Leading glass packaging firm, Croxsons, has placed an emphasis on its rich heritage of charitable giving, by joining Giving What We Can's 10% Pledge and committing at least 10% of its net profits to effective charities. The move formalises Croxsons support for both local and global causes, which it has maintained for over three decades and across two generations. It also reinforces the company's core purpose of making a difference. Giving What We Can is a global community that encourages businesses to pledge at least 10% of their profits to charities. Founded in 2009, it helps people and companies make impactful donations by combining evidence and reason to address major global challenges like poverty, education and climate change. Tim Croxson, Croxsons’ CEO, said: As a team, we have shown our commitment to charitable giving every year by supporting great causes close to our hearts. By signing the10% Pledge, we affirm this generational commitment, reinforcing our values to make a difference wherever we can.” Croxsons' primary goal has always been to make a positive impact, whether it's through the services they provide to their customers, supporting the success and well-being of their team, or contributing to local communities. This commitment has reinforced Croxsons' dedication to impactful, sustainable change, addressing challenges such as poverty eradication, social justice, education and more. "Our support for the 10% Pledge demonstrates the importance we place on how we conduct business, not just the results,” added Tim. “We hope this will inspire others to join us in making a difference, for the benefit of our customers, our team and the broader community."

Almost three-quarters of companies now offer employee wellbeing programmes. Despite this, 83% of professionals state they’ve experienced mental ill health at work in the past 12 months – with more than a quarter encountering it ‘regularly.' Robert Walters ' survey of 3,000 professionals in the UK & Ireland recently revealed that despite employers’ best efforts to enhance wellbeing offerings like employee wellbeing programmes e.g. mental health support (71%), Cycle-to-work schemes (65%), Healthcare vouchers (48%) and free or discounted gym membership (43%) – they still may not be effectively addressing the current crisis. Key Findings: 71% of UK employers currently offer wellbeing benefits to their staff 83% of professionals have at some point experienced poor mental health at work 58% of professionals state that employer provided mental health support feels like a ‘box-ticking exercise’ However, 80% haven’t accessed their employer provided mental health support One third of C-Suite professionals consider employee wellbeing programmes the most important wellbeing benefit when considering a job offer A recent survey by Ipsos indicated that mental health has recently overtaken cancer and obesity, to become the most common health problem Britons worry about. Habiba Khatoon, Director of Robert Walters Midlands: “While it’s encouraging to see that many employers have been ramping up their wellbeing benefits – our research shows that the interventions currently on offer are falling short in meaningfully supporting professional’s wellbeing.” Are Wellbeing Benefits A Box-Ticking Exercise? Less than a fifth of professionals claim to have accessed the mental health support provided by their employer in the past 8 months. When asked why they hadn’t, 58% stated that these types of benefits feel more like a ‘box-ticking exercise’ rather than provide any meaningful support – with a further 29% stating the services they’ve been offered need to be improved. Habiba comments: “Employee wellbeing programs usually involve things like mental health / mindful apps, physical health checks and supplements – whilst these interventions can be useful, they put a plaster on the real cause of mental ill health – which can be something as simple as increased stress or professionals feeling overworked.” More Nails In The Coffin Not only have most professionals experienced poor mental health at work, but the rate of economic inactivity in the UK currently sits above last years’ estimates at 21.9%. Partially attributable to large numbers off on long-term sick – of which mental health conditions make up a large percentage. To add further to worries, the UK already loses around £138 billion every year due to workplace sickness. Habiba adds: “With past aspersions of the UK adopting a ‘sicknote culture’ it’s important employers can not only empathise with, but adequately support their employee’s wellbeing to avoid footing the cost of increased employee absences.” Demand For Wellbeing Interventions 29% of all UK professionals consider employee wellbeing programmes the most important wellbeing & lifestyle benefit when they’re considering a job offer. Increasing to two-fifths (43%) of HR professionals and 31% of those working within General Management. Interestingly – a third of C-Suite professionals state the same, selecting wellbeing programmes over travel & retail discounts, healthcare vouchers and free/discounted gym memberships. Habiba adds: “All professionals are coming forward to demand that their employers do more to support their wellbeing at work – this isn’t an issue that’s limited to a specific industry or job-level. But the jury is out on whether the steps employers are then taking to heed their demands are having the desired effect.” Employer Efforts Must Be Recentred A worrying 67% of UK professionals don’t think their employer is doing enough to meaningfully promote employee wellbeing – whilst almost two-fifths of senior leaders feel their increased spending on wellbeing benefits is going by largely unnoticed. Habiba concludes: “There is no overnight solution for improving employee mental health. But employers must be dedicated to the creating a culture of open discussion and empathy in their workplace. This means adopting strategies such as mindful work practices e.g. respecting workhours and holidays, encouraging regular breaks and offering regular check-ins for employees. “Those businesses who dedicate themselves to going the extra mile in supporting their staff’s mental health and wellbeing now, will reap the rewards of increased employee loyalty for years to come.”

