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  • Willmott Dixon Secures Key Role On New Community Hub Project

    Willmott Dixon’s team of leisure experts are helping Stockport Council to develop a state-of-the-art Community Hub in Marple, supported by a £20 million grant from the Levelling Up Fund. Stockport Council has submitted a planning application for a new Community Hub in Marple, procured through Procure Partnerships Framework. The project will deliver a two-storey community hub located in Marple Memorial Park with a five-lane swimming pool, a ground floor library with a small cafe, a 60-station fitness suite, shared community spaces, and the relocated Marple clinic. The formal planning submission follows an extensive consultation process to finalise the designs, which will see the Marple’s existing police station, library and a health clinic demolished to make way for the new Community Hub with all of those uses retained on the site. The Library and Clinic will be relocated into the new complex with the Police relocated into Hollins House. The hub project will also replace the village’s previous swimming pool which closed in 2018. Pending planning permission, the project will be completed by the end of 2025 and comes hot on the heels of the official opening of Stockport’s transformational town-centre Viaduct Park and Interchange, delivered by Willmott Dixon for Transport for Greater Manchester. Earlier this month Stockport was also officially named the Best Place to Live in the North West of England by the Sunday Times. What people are saying Councillor Colin MacAlister, Stockport Council cabinet member for economy, regeneration and housing: “We have listened to what the people of Marple have said and this fantastic new facility reflects what local people have wanted in their area for a long time. I am delighted that we continue to move this forward. If planning is granted, this hub is going to make a huge, positive impact on the prosperity, health and wellbeing of the residents of Marple and the borough." “I was very impressed with how Willmott Dixon operated its Building Lives Academy during the construction of the town’s new Interchange and Viaduct Park, so I am looking forward to more of the borough’s youngsters having the opportunity to be involved in the construction of the Hub if the plans are approved.” Anthony Dillon, managing director for Willmott Dixon in the North: “We’re proud to be working in partnership with Stockport Council once again, and to be playing our part in creating a vibrant and innovative community hub for the people of Marple. In delivering Stockport Interchange and Viaduct Park, we worked alongside incredible local organisations such as Pure College, the Webb Lane Community Allotments, The Wellspring and The Samaritans and we look forward to continuing to support more amazing local causes." “At Marple Community and Leisure Hub we are committed to delivering a social return on investment of £3.78m including 132 weeks of apprenticeship training and 40 weeks of work placements. We look forward to also running two bespoke ‘Building Lives Academy’ skills programmes for students with special educational needs and for care leavers.” Natalie Palframan, Key Account Manager at Procure Partnerships Framework added: “We are delighted to be working in partnership with Stockport Council and our contractor partners to deliver a community-focussed project that leaves a legacy." "Should planning permission be granted, this new facility, coupled with the project’s focus on social value, is set to make a lasting impact on the residents of Marple as well as the wider borough.” Willmott Dixon has nearly 90 years’ experience in the wet leisure sector. In the last 10 years, the business has built over 160 leisure facilities for private, public and educational sector customers. A decision on the development is expected in June 2024.

  • St Austell Brewery Named Best Pub Accommodation Provider In The UK

    St Austell Brewery has been recognised at one of the top award ceremonies in hospitality. The business took home ‘Best Accommodation Operator’ at the Publican Awards last night - widely regarded as the pub industry ‘Oscars’. With 44 pubs in its managed estate, St Austell Brewery has over 500 rooms to offer in some of the South West’s most popular locations, from St Mary’s on the Isles of Scilly to Bath. The business has invested millions in refurbishing its accommodation over the past four years. Earlier this month, one of its biggest pub transformations to date - the Masons Arms in Branscombe, Devon - was named in the Sunday Times ‘100 Best Places to Stay in the UK’. Other recent investments include the Harbour Inn in Porthleven and the Rising Sun in St Mawes. The iconic Pier House in Charlestown, with 23 new-look bedrooms, is currently undergoing a full refurbishment and will be reopening this summer. Kevin Georgel, Chief Executive, said: “We are absolutely delighted to have won a Publican Award for our accommodation offer. This recognises all the hard work and commitment from our operations team and wider support teams, as we strive to make our pubs the best they can possibly be while delivering great experiences for our guests. It’s been a huge team effort, and I couldn’t be more proud." “We are lucky to operate pubs across the South West, one of the most beautiful regions in the UK. From coastal spots and rural escapes to city breaks, we have a wonderfully diverse estate. We are continuing to make significant investments into our pubs and our accommodation offer as it’s an extremely important part of our business. Providing the very best experiences we can for our guests, all year round, is right at the heart of that.”

