On a quiet industrial estate in east Leeds, among warehouses and ring roads, a familiar glow still flickers. It comes not from a screen but from polished chrome, curved glass and softly lit panels, the kind that once beckoned from American diners and British dancehalls. This is the home of Sound Leisure, one of the last companies in the world still manufacturing jukeboxes by hand. That such a business exists at all feels faintly improbable. That it thrives, exporting most of its products overseas and remaining family owned after nearly half a century, feels like a small act of cultural defiance. Sound Leisure was founded in 1978 by Alan Black, an electrical engineer with a fascination for the machines that once defined popular music culture. At the time, jukeboxes were already sliding into obsolescence, casualties of cassette tapes, home stereos and later digital media. But Black believed there was something enduring about the physical ritual of choosing a record, pressing a button and watching a machine come to life. Nearly five decades later, the company remains in family hands. Alan’s son, Chris Black, now runs the business alongside his wife, brother, eldest son and a workforce of skilled craftspeople drawn largely from the local area. From their Leeds factory, they craft wooden cabinets, wire electronics and polish metalwork that will end up in exclusive homes, bars, hotels and commercial locations across more than 45 countries. The machines themselves are unapologetically nostalgic. Many are modelled on classic American designs from the 1940s and 50s, complete with sweeping curves and glowing neon. But beneath the retro exteriors sit modern electronics, custom software and, in the majority of cases, the gentle crackle of vinyl. Sound Leisure was the first jukebox manufacturer worldwide to reintroduce a brand new vinyl playing jukebox, now its biggest-selling machine, a fact that neatly captures its willingness to lean into the past without becoming trapped by it. There is something quietly reassuring about the way the business operates. Apprentices learn traditional woodworking skills alongside newer technologies. Components are made and assembled on site where possible. Decisions are not rushed, and growth is measured rather than feverish. In an era of start-ups and scale-ups, Sound Leisure moves at a more human pace, concentrating on quality and honing its heritage. That rhythm has helped the company weather economic shocks, including the pandemic, which hit hospitality customers hard. While some orders dried up, demand from private collectors and overseas buyers continued. The resurgence of vinyl culture, driven in part by younger generations and custom builds for celebrities and world-renowned brands searching for tactile experiences, has also given the jukebox fresh relevance. Yet this is not simply a story about retro fashion. Sound Leisure’s machines are expensive, long lasting objects, designed to be repaired rather than replaced. In that sense, they stand in contrast to much of modern consumer electronics. They invite use, attention and care, qualities that feel increasingly rare. The family nature of the business shapes its tone. There is little appetite for relocation or outsourcing, despite the pressures facing British manufacturing. Leeds matters, not just as a base but as a source of identity and labour. Many employees have been with the company for decades, while others are second-generation workers themselves. Asked why jukeboxes still matter, Chris Black often returns to the idea of shared experience. Streaming services offer infinite choice, but they are private and invisible. A jukebox, by contrast, is communal. It announces itself. It turns music into an event. As Chris explains, “It is a real privilege to do what we do, manufacturing products that stand the test of time, creating memories for generations of families around the world that last a lifetime. I am really proud of what we do, our team and the quality of the products that we ship all over the world from our home here in Leeds.” “Being a family business is not always easy, and the uncertainty of the past few years has been tricky, but we continue to look to the future and have lots of exciting plans for 2026 and beyond." "As a family business, it is personal and I take immense pride in all that we do. Building on the legacy of the business my father founded, and continues to be a part of, makes it all the more special." "Family business matters to the UK economy in so many ways, as does manufacturing, and we will continue to be a Yorkshire manufacturing family firm, hopefully for generations to come.” In a world dominated by algorithms and earbuds, Sound Leisure’s glowing machines feel almost radical. They remind us that technology can be beautiful, that objects can have presence, and that family businesses, given time, patience and purpose, can still carve out space for themselves even when the rest of the world has moved on. To that extent, Sound Leisure is an iconic and powerful blend of past heritage, present drive and determination, and future ambition, continuing to create memories the world over. For more information on Sound Leisure the jukeboxes read more here .

