When you walk into a hotel, a sports centre, or a retail outlet, you probably don’t think much about what makes the heating, lighting, ventilation—or even the roof—keep working. But behind most commercial and public‑sector buildings in Scotland there’s a firm that quietly ensures everything ticks over. One such firm is Alba Facilities Services (AFS), and their journey to a trusted FM (Facilities Management) partner is another great family business story. Origins & Early Days Alba Facilities Services was established in 2003. The founding was in part driven by a gap in the market: at the time, a large national facilities or maintenance company withdrew from the Scottish market and Ian McCall took the opportunity to start the business that is AFS today. The management team remained and took over some of the existing contracts and to retain employment for the workforce involved, with Ian out on the road supported by wife Lynda, a qualified accountant, working part-time in the office. Originally, its headquarters were in Cumbernauld, before relocating in 2010 to a purpose‑built office in Glasgow. From early on, AFS specialised in a hands‑on engineering workforce, favouring directly employed engineers working as mobile teams, combined with some static site‑based engineers. This set the tone for a service offering that is both technically solid and responsive. The business grew by reputation, word of mouth and service delivery and today AFS operates across Scotland and parts of northern England. Their client base spans both the commercial and public sectors: banks, restaurant chains, hotel groups, office complexes, sports centres, retail outlets and more. The business is under-pinned by core family values too, something that is really important to Ian, Lynda and the broader AFS team. Key areas of work that AFS undertake include: Mechanical, Electrical & HVAC works: from servicing air conditioning, chilled water systems, gas‑heating systems to delivering Building Management Systems (BMS). Electrical testing and maintenance, LV electrics (low voltage) & managing statutory compliance maintenance. Building fabric works: including routine/planned and reactive repairs in joinery, roofing, glazing, plumbing etc. Minor refurbishment projects also feature. Water quality treatment, fire system and security system management in many cases. Reactive and scheduled maintenance: they offer a 24‑hour reactive service, often with tight response times and service level agreements. They also manage subcontractors for specialist tasks (for example UPS systems, generators, etc.), especially when the required expertise isn’t held in‑house. Growth and Development Over time AFS has steadily grown—not just in size but also in sophistication of its operations. They started small but now employ nearly 70 staff offering services to over 300 locations across Scotland and the north of England. Lynda saw her role grow and with their own family took the opportunity to join the business full time. As Lynda explains, “Going from my own personal career to joining the family business full time as a big step but there are no regrets. The challenges were opportunities for me and the business, and Ian and I had to work out how to navigate being married and living together whilst both focused on driving the business forward.” “It was great because we were in charge of our own destiny and work well together to make things happen. If often boils down to Ian having another idea which we discuss, and then I have to make it work!” Challenges & Adaptation As with many companies in the FM and engineering sector, Alba FS has faced and made their way through several challenges, including the recruitment of a quality workforce, managing an ever-changing supply chain and work-life balance and it was the latter that prompted an idea with Ian that has subsequently become a reality. As Lynda explains, “We looked at overall productivity and Ian suggested that we implement a four-day week whilst not reducing salaries. As the Finance Director I was sceptical to start with but over time the new system has had a really positive impact on the business, we have been innovative in the way we work and the culture has changed which has also improved productivity within the business." "Our team has responded really well to the changes and we are all collectively working to improve workflows and customer service and are delighted with how the changes have positively influenced all aspects of what we do." "Not only do our people continue to enjoy personal hobbies and family time generating a better work life balance but also by fostering a culture of empowering everyone to make changes to their roles to work productively they are also much happier, less stressed and have a positive outlook whilst at work.” Culture, Values & Future Direction AFS is more than just machinery and engineering: their management ethos emphasises partnership, flexibility, family values, ethics, safety and customer focus. Directors and contract managers often come from within too, so there’s a strong technical grounding in leadership. As Lynda continues, "We have also seen a significant positive shift in team empowerment and ownership. The culture shift at AFS has empowered our team to take ownership of our culture, in the knowledge that their contributions are not only valued internally but also celebrated externally." “We want to take our mission of promoting a wellbeing-led culture to grow on the foundations already in place. We truly believe that if we look after our people in the right way then profits and success will follow.” Impact & Where They Are Today Today, AFS stands as a solid mid‑size player in the Scottish facilities and maintenance sector. They handle hundreds of client locations, employ over sixty staff, and offer a wide spectrum of services. AFS may not be a household name, but in many ways it’s a model of how a medium‑sized facilities/engineering service firm should grow: quietly, steadily, investing in its people and systems, broadening its capability, while maintaining a clear focus on clients’ needs and compliance. In Scotland’s built environment, where regulation, safety, sustainability and cost pressures are all rising, firms like AFS provide essential backbone services that often go unseen—but without which things just don’t run. This is a family business focused on the future, continually investing and driving change for good, a family that cares and is passionate about the work they do and the people that do it, which stands them in good stead for the next stages in their journey. If you ever stay in a hotel, go to a gym, or walk through a modern office block, the chances are good that something a member of the AFS team has touched behind the scenes has helped make the experience safe, comfortable, and compliant.

