singleton, President of the Society of Pension Professionals, who chaired the event, said: “Industry needs to accurately identify any barriers to taking an interest in pensions before it can take steps to address them and encourage greater saving." "The SPP’s industry polling reveals that more than two thirds of pension professionals believe that the biggest barrier to Generation Z having a greater interest in pensions is that it’s simply not a priority or that it’s unaffordable." "It was interesting to note that a lack of trust or better alternatives – two reasons often put forward by commentators as reasons for younger generations not engaging, were in reality not thought to be significant barriers at all." "The Pensions Commission is focussing on Millennials (i.e. those retiring by 2050) because they are at risk of being left behind. That’s why we need to ensure our message is getting through to future generations.”

Mars Food & Nutrition is pleased to announce the appointment of Tim Mooney as General Manager for UK & Ireland, effective February 2nd, 2026. Mooney enters the role with over 25 years of UK and Global CPG & retail experience. His distinguished career includes leadership positions at Sainsbury’s, Safeway, Danone, GSK, and Mars, where he has excelled in customer, category, and commercial strategy roles. Since joining Mars Inc’s Global Customer Team in 2020, he has led global customer and category partnership initiatives, driving growth and collaboration across the Mars business. In his new role as Mars Food & Nutrition General Manager for UK & Ireland, Mooney will report directly to Hans Bakker, Mars Food & Nutrition Regional General Manager Europe. Bakker commented: "It is with great excitement that we welcome Tim to lead the Mars Food & Nutrition team in UK & Ireland. His extensive industry experience and strategic vision will be instrumental in driving the performance of our iconic brands to deliver category value through mutual and sustainable growth." Mooney joins the business at an important time, as it continues to drive and support its leading brands – Ben’s Original and Dolmio – with an exciting innovation agenda that includes the new and rapidly expanding ambient Ready Meals range. The business also continues to invest in its purpose partnerships, with 2025 seeing its inaugural landmark collaboration between Ben’s Original and Children in Need. Mooney added: "I am delighted to take on this role and look forward to working with our partners across the UK & Ireland to co-create value for our customers, consumers and the category" "Food & Nutrition is one of the most innovative parts of the Mars business with iconic household brands, and I’m incredibly excited to have the opportunity to build on the team’s success.” Tim Mooney succeeds Nick Reade, who is departing Mars after a decade of dedicated service and significant contributions to the business. He leaves with our thanks and very best wishes.

Speedo announces the extension of its partnership with the China Swimming Association (CSA) to sponsor and outfit the China Swimming Team at all international competitions, including the upcoming 2023 World Aquatics Championships in Fukuoka and the next two Olympic Games at Paris 2024 and Los Angeles 2028. The comprehensive agreement includes launching a new line of Speedo-branded China Swimming Team products and access to domestic championships. Speedo’s partnership with the China Swimming Association can be traced back more than 40 years. Today the brand sponsors some of the most exciting swim stars, including Speedo-sponsored athlete Wang Shun, who carved his name into history at Tokyo 2020. With this extended partnership, Speedo will supports China’s very best swimmers; freestyle swimmer Pan Zhanle who has swum the fastest times in the world for 100m and 200m this year, gold medallist Li Bingjie, Qin Haiyang, who swam the fastest times for breaststroke this year and rising star Yu Yiting. Speedo sets the standard of innovation in the pool. At the 2020 Tokyo Olympics, 69% of swimming medals were won by swimmers wearing Speedo swimsuits, caps or goggles. In the future, Chinese swimmers will play a pivotal role advising and testing the brand’s pioneering technologies. Speedo’s commitment to swimming in China includes the launch of a Speedo Swim United programme. The global programme aims to help more school children learn essential swim skills; inspiring the next generation of swimmers. The China Swimming Team joins Speedo’s roster of leading national teams of USA Swimming, Swimming Canada, German Swimming Federation and British Swimming.