In an industry often driven by short-term contracts and shifting ownership, Bagnalls stands out as a rare constant. Founded in 1875 and still family-owned nearly 150 years later, the Yorkshire-based painting and decorating specialist has grown from a small Victorian enterprise into one of the UK’s most respected names in its field — without losing sight of its roots. Headquartered in Cleckheaton with operations spanning the length of the country, Bagnalls has built its reputation on quality, craftsmanship and long-term relationships. From heritage restoration and major infrastructure projects to commercial and industrial contracts, the business operates at scale while retaining a distinctly personal ethos. At the helm today is Group Managing Director Stephen Bagnall, representing the fifth generation of the family to lead the company. For him, stewardship is as important as strategy. Stephen commented: “We’ve always seen ourselves as custodians rather than owners. The business has been here for generations, and our responsibility is to leave it stronger for the next one.” A Yorkshire business through and through Though Bagnalls’ reach is national, its identity is firmly rooted in Yorkshire values: straight-talking, hard-working and quietly proud. That grounding has shaped the way the company operates, from its approach to clients to the way it treats its workforce. “Yorkshire has a strong tradition of doing things properly,” Stephen explains. “There’s an honesty about that which runs through our culture. We don’t overpromise, and we stand by the work we do.” That philosophy has helped Bagnalls weather economic cycles, industry disruption and changing procurement models. While many competitors have been absorbed by larger groups, Bagnalls has remained independent — a conscious decision that informs everything from investment choices to staff development. People at the heart of the business Employing hundreds of people across the UK, Bagnalls places significant emphasis on training and long-term careers. Apprenticeships, many of them started by school-leavers, continue to be a cornerstone of the company’s workforce strategy. Stephen commented: "So many of our managers and senior people started on the tools, that creates a deep understanding of the job and a huge amount of loyalty. People feel this is a place where they can build a career, not just have a job.” That loyalty extends in both directions. The family ownership model allows Bagnalls to take a longer view when it comes to investment in people, equipment and safety — an approach that has paid dividends in retention and reputation. Balancing tradition with innovation While heritage is central to the Bagnalls story, the company is far from stuck in the past. Investment in modern coatings, digital project management and sustainable practices has ensured it remains competitive in a rapidly evolving sector. “Tradition doesn’t mean standing still,” Stephen says. “Our values stay the same, but the way we deliver has to keep moving forward. Whether that’s embracing new technology or improving our environmental performance, we’re always asking how we can do better.” Sustainability, in particular, has become an increasing focus, with the company working closely with suppliers and clients to reduce environmental impact while maintaining the high standards for which it is known. Looking to the next chapter Bagnalls celebrated its 150th anniversary in 2025, a significant milestone for the family and the business. Now the focus is firmly on the future. Growth remains important, but not at the expense of culture or quality. Stephen reflects: “Success for us isn’t just about turnover. It’s about reputation, about being trusted, and about knowing that we’re still a family business in the truest sense of the word." "Last year was an incredible year, celebrating our journey and remembering everyone who has played a part in it and it was emotional too. We moved into our new head office and built lots of references to the past in the design and refurbishment which adds our own personality and heritage to the offices but now we turn our attention to the future and the next 150 years and beyond.” In an age of constant change, Bagnalls’ longevity is a reminder that some business principles endure. Built on Yorkshire grit, family values and pride in workmanship, it is a company that continues to paint its future with the same care and attention that has defined its past

St Austell Brewery has announced a year-long partnership with renowned endurance athlete Nick Butter and the immersive running retreat company he founded - Run Weekends. The collaboration will see Proper Job 0.5% - St Austell Brewery’s first low-alcohol IPA - featured at running events globally. Run Weekends offers running retreats, trail running holidays and mountain adventures around the world. Each trip is designed for groups of relaxed, like-minded runners to explore new places, forge new friendships and connect with the great outdoors. It was founded by Nick Butter, who made a name for himself by becoming the first and only person to run a marathon in every country around the world. The partnership will see Run Weekends participants enjoy Proper Job 0.5% at their events, as well the opportunity for people to get involved in competitions and pick up exclusive giveaways - including the chance to win a spot on any UK or European Run Weekends trip. Since its launch in October 2024, St Austell Brewery’s Proper Job 0.5% IPA has already scooped four major awards, firmly establishing itself as one of the best-tasting low alcohol beers on the market. Brewed with the same care and character as the original Proper Job, it delivers bold, citrusy hop notes and a crisp, refreshing finish. It’s the perfect post run pint - all the flavour, none of the compromise, just without the alcohol. Matt Heal, Senior Brand Manager at St Austell Brewery, said: “We’re thrilled to team up with Nick and Run Weekends. Our shared values make it an incredibly organic partnership grounded in Cornish roots, all about championing connection and the joy of living adventurously - qualities that our award winning Proper Job 0.5% celebrates in every sip.” Nick Butter, founder of Run Weekends added: “Cornwall is where my love of running began, so partnering with St Austell Brewery - a like-minded company - feels very special. Run Weekends are all about community, curiosity and pushing your limits in a healthy, sustainable way. Proper Job 0.5% is the perfect fit as a great tasting low-alcohol IPA. We cannot wait to share the work that has been happening behind the scenes.” The collaboration began at the first two retreats this year in Cornwall and will continue globally - from mountain adventures in the Dolomites to the Pembrokeshire trails in Wales.