  • Yorkshire Textile Manufacturer Achieves Zero To Landfill Status

    AW Hainsworth, a British fabric manufacturer and woollen mill in West Yorkshire, has achieved Zero to Landfill status through recycling and waste reduction. The 240-year-old heritage textile mill, which creates exquisite woollen cloth, high-performing textiles, and iconic fabrics for customers worldwide, tracked and measured its waste to develop a plan to reduce it to zero. AW Hainsworth partnered with Reconomy, a circular waste management provider with excellent sustainability credentials and clear traceability for waste streams to reach this goal. Reconomy outsources management services to approved local providers to minimise transport costs and emissions and allow for quick and effective turnarounds when collecting. The recycling centre they use recovers 97% of all materials received and exceeds MRF Code of Practice requirements. The vertical manufacturer has invested in better machinery to manage on-site waste, installing energy-efficient plastic and cardboard balers, each sent to recycling. AW Hainsworth has also ensured the recycling process is as simple as possible, with improved signage throughout the mill and employee waste management education. During the past year, the textile producer has completed several projects to help reach its sustainability goals, increase operational efficiency, and reduce energy consumption and waste. A key example is using undyed yarns in partnership with some aviation customers to create sustainable seating and vertical surface fabrics. Using 100% undyed wool reduces energy, water, and waste effluent in manufacturing. AW Hainsworth has also analysed ways to reduce packaging waste from suppliers. This involved working with a regular yarn supplier to reduce the packaging weight by 79.92% and condensing the packaging to reduce freight space by 9.51%. Another supplier switched from shipping products in disposable dye cones to reusable ones, ensuring empty products no longer entered the waste stream. The supplier now collects and re-enters the cones into production, saving 936kg of cones from being sent to waste in 2022 and 948kg in 2023. This small switch resulted in nearly 45,000 cones being recycled. Other waste-saving steps include offering employees working technology equipment and recycling electronics through Revive IT. Amanda McLaren, MD of AW Hainsworth, explains: “As manufacturers, we know that our processes can result in high emissions. We continuously monitor our energy and water use and remain conscious of ways we can limit waste while continuing to operate efficiently and effectively. We also regularly review our manufacturing processes and their impact to identify areas for improvement." “We had already made good progress with improving waste reduction on smaller projects in specific departments. However, looking at our overall waste management process and strategy for site-wide improvements was important." “We started tracking our waste streams to measure what was being re-used or recycled and what was being sent to energy recovery, making significant changes and improvements. There is still work to do to increase recycling and reduce energy recovery, which will form part of our goals for waste management over the next three years.” The company has recently published their 2023 Sustainability Report, which documents the mill’s sustainability journey. Continuing on their path to becoming a more sustainable manufacturing business, a head of sustainability will join the AW Hainsworth team this year.

  • Cornish-Born Ale One Of The Best In The World

    St Austell Brewery’s Tribute (4.2% ABV), has won two medals at the prestigious International Brewing Awards 2024. Tribute - St Austell Brewery’s longstanding flagship pale ale - is still making waves in the world of beer, 25 years since it was first brewed. The beer scooped a bronze medal in the cask ale category (3.9%-4.3%) and a silver medal in bottle (2.9%-4.3%). The International Brewing Awards are often dubbed ' the Oscars of the brewing industry'; an award is a recognition by fellow professional brewers that a beer is an outstanding commercial example of its style. The competitions were first run in 1888 and have constantly developed to reflect the global market for beer. Georgina Young, brewing director at St Austell Brewery, said: “To win these accolades is a very proud moment for the team and testament to the effort put in to brewing such a timeless, quality beer which can stand up to both old and new beers entering the competition and still hold its own." “It’s particularly special that both packaged Tribute and cask Tribute have been recognised as best-in-class; we’re proud champions of cask beer and continue to shout about how important it is to British brewing. Tribute is a great example of how brilliant cask beer can really be when it’s brewed and treated with the care and attention it deserves.” Tribute has stood the test of time; it was launched to commemorate the 1999 solar eclipse. It was originally a one-off special named Daylight Robbery, but proved to be so popular it was reintroduced as Tribute and has since won various awards over the years. The zesty and fresh pale ale brewed with specially sourced ingredients, including Cornish Gold malt and hops from the UK and the USA, is one of the nation's best loved cask brands, sitting in the top 10 best-selling cask nationally. Tribute was also the best performing premium ale brand across the Off Trade in 2023*. *Source: Circana/SIG BWS/Actual Value Sales growth 52wks to 30/12/23 vs YA.