One of Nottingham’s most historic green spaces has received a cash boost thanks to local packaging giant The Wilkins Group. As part of its ‘12 Months of Giving’ initiative, the Colwick-based company has donated £1,000 to St Ann’s Allotments, a unique city centre haven where gardening meets community care and connection. St Ann’s Allotments are no ordinary gardens - they date back to 1551 and are recognised as the largest surviving area of detached Victorian town gardens in England. Spread across 75 acres with more than 700 plots, the site is Grade II listed and dotted with historic summerhouses, glasshouses and even a Grade II listed shed. Today, the allotments remain a nationally important green space, combining centuries of heritage with a thriving community hub in the heart of Nottingham. Under the care of dedicated manager Paul Paine, the gardens have become a sanctuary for people from all walks of life, many of whom are facing challenges such as loneliness, those recovering from addiction, mental health issues, ADHD or autism. Paul, who has been involved in the project for 25 years, said: “Our allotments are about so much more than growing food. Every day we see people arrive here low in mood, stressed or isolated, and leave feeling lighter, calmer and more connected. Gardening and nature have an extraordinary power to heal. This donation will make a real difference, helping us to buy seeds, tools and materials that keep the gardens thriving.” The allotments are famous for producing not just the traditional apples and plums, but also lesser-known fruits such as quince and edible hawthorn, as well as herbs, nuts and plants often unfamiliar in the UK. The produce is used in their innovative ‘Dig and Dinner’ project, where community members forage, cook alongside professional chefs, and share nourishing meals, which are often the only hot dish some participants will eat that day. Alongside food growing, the site offers classes in basket weaving with willow harvested on-site, and activities in its eco-friendly straw bale building with a woodburning stove at its heart. Justin Wilkins, joint managing director of The Wilkins Group, said: “Nottingham is our home, and our year of giving is all about shining a light on the small charities and community groups that make a huge difference right here on our doorstep. St Ann’s Allotments is a hidden gem, a place of calm, creativity and care that changes lives every single day. We’re proud to play a small part in supporting Paul and his team.” The £1,000 donation is one of 12 being made by The Wilkins Group during 2025, with each month dedicated to a different Nottinghamshire charity or community cause. The Wilkins Group, a family-run firm founded in 1963, produces food packaging for leading names such as Pukka, Pizza Express, Harrods and Cadbury. Alongside its Nottingham headquarters, it operates plants in China, Bangladesh and Sri Lanka, and has won awards for its innovations in reducing single-use plastics across the industry.

The UK recruitment market saw a notable uplift in September, with contract roles rising by 10% year-on-year and 18% month-on-month, reaching their highest level recorded so far in 2025. That’s according to the latest Hiring Trends report from the Association of Professional Staffing Companies (APSCo), produced in partnership with Bullhorn. Contract placements also rebounded, up 11% month-on-month and 8% year-on-year, indicating that the contingent recruitment market has entered Q4 in a stronger position than it began the year. Meanwhile, permanent roles also showed signs of optimism, climbing 27% month-on-month to return to pre-summer levels, although they remain 7% below September 2024 figures. Placements for permanent jobs rose 12% between August and September, remaining on par with last year’s performance. Samantha Hurley, Managing Director at APSCo UK commented: “The September data paints a promising picture for the UK’s professional recruitment sector, particularly in the contract market. The rise in contract roles and placements reflects the agility businesses are adopting in response to economic uncertainty and evolving workforce demands." “While permanent hiring has seen a healthy month-on-month recovery, the year-on-year dip suggests that employers remain cautious about long-term commitments. However, the stability in permanent placements compared to last year is encouraging and points to a steady recalibration of hiring strategies." “As we move into the final quarter of 2025, we expect contract hiring to continue playing a pivotal role in workforce planning, especially in sectors where project-based work and specialist skills are in high demand. The data also reinforces the need for recruiters and employers to remain flexible and responsive to market shifts, ensuring they can attract and retain top talent in a competitive landscape.” Andy Ingham, SVP Sales, EMEA & APAC "September closed out Q3 with a promising bounce back from the August lull. The contract market was a clear standout, with jobs up 10.4% year-over-year and placements rising by 8.7%, which paints an optimistic picture for temp employment." "While the permanent market saw its expected jump from August, it has settled back into the steady, incremental growth we've seen throughout the year. As we move into October, we are hopeful that these trends will continue, setting us up for a strong start to Q4."

Arkell’s Brewery and French & Jupps are proud to announce the launch of Ancestry (ABV 3.8%), a brand-new cask ale brewed in collaboration between one of Britain’s oldest family brewers and Great Britain’s oldest maltster. Together, they have crafted a speciality dark heritage beer that celebrates more than five centuries of combined brewing tradition. Ancestry will be available in pubs during October/November 2025. Brewed exclusively for cask, Ancestry is a smooth, easy-drinking, session-strength dark ruby ale. Head Brewer Alex Arkell selected a unique blend of French & Jupps' heritage roasted malts to build a complex flavour profile. Expect delightful notes of caramel, maple syrup, nuts, chocolate, and roast coffee in this speciality heritage beer. The collaboration began in September when Arkell’s Head Brewer Alex Arkell and Foreman Brewer Bob Mercer visited French & Jupps’ historic maltings. They conducted an in-depth tasting and analysis of the malts, selecting the most complementary heritage profiles to shape the recipe. In late September, James Marinos from French & Jupps joined the team at Arkell’s Victorian brewhouse in Swindon to help brew the final product—a true meeting of traditions, where French & Jupps’ story dates back to 1689 and Arkell’s to 1843. Ancestry is the product of 518 years of shared tradition and expertise. Alex Arkell, sixth generation family member, said: “It’s wonderful to work with another family business that has such a passion for their heritage and traditions just like we do. We brew our beer in one of the oldest breweries in this country, they malt their barley in the oldest maltings, could there be a better collaboration of brewing heritage?” "It's an honour to see our range of malts being used by a family brewer of the pedigree of Arkell's." said James Marinos, Growth & Marketing Manager at French & Jupps. "Together we chose a unique blend of our Crystal and Roasted Malts to give Ancestry a flavour which reflects the complexity and depth of our shared centuries-old craft. I’m especially excited to share and taste a beer with such a unique story behind it." Ancestry (ABV 3.8%) will be available exclusively on cask at participating Arkell’s pubs throughout October and November 2025.