One of Scotland’s leading hotel groups, the Crieff Hydro Family of Hotels, has announced a landmark partnership with a trailblazing sleep and relaxation app, further strengthening its wellness offering across its portfolio. Founded by Scots Karen and Graeme Kerr, the partnership will see the introduction of the Tethered sleep and relaxation app in each of the Family’s hotels in Perthshire, the West Highlands, and Scottish borders. Inspired by Scotland’s landscapes, the app blends long form sleep stories, folklore, calming soundscapes and relaxing music into a soothing audio experience rooted in Scottish culture and connection. The move builds on the hotel group’s wellness heritage, which dates back to 1868, when Dr Thomas Meikle founded Crieff Hydro as the Strathearn Hydropathic Establishment - created to help guests cleanse, rest and rejuvenate. Guests staying at each hotel within the Crieff portfolio will be granted access to a ‘dreamscape’ bespoke to each property, carefully curated to promote deeper rest and relaxation, with the sounds of the surrounding nature, wildlife and distinctive atmosphere of each location. Production on the bespoke dreamscapes are now underway and are expected to be launched in early 2026. Charlie Leckie, Associate Director of Crieff Hydro Family of Hotels, said: “This partnership reflects our long-standing commitment to wellbeing in its broadest sense. Crieff Hydro began life in 1868 as a hydropathic and this is a modern way of bringing that same spirit to guests across our hotels." “Rest, sleep and reconnection are incredibly important to our guests, and Tethered offers something genuinely distinctive in this space. By working with a Scottish-founded brand that draws so deeply on our landscapes and stories, we are able to create experiences that feel authentic and aligned with who we are as a business." “Our hotels are set in some of the most remarkable locations in the country and this collaboration allows guests to not only carry that sense of place with them into the quiet moments of their stay, but when they return home, too.” Karen Kerr, co-founder of Tethered, added: “We created Tethered to help people slow down, switch off and reconnect, and there is no better setting for that than the places where the Crieff Hydro Family’s hotels are located." “Each dreamscape is being crafted to reflect the character, history and natural environment of each of the hotels, creating an experience that is both deeply calming and unmistakably Scottish." “We’re proud to be collaborating with a family business that shares our values and our belief in the restorative power of Scotland’s landscapes with a global audience.” As well as bespoke dreamscapes for each hotel, guests will also have unlimited access to a specially curated playlist designed to transport each listener back to the surrounding area of each venue. Karen added: “Even after guests return home, each track will allow them to revisit the feeling of being there. It's about extending the experience beyond the stay itself, giving guests a way to reconnect with the sense of peace and place, even when they’ve returned to the pace of everyday life.” Guests staying at Crieff Hydro Hotel and the Murraypark Hotel in Perthshire, the Isles of Glencoe Hotel, Kingshouse Hotel and the Ballachulish Hotel in the West Highlands and Peebles Hydro Hotel and The Park Hotel in the Scottish Borders will enjoy unlimited access to the dreamscape of the property they have visited and the playlist, as well as one-month free access to the Tethered app. To learn more and explore the range of hotels within the Crieff Hydro Family of Hotels, and to book, visit here .