  • Johnsons Nurseries Supplies Thousands Of Trees To The Swinton Estate

    Leading UK plant nursery, Johnsons Nurseries Ltd, has supplied 29,000 woodland trees and whips to the 20,000-acre Swinton Estate in Masham, North Yorkshire, to create new woodlands in the north of England. Over 30 varieties of trees were supplied to the Estate, via The DTMS Group, which has been contracted to deliver the landscaping for the project. The varieties included Pinus sylvestris, Picea abies, Sorbus aucuparia, Quercus robur, Salix caprea, and Acer campestre. Trees were specifically selected and sited for water and biodiversity improvements and for their many climate benefits from providing oxygen and absorbing carbon dioxide to providing resources and habitat to wildlife. Funding for this project has come from the White Rose Forest via their Trees for Climate programme, part of the Government’s Nature for Climate Fund. The White Rose Forest is the Community Forest for North and West Yorkshire and works with landowners, businesses and communities across the region to provide support and funding for woodland creation projects that will benefit communities and the environment. Founded in 1921, Johnsons Nurseries has vast experience in contract growing for hotel developments on a large scale, having provided both Seaham Hall, in Durham, Grantley Hall in Ripon, Another Place in Ullswater and The Torridon, a 5-star luxury Scottish Highland Hotel, with substantial amounts of plants. Johnsons Nurseries’ marketing manager, Eleanor Richardson, said: “We were excited to work on this project in collaboration with the Swinton Estate, The DTMS Group, and the White Rose Forest. Johnsons has over 100 years of experience in sourcing and supplying the highest quality plants, finding the best species suited to our clients’ needs." "The trees that we supplied included a range of native species, from pines to oaks, enhancing the natural beauty of the estate and contributing to improving biodiversity and water quality.” Will Richardson, Forestry Advisor to the Swinton Estate said: “The Swinton Estate have a long-term ambition to increase tree cover by 50% over the next 20 years, creating around 350ha of new mixed woodland and wood pasture. This is driven by a desire to improve sustainability and nature conservation across the estate, sequester carbon and to produce sustainable crops of timber in years to come." "This has been the first phase of this programme, and we are delighted with the contributions made by the White Rose Forest, DTMS as contractors and Johnsons as tree suppliers in helping us to deliver this. We very much look forward to seeing the new woodland thrive and mature over the years.” DTMS Group’s Managing Director, Dan Lazenby added: “We at DTMS were excited to be given the challenge of planting such a substantial quantity of trees with a deadline fast approaching." "The team achieved this despite some very challenging conditions and received positive feedback in the process from our client, Swinton Estate. It was a great scheme to be part of and provided us with opportunities to develop all staff members, including our Horticulture apprentice." "We welcome any opportunities to work alongside fellow local businesses, especially when we are enhancing the environment in the process.”

  • Cleanology CEO Elected As Co-Chair Of Living Wage Leadership Group

    Entrepreneur Dominic Ponniah, CEO and Co-Founder of award-winning commercial cleaning firm Cleanology, has been elected Co-Chair of the Living Wage Foundation’s Recognised Service Provider Leadership Group. Dominic commented, “As a long-term supporter of the Real Living Wage, I am absolutely thrilled to have been elected as Co-Chair of the Recognised Service Provider Leadership Group. This dedicated group of business leaders are champions of fair pay and understand well the commercial benefits for organisations who pay the Real Living Wage." "We want to support other businesses in any way we can on their journey to adopting the Real Living Wage so they too can realise the mutual benefits. I very much look forward to working with my Co-Chair Phil Smith and the rest of the group to continue to expand the Recognised Service Provider network.” Fin Watkinson, Partnerships & Campaigns Manager at the Living Wage Foundation, said, “We are delighted that Dominic has agreed to take on the role of co-chair of the Recognised Service Provider Leadership Group. The Leadership Group has provided us with brilliant expertise and insight for many years, and we are extremely grateful for the continued support of all the members." "Dominic and Cleanology have been a fantastic addition to the group over the last two years, and it is a show of Dominic’s commitment to the group and to advocating for the real Living Wage that he has agreed to take this on, succeeding Mike Bullock of Corps Security who has co-chaired excellently since 2022. We look forward to working with Dominic, Phil, and the Leadership Group to continue to champion the real Living Wage in the service provision sector.” In 2018, Cleanology commissioned independent research into people’s attitudes towards fair pay and the Real Living Wage, and in 2021, the company won a Living Wage Champion Award in recognition of their work supporting the Real Living Wage. Throughout 2022 and 2023, 100% of new business won by Cleanology was signed up paying the Real Living Wage or higher. The Recognised Service Provider accreditation was set up by the Living Wage Foundation to commend contractors who support the aims of the movement. For many sectors, implementing the Real Living Wage relies on responsible procurement, and the movement has been successful thanks to the constructive involvement of both Living Wage Employers from a client side and advocates in the contracted service provider industries. Recognised Service Providers have seen the benefits the Real Living Wage can bring and aim to champion the Real Living Wage in their contracts with customers. They have committed to always offering a Real Living Wage bid in place of or alongside every market rate submittal to all prospective and current clients, meaning the client always has the choice to implement the Real Living Wage at the point of tender. The Recognised Service Provider Leadership Group exists to assist and guide the Living Wage Foundation with policy decisions and lends its expertise to the Foundation to better champion the Real Living Wage within the provider industries. In May 2023, Cleanology announced it had created 600 new jobs during a period of record-breaking growth which included an acquisition in Wigan, Greater Manchester. This added a further 400 staff to the books, bringing the total workforce to over 1,400. Last year family owned and run Cleanology – which is headquartered in Vauxhall, South-West London – forged ahead with new hubs across the Midlands, Scotland and the South-West after 20 years servicing the capital. It has also opened offices in Manchester and Leeds.