Leading independent timber and construction supplier, the Donaldson Group, has developed a unique 3D house visualisation software tool to help housebuilders market new homes. The fully walkable virtual home selection software, Spec3D, provides everything needed to digitalise entire show homes and manage and sell upgrades in full 3D. Using cutting-edge technology, the platform gives housebuilders the power to let customers select key elements - such as kitchen units, bathroom tiles and bedroom enhancements – put them together and explore a realistic 3D version of their new home, from any device, at any time. The tool prices items as they’re added, and it has a customer management system that helps sales staff sell their homes easier. The tool has seen immediate success, and within just nine months, the Spec3D team has signed deals with a number of housebuilders, including construction company, Easy Living Developments for a site in Fife, as well as securing two clients to supply website visualisers for their brands. The software creation is the result of an intern initiative with Entrepreneurial Scotland’s Saltire Scholars programme. Managing Director of Spec 3D, Euan Gibson Smith, was initially brought on board at the Donaldson Group as an intern, tasked with a project investigating the potential of virtual reality (VR) across the 17 businesses the Group. After developing a visual selector tool for the Group’s kitchen retailer business, Kitchens International, Euan recognised that the technology could be effective for all parts of a house. On completion of his internship, Euan was given a full-time permanent position and began work on extending the technology to include full house visualisation, which led to the creation of Spec3D. Euan explains: “While show homes, samples, plans, and photos of existing developments have their place, some people struggle to see the full picture. This software lets homebuyers really see what their new home will looks like, and all from the comfort of their own home." “The reaction so far has been fantastic. Customers are finding that it dramatically decreases sales consultation times; reduces errors with a more streamlined management system; increases average upgrade order values and provides a more enjoyable house buying experience for all. Crucially, it allows housebuilders and developers to showcase all their new homes – and sell them – before they’ve even been built.” Jacqueline Hutchison, Sales Liaison at Easy Living Developments said: “I couldn't believe Euan hadn't been in one of our houses when he sent the initial models over—it looked exactly like our House Types. The attention to detail was incredible, and it really feels like you are in the home when using the software." “This software is going to completely transform how we sell homes and allow customers to easily customise their selections. We can’t wait to fully integrate it with our clients and see the impact and I can already tell it’s going to dramatically enhance the customer experience.” Currently led by the sixth generation of Donaldson, the 164-year-old Donaldson Group comprises a total of 17 specialist timber and building product businesses and brands, operating throughout the UK from 47 locations employing over 1,500 people.

