In the world of family‑owned businesses, the most successful enterprises are those that find harmony between two often competing priorities: the immediate demands of today and the legacy they hope to build for tomorrow. This balance is not easy, it requires steady hands, clear values and the kind of leadership that can think generations ahead, even when short-term pressures scream for quick fixes. According to Paul Andrews, Founder & CEO of Family Business United, this balancing act lies at the heart of what makes family firms not just resilient but enduring. “Whereas many corporations chase short‑term performance and profits, often making decisions based on financial returns,” Paul notes, “family businesses tend to prioritise legacy, ensuring that decisions today strengthen the business for the next generation.” In that simple but powerful statement lies the fundamental distinction: family firms are often driven not by quarterly earnings, but by what the business will look like for their children or grandchildren. That long‑term view tends to shape investment decisions, whether in innovation, people, or community commitment, in ways that transcend the next accounting period. Yet it would be naive to dismiss the short-term demands. In recent times, family businesses in the UK have felt mounting pressure from economic headwinds: inflation, regulatory change, taxation, rising costs, and uncertainty in the broader commercial environment. When survival, cash‑flow and profitability are on the line, there is a natural inclination to focus on the near term. These are not luxury firms sheltered by wealth: many are everyday businesses providing livelihoods, goods and services to communities. In this context, the temptation to react quickly, to cut costs, defer investment, or delay strategic decisions, is real. But according to Paul, reacting without strategy risks eroding what makes family firms strong in the first place. “The strength of family businesses lies in their values, resilience, and commitment to doing business the right way,” he argues, pointing out that such qualities can sustain firms through bad times but only if they are supported by wise judgement and long-term thinking. For him, short‑term pressures should not rewrite the firm’s purpose, but merely test its ability to uphold that purpose under pressure. That 'long-term thinking' is more than sentimental rhetoric. It underpins a discipline of patient capital, investments in people, culture, innovation and community, rather than chasing short‑lived gains. As noted by many in the family business sector, firms that maintain this strategic balance are often better placed to navigate disruption, retain staff loyalty, and sustain growth in a way that builds generational value rather than short-term profit. Of course, maintaining such a balance requires more than conviction: it calls for robust governance, transparent communication, and a shared vision among family members and management. Family firms must resist the lure of compromising long‑term ambition for short‑term expediency, especially when external pressures mount. By retaining clarity on their values and their purpose, they ensure that decisions made in the present remain aligned with their future goals. For Andrews, the message is clear: genuine stewardship means thinking beyond the next quarter or even the next decade. “Family businesses are humble by nature,” he says, “They’re more focused on getting the job done than shouting about it. But humility does not mean short‑sightedness — quite the opposite. It demands a confident commitment to the long game, even when times are tough." “The beauty of family businesses is that when they get the balance right, they create something truly remarkable, not just a thriving company, but a legacy that inspires future generations." "That is a responsibility and a privilege that few other businesses get to enjoy.” In an age where short-termism too often dominates corporate thinking, family businesses stand out as a model of sustainable enterprise. They remind us that companies can, and should, have both heart and horizon. And for those willing to marry family values with strategic discipline, the rewards may well be measured not only in profit, but in legacy too.

There is something quietly enchanting about a family business. Unlike impersonal corporations or online conglomerates, these family businesses carry with them stories, values, and traditions that span generations. Walk down any high street in Britain, and the magic is palpable in the small, independent shops, the bakeries that have been handed from parent to child, the artisanal workshops where craft and care are inseparable, and the family businesses that have stood the test of time, passing from generation to generation. Family businesses offer more than products, they offer continuity, trust, and a sense of belonging that cannot be bought. At the heart of this magic is the weaving together of family and work. For many family-run enterprises, the lines between home and business blur, creating a unique environment where dedication is personal, and success is shared. Children often grow up behind the counter, learning not just how to serve customers but how to embody the values of diligence, honesty, and respect. Skills are passed down alongside stories, recipes, and techniques, making the business itself a living extension of the family’s history. As Paul Andrews, Founder and CEO of Family Business United explains, "Every transaction, every interaction carries a human touch that reminds customers they are dealing with people, not just a brand." "This is what makes family businesses special. They care and want to do business authentically." Family businesses also have a remarkable ability to nurture community. Unlike large organisations, these firms often invest in relationships rather than just revenue. Shopkeepers remember regular customers’ names, bakers know their patrons’ favourite pastries, and artisans create bespoke products to meet individual needs. In towns and villages across the UK, family businesses are pillars of social life, sponsoring local events, supporting schools, and helping neighbours in ways that money cannot measure. As Paul continues, "The magic lies in this human connection, the sense that business can be kind, personal, and socially meaningful." The resilience of family businesses is another source of their enchantment. Generations of families have weathered economic storms, shifts in taste, and technological change, often relying on ingenuity and mutual support rather than scale or capital alone. This endurance gives them a depth and stability that is rare in modern commerce. Customers are not just buying a product; they are buying into decades of experience, a commitment to quality, and a tangible sense of continuity that spans time and circumstance. "It is the story that perhaps resonates the most," continues Paul. "People trust the name above the door, the business that has always been around and continues to be a constant present in every day lives." "These businesses become part of the fabric of the community and that is what makes them special." Perhaps the most captivating aspect of family businesses is the way they embody values in action. Integrity, care, generosity, and stewardship are not abstract concepts; they are lived daily in the way products are made, customers are treated, and staff are valued. During festive seasons or times of community need, family businesses often go above and beyond, reinforcing the idea that business can serve a higher purpose than profit alone. It is in these gestures, large and small, that their magic truly shines. In a world increasingly dominated by impersonal chains and rapid convenience, family businesses remind us of what commerce can aspire to be. They are storytellers, tradition-keepers, and community-builders rolled into one. Their magic is subtle but undeniable: it lives in the smile of a familiar shopkeeper, the aroma of a freshly baked loaf, the precision of a handcrafted product, and the legacy carried forward from one generation to the next. Family businesses are not just part of the economy; they are part of the fabric of life, weaving warmth, trust, and humanity into the everyday.