  • Wates Group Exceeds £2 Billion Turnover

    Wates Group has reported the highest-ever turnover and underlying profit in its 127-year history. With turnover of £2.18bn, an increase of more than 15% on last year, the Group has exceeded the £2bn mark for the first time, alongside a profit before tax of £46.2m. These strong results come despite a challenging external landscape of high inflation and interest rates, and disrupted supply chains. The company also ended the financial year with a record forward order book of £8.54bn. 2023’s financial results mean that Wates has delivered PBT (profit before tax) consistently, every year, for over two decades. The Group made significant investments during the year, resulting in a lower net cash position than in 2022, of £138m. This included continued investment in our House Building Joint Ventures portfolio. The Group’s £90m revolving credit facility remained undrawn at the year-end. The company also increased its total tax take on behalf of the Exchequer to £387m – a 23% increase on last year. During the year, the Group also delivered two of its 2025 social value targets ahead of schedule. The Group’s strategic spending with social enterprises, which multiply the company’s impact in communities where it operates, reached £31m since 2020, exceeding the original 2025 target of £25m. Wates also delivered triple its 2025 target for engagement with the sector’s future skills pipeline, supporting 80,000 young people in primary and secondary schools to consider a construction career since 2020, against an original target of 25,000. In the same year as it delivered record turnover, the Group reduced its scope 1 and 2 emissions by 45.3% against a 2019 baseline. This compares with its near-term (2030) science-based target of 46.2%. The Group also had its long-term (2045) greenhouse gas emissions target validated by the Science-Based Targets initiative (SBTi) and, at the end of 2023, appointed Cressida Curtis to the new role of Group Sustainability Director. Across the business, results were strong. The Construction Group reported £1.17bn turnover, up 22% from last year, and secured £1.1bn in new work, with a highest-ever average project value of £48.3m. During the year, the business completed a number of major projects, including a major project to rebuild the Lucent Building behind the iconic Piccadilly Circus lights in central London and completing the transformation of state-of-the-art sports facility the Sandwell Aquatic Centre – which Wates completed in 2022 for the Commonwealth Games – into a lasting legacy for the local community as a leisure centre for everyone. Current major schemes include the design and build of the AESC UK gigafactory in Sunderland which, once complete, will deliver a six-fold increase in UK electric vehicle battery production. Construction is also underway on the Group’s project to build the first new town centre in London for 50 years in Canada Water, as well as delivering a smart, sustainable new office building in the heart of Manchester at 4 Angel Square, in partnership with SES Engineering Services. Turnover in the Group’s Residential business increased by £13m on 2022 figures, to reach £323m, delivering 276 homes over the year with more than 3,000 homes under construction. Wates continued its residential industry leadership in delivering low-carbon homes by working with Winchester City Council. Here they delivered residential blocks and two-bedroom houses reducing energy use by up to 41% and saving residents up to 60% on their bills, depending on their usage. The Residential business is also working with Cardiff Council to alleviate the ongoing housing shortage, by providing modular housing as a high-quality and low-cost solution to help those in most urgent housing need. The Developments Group continued its strong performance in 2023. It secured its highest-ever profit before tax, alongside a turnover of £147m, an increase of 16% on last year. This represents one of its strongest results in two decades. The business continued its exceptional land trading performance, with five sites sold to either joint venture partners or on the open market in 2023. The planning team also maintained its impressive planning success rate of 98% since the offering was established in 2005, winning its sixth planning appeal in a row. Its housing developments, in partnership with leading housebuilders, continue to progress well, and the Developments Group operated with the highest level of capital investment in its history, at £185m. 2023 was also a year of growth and diversification, with a widening scope of business streams and range of sites. The business now covers both residential and commercial land within its growing portfolio. The Property Services business also increased turnover to £545m in 2023. The housing maintenance business, Living Space, launched a dedicated healthy homes team and cemented its position as a leader in social housing retrofit by working with 17 social landlords to secure £100m of Social Housing Decarbonisation Fund (SHDF) Wave 2.1 funding. Its specialist fit out and refurbishment business, Smartspace, retained all its key customers and secured its two largest-ever contracts, both with repeat customers. The Facilities Management business increased its turnover by 19.2%, with most of the growth coming through contract renewals and extensions. It secured a notable contract with Yorkshire Building Society, and extended its next generation maintenance partnership with JLL. Eoghan O’Lionaird, Chief Executive, Wates said: "Despite a challenging external environment, we delivered a strong performance last year. Whilst it’s great to pass the £2bn turnover mark, it’s just as encouraging to see an increase in profit. Our stable family governance and clear purpose have provided a firm foundation upon which we continue to go from strength to strength." "We are in an excellent position, with profitability across all parts of our business, a solid cash balance and a positive tangible net worth. Our record forward order book demonstrates our customers’ confidence in our ability to deliver projects of all types and sizes. This confidence is hard-earned, with Wates delivering profit before tax every year for more than two decades." "We are also just as proud of our contribution to society as we are of our bottom line. I’m delighted that in 2023 we exceeded some of our social value targets set for 2025. We have now been able to set even more ambitious targets to increase spend with social enterprises and engage more young people in the great work we do, to make sure everything we do brings benefit to the communities we serve." "These results are a testament to the hard work of people across the Group, and I would like to extend my thanks to all our colleagues, as well as our customers, partners, and supply chain, for everything they do to make this continued success possible.”