The Furniture Makers’ Company, the City of London livery company and charity for the furnishing industry, is delighted to announce that leading UK retailer Furniture Village has signed on as the headline sponsor of the 2025 New Furniture Makers exhibition. Organised by The Furniture Makers' Company, the New Furniture Makers exhibition – formerly Young Furniture Makers exhibition – has a proud legacy of championing emerging talent in the UK’s design and manufacturing sectors. The 2025 edition will take place on Wednesday 29 October across two City venues – Furniture Makers’ Hall and the Dutch Church at Austin Friars, London. The exhibition provides an invaluable platform for aspiring furniture designers and makers to showcase their work to an audience of industry professionals, employers, and fellow creatives. Participants benefit from enhanced visibility, constructive feedback, and the opportunity to forge lasting connections within the sector. A highlight of the event will be the presentation of a series of awards recognising excellence in various disciplines. These include the Bespoke Award, Design Award, Textiles Award, and Apprentice Award, each celebrating innovation, craftsmanship, and the creative integration of materials. Charlie Harrison, managing director at Furniture Village, said: “Supporting the next generation is a responsibility we take seriously at Furniture Village. We’re proud to be the headline sponsor of the New Furniture Makers exhibition, an exciting initiative that gives young designers and makers the recognition and exposure they deserve. We look forward to celebrating their creativity and craftsmanship.” Debbie Johnson, Master of The Furniture Makers’ Company, added: “We’re thrilled to welcome Furniture Village as the headline sponsor of the New Furniture Makers exhibition. Their generous support will help us showcase and champion the future stars of our industry. It’s partnerships like this that make a lasting impact and help ensure the continued strength and innovation of British furniture making.” Register for a free ticket to attend the event here

Family businesses are the backbone of the British economy, representing a significant share of private enterprises across the UK. Whether it's a generations-old farm in Yorkshire or a thriving tech start-up run by siblings in Manchester, working with loved ones brings a unique set of advantages—and challenges. While shared values, trust, and long-term vision can give family businesses a natural edge, these very qualities can be tested when the unexpected happens: a disagreement over direction, a family member wanting to sell their shares, or the sudden death of a founder. That’s where a shareholders’ agreement steps in, quietly acting as a safety net for the business—and the family. What Is A Shareholders’ Agreement? A shareholders’ agreement is a legally binding contract between the shareholders of a company. It sets out their rights, responsibilities, and the rules for how the company will be run. In the context of a family business, it’s a tool that goes beyond dry legalese—it can help preserve relationships, clarify expectations, and protect the legacy that so many family firms work hard to build. While company articles of association are publicly available and required by law, a shareholders’ agreement is private, tailored, and optional—but no less vital. Why Are They So Important For Family Businesses? In family-run ventures, lines can blur between business and personal. Emotions often run high, especially when business decisions overlap with family dynamics. A shareholders’ agreement provides a clear framework to avoid misunderstandings, reduce friction, and ensure the business remains stable even during personal upheavals. Key benefits include: Clarity on roles, responsibilities, and decision-making. Protection for minority shareholders and fair treatment for all parties. Continuity of the business in the face of death, divorce, or departure. Conflict prevention through pre-agreed mechanisms for dispute resolution. Exit planning, especially important as new generations join or older ones retire. Put simply, it helps keep business issues in the boardroom and family issues at the dinner table. Common Clauses To Include A well-drafted shareholders’ agreement is highly bespoke, but several key provisions are frequently included, particularly for family-run firms: 1. Share Transfers And Exit Strategy Who can sell shares, to whom, and under what conditions? Many family businesses include pre-emption rights, giving existing shareholders first refusal if someone wants to sell. This protects the company from falling into outside hands. 2. Valuation Mechanism If someone is leaving the business, how will their shares be valued? Having a pre-agreed method—such as a multiple of earnings or an independent valuation—avoids disputes later. 3. Decision-Making And Voting Rights Are all shareholders equal? Should some decisions require unanimous consent—like selling the business or appointing directors? These clauses establish checks and balances. 4. Dividends And Profit Distribution When and how will profits be shared? Not every shareholder may work in the business, so clarity around remuneration vs dividends helps prevent resentment. 5. Dispute Resolution Even the closest families fall out. Including mediation or arbitration clauses provides a civilised path to resolution, without dragging the family through the courts. 6. Succession Planning Who takes over when a founder retires or passes away? A good agreement addresses generational transition, helping avoid the dreaded "third-generation curse" where many family businesses falter. 7. Non-Compete And Confidentiality What happens if a family member leaves and wants to start a rival firm? These clauses help protect commercial interests as loyalties shift. Real Protection For Real Relationships In a family business, it's easy to assume trust will carry the day. But trust is better supported by structure. A shareholders’ agreement is not a sign of mistrust—it’s a sign of mutual respect and foresight. It ensures that hard conversations happen while relationships are good, not during moments of crisis. It also empowers future generations by giving them a clear roadmap, rather than leaving them to navigate difficult family dynamics with no compass. As one family business owner put it: “It’s not just about protecting the business from the family. It’s about protecting the family from the business.” Getting It Right Drafting a shareholders’ agreement isn’t a one-size-fits-all exercise. It should reflect the unique ethos, goals, and makeup of your business. Involving a solicitor experienced in both commercial and family business law is essential. Revisit the agreement regularly. As families and businesses evolve, so too should your agreement. In Summary: Why You Need One Clarifies roles, rights, and expectations Prevents disputes and costly litigation Ensures business continuity through life events Protects minority shareholders and the company’s values Preserves family relationships and legacy In the end, a shareholders’ agreement is more than just a legal document. It’s a powerful statement that your family business is here to stay—for the long haul, and for future generations.