Stepping into the boardroom of a family enterprise is unlike joining any other corporate governing body. The next generation arrives not merely as aspiring directors but as custodians of a legacy, inheriting both the privilege and the responsibility of shaping the firm’s future. To take their seat with credibility, they must master a blend of professional competence, emotional intelligence and an appreciation for the unique dynamics that characterise family ownership. A deep understanding of governance forms the bedrock of effective board participation. For next-generation directors, this means going far beyond a cursory knowledge of board mechanics. They must grasp the distinction between governance and management, understand the structures that protect the firm’s long-term sustainability and develop fluency in risk oversight, strategic planning and fiduciary duties. Exposure to boards outside the family firm—whether through formal training programmes, advisory boards or non-profit organisations—often provides invaluable perspective, helping them recognise best practice without the distortions of family ties. As Paul Andrews, founder and CEO of Family Business United, observes, “Good governance is not just a framework, it’s a mindset—and the rising generation must embrace it long before they enter the boardroom.” Commercial credibility is another essential prerequisite. Family enterprises often pride themselves on long-term stewardship, but they compete in markets that reward sharp insight and innovation. The next generation must demonstrate not only that they understand the firm’s operational realities but also that they bring new thinking—fresh digital literacy, global awareness or specialised sector expertise. Many families insist that next-gen members first gain substantial experience outside the family firm, ensuring they acquire an objective professional identity and the resilience born of being evaluated on merit rather than lineage. Financial literacy remains a particularly crucial skill. Board decisions ultimately hinge on an ability to interpret financial statements, assess capital allocation options and weigh the consequences of investment choices. Family firms may operate with a long-term lens, but that does not exempt them from the rigour demanded by markets, lenders and regulators. Next-generation directors must be able to challenge assumptions responsibly, read between the lines of performance metrics and understand how strategic decisions affect the firm’s financial architecture. An even subtler competency lies in the mastery of family dynamics. Family businesses operate in an environment where personal and professional identities often blend, and where historical grievances or differing visions for the future can complicate rational decision-making. Next-gen directors need the maturity to navigate intergenerational relationships sensitively, respect the achievements of predecessors and manage their own emotional responses when disagreements become personal. Skills in conflict management, communication and negotiation are therefore essential, enabling them to contribute constructively without amplifying tensions. Understanding the family’s values and purpose provides the cultural anchor that binds strategic decisions. Most enduring family firms possess a clear sense of why they exist beyond profit, and these principles should inform boardroom deliberations. The next generation must internalise that purpose—often articulated in family constitutions or charters—and be prepared to uphold it even when commercial pressures tempt the business towards short-termism. Andrews emphasises this point clearly: “The strongest family firms have a core purpose that transcends generations. The next generation must understand it, believe in it and be ready to carry it forward.” Finally, next-generation directors must develop their personal voice. A board seat is not a ceremonial role; it demands the confidence to express views, ask difficult questions and articulate a vision for the future. Yet that voice must be exercised with humility, recognising the wealth of experience at the table and the responsibility they carry as both owners and governors. Cultivating the balance between assertiveness and respect is one of the most defining marks of readiness. Taken together, these areas form more than a checklist; they describe a mindset. Entering the family business boardroom requires intellectual preparation, emotional sophistication and a long-term commitment to stewardship. And, as Andrews concludes with optimism, “The next generation has an incredible opportunity..” “When they invest in their own development and embrace the responsibilities of ownership, they become the driving force that secures the family’s legacy for decades to come.”