  • Glasgow School Experiences Funded by Allied Vehicles

    Allied Vehicles Charitable Trust is proud to announce its latest contributions to the community, focusing on supporting educational and social growth in two Glasgow primary schools, and a youth sports coaching programme. With grants totaling £3,000, the Trust is funding initiatives at St Mary's Primary School in Maryhill, St Joseph’s Primary School near Glasgow City Centre and Winning Scotland, a charity that builds confidence and resilience in Scotland's children and young people. St Joseph’s Primary School, located close to Glasgow City Centre, will receive a grant of £1,000. towards the creation of a school library, a project designed to develop a love of reading among young people. Recognizing the school's diverse linguistic background, with 32 languages spoken among its students, the grant will help purchase books in various languages and essential library furniture. Ciara Lynch, from St Joseph’s Primary expressed the school’s gratitude for the donation. “Reading is crucial for learning and development and yet many children are missing out on the joy of reading and the benefits it brings; we don’t want our young people to miss this opportunity.” "We have 32 different languages spoken in our school so we want to buy books in a range of languages to suit this diverse community; this will have a great impact on our school and young people.” A further £500 grant will go to St Mary’s Primary School in Maryhill. This funding aims to alleviate the financial burden on families by supporting the costs associated with the Primary 7 prom, leavers' day out, and the traditional leavers' hoodies. Located in a deprived area of Maryhill, the grant ensures that every child can participate in these significant milestones without financial stress on their families. Kerry Finn, of the St. Mary’s Primary School Parent Council said the donation would make the P7’s last weeks of primary school memorable ones. She said, “I would like to thank the whole team at Allied Vehicles for helping the P7s at St Mary's Primary with costs for leaver events. This will help our families and the children will have an amazing sendoff thanks to Allied Vehicles.” Winning Scotland is a charity that builds confidence and resilience in Scotland's children and young people. The Trust has approved a grant of £1,500 to enhance delivery of a physical activity focused project called ‘On Our Marks’. On Our Marks improves the health, confidence, and life skills of 300 children in Primary 1 and 2 in 10 north Glasgow primary schools - Barlornock, Barmulloch, Chirnsyde, Elmvale, Miltonbank, Saracen, St Catherine’s, St Martin’s, St Monica’s and St Teresa's. The funds from the Allied Vehicles Charitable Trust will help to mentor and train young sports coaches recruited from sports students at Glasgow Kelvin College. As well as providing a sustainable source of physical activity provision in the local schools, this approach increases the practical knowledge, delivery experience and employability skills of the students, helping them to build networks in their local area and boost future employment prospects. Richard Orr, Director of Partnerships at Winning Scotland thanked the Trust for its support, saying, “We’re thrilled that this support from the Allied Vehicles Charitable Trust will enable us to continue building our training and mentoring relationship with Glasgow Kelvin College." "Supporting sports students to deliver the On Our Marks physical activity project in local primary schools has multiple benefits – helping children stay fit and healthy, developing the employability skills of students and creating opportunities in the local community.” Gerry Facenna, owner and founder of Allied Vehicles, said of the donations, "We're delighted to support these vital educational and social initiatives in Glasgow's schools and communities. The Allied Vehicles Charitable Trust is committed to making a positive impact, and it makes me very proud to see our contributions help foster a love of reading, support meaningful school milestones, and promote health and resilience among young people."