For many family businesses, social value is an inherent part of their identity, deeply rooted in their legacy, long-term vision and strong community ties. Beyond financial performance, these businesses often consider their positive impact on the community and wider society as a crucial measure of success. This social value can be showcased in various ways, from apprenticeship programs to supporting local initiatives. However, effectively measuring and credibly reporting this social impact remains a significant challenge. That’s where Axiom Sustainability Software comes in. As the only all-in-one platform that integrates social value, ESG (Environmental, Social, and Governance), procurement, supply chain mapping and employee engagement, Axiom gives family firms the tools they need to actually measure their impact beyond the traditional financial metrics. What Is Social Value – And Why Does It Matter? Social value is the benefit an organisation creates for its community, employees and wider society. For family firms, that can mean apprenticeship programmes, volunteering, local procurement, fair employment practices, charitable donations or employee wellbeing initiatives. These actions contribute not just to the company’s reputation, but are also beneficial to recruitment, employee retention, stakeholder trust and stability. As already mentioned, family businesses often have an inbuilt affiliation with social value, but if you’re looking to build on your social value metrics, here are 10 key ways a family business can measure its social impact and the benefits it brings: 1. Apprenticeships and Training Taking on apprentices, mentoring young people or investing in staff development builds local skills, supports succession planning and helps create a feeling of loyalty. Measurement : Track the number of apprentices taken on, retention rates post-apprenticeship, total staff training hours per year and spend on local training providers. Auditing what you already do often reveals you’re contributing more than you might realise! 2. Volunteering and Community Engagement Encouraging employees to give time to local charities or support community events demonstrates values in action and builds strong relationships. At Axiom, we have several volunteer days each year where we help out at Dove House in our hometown of Hull. Measurement : Log and report the total hours volunteered by employees, the financial equivalent of those hours and the number of community projects supported. 3. Local Procurement and Supply Chains Sourcing from smaller local businesses or socially responsible suppliers helps keep economic benefits within the community. Measurement : Calculate the percentage or value of goods and services procured from businesses within a defined local radius, and the number of local suppliers supported. 4. Fair Employment and Wellbeing Inclusive hiring practices, flexible working, good pay and a focus on wellbeing create a positive workplace culture and help retain talent. Measurement : Use relevant metrics including the Living Wage commitment, staff turnover/retention rates, mental health first-aiders trained, diversity and inclusion metrics or staff satisfaction scores. 5. Charitable Donations Direct financial or in-kind support for local non-profits and causes. Measurement : Track the total monetary value of donations and the value of any in-kind support (e.g., use of facilities, donated products). 6. Skills Transfer Providing pro-bono support or workshops to community groups or local schools, utilising the firm’s specific expertise. Measurement : The number of hours spent on pro-bono work or educational outreach, and feedback from the receiving organisations. 7. Long-Term Employment A hallmark of many successful family businesses is retaining staff for many years, providing stability and secure livelihoods. Measurement : Average length of service for employees and the percentage of staff with over 5, 10 or 20 years of service. 8. Local Economic Multiplier Understanding the full economic impact of the business's spending in the local area. Measurement : Use established social value methodologies to quantify the benefit generated by local spend, jobs and wages. 9. Employee Consultation and Engagement Involving employees in decision-making and creating a transparent and democratic workplace. Measurement : Track the frequency and outcomes of employee forums, and participation rates in employee surveys. 10. Environmental Stewardship While often classed as 'Environmental' in ESG, activities like tree planting or supporting local environmental clean-ups have a real social benefit on the community's quality of life. Measurement : The number of hours/employees involved in local environmental initiatives, or the area of land protected/improved locally. Where Axiom Makes a Difference The most powerful step is turning good intentions into measurable and comparable outcomes. Platforms like Axiom capture real-time data, link social value to ESG, procurement and emissions, giving you a full reporting capability. Sharing these stories builds trust. And that legacy is not only about what you’ve built, but also about what you are building for others. As the only all-in-one sustainability platform, Axiom is proud to be a member of Family Business United and works with several FBU firms, providing clients with: All-in-one platform : Axiom integrates social value alongside environmental and governance metrics, emissions, procurement and more. Everything from apprenticeship schemes to Scope 3 emissions can be tracked in one place, removing duplication and blind spots. Practical Tools and Support : We offer a free carbon emissions calculator for Family Business United (FBU) members to help firms measure where they are and set realistic goals. Expert guidance also helps family businesses navigate complex regulatory requirements. Check out the emission calculator here Strong Family Business Roots : Co-founder Joe Oughtred comes from a long line of family business, being sixth generation in the William Jackson Food Group. This background means Axiom’s leadership shares many of the values - and understands the challenges - that family businesses face. Trusted by Fellow Family Businesses : We’ve started helping several family firms with their sustainability work, including the John Good Group and Bagnalls. For many family businesses, social value isn’t optional - it comes with the territory and is an important part of our legacies. But without structured measurement, that impact can remain invisible. Axiom’s all-in-one platform gives family firms the tools to capture, manage and report social value as part of a broader ESG and sustainability strategy. About Axiom Sustainability Software - Axiom sustainability reporting software has been designed to help organisations reduce their carbon emissions, achieve net zero quickly, and accelerate their sustainability performance. Axiom is a powerful, cloud-based sustainability and environmental accounting platform that helps businesses monitor, analyse and improve sustainability performance. It provides a complete suite of tools to help organisations in every industry gain complete visibility and control over sustainability performance. For additional information, visit their website here

After four months of elevated confidence, September saw a return to levels seen in the first part of the year. The latest Lloyds Business Barometer saw a reduction of 12 points in September, with confidence remaining above the long-term average of 29%, close to the average seen across 2024 (44%) and above the average in 2023 (33%). Economic optimism edged down for the second time since April, with a fall of 11 points to 33%, but remains above the long-term average of 19%. The fall in business confidence included a 12-point fall in trading prospects to 51%. The figures that make up business confidence, such as economic optimism and trading prospects, are arrived at by calculating the difference between the percentage who responded positively and the percentage who responded negatively. Wage Expectations Soften Wage growth expectations eased to a five-month low, with 32% (down six points) of businesses forecasting average pay increases of 3% or more. Firms expecting to increase wages by 4% fell six points to 17%, although these levels are still above pre-pandemic norms, suggesting some underlying buoyancy. Hiring intentions for the next 12 months fell for the first time in four months despite the majority of firms expecting to take on more staff. Over half, (55% down from 62%) of businesses surveyed expect to hire more staff in the coming year, with 17% anticipating reducing employee numbers, decreasing the net balance by 12 points to 38%. Price Pressures Cool In September, the net balance of firms expecting to raise prices over the next year was down two points to 63%. Of firms surveyed, 65% (down two points) said they would raise prices in the coming year, while those anticipating price reductions remained unchanged at 2%. As with wages, pricing expectations remain significantly above pre-pandemic levels. Hann-Ju Ho, Senior Economist, Lloyds Commercial Banking comments, "While increased market volatility earlier in the month may have impacted confidence, levels of trading prospects and economic optimism remain above their long-term averages." "Businesses may find reassurance that the Bank of England is expected to reduce interest rates further in the next six months, while long-term global bond yields have calmed which, if sustained, may have a positive impact on businesses as we move into the last few months of the year." Sectors See Confidence Ease Firms across manufacturing, construction, retail and services all saw confidence fall this month. The biggest change was in manufacturing with a decline of 31 points to 31%, a two-year low. Retail sentiment fell 17 points to 40%, its lowest level in four months. Similarly, confidence in the service sector fell six points to 47%, the lowest reading since April. Construction continued to decline for the fourth consecutive month, dropping 5 points to 35%. Regional Confidence Slips Most of the UK’s twelve regions and nations saw a decline in confidence in September. Notable exceptions include the North East, South East and Northern Ireland, where confidence rose 13%, 3% and 2% points respectively. Paul Kempster, Managing Director for Commercial Banking Coverage, Lloyds Business & Commercial concludes, "While business confidence has returned to levels seen earlier in the year, a range of metrics remain well above the long-term average." "Businesses still have opportunities ahead, whether that be upskilling their workforce, evolving their products or exploring new markets."