Exactly 100 years ago Henkel began selling its first adhesive solutions to neighbouring companies. From the development of laundry detergent packaging adhesives for its own use to today’s advanced solutions in more than 800 industry segments the company's world-leading adhesives, sealants and functional coatings are integral parts of countless consumer and industrial goods. Henkel Adhesive Technologies shares the visions of its customers and enables the development of ground-breaking innovations in areas such as sustainability, mobility and digitalization. “With our pioneering spirit and innovative strength, over the last 100 years, we have become the world's largest manufacturer for adhesives, sealants, and functional coatings, creating value for more than 100,000 industrial customers, as well as millions of consumers. Our next step to create value across industries around the world is to develop the sustainable solutions necessary that enable circularity and CO2 reduction,“ explained Mark Dorn, Executive Vice President Henkel Adhesive Technologies. “Then as now, we collaborate with our customers to turn challenges into opportunities and to innovate products and solutions.” The success story of Henkel Adhesive Technologies began 100 years ago, because the company made a virtue out of necessity. After the end of the First World War, the occupation of the Rhine and Ruhr threatened to cause a shortage of adhesives at the company's home base in Düsseldorf, which were needed to seal the own product packaging for detergents. In 1922, Henkel therefore started to develop and produce paper, cardboard and packaging adhesives for its own use. With the construction and start-up of its own adhesives factory, the company also began selling adhesive products to neighboring companies on June 26, 1923. The first products included the painter's glue Mala and the wallpaper paste Tapa, both based on potato flour. Adhesive Technologies has globally pioneered through patented inventions, innovation power and strategic acquisitions. Inventions for example include the first Pritt glue stick in 1969, which took inspiration from the twist mechanism of lipstick and revolutionized papercrafts for more than 50 years. In 2001, Pritt was given a “Space-Proof” seal of quality and was sent to the International Space Station. In the industrial sector, adhesive solutions from Henkel have transformed production processes and product designs in automotive, electronics, packaging and many more. The technologies provide tailored functionalities that include strong bond, sealing, coating, conductivity of heat and electricity, recyclability and many more. With the acquisition of the Loctite Corporation in 1997 Adhesive Technologies successfully integrated capabilities to move the business to a new level. Today, Loctite is the world's largest adhesives brand. Henkel has demonstrated the diverse performance capabilities of its solutions in many ways over the past 100 years. In 1987, for example, Ceresit products were used in the renovation of the Great Wall of China. And in 2015, Henkel developed a customized adhesive to professionally reattach the broken-off beard of Tutankhamun's famous death mask. “We are very proud of our success story of 100 years at Henkel Adhesive Technologies. A look at the last 100 years impressively shows the continuous development of our technological know-how and market expertise. With this strong history of innovation and remarkable achievements behind us, we look forward to a bright future where Adhesive Technologies continues to make history and create the solutions of tomorrow,” concluded Mark Dorn. Watch a video with highlights and milestones from 100 years of Henkel Adhesive Technologies: The central focus of Adhesive Technologies' innovation activities today is on developing sustainable solutions for its customers. The business unit is consistently working on products that enable resource efficiency in production and during use throughout the entire life cycle and that are based on renewable or recycled raw materials. In addition, Henkel offers a growing portfolio for the recyclability of, for example, packaging or consumer goods and the repairability of everyday products. To take its innovation capabilities to the next level, Adhesive Technologies has opened its Inspiration Center Düsseldorf at its home site in 2022. In this modern innovation center with more than 30 laboratories, over 650 Henkel experts work on highly effective and sustainable solutions in adhesives, sealants and functional coatings. At the same time, the state-of-the-art building serves as a global customer center where Adhesive Technologies presents its entire technology portfolio and strengthens collaboration with its customers from over 800 industry segments. In 2023, the business unit will gradually open another global innovation center in Shanghai.