  • Navigating The Complexities Around Succession Planning

    Family business succession planning is a complex and challenging process that involves transferring leadership and ownership from one generation to the next. Over the years, succession planning has been recognised as one of the more difficult challenges that families in business have to overcome and there are several factors that come to the fore and can make it difficult to navigate successfully. These can include emotional dynamics, balancing the needs of the business with the skills of the family members, lack of formalised processes, estate planning and general economic conditions. Firstly, emotional dynamics within families can complicate succession planning. Personal relationships, historical family roles, and unresolved conflicts may interfere with objective decision-making and it also raises questions about mortality too. Emotions can cloud judgment and hinder open communication, making it difficult for family members to align on a clear succession strategy, or even want to bring up the topic of conversation in the first place. Secondly, balancing business competence and family ties is a delicate task. The most qualified family member may not necessarily be the best leader, causing tension between meritocracy and familial obligations. Striking a balance between competency and maintaining family harmony is a perpetual challenge in the succession planning process and for many it raises more difficult questions, especially if there is more than one potential candidate in the next generation, and if the next leader is to be a family member, causes parents to choose between siblings which is made all the more difficult by the perennial desire to do everything equally and fairly amongst all their children. Thirdly, inadequate preparation and a lack of formalised plans contribute to the complexity. Many family businesses fail to establish clear guidelines for succession, resulting in ambiguity and potential conflicts. The absence of well-defined processes and communication channels can lead to confusion and disputes among family members but by introducing plans and communicating them well, family harmony can be maintained and the process followed to determine the successor. Moreover, the transition from an entrepreneurial founder to subsequent generations often involves a shift in organisational culture. Maintaining the original vision and values while adapting to changing market dynamics requires a delicate balance. Differences in management styles and approaches between generations can create resistance to change and hinder the smooth transition of leadership. From a founder to second generation transition results in the entrepreneurial founder who set out with an original idea, passion and determination to succeed stepping back and relinquishing more of the decision making and responsibility and as such the business takes on a new dimension. The next generation will want to put their stamp on the business but may have different drivers and desires for the business and this again may cause some degree of discomfort when discussing transition from one generation to the next. Estate planning and taxation may also pose additional hurdles. The complexities of legal and financial aspects can strain family relationships. Balancing the desire to treat all heirs fairly while ensuring the continuity and growth of the business requires careful consideration and expertise in various domains and for some families it seems easier to defer the conversations to a later date and succession simply becomes the ‘elephant in the room.’ Lastly, external factors such as economic uncertainties and market volatility add another layer of difficulty. Navigating the challenges of a dynamic business environment while simultaneously managing internal succession dynamics requires strategic foresight and adaptability and remains on the agenda for many family firms still building back their businesses after the global pandemic and with prevailing economic and political uncertainties likely to remain for the immediate future. Family business succession planning is not easy due to emotional complexities, the delicate balance between family ties and business competence, insufficient preparation, cultural transitions, legal and financial intricacies, and external market pressures. Addressing these challenges demands a combination of open communication, professional guidance, and a commitment to preserving both family relationships and the business legacy. Succession planning is however an inevitability and something that needs to be given sufficient time to achieve a successful outcome. In many cases it takes time and needs honest and authentic conversations, between the generations, to work out what individuals want and also what is ultimately best for the family and the business. Professional advisers are well placed to offer a sounding board to move conversations along and there are plenty of other resources on hand to help families consider the options available to them. When running a business day to day it is difficult to find the time to have the conversations that are needed on a topic as emotive as succession but time needs to be set aside to talk about it openly and formalise and then communicate a plan in order for it to have any chance of a successful transition taking place. Succession can be a difficult challenge to address, but it doesn’t have to be as long as all parties involved are willing to talk openly, honestly and work together for the shared end goal, a successful transition to the next generation of leaders in a way that is best for the business and ensures that family relationships are maintained too. This article is part of a series that has been published by Family Business United to support a series of Family Business Insight Events with Barclays Corporate Banking