According to new research by Marsh McLennan, economic and financial challenges (43%), cyber threats (39%) and people-related risks (38%) are the top three concerns facing UK businesses over the next 12 months. The findings come from Marsh’s UK Business Risk Report 2024 , which surveyed over 2,000 business leaders and sole traders across the UK about the key risks facing their business. Now in its fourth year, the report provides insights and solutions into the emerging trends impacting companies and their operations. Despite recent positive economic indicators, the proportion of business leaders concerned about economic and financial risks reached its highest level in two years, rising from 37% in 2023 to 43% in 2024. Issues such as the impact of inflation, the risk of recession, cash flow, currency volatility and credit risk were cited as specific worries, while interest rates continue to restrict companies’ access to affordable debt. Businesses’ concerns around cyber risk also increased sharply year on year, with 39% of respondents highlighting cybercrime and IT disruption as key risks facing their business, compared with 20% in 2023. The leaders surveyed said challenges around hiring top talent and retaining employees had also risen year on year. Concerns around the mental health and wellbeing of their workforce also persisted, particularly for businesses in the health and care, education, not-for-profit, non-finance professional services, and retail industries. Over the next 12 months, business leaders said they planned to prioritise investment in improving their cyber security controls, reviewing the risks associated with their supplier and customer base, and enhancing the health and benefits package, training and mental health support they offer to their employees. Commenting on the findings, Alistair Fraser, CEO, Commercial and Corporate, Marsh UK, said: “So far this year, in the face of a myriad of shifts and disruptions, UK businesses have navigated a landscape fraught with interconnected risks which has tested their resilience. From fluctuating markets and trade uncertainties to the ever-looming fear of cyber attacks, businesses have had to stay vigilant and proactive in safeguarding their operations and protecting their stakeholders." “This report highlights that by taking a proactive approach to risk management, businesses of all sizes and in all industries across the nation are able to fortify their defences in order to maintain stability and sustain growth.” Nick McMenemy, Digital, Strategy and Markets Leader, Mercer Marsh Benefits said: “This year’s risk report reveals the scale of the challenges facing businesses and the need for urgent action – as talent attraction and retention, and workplace culture persist as major issues. The war for talent is intensifying due to a variety of linked economic and cultural reasons, with nearly a third of respondents saying that recruiting and retaining staff is a key concern." "Businesses must adopt an enterprise-wide approach that addresses the interconnected nature of risks, rather than focusing on a single dominant issue, in order to build resilience and navigate through these challenges.”

A Dalton-in-Furness nursery school has opened a new sensory room for its children, thanks in part to a £5,000 donation from a Lake District hotel group. Chapel Street Infants and Nursery School has converted an existing space for the sensory room to provide children with a calm and stimulating learning environment. The infant and nursery school was able to go ahead with the project following the financial contribution from English Lakes Hotels Resorts & Venues, as well as a host of fundraising activities to cover the overall cost. The hotel group’s mascot Sam the Dog was guest of honour on a special visit to see the children and the opening of the new facility. The new sensory room provides an environment for the children where they can experience an array of educational activities focusing on feel, sight, sound and smell. It will also help build on some of the more abstract senses, such as space, time, togetherness and wellbeing. The room was installed by Creative Activity and contains a range of stimulating pieces of equipment including bubble tubes, vibrating pads, a multi-surface wall area, multi-coloured mirrors, an infinity mirror, sensory floor tiles, a sound reactive rainbow wall and a sensory tent. Head teacher at the school Scott Macmillan says: “We recognised the need to provide a sensory room to assist and nurture our infant and nursery school pupils’ learning and development." “Mental health and wellbeing are at the core of our new curriculum and this facility will be used by every child in school." “Sensory learning is a crucial aspect of their development through early pre-school and toddler years, so it’s great to see the sensory room up and running thanks to the help of local initiatives like Sam’s Club.” The donation from English Lakes Hotels was made via its Sam’s Club Charity which supports local charities and good causes. The school also received donations from local charities and businesses, including Furness Building Society, Anchor Court Residents, Furness Rotary Club and South Lakeland Masonic Boxing Club. Teresa Lawrence from English Lakes Hotels adds: “We are proud to be part of bringing this sensory room to life, providing a wonderful space for the children's development. It is incredibly rewarding to see our Sam's Club Charity making a positive impact in the local community.” Several events were also held by the school to fund the project including movie nights, non-uniform days and a family bingo evening at the Wellington pub in Dalton in Furness which raised nearly £3,000. One brave parent took the plunge with a donated sky dive at Flookburgh to raise a further £1,300. The total raised was a staggering £11,500 which paid for the sensory room and additional equipment and furniture in the adjoining Burrow, a nurture room where children can do a variety of activities such as baking, music and creative lessons all linked to emotional wellbeing. As a token of appreciation, the school has put up a commemorative plaque on the door of the sensory room to acknowledge all of those who made the project possible by donating their funds and time. Electrical and joinery work was completed by AC Electric and Graham Barnes respectively. Mr Macmillan himself spent a weekend painting the new facility to enhance the colours in the room, whilst his father-in-law Edward Young also helped to remove some worktops to make more floor space. Sensory rooms underpin personal, social and emotional development and can be particularly valuable in allowing children with different levels of ability to have a more positive influence on their surrounding environment.