A family charter or constitution, documents the shared vision and values of the family and its policies regarding the ownership and operation of the family business. It acts as a tool for establishing and maintaining the balance between the best interests of the business and the well-being of the family. Although it is not a legally binding document, it contains several statements of intent which reflect the consensus view of the family shareholders and it should be viewed in the context of the overall framework of governance for the business, supporting the business plan and the shareholders or partnership agreement. How Does A Charter Help The family charter covers key areas that families have to address when they work together helping to establish a framework for addressing the different roles that family members have within the business. However, the content of the family charter is key and it is not simply about having one, but more importantly, having been through the process of considering the different areas and determining a united approach to the issue for the family going forward. It is about what it can do for the family business, ironing out some of the grey areas, and providing a framework for the family going forward, as well as helping those not involved in the day-to-day running of the business keep in touch and make sure that their views are heard. It is essentially all about the family planning today for tomorrow’s predictable problems and the best time to consider writing a family charter is when the family is harmonious and time can be given to thinking about the future without too much emotion and anxiety. They also help to add openness to proceedings and avoid some of the issues that can manifest themselves in the family business – deferring discussions on matters that are potentially difficult, avoiding discussions on certain topics that are ‘taboo’ and avoiding topics that are just not talked about, inheritance, death, passing on the business to the next generation. It is not set in stone and needs to be regarded as a ‘living’ framework, updated as appropriate but staying with the family for many years to come. Things To Think About… There are a number of key questions that the family need to be able to review and discuss in order for the journey to be valuable, including: Have the protocols of the family ever been debated and written down? Would the family benefit from having some clear guidelines outlining the basis upon which the business will be run and owned? What impact will there be on the family when the next generation start to join the business? What governance mechanisms would be beneficial? Who should be involved with creating the new family protocols? Would an external facilitator help with the discussions? What goes into a family charter? All families and businesses are different and as such, there is no single solution as to what goes into the family charter, but the process that the family go through to create a charter encompasses understanding the different perspectives from different family members, developing unity and shared family goals and defining the culture and code of conduct for the family too. In essence, the family charter defines goals, articulates the values of the family and the business, establishes channels of communication to allow effective communication to take place between family members, identifies methods for decision making, and sets a framework for making decisions too. Some of the things that are encompassed in the family charter include: Defining the family vision, mission and values Setting out the family code of conduct in terms of their rights and obligations as owners and employees Defining the rules regarding family employment, remuneration, performance and appraisal Setting out guidelines for leadership and management succession Identifying the procedures for the appointment and role of the Chairman and any family Directors Clarifying the roles, responsibilities and powers of the Board of Directors Making clear the methods of educating the family and the next generation Clarifying areas that could lead to uncertainty in the future such as the rights and position of in-laws Documenting what to do in the event of a family disagreement. Setting out the family guidelines for charity and philanthropic activities Paving The Way For Future Success Family charters play an important role in the successful governance of the best and well-known family businesses around the world and although not always formally documented, the families that have discussed the issues and formulated an approach to deal with them should they arise are better placed to successfully navigate their way through them. In many instances, the experience and time spent as a family debating and drafting a family charter is more valuable than the actual document produced at the end of the process, and it is then established as part of the framework to help future generations to deal with the issues at hand. They clearly lay down the ground rules for the family and help to put in place plans to alleviate the adverse impact of issues on the family and the business, helping to ensure that success of the family business for future generations.

Bechtel has been selected by Harmony to deliver the Eva Copper Mine Project Copper Concentrator and Non-Process Infrastructure in Northwest Queensland, a landmark greenfield development that will establish a long-life open-pit mining operation. The project is set to become the region’s largest new copper operation and a key contributor to Australia’s critical minerals strategy, helping to advance the global energy transition. After successfully completing an updated front-end engineering design and a final investment decision by the Harmony Board of Directors in November 2025, Harmony has appointed Bechtel as its Engineering Procurement and Construction (EPC) partner to deliver the awarded project scope, leading to first production in 2028. “We are honored to partner with Harmony to deliver the Eva Copper Mine Project, a development that will strengthen Australia’s position in the global copper supply chain,” said Ailie MacAdam, President of Bechtel Mining & Metals. “Copper underpins modern infrastructure and the transition to a low-carbon future, enabling advances in infrastructure, technology, and electrification. This project will deliver lasting value for Queensland through jobs and opportunities for regional suppliers.” Bechtel is recognized as a world leader in copper project delivery, having executed 42 major copper projects over the past three decades, representing approximately 40% of the world’s copper production capacity. Construction of the copper concentrator and supporting infrastructure is scheduled to begin in 2026. Learn more about how Bechtel is advancing innovative, efficient mining solutions at Bechtel.com