  • HMG Support Francis House Easter Chick Knit 2024

    This March, Manchester based HMG Paints will be supporting local charity Francis House Children’s Hospice as they look to raise funds for their Easter Chick Knit Campaign. The campaign see’s thousands of handcrafted Easter chicks, each filled with a delicious Creme Egg, sold to raise funds for Francis House. Every Year at Francis House, supporters and volunteers of this campaign gather from across the UK to help knit thousands of chicks and bunnies. Each chick is personally hand-crafted,and crème egg sized surprise is inserted into each and every chick. Each bespoke gift is paired with a chocolate egg and donate the Easter-themed pairing to supermarkets, businesses, and local individuals. This heart-warming initiative aims to raise vital funds to support children and young adults with life limiting conditions. Discussing the event, Francis House said: “Every year, thousands of little woolly chicks, and bunnies flock into Francis House, knitted by crafty supporters from across the world. The chicks are filled with a donated chocolate egg each and sold in schools, stores, and businesses all across Greater Manchester to raise funds for the hospice.” Leading independent paint manufacturer HMG Paints, is honoured to support this meaningful event, helping to contribute to the success of the Easter Chick Knit fundraiser. As a company deeply rooted in the Manchester community, HMG often get involved with their community and support those in need. Members of the team are delighted to support the campaign this year and the team have gladly donated a generous 192 eggs to the cause. Speaking on their involvement within the Chick Knit Campaign, HMG’s Gracienne Ikin, Business Development Manager stated “HMG are so pleased to be involved with the Easter Chick appeal with Francis House once again this year. It really brings the festive Easter spirit to the factory at HMG when we sell the chocolate filled, knitted chicks and bunnies. We are delighted to be able to support Francis House and this particular appeal is a really easy and fun way to get involved and raise vital funds.” To date, thanks to the work of hundreds of supporters, tens of thousands of knitted chicks were sold via various outlets, raising over £51,500 and allowing many businesses to join hands in fundraising for the Easter season. With the fundraising charity looking for varied venues to sell their chicks knits, HMG, Collyhurst will further commit to this event; purchasing chicks and bunnies to sell across the independent paint factory throughout March. Francis houses look to sell each ‘standard chick or bunny’ for a minimum of £2, as well as providing the option of supplying an ‘accessorised chick’ for £3. With limited time left to get involved with this year’s event, HMG encourage all to get involved with this incredible event dedicated to making a positive impact. For more information about the Easter Chick Knit fundraiser and how you can get involved, please visit: Easter Chick Knit - Francis House