We often talk about succession as if it is a baton race. One hand lets go, the other takes hold, and the race continues. Simple. In practice, it is rarely like that. The handover is messy. The baton wobbles. And more often than not, the founder is still running alongside long after they said they would stop. What we do not talk about enough is why. Why Founders Struggle To Let Go For many founders, the business is not just something they built. It is who they are. Their role has been their identity, their purpose, their community, sometimes even their family. Letting go of that is not about moving away from a job. It is about moving away from a life. That is why stepping back feels so different from retirement in a corporate world. A career executive can finish on a Friday, hand back the laptop, and begin a new chapter on the Monday. Their identity was never fully tied to the business they served. For a founder, it is different. Their name may be above the door. Their decisions have shaped every success and failure. Their fingerprints are on the people, the products, the culture. To let go of that is to let go of part of themselves. And so, even with the best intentions, many find themselves caught in one of two traps. Trap One: Ghost Leadership The first is what I call ghost leadership. The founder steps down in title but not in influence. They are no longer the CEO, but they still chair the operations meeting. They “just” send the FD a note about cash flow. They offer “helpful” thoughts on hiring or pricing. Sometimes they do not even need to speak; a raised eyebrow or a glance can carry more weight than a formal instruction. From their perspective, they are supporting. From the perspective of the successor, it feels like interference. And for the wider team, it creates confusion. Who is really in charge? Trap Two: The Void The second trap is the void. This is when the founder really does step out, but without something meaningful to step into. At first, the freedom feels exciting. But soon the days become long, and the habits of decades are hard to break. The business becomes both the comfort and the cage. They drift back, not because they are needed, but because they cannot stay away. The irony is that both traps come from the same place: care. Founders care deeply about the business, the people, and the legacy. But unless that care is channelled differently, it risks doing harm to the very thing they want to protect. What Families Can Do Differently The families who manage stepping back well do not treat it as a moment in time. They treat it as a process. That process starts with honesty. A recognition that stepping back is not only a structural decision, but an emotional one. It takes clarity of roles, written down and respected. It takes a proper outlet for the founder, whether that is a Chair position, a board seat, a family council, or structured check-ins that keep them informed without pulling them back in. It also takes support. Letting go is hard. Stepping up is just as hard. Coaching, mentoring, or external facilitation can give both sides a safe place to explore frustrations and expectations before they spill over into the day-to-day running of the business. And sometimes, it takes something very simple, and very difficult: the founder leaving the room. Not because they are not valued, but because their presence makes it impossible for others to lead with confidence. Beyond Control: Finding New Purpose What often sits beneath the struggle to step back is a deeper question: if I am not leading the business, what am I doing? For years, maybe decades, the founder’s answer to “what do you do?” has been obvious. They are the leader of the business. Take that away, and the question is harder to answer. Without something meaningful to turn to, they risk drifting. The families who thrive across generations are the ones who help founders find a new sense of purpose. That may be a Chair role, philanthropy, community involvement, investing in others, or simply more time with family. The activity itself matters less than the fact it is meaningful. Something that makes the founder feel their energy and experience are still valuable, just in a different way. The Courage To Step Back At its heart, stepping back is not really about power. It is about courage. The courage to accept you are no longer indispensable. The courage to trust others to carry the business forward. The courage to define yourself not by what you built, but by what you choose to do next. That courage is what separates the families who continue to thrive across generations from those who stall at the very point they should be strongest. Stepping back is not the end of the story. It is the beginning of a new one. And when families approach it with honesty, clarity, and courage, it is a story that can be every bit as rewarding as the one that came before. About the Author - David Twiddle is the Founder and Managing Partner of TWYD & Co , a specialist executive search and leadership advisory firm working exclusively with family enterprises. Drawing on his own multi-generational family business background, and over 25 years advising leaders, David helps families appoint, develop, and align the right people at the moments that matter most.

South Korea’s economic story in the latter half of the twentieth century and into the twenty-first is often told in terms of its chaebols — large family-controlled conglomerates such as Samsung, Hyundai, LG, SK, and Lotte. Yet family businesses in South Korea are much more than the chaebol giants; they permeate the entire spectrum of the economy, from small and medium enterprises (SMEs) in provincial towns to globally competitive exporters, and their influence extends far beyond revenues and jobs. So let's take a look at the importance of family businesses in South Korea: how they shaped the nation, the distinctive features they bring, the problems they face, and what their future may hold. Origins and Economic Role After the devastation of the Korean War, South Korea began a process of rapid industrialisation and export-led growth. In that period, the Korean government adopted policies that channelled capital, protection, and incentives (tax breaks, preferential financing, import restrictions) in part to large industrial conglomerates, often family controlled, to accelerate growth in heavy industries, steel, shipbuilding, electronics and automobiles. The chaebols emerged during this period, becoming engines of scale, innovation, and global competition. Their owners, often family dynasties, saw industrialisation as a mission as much as a business opportunity, collaborating with government in building infrastructure, managing foreign debt, securing access to export markets, and investing in R&D. The historical influence of Confucian values — loyalty, hierarchy, respect for elders, family duty — also played into the way family firms were accepted and regarded in society. Today, family firms — both the very large (chaebols) and the many smaller ones — continue to be vital pillars of the Korean economy. SMEs account for 99.9 per cent of all businesses in the country. They employ over 80 per cent of the workforce and generate almost half of total corporate revenue. The chaebol giants account for a large proportion of GDP through their scale of output, exports, investment and influence. According to various scholarly estimates, a handful of leading chaebol groups control assets or revenues equivalent to a large fraction of South Korea’s GDP. Distinctive Features of South Korean Family Business There are several features that make family-businesses in South Korea both powerful and peculiar. First, the dual nature of the ecosystem. On one hand, the chaebols are extremely large, often diversified into many industries, and with huge influence domestically and internationally. On the other hand, there is a vast landscape of small and medium family-owned firms — SMEs in manufacturing, services, trades, retail, agriculture — which provide livelihoods, local employment, and contribute to regional economies in ways that often go unnoticed. Second, long-term orientation and loyalty. Family businesses tend to take a multigenerational view. Successive generations usually see themselves not just as owners but as stewards of reputation and tradition. This often brings with it conservative financial practices, attention to maintaining relationships (with employees, suppliers, government), investment in brand and infrastructure that may pay off over decades rather than instantly, and sometimes slower but steadier growth. Confucian heritage plays a role in reinforcing expectations of duty, honour, and continuity. Third, governance structures and family control. Many chaebols remain under tight family control even where professional managers are involved. The ownership, managerial, and board control often remain within the founding families. This carries strengths of cohesive decision-making, ability to pursue bold, long-term investments, to respond rapidly to opportunities or crises. But it can also carry risks of nepotism, lack of transparency, resistance to external oversight, and potential agency problems. Some research suggests that when family members occupy CEO roles, corporate social performance or governance sometimes suffers; when non-family professionals are appointed, performance (in certain metrics) improves. Fourth, social legitimacy and trust. Because many of these businesses have existed for generations, people often view them not merely as commercial entities but as institutions that contribute to national pride, export reputation, technology, job creation, training, philanthropy. This legitimacy gives family businesses certain leverage with government policy, in access to finance, in ability to plan long-term projects, and in sustaining large infrastructure or R&D investments. South Korea's Oldest Family Firms Here are several of the oldest family or long-standing firms in South Korea that still operate or have strong 'old family' roots. Doosan Corporation (founded in 1896) - Often cited as South Korea’s oldest business; it began as a small linen or cotton shop in Seoul. Dongwha Pharmaceutical (founded in 1897) - A pharmaceutical company known for its long-established brand Whal Myung Su. Shinhan Bank (founded in 1897) - One of the oldest banks still operating in Korea. Woori Bank (founded in 1899) - Another bank. Monggo Foods (founded around 1905) - A company producing soy-based sauces and other food products. Sung Chang (founded in 1916) - Manufacturers of veneer. Contribution to Social and Regional Cohesion Family businesses contribute to social cohesion in a number of ways. They anchor local economies: smaller family-owned firms in provincial cities and rural areas provide jobs, maintain local services, keep supply chains alive, and help prevent depopulation. They are often sources of skill, craftsmanship, traditional trades, as well as providers of livelihoods in sectors that may not be attractive to multinational firms. They also play a role in employment stability. Because of their longer-term view, family businesses may avoid sudden layoffs in difficult years; they may retain institutional knowledge, care more about employee loyalty, include family or intergenerational members in management or advisory roles, which fosters continuity. In addition, family businesses can act as bridges between modernisation and tradition. Many small family firms preserve cultural or artisan skills, local practices, or craft traditions, while adapting to modern consumer demands, tourism, digital marketing, etc. This blend sustains cultural heritage and adds a layer of depth to the economy beyond raw metrics. Challenges and Tensions The dominance of family businesses, particularly chaebols, brings considerable challenges and tensions for South Korea. Succession is a recurring issue. Although many founding families plan to transfer control across generations, finding heirs who are both willing and capable is not always straightforward. Younger generations may prefer different styles of management, may wish to pursue education or careers elsewhere, may resist the weight of tradition, or may have values more aligned with sustainability, transparency or social impact. Research indicates that in SMEs especially, many owners are reluctant to burden children with company responsibilities, or children do not wish to take over. Taxation, particularly inheritance or gift taxes, is another source of friction. High taxes on transferring leadership or ownership can discourage or complicate succession, lead to conflicts, or prompt avoidance strategies. Recently, there have been proposals to revise inheritance taxation in South Korea, including lowering the highest rates, in an effort to ease corporate succession and reduce perceived burdens. Governance and transparency challenges are frequently raised in relation to the chaebol structure. Because ownership and control often remain in tight family hands, minority shareholders or outside observers may perceive or experience opaque decision-making, conflicts of interest, cross-shareholding, nepotism, or lack of external accountability. These issues have in the past contributed to public criticism, regulatory scrutiny, and sometimes scandals. Balancing family control with professional management, with independent oversight, is a difficult but important task. Then there is tension between scale and agility. Big family firms, especially conglomerates, have power, resources, global reach; but they sometimes become slow, bureaucratic, resistant to change. SMEs, though flexible, may be vulnerable to competition from large firms, to regulatory burdens, to rising wages, labour costs, and to global competition. There is also the risk that capital, talent and policy support become overly focused on the large family firms, leaving smaller ones underserved. Finally, demographic challenges, labour, regulation. South Korea has one of the lowest birth-rates in the world, an ageing population, rising expectations for work-life balance, and people increasingly caring about ethical business, sustainability, corporate social responsibility. Family businesses must adapt to changing norms, both internally (in leadership, policies, hiring) and externally (market expectations, environmental regulation, global supply chains). Policy, Innovation, and Evolving Landscapes Recognising both the strengths and challenges of family business, Korean government, civil society and private sector have taken steps or are under pressure to adjust. One significant policy area is the proposed reform of inheritance tax. In 2024, the government proposed lowering the highest inheritance tax rate from 50 per cent (on estates over a large threshold) to 40 per cent, and raising the lowest threshold for the lowest bracket, in order to ease burdens on successors. This is part of a broader package of reforms tied to corporate value, investment and demographic issues. Another area is regarding succession support, particularly for SMEs. There is increasing recognition that many of the small and medium enterprises which are family-owned may not survive the retirement or exit of their founder unless better legal, financial, advisory mechanisms are in place. Roundtables have been convened, business associations are pushing for simplified regulations, support for leadership training, tax clarity, inheritance planning etc. Corporate governance reforms are also under pressure. Greater transparency, accountability, outside board members or professional CEOs are areas many scholars and regulators argue need strengthening, especially in large family-controlled companies where family control is strong. The challenge is to balance preserving the beneficial aspects of family control (long term thinking, swift decision making in some respects, loyalty, stability) with mitigating risks of over-concentration of power, lack of oversight, insider