Welch the florist, a fifth-generation family business from Nottingham, has been awarded 'Highly Commended' in the customer excellence category at the 2024 Midlands Family Business Awards, held at Athena in Leicester. The Family Business Awards are celebrating 12 years of recognising exceptional family businesses across the UK and put on a stunning events ceremony on the 3rd October with all proceeds being donated to the Brain Tumour Charity. Welch the Florist is one of the oldest businesses in Nottingham and has remained true to their family values since 1920 when they first opened in Long Eaton. In 1973 when Tony Shaw became a director in the business, his passion for flowers and horticulture gave the business a unique offering, combining skills and knowledge to create beautifully designed flower bouquets. Today, Tony’s son Gareth leads the business, having successfully merged six former florists into Welch. Under his leadership, Welch has become the leading flower delivery service in the Nottinghamshire region, serving customers both through Welch and Interflora. Gareth expressed his delight with the outcome, saying, “This is the first time in our 104-year history that we’ve entered an award. Being shortlisted as a finalist came as a complete surprise, and to be highly commended among so many fantastic businesses is truly flattering.” Charlotte Perkins, Group Managing Director of award organisers, Wilsons, said: “The judging panels have had a tough job in picking winners across the board. With so many stand-out entries, there were several heated debates to decide on the Winners and Highly Commended for each category. Every business that is a finalist should be incredibly proud of their achievements and celebrate their successes.” Gareth continues “Being highly commended recognises the whole team’s dedication to excellence and is a testament to the hard work, passion and expertise offered by the Welch the Florist team”. For more information about Welch the Florist and their journey through five generations of floral artistry, please visit www.welchtheflorist.co.uk

Beatson Cancer Charity is delighted to announce a new partnership with Allied Vehicles Group, a leading UK manufacturer of wheelchair-accessible vehicles. Allied Vehicles has pledged a generous £250,000 over the next five years. This commitment will directly support the charity's vital work with cancer patients and their families throughout the west of Scotland, ensuring that Beatson’s essential services continue to thrive. The partnership will focus on two of Beatson Cancer Charity’s flagship events: the annual Sporting Dinner and the much-loved 'Off the Beatson Track' 10K charity walk. Allied Vehicles will serve as the lead sponsor for both events, helping vital fundraising efforts that make a difference to the lives of cancer patients. Each year 'Off the Beatson Track' sees thousands of participants - making it Glasgow's brightest sponsored walk as we turn Glasgow's west end Beatson yellow. This fun-filled 10k walk is fully accessible and perfect for all ages, making it a great day out, full of family entertainment! Gillian Hailstones, CEO of Beatson Cancer Charity, said: "We are very happy to welcome Allied Vehicles as a key partner. Their support over the next five years will have an enormous impact on the services we provide to people affected by cancer. Sponsorship of our Sporting Dinner and 'Off the Beatson Track' ensures that these events can grow even bigger, reaching more people and raising more funds for the work we do every day." Gerry Facenna, Founder of Allied Vehicles Group, said: “We are absolutely delighted to announce a £250,000 partnership with Beatson Cancer Charity over the next five years. This includes sponsoring both the Sporting Dinner and Off the Beatson Track, which are incredible events that raise vital funds to support people affected by cancer. Cancer touches all our lives, including mine and our staff and we’re honoured to play our part in supporting Beatson to ensure no-one is facing cancer on their own.”