The Biesterfeld Group has acquired Aerontec, a leading South African supplier and distributor of advanced composite materials and related technology. The closing was completed. Through this transaction, the Biesterfeld Group has become the 100 percent shareholder of Aerontec Pty Ltd. Biesterfeld is continuing its geographical expansion, laying the foundation for the long-term expansion of its market position in a highly attractive region, not only in the composites sector but beyond it too. Aerontec Pty Ltd, founded in 2002, has developed into a leading distributor of advanced composite materials in South Africa. Aerontec´s product offering includes an extensive range of materials especially for the marine, transportation, consumer goods and aerospace industries. The company has certified warehousing and distribution facilities in Cape Town, Johannesburg, Jeffreys Bay and Durban. Dirk J. Biesterfeld, Chairman of the Supervisory Board of Biesterfeld AG, explains: "The sub-Saharan region is of high interest for Biesterfeld. With this acquisition, we are not only pursuing our global growth strategy but have also gained a great team, which shares the same goals and values that we hold at Biesterfeld." "I welcome Graham Blyth and all new colleagues as part of our Biesterfeld family. We are looking forward to a successful future together." Stephan Glander, CEO of Biesterfeld AG, adds: "Founder Graham Blyth and his team have built a very successful, fast-growing company, which combines distribution and logistics with outstanding technology expertise and differentiated services in composites." "That is why they are a perfect match with our strategy of geographic expansion and an even stronger focus on technology and consultancy-driven businesses. We look forward to building on Aerontec´s success, working together to develop markets and providing customers with even more value-added products and services." Graham Blyth, founder and Managing Director of Aerontec, emphasizes, "Biesterfeld is a leading international distributor of plastics, rubber and speciality chemicals with high reputation and know-how, and therefore a great company to speed up our growth on a solid basis." "In addition, and even more importantly, it is a family business with people sharing the same DNA in terms of how to do business. I look forward to joining our forces and expertise to accelerate the solution portfolio for our customers and the growth in the composites markets and beyond." The parties have agreed not to disclose details of the transaction.

FLO S.p.A. founded near Parma in 1973 by Antonio Simonazzi is now Europe’s largest manufacturer of plastic vending cups and a leading player in the production of disposable tableware. The company’s turnover exceeds €100 million. Antonio’s son, Daniele, joined the family business after completing a degree in mechanical engineering and undertaking Italy’s compulsory military service. It wasn’t assumed that he would join FLO but his father’s passion for his company seeped in to the family’s DNA and, as a result, Daniele, his sister Erika and her husband all joined FLO in executive positions. Following a period developing FLO’s business opportunities, Daniele became CEO of the company on the death of his father three years ago. Daniele’s mother became chairman of the board, holding the majority of shares but without an operational role in the company. On taking over the running of the business, Daniele became aware of the huge weight of stakeholders’ expectation on his shoulders. “People who had worked alongside my father, who had been with the company from the very start – my father’s trusted advisers – were now looking to me to fill his shoes. My father left us suddenly and they were not ready for the changeover. I could sense their concerns about my moving in to this senior role. It was a really steep learning curve at the start.” For example, he had little if no idea about the full implications of being a director when he first took over. “Being a director isn’t just about running the business – there are wider legal and risk issues as well. What are you liable for? I didn’t know.” He needed advice to help him understand and manage effectively the legal consequences of the decisions he was making. Daniele also realised he needed to dramatically change how he dealt with family members. “A key learning for me was to understand the difference between the types of conversations you need to have. If I’m talking about a business issue with a family member who’s a director, I’m speaking to them as a peer; if they’re managers I’m speaking to them as their boss; if I’m speaking to them as a shareholder then that’s another conversation entirely, which possibly shouldn’t take place. Situations can look confused, even misleading. Compromising can often be detrimental to sound business governance and wider family relationships.” Daniele also learned that it can be ‘lonely at the top’. That’s why it’s so important to have someone who isn’t a family member as a mentor – someone who’s utterly discreet and trustworthy and can provide an objective external perspective on both business and family business issues. Under his leadership, FLO has negotiated a period of considerable change and met some significant business challenges, including acquisitions in the UK and, more recently, in Spain. European regulation around the use of plastics in the sector continues to be an issue and could even force changes in both products and technology for the company. Looking to the future, and the role of next generation members, Daniele wants to avoid what he refers to as “the family business obsession”. He says he doesn’t talk about FLO with his three young sons, nor does his sister Erika with her three sons, as they don’t want them to feel under any pressure to join the firm unless they want to. “We’d be delighted if they did, but we’d want them to develop a career outside the company first. And if they do join, they’ll have to have the right skills. Family businesses go wrong when family members are given jobs they’re not suited to. If they join the company they need to have something to offer in whatever position they may take, not necessarily an executive one. It’s tough enough being a family member”. This feature forms part of the PwC Global Family Business Survey 2016. It has been reproduced with permission of PwC.