As we move into 2026 and beyond, family businesses find themselves standing at a decisive moment in their long histories. The turbulence of the early 2020s has fundamentally altered the global business environment, pushing digital transformation into overdrive, intensifying geopolitical uncertainty and raising expectations around sustainability and social responsibility. Family firms have traditionally been seen as islands of stability within volatile markets, but the year ahead will demand an even greater level of focus, resilience and strategic foresight. The characteristics that have sustained them for generations, stewardship, long-term thinking and deeply rooted values, remain potent strengths, yet the pressures they now face are far more complex and far less forgiving. Understanding these new realities is essential for shaping a coherent agenda for 2026. Economic Uncertainty and Margin Pressure Economic uncertainty remains one of the most pressing concerns for family firms. Volatile interest rates, fluctuating energy prices, persistent inflation and unpredictable consumer behaviour continue to squeeze margins across virtually every sector. Manufacturing, retail and hospitality businesses are particularly vulnerable, caught between rising operational costs and customers unwilling or unable to absorb higher prices. Access to affordable finance has tightened, placing renewed emphasis on cash flow management and prudent budgeting. Meanwhile, consolidation across many industries means that competitive pressures are escalating. For family firms committed to high-quality products, fair employment practices and values-driven operations, protecting profitability without compromising their principles is becoming a delicate balancing act. Succession Pressures Intensify Succession, long a complex and emotional issue in family enterprises, is emerging as a more urgent challenge. Many founders who postponed retirement during the pandemic years are now stepping back, often without a clear or prepared successor. Younger family members increasingly approach leadership with different expectations, prioritising work–life balance, purpose-driven decision-making and professional governance. Families are therefore facing difficult questions about who should lead, how transitions should be managed and whether external management might provide the expertise required for future growth. The risk of leadership vacuums or rushed appointments is higher than ever, making succession planning an essential, strategic responsibility rather than a private family matter. Governance in a Complex World Governance, too, has become considerably more complex. As family firms expand, diversify or operate across multiple jurisdictions, informal decision-making structures have become insufficient. Stakeholders, including regulators, banks, investors and employees, now expect transparency, accountability and robust oversight on a level comparable to publicly listed companies. Many family businesses are therefore recognising the need to establish or strengthen advisory boards, bring in independent directors and update shareholder agreements to reflect modern family dynamics. Risk management frameworks must evolve as well, particularly in response to cyber threats and regulatory obligations. Professionalising governance no longer means surrendering entrepreneurial spirit; rather, it is becoming essential to preserving it. Digital Transformation: From Optional to Existential Digital transformation, once viewed as optional or disruptive to traditional ways of working, is now existential. The pace of technological advancement, driven by AI, automation, advanced analytics and rising customer expectations, is reshaping business models at astonishing speed. Yet many family firms continue to rely on legacy systems or instinct-driven decision-making. Modern businesses require updated systems, robust cybersecurity and a workforce confident with digital tools. The challenge is to integrate new technologies without erasing the personal touch, heritage or craft that make many family firms unique. Those who view digital transformation as an enabler rather than a threat are better positioned to thrive in the future. Attracting and Retaining Talent Talent remains another significant pressure point. Employees, particularly younger professionals, are demanding more meaningful work, clearer development opportunities and greater flexibility. Family businesses have long benefited from loyal workforces and a strong sense of belonging, but they now face competition from remote-first employers and global companies recruiting without geographic restrictions. Hybrid working has become an entrenched expectation, while younger generations are unwilling to accept slow, opaque career progressions. To remain employers of choice, family firms must invest in training, articulate compelling career paths and make their purpose clear, visible and relevant to employees across all levels. Rising Sustainability Expectations Sustainability expectations are rising just as quickly as regulatory obligations. Governments across Europe, the UK and Asia are tightening requirements around carbon reporting, supply-chain transparency and environmental responsibility. Consumers, too, are increasingly intolerant of greenwashing and quick to favour businesses with authentic, measurable commitments to sustainability. For family firms, whose meaning and legacy often span generations, this shift represents both a challenge and an opportunity. Embedding sustainability into strategy is no longer a moral aspiration; it is a business imperative that affects competitiveness, reputation and access to future markets. Geopolitical Volatility and Operational Risk Geopolitical volatility is adding another layer of complexity. Trade tensions, shifting global alliances, regional conflicts and politically motivated market barriers are reshaping supply chains in real time. Family firms that once relied on stable import–export routes or single-source suppliers are being forced to rethink their entire operational models. Many are exploring near-shoring, building multi-supplier arrangements or investing in more sophisticated logistics forecasting to mitigate sudden disruptions. Resilience is no longer about weathering storms—it is about redesigning business systems to remain functional amid constant change. The 2026 Strategic Agenda Given these challenges, the strategic agenda for family businesses in 2026 must be both focused and ambitious. Financial discipline needs to be strengthened, with firms rebuilding cash reserves, reassessing debt exposure and evaluating all investment decisions through both short-term and long-term lenses. Succession should be approached as a strategic, multi-year programme involving leadership development, external experience for future leaders, and clarity around the distinction between ownership and management. Governance must continue to evolve, ensuring transparency, accountability and well-defined decision-making processes that reflect the complexities of modern markets. Digital capability should become a central pillar of strategy, not an afterthought. Firms need to modernise their core systems, embrace AI and automation where they add real value, and invest in digital thinking across their workforce. At the same time, the family firm’s reputation as an empathetic, human-centred employer should be cultivated deliberately. This means creating modern working conditions, offering credible development pathways and expressing purpose in a way that resonates with diverse and multigenerational teams. Sustainability must also move from aspiration to execution, with measurable targets, transparent reporting and a commitment to innovation rather than compliance alone. Finally, supply-chain resilience should become a long-term priority as firms redesign their networks to cope with geopolitical unpredictability. Owning the Family Advantage Ultimately, the opportunity for family businesses in 2026 lies in leveraging the advantages that have long defined them. Their long-term stewardship, strong values, patient capital and authentic leadership are rare qualities in today’s short-termist corporate landscape. If they embrace the required transformation with confidence rather than hesitation, family firms will not only meet the challenges ahead—they will set the standard for what stable, meaningful and responsible business leadership looks like in an uncertain world.