Here at Family Business United we are delighted to announce the launch of our inaugural Global Family Business Think Tank Report which summarises the thoughts of over 100 leading family business owners, experts and advisers from around the world on specific topics that will help to shape family business discussions and strategies going forward. These results were part of the 2024 Global Family Business Think Tank Report that was published in Autumn 2024. A copy of the final report is available to download below and is free to Family Business United members and digital subscribers (simply log in to access). If you are not yet a member or digital subscriber and wish to obtain access to the report, you can find out more about becoming a member  of Family Business United here  or take out a digital subscription  to access all areas and content available on the platform including this report here Download the Global Family Business Think Tank Report, Autumn 2024 here:

The concept of ‘shirtsleeves to shirtsleeves in three generations’ dates back to an early 20th century proverbial saying, early 20th century implying that wealth created by the founding generation will be lost by the third. The saying is often attributed to the Scottish-born American industrialist and philanthropist Andrew Carnegie and has been widely quoted in the family business sector over the years. We asked our Global Family Business Think Tank Panel if they thought that that the concept of very few firms making it to the third generation using the analogy 'shirtsleeves to shirtsleeves is really relevant today. Our panel were split as to whether or not the adage remains relevant today, highlighting plenty of other factors for consideration when looking to the future and the need to continually evolve and innovate in order to remain relevant as a business over time. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “This analogy doesn’t allow for the evolution of a family enterprise and perpetuates the idea that a family should be in one business for multiple generations. I think it would be better to talk about how to nurture connectedness so that the family an change and evolve into new businesses as needed.” Andrew Keyt CEO, Generation6 Family Enterprise Advisers “The power of a sustainable legacy comes from the foundational principles of family values and purpose for the family business established as the beginning of the legacy journey. The problem comes from many family businesses not knowing how to engage future generations with those foundational elements to give them the inspiration to continue the journey instead of taking the benefits of the family business for themselves. That problem still exists today and will continue to until more families learn how to engage their future generations.” Charlie Leichtweis Founder and Managing Director, Experts in How LLC “The idea of ‘shirtsleeves to shirtsleeves’ isn’t supported by the data on wealth preservation. The statistics on business survival rates mainly suggest that keeping a business going for a century or longer is incredibly difficult, not that anything is wrong with family companies. Most of the longest lasting companies in the world are owned by families.” Josh Baron Senior Lecturer, Harvard Business School "The concept needs to be revisited in our fast-paced world. Firm survival is contingent on any factors (mostly external ones) and the family/ownership succession is just one of many factors to consider.” Peter Vogel Professor and Director of the Global Family Business Center, IMD Business School “Even if you believe the ‘shirtsleeves to shirtsleeves’ analogy to be true, surviving three generations (or roughly 75 years) significantly out-performs the lifetimes of most public companies.” Nic Di Loreto Partner, BanyanGlobal “With so many developments within business families, the ecosystems they operate in and the wider business landscape, we can’t go back to these historical data points with any great level of reliability. This also talks to the need for further research and recognition around not just the role of family businesses in today’s global economy but how they are evolving between generations, sometimes not as a family business that continues but as a business family.” Daniel Trimarchi Director, Family Enterprise Advisory, KPMG “Yes, the analogy remains relevant as it highlights challenges in sustaining wealth across generations, despite modern advancements and changing economic landscapes.” Kim-Adele Randall CEO, Authentic Achievements “I think that the concept of a family business not lasting past three generations is still very much prevalent. That doesn’t necessarily mean that the third generation destroys the company but could mean that interest change over time and that they no longer want to run the business in the way that it has been run. This might necessitate a sale but it is not as sad as the traditional analogy in my opinion.” Kyler Gilbert Vice President, Business Consulting Resources “I think it is less relevant today due to increased education, access to advisory support and evolving wealth and professional management practices. However, the challenges around succession planning, family unity and the ability to adapt to changing markets remain very real.” David Twiddle Managing Partner, TWYD & Co “Success can take many forms for family businesses and I find this analogy rather short sighted in that it only views success as continuation through family. What about business continuity? I think that is a way of measuring success too.” Mairi Mickel Founder, Mairi Mickel’s Business Families "Although successfully navigating the succession process remains one of the most substantial challenges for family firms, this does not mean that all family firms are limited to three generations of survival. In fact, there are numerous examples of family firms that have far exceeded the ‘three generation curse.’ The risks highlighted by the three generation adage are indeed real but they are not insurmountable. The modern, evolving business landscape presents new avenues for family businesses to survive and thrive beyond the third generation.” Josh Daspit Associate Professor of Management and the Dean Paul R. Gowens Excellence Professor in Business, McCoy College of Business at Texas State University “The adage suggesting wealth dissipates by the third generation probably needs updating. When a family business ceases to exist, that doesn’t simply mean they fail, they might have strategically sold their original business to diversify investments or launch new ones. This shift suggests that the longevity of an operational firm isn’t the sole measure of success. Instead, their ability to adapt and manage wealth across generations is more relevant. This modern perspective challenges the traditional view and recognizes the evolving dynamics of family businesses into business families.” Anneleen Michiels Associate Professor, Hasselt University and Advisor, Generation6 Family Enterprise Advisers “I see that between industries changing and families becoming more agile, and perhaps with its identity more anchored to the family, the re-framing of family business is happening. Consider a family enterprise where the family brings its values, purpose, talents and relationships to bear in all its shared activities. This means that selling a business is less likely to be viewed as a failure for the family or the business.” Greg McCann Founder and Advisor, Generation "This needs to be contextualized. What is failure? Bad data in, bad data out. The trend for the last decade has been family office and entrepreneurship which means a change but not shirtsleeves to shirtsleeves per se. We, as an industry, focus too much on the failures and not the successes which is a problem in itself.” Natalie McVeigh Managing Director, Eisner Amper These results were part of the 2 024 Global Family Business Think Tank Report that was published in Autumn 2024. A copy of the final report is available to download below and is free to Family Business United members and digital subscribers (simply log in to access). If you are not yet a member or digital subscriber and wish to obtain access to the report, you can find out more about becoming a member  of Family Business United here  or take out a digital subscription  to access all areas and content available on the platform including this report here Download the Global Family Business Think Tank Report, Autumn 2024 here

Johnsons Nurseries Ltd has proudly launched a new series of Plant Health Training Sessions, reinforcing its commitment to biosecurity standards and maintaining its Plant Healthy Certification. The century-old nursery is a leader in the horticultural industry and is furthering its dedication to plant health and biosecurity by launching a series of training sessions designed to protect against destructive plant pests and diseases. The sessions, run by Cattal Manager Tom Watkins from September to December, are aimed at employees who work directly with plants, helping to strengthen the company’s ability to maintain its Plant Healthy Certification and safeguard the broader industry. As a Plant Healthy Certified business, Johnsons is committed to adhering to the highest biosecurity standards. These training sessions are a crucial part of that commitment, ensuring that staff members are well-equipped to identify, understand, and report any potential plant health issues. This proactive approach helps reduce the risk of introducing or spreading harmful pests and diseases, a key responsibility for the company. The training will cover crucial areas such as identifying early signs of plant health issues, understanding the impact of common and notifiable pests and diseases, and the necessary steps for effective reporting and prevention. Participants will leave the sessions with the knowledge to protect the biosecurity of both Johnsons’ stock and the industry at large. By investing in training, Johnsons is reinforcing its commitment to producing healthy plants and maintaining its strong reputation for quality and care within the horticultural community. Johnsons Commercial and Business Manager, Jonathan Whittemore commented: “Being Plant Healthy Certified is a great honour, but it also comes with responsibility." "These training sessions are designed to give our team the knowledge they need to help protect the integrity of the plants we grow and trade. By working together, we can ensure that our high standards are upheld, benefiting not only our business but the entire horticultural sector.”

In response to historic flooding in the aftermath of Hurricane Helene, Perdue Farms is sending three truckloads of frozen chicken and pet treats to western North Carolina and northwest South Carolina to help our neighbors in the communities impacted by the disaster. Todd Tillemans, Chief Commercial Officer for Perdue Farms said: “The unimaginable losses endured by thousands of Carolinians, in states where we operate and our associates and their families call home, is heart breaking. Our thoughts go out to all those affected by this tragedy. We hope our contributions will help speed the long recovery process for our neighbors in the region.” Perdue is working with Feeding America® partner food banks in the region to deliver 80,000 pounds of chicken — the equivalent of more than 66,000 meals — and a truckload of Full Moon® and Spot Farms® brand dog treats. Linda Nageotte, president and chief operating officer at Feeding America said: “As families in the Carolinas work to reclaim their communities, Feeding America is appreciative of partners like Perdue Farms that respond quickly to support people in need with valuable food and grocery items. Perdue’s donation of protein will help food banks provide nourishment to people recovering from the damage. The company’s donation of pet food recognizes the importance of feeding the whole family.” The donation will support relief efforts in partnership with Second Harvest Food Bank of Metrolina in Charlotte, Manna FoodBank in Asheville, which lost all its food in the flooding, and Second Harvest Food Bank of Northwest North Carolina. “As we work to assist our neighbors affected by Hurricane Helene, we are deeply grateful to companies like Perdue,” said Kay Carter, CEO of Second Harvest Food Bank of Metrolina. “Thank you for making it possible to replace protein losses for so many in our region who lost food due to widespread power outages. This gift will help so many of our neighbors and their four-legged friends.” Perdue’s donations are part of the company’s Delivering Hope To Our Neighbors® outreach to improve quality of life and build strong communities.