dealing or nepotism. Increasingly, societal expectations around sustainability, labour practices, environmental impact, gender equity, and work-life balance are pushing family businesses to adopt “corporate social responsibility” practices more deeply. Some family firms do perform well in CSR indices; but among the chaebol, this is uneven. Technology and global competition also shape the change: family firms must innovate, digitalise, invest in automation, expand overseas, diversify risk. For smaller firms particularly, collaboration with universities, clusters, export promotion, government support for R&D or digital transformation can determine whether they thrive or fall behind. Why Family Businesses Remain Crucial Despite the tensions, family businesses are more than relics of old economic models in South Korea; they are central to the country’s ability to compete, to sustain social stability, to preserve culture and identity, to provide employment broadly across regions, and to adapt in a volatile world. They lend stability in turbulent times: economies are subject to shocks—financial, international competition, supply chain disruptions, fluctuating demand. Large family firms with long histories often have reserves, networks, experience, and relationships that help them weather downturns. Smaller family firms, embedded locally, may lack those buffers but often have flexibility and loyalty ties that help them endure. They also transmit non-economic values: heritage, leadership, entrepreneurial discipline, craftsmanship, trust, reputation. These are soft assets that are hard to quantify but matter for social capital, for legitimacy, for attracting talent, for maintaining community relations. Moreover, as South Korea confronts demographic decline, rising labour costs, shifting international political and trade dynamics, and environmental pressures, it is family businesses — both large and small — that will be at the forefront of responses: transforming business models, investing in green industry, reshaping labour practices, pivoting to new markets, fostering innovation. If these firms are resilient and well governed, they can be agents of adaptation; if not, their failures or stagnation could exacerbate regional inequalities, unemployment, social discontent. Outlook: Risks and Opportunities Looking forward, South Korean family businesses face a crossroads. On the one hand, the status quo is under pressure: citizen expectations are changing; regulatory and tax reforms are in the pipeline; competition is intensifying; global supply chains demand transparency, sustainability, digitalisation. On the other hand, there are opportunities: for export, for “green tech” and for high-value manufacturing, for services and creative industries; for leveraging domestic capital into global ventures; for tapping into younger generations’ inclinations toward purpose, ethics, sustainability. Succession is perhaps the single most critical issue. How will founding families transfer ownership and leadership? Will they invest in education for their heirs, introduce more professional management, embrace external board oversight? Will tax and inheritance laws adapt to make this easier, fairer, less burdensome and more transparent? Also, opportunities lie in strengthening smaller family firms—SMEs—through access to capital, advisory services, digital transformation, export promotion. Ensuring that policy support is not overly biased toward the large chaebol is vital for balanced regional development, to prevent excessive concentration of economic activity, to maintain innovation, and to prevent social and political backlash. Finally, the cultural dimension matters. As younger South Koreans place increasing value on work-life balance, sustainability, corporate responsibility, fairness, and employee welfare, family businesses that adapt to these shifts without losing their core identity may find themselves with competitive advantage—not just in Korea, but in global markets that increasingly care about ethics, transparency and environmental impact. Family businesses in South Korea are more than economic actors: they are national institutions, social anchors, engines of innovation and growth, carriers of culture and identity. The chaebols embody power, scale and international reach; small and medium family firms provide resilience, diversity, employment and rootedness. The interactions of policy, culture, economics, leadership and values make the story complex: the strengths are many, the risks real. For South Korea to sustain its economic dynamism and social stability, the health of its family businesses must be a priority. That means fostering environments for fair succession, equitable regulation, governance reforms, innovation, and sustainability; ensuring that both large and small family businesses are supported; and finding ways to balance tradition and modernity. If that balance can be struck, family businesses will continue to matter not only in preserving what is, but in shaping what comes next for South Korea.

In a world of global travel and promises of ‘first-class’ service that often fail to meet their billing, there is something quietly special about a chauffeured journey done well - the pleasure of a memorable trip enhanced by the knowledge that every small detail has been taken into account in creating a travel experience that will never be forgotten. Little’s Chauffeur Drive, a firm grounded in tradition yet ever evolving, modest in its origins but ambitious in its standards, has dedicated itself to providing world-class chauffeur services for over half a century. This family run Scottish business has built its reputation on customer service excellence, attention to detail, reliability, and a respect for the road less travelled. Humble Origins, Rooted in Family The story of Little’s begins in 1966, when two brothers, George and Mike Wills, purchased a modest three car taxi company from George Little, who was emigrating to Australia. From these humble beginnings, Little’s Chauffeur Drive was born. Mike, a mechanic by trade, looked after the cars - ensuring they ran smoothly - while George, with a more entrepreneurial tendency, took on bookings, drove the vehicles, and steered the business’s day to day growth. In the early years, their work was predominantly in weddings and leisure travel. The tools of the trade were humble: guidebooks, wall maps of Scotland, carefully planned itineraries and pre trip checks. There was no GPS tracking of chauffeurs, no instant updates. Journeys had to be planned with rigour, with allowances for weather, road conditions and distance. It was a business built on precision, trust and the belief that clients deserved more than just a ride - they deserved a memorable journey. Expansion and Second Generation Leadership By the late 1970s, as global travel and corporate demands intensified, Little’s began to stretch beyond its original scope. George was among the founding members of the 'International Limousine Association' which helped establish partnerships with chauffeur drive companies worldwide. This network enabled Little’s not just to host local clients, but to become a part of international travel plans. A pivotal change came when George’s daughter, Heather Matthews, entered the family business in 1991. Initially helping during her postgraduate studies, particularly in marketing, Heather was asked to lead efforts to expand Little’s profile among financial services clients from London. Her success in those early years led her to commit full time, becoming a partner in 1997, and eventually Managing Director in 2005, as her father stepped back. As Heather explains “As so many of my second-generation family business peers will tell you, it was not my plan to enter the business, far less to lead it. However, what started as an opportunity to help grow the business for my father, became something which I committed to because I loved it, and looking back it was the best decision I ever