For family businesses, 2026 is shaping up to be less about chasing the next big thing and more about stewardship and protecting what matters, while preparing for what’s coming. As technology accelerates, expectations rise, and generational transitions loom large, family firms face a familiar tension: how to modernise without losing their soul. The answer, increasingly, lies in clarity of purpose, disciplined execution, and long-term thinking, qualities family businesses have long claimed as their advantage. As Paul Andrews, Founder and CEO of Family Business United, puts it: “Family businesses don’t think in quarters. They think in generations." "That mindset is their greatest strength, if they use it well and 2026 is going to present family businesses with opportunities but there are challenges as the rate of technological change continues at a rapid rate." AI: A Tool, Not a Replacement for Values Artificial intelligence is moving rapidly from novelty to necessity. But for family businesses, the conversation around AI is more cautious, and more values-driven. Rather than racing to automate everything, many family firms are asking deeper questions: Where does AI genuinely add value? What should remain human? And how do we protect trust, with customers, employees, and family members alike? Andrews is clear that restraint can be a competitive advantage. “Family businesses don’t need to be first movers for the sake of it,” he notes. “Family businesses need to be smart movers — adopting technology in ways that enhance relationships, not replace them.” In 2026, successful family enterprises will embed AI into operations where it improves decision-making, efficiency, and insight, while ensuring governance, transparency, and accountability remain firmly in human hands. The Workforce Question: Loyalty Meets Change Few sectors feel the human impact of change as acutely as family businesses. Employees are often long-serving, deeply loyal, and personally invested in the firm’s success. As roles evolve around automation and digital tools, the challenge is not just upskilling, it’s reassurance. “People join family businesses for stability and belonging,” observes Andrews. “The agenda for 2026 is helping them see that change is not a threat, but a way to protect the business for the future. Family firms are all about the people they employ and the personal aspect of how they do what they do and people will remain integral to family business success but we will undoubtedly see different roles emerging too.” That means investing in training, encouraging cross-generational learning, and preparing next-generation leaders who are fluent in both technology and people. Leadership development, succession planning, and cultural continuity are inseparable. Sustainability: Long-Term Thinking Made Visible If there is one area where family businesses should feel at home in 2026, it is sustainability. Long-term stewardship, community responsibility, and reputation management have always been central to family enterprise, long before ESG became a reporting acronym. “Most family businesses were sustainable before sustainability had a label,” says Andrews. “What’s changing is the need to articulate that story more clearly and measure it more rigorously.” From supply chain resilience to environmental impact and local engagement, sustainability in 2026 is about making implicit values explicit, not chasing trends, but demonstrating credibility. Customer Experience Is Personal — Always Has Been While large corporates talk about personalisation as a strategy, family businesses have practised it instinctively for decades. In 2026, technology will enhance that advantage, but not replace it. AI-driven insights can help family firms understand customers better, anticipate needs, and deliver consistency at scale. Yet the differentiator remains human connection. “Family businesses win on trust,” Andrews emphasises. “Customers don’t just buy a product — they buy into a name, a reputation, and often a relationship that spans years.” Protecting that trust, particularly around data use and transparency, is non-negotiable. Resilience Over Recklessness Geopolitical uncertainty, cyber risk, and supply chain disruption are now part of the operating environment. For family businesses, the instinct is often to protect, but not to panic. “Family firms are naturally cautious, but caution shouldn’t mean inertia,” Andrews argues. “Resilience comes from preparation, not avoidance.” In 2026, resilience means investing in cybersecurity, diversifying suppliers, and building financial buffers — while remaining agile enough to seize opportunities when others hesitate. Growth, But On Their Own Terms Perhaps the defining question for family businesses in 2026 is not how fast to grow, but how. Growth is increasingly selective, values-aligned, and purpose-led. Many family firms are choosing depth over breadth, strengthening core operations, investing in people, and ensuring governance structures can support the next generation. As Andrews succinctly puts it: “The most successful family businesses don’t chase growth. They grow by design.” The family business agenda for 2026 is not about disruption for disruption’s sake. It is about stewardship in an age of acceleration. AI must serve people. Sustainability must be authentic. Leadership must be prepared. And growth must align with values. For family businesses willing to combine their traditional strengths with modern tools, without losing sight of who they are, 2026 is not a year of risk. It is a year of renewal.