Over in the Far East, international transport and logistics company Gebrüder Weiss is offering dedicated e-commerce solutions for some of China’s most prestigious baijiu brands. Made from fermented sorghum or other varieties of grain, baijiu is considered China’s national drink and is one of the world’s most popular spirits. Premium baijiu brands are considered luxury goods and a status symbol in China.  Yongquan Chen, General Manager of Gebrüder Weiss in China, remarks: “We have set up a warehouse in the western Chinese city of Chengdu, complete with its very own team, and developed a logistics solution designed to meet the specific requirements for high-end spirit brands." Gebrüder Weiss operates 19 branches in the Greater China region. The company’s services include storage, packing, delivery throughout China, insurance options, shipment traceability, and professional customer service. As soon as a customer orders these products through any of China’s numerous online retail platforms, the relevant data is sent straight to Gebrüder Weiss for order fulfillment. The goods are then collected from the warehouse, inspected, provided with a code, and packed up before being shipped to the end customer by truck or air freight. Many of these famous spirits are produced in the area around Chengdu, a major metropolis in the province of Sichuan. Chengdu is the most modern and economically important city in Western China and serves as a key transport hub. Gebrüder Weiss has been running its own location here since 2006. Wang Xikai, Head of E-Commerce at Quanxing says: Gebrüder Weiss provides its services to baijiu brands, including Quanxing, Fenggu, Jiangkouchun, the Sichuan Liquor Group (Chidu), and Xiaojiaolou. “Gebrüder Weiss’ services have improved our logistics and reduced the amount of damage to our products during transport.” “This has enhanced our customers’ shopping experience and is helping us to hold our own amid the tough competition in e-commerce.” Premium spirit brands face a host of challenges when it comes to e-commerce and warehousing. “If the spirits themselves and the packaging are not professionally managed and tracked, this allows fake products to break into the market, which damages the brand’s reputation and undermines customer confidence,” explains Yongquan Chen. Flexibility, quick response times, and reliable customer service are crucial for enabling brands to adapt to changes in consumer structure and consumption patterns. Traceability guarantees authenticity Ensuring traceability throughout the process is essential: High-end baijiu products are expensive, and customers absolutely need to be able to trust that they are true originals. “The authenticity of any returned products needs to be verified too,” points out Yongquan Chen. “Our tracking and management system with unique QR codes and corresponding order numbers guarantees this.” The warehousing system assigns each order parcels or gift boxes in the right size. The customer service team is quick and professional in dealing with any after-sales issues, such as overdue orders or changes of address.

A Greenock business that has seen significant growth is now set to target the European market. LilyBee Ltd was set up in June 2021 by Katy Kennedy, who started to feel the onset of the menopause which affected her badly, meaning she had to take early retirement from her position as an ICU neonatal nurse at Yorkhill Sick Children’s Hospital in Glasgow. Looking to get through some of the debilitating symptoms she was experiencing, including sleeplessness and low energy, Katy created a magnesium cream in her own kitchen, which offers a natural solution for menopause symptoms and other ailments. With support from Business Gateway, her partner Robert and daughter Lauren, Katy went on to create her team, which now operates as a fully-fledged business, manufacturing and selling a range of creams and skincare products. The product range, which now includes a sea moss moisturiser and a bamboo skin polish, are all made from 100% natural ingredients, exclude any parabens or toxins and use packaging that is 95% biodegradable and 100% recyclable. Business Gateway has worked with Katy throughout her business journey, helping her to develop her business plan and being instrumental in helping her open her first premises. Having successfully operated in several high-growth markets over the last few years, with Amazon a main customer, Katy now plans to broaden LilyBee’s market even further by targeting Europe. Katy Kennedy, owner, LilyBee Ltd, said: “We’ve had such a great response to our initial products, and it feels like 2025 is the right time to take the next step in our business journey." “Business Gateway has been so supportive throughout our whole business journey – they helped us get our premises in Greenock and signposted us to a start-up grant that was crucial in helping us set up our operations. I look forward to their continued support as we broaden our market this year.” Mario Alonzi, Business Gateway adviser, said: “It’s been great to support Katy on her business journey, and I look forward to seeing LilyBee grow from a trusted wellness brand into an exciting new frontier in the animal care market." “LilyBee’s dedication to quality, innovation and natural health solutions is inspiring, and I have no doubt that their expansion will bring the same exceptional benefits to European customers.”