Purpose has become a pivotal theme in today’s business discourse, particularly in the context of family firms. Family businesses, often characterised by their unique dynamics, long-term vision, and strong values, provide a rich backdrop for exploring how a clearly defined purpose can shape their identity, operations, and sustainability. Here we take a look at the meaning of purpose for family firms, its impact on various stakeholders, and its role in navigating challenges and seizing opportunities. Defining Purpose in Family Firms In the context of family businesses, purpose transcends mere profit generation. It encompasses a broader vision that aligns the family’s values with the firm’s operational objectives. This can manifest as a commitment to quality, community engagement, sustainability, or a dedication to employee well-being. A well-articulated purpose not only guides decision-making but also serves as a motivational force for family members and employees alike, fostering a shared sense of belonging and commitment. It is so important for those running a family business to know why they are there, want to be there and actually want to be in business with their fellow family members, and understand and appreciate the purpose of the business too. Building Legacy and Identity For many family firms, purpose is intertwined with legacy. Founders often establish businesses to fulfil a vision that reflects their values and aspirations, creating an identity that extends beyond the balance sheet. This sense of legacy can be a powerful motivator for subsequent generations, driving them to uphold and evolve the family’s mission. It reinforces the notion that the firm is not just a business, but a vital part of the family’s story, contributing to a collective identity that spans generations. Stakeholder Engagement A clearly defined purpose helps family firms engage with various stakeholders more effectively. Employees are often more motivated and productive when they understand how their work contributes to a larger mission. Customers, increasingly discerning in their choices, tend to gravitate toward businesses that demonstrate a commitment to values aligned with their own. Moreover, communities are more likely to support family firms that actively participate in social and environmental initiatives. Thus, purpose acts as a bridge, fostering meaningful relationships with stakeholders and enhancing the firm’s reputation. Navigating Challenges Family firms often face unique challenges, including succession planning, conflict resolution, and the balancing act of preserving family harmony while ensuring business growth. A strong purpose can serve as a guiding light during turbulent times. For instance, when navigating leadership transitions, a clearly defined purpose helps maintain continuity, guiding decision-making and minimising potential conflicts among family members. Moreover, in times of crisis, a strong commitment to purpose can inspire resilience and innovation, driving the firm to adapt and thrive. Innovation and Growth In a rapidly changing business landscape, family firms must remain agile and responsive to evolving market conditions. A well-defined purpose can fuel innovation by encouraging family members and employees to think creatively about how to fulfil their mission. This proactive approach can lead to the development of new products, services, or business models that resonate with customers and align with the firm’s core values, ultimately driving growth. The significance of purpose in family firms cannot be overstated. It is a foundational element that shapes identity, guides decision-making, and fosters stakeholder relationships. Family Business Examples Here are examples of purpose and mission statements from various family-owned businesses, showcasing how they articulate their values and aspirations: Cargill Mission Statement: "We nourish the world in a safe, responsible, and sustainable way." Purpose: As a family-owned enterprise for over 150 years, Cargill emphasizes food security and sustainability, showing a commitment to the global community and future generations. S.C. Johnson & Son Mission Statement: "We make life cleaner, healthier, and better for families." Purpose: This family-owned company emphasizes its commitment to creating household products that enhance quality of life, reflecting strong family values and community responsibility. The LEGO Group Mission Statement: "To inspire and develop the builders of tomorrow." Purpose: LEGO focuses on creativity and learning through play, reflecting a commitment to family and educational values that inspire future generations. Gallo Winery Mission Statement: "To deliver the highest quality wines while providing exceptional service and value to our customers." Purpose: Gallo Winery focuses on quality and customer satisfaction, demonstrating a commitment to family values and tradition while leading the industry. Wegmans Food Markets Mission Statement: "To help our customers live healthier, better lives through food." Purpose: Wegmans emphasizes customer well-being and community involvement, reflecting its commitment to quality, fresh ingredients, and exceptional service rooted in family values. These examples illustrate how family businesses craft purpose and mission statements that reflect their values, commitment to quality, and dedication to their customers and communities. Such statements not only guide their operations but also foster a strong sense of identity and connection with stakeholders. As family businesses navigate the complexities of modern markets, a clear and compelling purpose will not only enhance their resilience but also ensure that they remain relevant and impactful in an ever-changing world. Embracing and articulating this purpose is essential for family firms that aspire to thrive across generations, leaving a lasting legacy that reflects their values and aspirations.