Bechtel announced it received a three-year extension from the U.S. Department of Energy (DOE) to continue managing and operating the Waste Isolation Pilot Plant (WIPP) in Carlsbad, New Mexico. Under the leadership of the Bechtel-led Salado Isolation Mining Contractors (SIMCO), the site has surpassed its waste-shipment targets every year since the start of the contract, reaching its 1,000th shipment earlier this year. Mark Bollinger, Manager of DOE’s Carlsbad Field Office said: “We are pleased to extend SIMCO’s contract for the next three years. SIMCO has been an exceptional partner, safely emplacing waste from across the nation while completing critical infrastructure projects ahead of schedule and under budget, all without disrupting WIPP’s mission or compromising safety.” Since 2022, the SIMCO team has strengthened the nation’s only deep geologic repository for defense-related transuranic (TRU) waste by delivering major infrastructure upgrades, ensuring uninterrupted waste processing, and completing more than 2 million safe work hours in 2025 with no lost-time incidents. Ben Souther, Bechtel’s General Manager of Environmental and Security said: “Bechtel’s close partnership with DOE, our strong safety culture, and delivery focus has enabled us to lay the groundwork for safe, compliant and effective operations at WIPP for decades to come. The progress we’ve made over the past three years under SIMCO is a true credit to our people who continue to drive safe, smart solutions at WIPP.” Other recent milestones by Bechtel-led SIMCO include capital infrastructure improvement projects such as: Delivery of the Underground Ventilation System (UVS), the largest containment ventilation system in the DOE complex, over a year early, $10 million under budget, and with minimal impact to WIPP activities. Now operational, the UVS delivers 540,000 cubic feet per minute of clean air into the repository, more than tripling previous airflow. This substantial increase enhances worker safety and enables key activities like waste emplacement, mining and ground control to occur simultaneously. Completion of construction and start of operations for the new utility shaft (i.e., achievement of Critical Decision-4), more than a year ahead of schedule and $5 million under budget. This project adds ventilation capacity while also serving as another access and egress point into the mine. Completion of the $15 million refurbishment of the salt pocket and salt hoist, the sole channel for transporting mined salt to the surface. Years of geologic pressure had deformed the original 55-foot-deep cavity, requiring a full recut to restore function. Now complete, the upgrade enables WIPP to safely continue underground mining activities for Panel 11, the next waste emplacement panel. Located more than 2,100 feet underground, WIPP is a network of disposal rooms carved from an ancient salt formation. Originally designed, engineered and constructed by a team that included Bechtel, WIPP has operated since 1999, safely accepting TRU waste—including clothing, tools, rags, residues, debris, soil and other items contaminated with small amounts of plutonium and other human-made radioactive elements—from 22 generator sites nationwide. Over time, the salt naturally encapsulates the waste emplaced in disposal rooms and safely isolates it from the environment for thousands of years. Bechtel’s involvement with WIPP started in 1978, initially leading the site investigation and conducting geologic and seismic analyses. The team also handled mathematical modelling for waste and underground rooms, along with heat transfer and salt creep studies. Once the decision was made to move forward, Bechtel led engineering and major equipment procurement, managed construction planning and scheduling, and prepared safety analyses and environmental reports. For more than 75 years, Bechtel has partnered with the DOE to deliver nuclear operations, project management, construction, cleanup, decommissioning, remediation and closure at legacy nuclear and hazardous waste sites, making the world cleaner, safer and more secure. To learn more about Bechtel’s work supporting DOE Missions, visit here .