made.” Weathering Challenges, Embracing Opportunities Over the decades Little’s has had to negotiate many hurdles - recessions, crashes & shifting market demands. One of the most severe challenges arrived with the global COVID 19 pandemic. As travel slammed to a halt, Heather Matthews made a difficult but strategic decision: to put Little’s into what she called a 'financial coma'. In other words, the firm scaled back completely, furloughed staff, put cars off the road and conserved resources - so that when travel resumed, Little’s would still be standing. Not only did it survive, it went on to thrive. The COP26 climate summit in Glasgow in November 2021 proved something of a turning point. Suddenly, Little’s found itself in demand again, scaling up its operations quickly - from relatively low activity to running hundreds of hires per day, employing dozens more chauffeurs and adding over 100 vehicles to meet the surge. As Heather continues “When the reality of the pandemic was realised, it was one of the lowest points of my life. Leading a family business comes with great responsibility and I knew I had to draw on every ounce of my own resilience to make sure we survived." "Eighteen months of sleepless nights, lots of tears, thwarted plans to pivot, plenty of cold showers and far too many zoom calls to count seems like a bad dream now." "We came out the other side better than ever, and our growth in the last three years is something I would never have believed possible back in the dark days of 2020.” Values, Luxury & Sustainability Through all growth and change, one thread has remained constant: family values. Although Little’s now operates on a global stage - serving corporate clients, large events, incentive travellers, tour designers, and more - the tone remains personal. The ethos is not 'corporate first' but 'client first' which is combined with high standards of professionalism, discretion, clean and well-presented vehicles, and rigorous planning. Being a family business is important to Heather and the wider Little's team. As she explains, “Our values are at the heart of everything we do. We believe in them, we measure them and we reward using them.” Sustainability has gradually become central to the company’s identity. Over recent years Little’s has: Transitioned much of its fleet to hybrid vehicles. In Scotland, more than half the fleet (and all the saloon cars ) is now hybrid, with plans to increase this further. Been awarded 'Silver' in the Green Tourism Awards for all the steps taken to eliminate carbon emissions across the whole business. Made wider environmental commitments: planting native Scottish trees through 'Trees for Life' and offset all carbon generated via the Scottish fleet since 2021, adopted green practices in washing & maintenance, and zero chemical cleaning. Eliminated single use plastic bottled water from its Scottish cars, the first chauffeur company in the UK to do so almost ten years ago, replacing them with recyclable aluminium cans to reduce waste. These changes reflect Little’s belief that luxury and responsibility can go hand in hand. And in today’s world the market demands family businesses lead the way in driving down emissions. Present Day & Looking Ahead Today Little’s Chauffeur Drive boasts over 40 luxury vehicles in its Scottish fleet, a staff of more than 70 (chauffeurs plus office based roles), and a reputation for resilience and adaptation. The leadership team under Heather has expanded and restructured in recent years to support ambitious growth plans. In recent times the Company has expanded the scale of its Scottish operation. In 2025, Little’s acquired Vigilant Chauffeur Services in Aberdeen, bringing together two well regarded firms, and allowing Little’s to embed itself more deeply in the North East of Scotland with its own dedicated fleet and local presence. A significant step as they near their 60th anniversary. The touring side of the business has tripled in size since 2022, with a dedicated Touring Team created in 2023, offering high-end chauffeur driven sightseeing tours to visitors from North America and Europe. This remains a focus for growth as Scotland becomes a more sought after than ever destination due to its cooler summers. Financially, the business has also made major investments. In 2024 it committed over £1 million to increasing its fleet with newer vehicles - particularly people carriers with higher capacity which help reduce carbon footprint per passenger. What Makes Little’s Special What sets Little’s apart is this combination of legacy and forward thinking. They are equally proud of their roots as a modest family taxi firm as they are of offering chauffeur services for world class events, global corporate clients, even heads of state. Their success isn’t in casting aside tradition but in turning it into a foundation from which to build something both elegant and resilient. Meticulous attention to detail, discretion, an understanding of Scotland’s beauty and quirks, and a willingness to invest in sustainability give the brand its character. It’s not just about arriving in comfort- it’s about being confident your journey is handled with care, whether in a hybrid BMW 7 Series saloon cruising Glasgow roads or a luxury people carrier negotiating the Highlands. Final Thoughts: Legacy in Motion Little’s Chauffeur Drive demonstrates how a family business, over generations, can adapt without losing identity. From two brothers buying a three car fleet in 1966 to a modern company with international reach, environmental awareness, and nearly sixty years of learning, the journey has been anything but ordinary. As they look toward 60 years in the business, their path offers lessons in leadership, resilience and purpose. In a quite literal sense, Little’s shows that driving forward with tradition and sustainability, can make all the difference.

ERF warns that leadership and workforce planning must evolve as AI reshapes Irish industries. Irish business leaders risk being left behind unless they begin integrating artificial intelligence (AI) into both their business strategy and workforce planning, according to the Employment & Recruitment Federation (ERF). AI is now reshaping the Irish labour market faster than most realise, influencing how companies recruit, train, and manage their people. Yet while many firms have embraced digital tools, few leadership teams are fully equipped to understand or deploy AI at scale. “We are seeing employers invest heavily in technology, but leadership capability is lagging behind,” said Siobhán Kinsella, President of the Employment & Recruitment Federation. “The next wave of competitiveness won’t be about cost or geography, it will be about how intelligently a business can use data and automation while keeping people at the centre.” Global studies show that executives with AI fluency are better positioned to lead growth and manage disruption. Yet in Ireland, ERF members report that many senior leaders still lack the confidence to interpret AI-driven insights, even as roles and workflows become increasingly dependent on them. According to the Federation, this is not only a business challenge but also a recruitment one. Employers are increasingly seeking hybrid skill sets, people who combine data literacy with human insight, creativity, and decision-making. “The most successful organisations will be those where AI enhances human potential, not replaces it,” said Ms. Kinsella. “That means reskilling leaders and employees together, not treating AI as a separate function or risk.” As Ireland positions itself as a European hub for digital innovation, the ERF is calling on government and enterprise to work together to expand leadership upskilling in AI. Initiatives such as Skillnet Ireland and the National AI Strategy are seen as crucial in bridging this gap. “AI will not make leaders obsolete,” added Siobhán Kinsella. “But leaders who fail to adapt could find themselves increasingly irrelevant in a technology-led economy.”