  • 4 Pitfalls To Avoid When Recruiting Non-Family Executives

    The need to recruit at a senior level within family businesses arises for various reasons, such as filling a gap in succession, boosting sales, enhancing production, introducing new products or services, or expanding into new territories. Bringing in a non-family executive promises fresh perspectives, new ideas, and valuable expertise. Nonetheless, such appointments carry significant risks. This article sheds light on four primary pitfalls in recruiting non-family executives and proposes strategies to evade them. 1. Unrealistic Expectations Regardless of the rationale behind the decision, the board identifies a skill gap and harbours expectations for the outcomes that the appointment will bring. It is vital to acknowledge that professional managers, while skilled, are not magicians. Appointing a non-family executive entails a substantial investment, necessitating realistic expectations regarding their objectives and timelines to justify this investment. Often, results take longer to materialise than anticipated, prompting family businesses to reassess the sustainability of their investment if the expected timeline extends. Sadly, I've witnessed family businesses part ways with new executives just before the attainment of the desired results, due to straining the business financially. Notably, engaging an experienced professional may unearth additional complexities, elongating the timeframe for achieving desired outcomes. Clear, realistic, and time-bound objectives, agreed upon by all stakeholders and the executive pre-appointment, are indispensable, alongside a robust mechanism for ongoing evaluation and adjustment if necessary. 2. Hazy Or Inadequate Remuneration Strategies Many family business owners excel in negotiation, often striving to secure favourable deals for the family. However, this prowess sometimes spills over into remuneration negotiations with non-family executives, resulting in oversold dreams to secure their services at reduced rates. Such short-term victories often culminate in disastrous consequences down the line. To mitigate this risk, families should benchmark executive pay to ensure competitiveness and longevity in the role, even amid initial challenges or misalignments of expectations. Additionally, families should devise comprehensive remuneration packages that go beyond basic salary levels, incorporating incentives like phantom share options, long-term incentive plans, profit-sharing, and performance bonuses. While equity may not be feasible, non-cash benefits unique to the family enterprise can be considered alongside traditional benefits like pensions and healthcare. Addressing potential disparities in remuneration levels before commencing the recruitment process is prudent, as it could impact profitability and dividend payouts, necessitating transparent communication with family shareholders. 3. Insufficient Integration Efforts Transitioning into an established family business presents non-family executives with a plethora of information to assimilate. Beyond their role and responsibilities, they must familiarise themselves with the company's history, vision, and family dynamics. Dumping heaps of reading material on their desk on day one is insufficient. Structured integration plans, encompassing orientation sessions, stakeholder introductions, and candid discussions on family dynamics, are imperative for expediting the executive's acclimatisation. Furthermore, appointing transition coaches to support incoming executives in navigating initial challenges can prove beneficial. A clear plan outlining how the executive will integrate into the firm and ongoing performance evaluation is essential for seamless integration, particularly if they are the first non-family member in such a position. 4. Reluctance to Cede Control Despite the best intentions, family business owners often struggle to relinquish control, hindering the incoming executive's ability to perform effectively. This reluctance manifests in allowing staff to bypass the executive and seek decisions from family members, undermining the executive's credibility and leadership efficacy. While understandable given their deep-rooted involvement in the business, this reluctance stifles innovation and impedes progress. Cultivating a culture of trust and empowerment, coupled with a willingness to embrace new methodologies, is crucial for fostering the executive's autonomy. Failure to do so may lead to their departure or termination, thwarting the organisation's growth prospects. Summary Recruiting non-family executives presents both risks and opportunities for family businesses. Establishing clear, realistic expectations and designing equitable remuneration packages, agreed upon by all stakeholders beforehand, are essential. Likewise, crafting a comprehensive integration plan and providing ongoing support are vital for maximizing the executive's potential and ensuring their success in the role. By navigating these pitfalls adeptly, and by allowing the executive the freedom to fulfil the role they have been hired to do, family businesses can leverage external expertise to drive sustained growth and prosperity. About the Author - David Twiddle is the founder and Managing Partner of TWYD & Co, an Executive Search and Advisory firm built differently for thriving business families, entrepreneurs and ultra-high net worth individuals, around the world. Find out more at www.twyd.co

  • Williams Racing To Hold First Ever Fan Zone In Japan

    Williams Racing is thrilled to announce the arrival of its first-ever Fan Zone in Japan close to the iconic Shibuya Crossing in Tokyo. As excitement builds for the upcoming Japanese Grand Prix, fans will have the unique opportunity starting from Monday 1 to Sunday 7 April, to immerse themselves in the world of Formula 1 at the Williams Racing Fan Zone. The free-to-enter event offers unmatched access to get closer to the action and be a part of the Williams Racing team. During the week, fans will have the opportunity to: Meet F1 drivers Alex Albon and Logan Sargeant and Team Principal James Vowles. The full line-up of appearance times during the week and how you can register to meet them will be available at williamsf1.com closer to the event. See the Williams Racing FW46 show car up close. Get behind the wheel of a state-of-the-art esports simulator to test your driving skills around the Suzuka Circuit. Learn more about the team’s partners with Komatsu’s digger simulator and MyProtein’s batak challenge. Buy team merchandise, including limited edition collections. Fans who download and register on the Williams Racing app will have access to the latest event information and the chance to win exclusive prizes. Location: Zero Base, 2-5-8 Dogenzaka, Shibuya-ku, Tokyo Dates: Monday 1 April to Sunday 7 April Opening Hours: Monday-Friday: 12:00pm to 10:00pm Saturday: 10:00am to 10:00pm Sunday: 10:00am to 8:00pm Tokyo marks the second stop of the team’s 2024 Fan Zone World tour which includes a total of nine locations across the F1 season. Since 2022, Williams Racing Fan Zones have offered unparalleled access to supporters, attracting thousands of fans across the globe. Logan Sargeant, Williams Racing Driver: “It’s great that we’re able to bring our Fan Zone to Tokyo this year ahead of the Japanese Grand Prix. Tokyo is one of my favourite cities, and I loved experiencing it for the first-time last year." "I know the fans are super passionate about the sport, so to be able to give them the chance to be a part of the team, even if they can’t make it to the race in Suzuka is special. I can’t wait to see their support at the Fan Zone in Shibuya.”

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