Walk down any high street in the UK and you’ll find them everywhere, the family-run bakery that knows your order before you speak, the engineering firm quietly exporting British expertise around the world, the hotel where hospitality is a point of pride passed down through generations. Family businesses are not a niche part of the economy. They are the backbone of it. As Paul Andrews, Founder and CEO of Family Business United explains, "At a time of economic and political uncertainty, technological change and shifting consumer values, supporting family businesses has never been more important." "Family firms need policies that support investment and afford them opportunities for growth and certainty in policies that enable long-term decisions to be made." The Backbone of the UK Economy Family businesses account for a significant proportion of UK enterprises, employing millions of people across every region and sector — from agriculture and manufacturing to retail, hospitality and professional services. Many of the UK’s most enduring brands started life at the kitchen table, built on determination, resilience and a long-term vision. Unlike businesses driven purely by quarterly returns, family firms often think in generations rather than financial years. This long-term mindset makes them more resilient in downturns and more committed to sustainable growth. Rooted in Their Communities Family businesses don’t just operate in communities — they are part of them. They sponsor local sports teams, support schools and charities, and provide stable employment in towns and villages that might otherwise be left behind. When you support a family business, your money tends to circulate locally, strengthening the regional economy rather than disappearing into distant shareholder accounts. In many areas of the UK, family firms are major employers and community anchors. A Human Approach to Business One of the defining characteristics of family businesses is their personal approach. Decisions are often made by people whose names are on the door — people who are directly accountable to customers, employees and suppliers. This tends to foster: Higher levels of trust Stronger customer relationships Greater loyalty among employees In a family firm, reputation is personal. That accountability drives quality, consistency and care — values that customers increasingly seek. Stewards of Skills, Craft and Innovation Family businesses play a crucial role in preserving skills and craftsmanship, from traditional trades to specialist manufacturing. At the same time, many are quietly innovative, investing in new technologies and processes to ensure the business can be passed on to the next generation in better shape than it was inherited. As Paul adds: "This blend of heritage and innovation gives family businesses a unique strength: the ability to honour the past while preparing for the future and putting in place mechanisms to evolve and build sustainable businesses for generations to come." Ethical, Responsible and Sustainable Because family owners often expect to pass the business on, they are more likely to focus on responsible practices — whether that’s treating employees fairly, building ethical supply chains or investing in sustainability. For many family businesses, doing the right thing isn’t a marketing strategy; it’s a matter of values and legacy. Supporting the Next Generation Succession is one of the biggest challenges facing family businesses today. Supporting them — as customers, partners or advocates — helps ensure that the next generation has the opportunity to step forward, bringing fresh ideas while safeguarding established enterprises. By choosing family businesses, we help preserve entrepreneurship, independence and diversity in the UK economy. A Choice That Matters Supporting family businesses isn’t about nostalgia, it’s about economic resilience, social value and long-term prosperity. Every purchase, recommendation or collaboration is a vote for businesses that prioritise people, place and purpose alongside profit. As Paul concludes: In a world of global giants and faceless brands, family businesses remind us that business can still be personal, built on family values and a story that continues to evolve with each subsequent generation and that’s something worth protecting. Family business matters.

In the last days before Christmas, the UK Government has announced a significant change to its planned reforms to Agricultural Property Relief (APR) and Business Property Relief (BPR), with the valuation threshold rising from £1 million to £2.5 million or £5 million for married couples. The change comes after intense lobbying from organisations across the UK and for a large number of smaller family farms and smaller family businesses the news will be welcome. However, as Paul Andrews, Founder and CEO of Family Business United explains, "The changes to the legislation are obviously welcome but for Britain's larger family firms, many of them multigenerational that have been investing in growing their businesses for generations, the changes reduce the impact to a degree but will not remove what will remain as a large inheritance tax liability going forward." "What is even more surprising is the timing of the announcement and the way that it has been communicated. The recent Budget was not that long ago and this could have been announced then and it seems odd to leave it right up to the news deadlines before the festive season." "Family businesses are the backbone of the UK economy in terms of the jobs they provide, the income they create, the wealth they generate and the communities that they support and more needs to be done to mitigate the risk of losing some of them as they may need to be broken up or sold to fund future liabilities." "Family farms put food on the able each and every day and as part of the broader family business sector are growth enablers and make a massive contribution to the national economy." "These businesses want certainty in policies and decision-making in order to plan for the long term without the emotional angst and turmoil that comes with continuing changes to policies that have such a profound impact." "Whilst we welcome the amendment, we would recommend that a full review of the proposals be undertaken and communicated so that plans for growth can be made and that going forward constant announcements, revisions and updates are not required around policies that have such an impact on the people and family businesses who are the beating heart of the nation," concludes Paul. Gavin Lane, President of the Country Land and Business Association, said: "This change will come as an enormous relief to thousands of family farms across the country who faced seeing their businesses taxed out of existence. The Government deserves credit for recognising the flaws in the original policy and changing course." "However, this announcement only limits the damage – it doesn't eradicate it entirely. Many family businesses will own enough expensive machinery and land to be valued above the threshold, yet still operate on such narrow profit margins that this tax burden remains unaffordable." "On that basis, we thank Ministers for the constructive dialogue, we look forward to working in partnership to grow the rural economy, whilst continuing to call for these reforms to be scrapped entirely." Check out the full update on the HM Treasury website here

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