Entrepreneur Dominic Ponniah, the well-known Co-Founder of leading national commercial cleaning and FM company Cleanology, has stepped down as CEO to become its new Chairman. Mr Ponniah will still be taking a keen interest in the growth of the company, co-founded with his mother Elisabeth Ponniah in 1999, but he has decided the time is right to step back from the day-to-day running. Explaining his move, Mr Ponniah said: “Twenty-two years ago, I agreed to join the business and help my mother with the marketing for three months. Three months turned into 10 years and then 10 years turned into 20 years. I was having too much fun to stop." It’s always difficult for founders of businesses to get the timing right as to when the founder steps away and replaces themselves. I believe that the timing is right to do that now.” Mr Ponniah – who will continue to attend Board meetings as Chairman - will work alongside Cleanology’s new CEO until the end of the year as part of a handover before focusing on his new role. He has also stressed it’s very much a case of ‘business as usual’ despite the change in leadership, adding: “Most importantly, I will be around to support Cleanology to double in size over the next three years by ensuring we continue to be the best in the industry – and making sure we are leading on innovation, sustainability and the brand pillars we are known for." "Finally, I want to thank all our clients for the incredible support they have given me over the years, my team for their endless patience, humour and energy, and all our stakeholders, who together have helped Cleanology achieve our success to date.” Mr Ponniah’s next chapter is set to be an exciting ride as, in addition to his chairman role, he has plans to write a book, take flying lessons, become more involved in politics, and launch his fifth new business. Mr Ponniah will also continue to champion causes he is passionate about, particularly the Real Living Wage and The Hygiene Bank. Cleanology’s much-heralded annual fundraiser for The Hygiene Bank has established itself as a ‘must attend’ event - attracting almost 200 guests each year - and raising an incredible £151,000 in its first five years. This year’s showpiece event was held in October at The Law Society in the heart of legal London. Cleanology also prioritises fair pay, with 99% of employees receiving the Real Living Wage, a significant rise from 18% in 2017. In March 2025, Cleanology rebranded in a bold and exciting live launch marked by the projection of its vibrant new logo against iconic London landmarks, including Tower Bridge. The dramatic unveiling came at a pivotal moment for the company as it entered its 25th year of trading with a record-breaking £2m of new contracts mobilised a month later. In recent months Mr Ponniah has also become an outspoken critic of the Government’s proposed Employment Rights Bill. He co-authored an open letter to PM Sir Keir Starmer, Deputy PM Angela Rayner and Business and Trade Secretary Jonathan Reynolds setting out strong opposition to key elements of the Bill. His grave concerns were backed by some of the biggest names in facilities management with 140 companies, representing £7 billion in UK GDP and employing over 156,000 people, signing the letter.

More than half (55%) of Scottish small to medium enterprises (SMEs) anticipate growth in their business over the next year, according to new research. Confidence and optimism have dipped slightly compared to 2024. The findings came from the second annual Business Baseline survey, conducted by the Improvement Service on behalf of Business Gateway and partners. The survey gathered responses from over 500 SMEs, entrepreneurs and business owners across Scotland. The objective of the Business Baseline survey is to gain insight into the opportunities and challenges faced by Scottish businesses, as well as the types of support they may require. Two new questions were added this year, covering respondents’ views on Scotland’s economy and innovation and technology in their business. Key Findings: 55% of SMEs expect growth in the next 12 months Business confidence drops from 74% to 67% Only 25% feel confident in Scotland’s economy Concern over political and regulatory conditions rises sharply to 40% 58% expect to need business support and 34% financial support Fair work adoption and environmental planning fall year on year Growth Expectations Remain Steady But Confidence Weakens The survey found that 42% of businesses expect moderate growth over the next year, with an average anticipated growth rate of 36%. Businesses in the education, training and HR sectors were the most optimistic, with 68% predicting growth, while sectors such as construction and food and drink reported lower growth expectations than last year. Overall, 67% of respondents expressed confidence in their business prospects over the next 12 months, down from 74% in 2024. Reduced confidence was more common in businesses that have been trading for a longer period. When asked about the wider economy, businesses were more cautious: only a quarter felt confident in Scotland’s economy and only 16% agreed that Scottish businesses are well prepared to meet future challenges. Rising Costs And Political Uncertainty Remain Dominant Pressures The survey shows that rising costs continue to be the biggest challenge, cited by 63% of respondents, while political uncertainty and regulatory changes were highlighted by 40%, up from 25% in 2024. Food and drink businesses in particular saw a substantial increase in political concern. Demand For Support Persists Financial and business support remain key needs for Scottish SMEs: 34% expect to need financial support 58% anticipate requiring business support Pre-start businesses are the most likely to need financial assistance (56%) Grants remain the most common type of financial support sought (61%). Business Gateway strengthened its position as the most likely source of business support, rising 25% to 78%. Over half of respondents (56%) expect to increase their prices, although more anticipate prices remaining stable than in last year’s survey (35% vs 30%). Innovation Welcomed, But Tech Adoption Remains Uneven This year’s survey included new questions on innovation and technology. Most SMEs see innovation as vital to their future growth (65%) and half say they are embracing new technologies, including AI. However, 58% say they could do more and almost a third disagree that they are currently using the latest technologies. Environmental And Fair Work Measures Decline Environmental and fair work practices saw a slight decline: 47% of businesses had plans in place to reduce environmental impact, down from 55% in 2024, with food and drink leading at 70%. Similarly, 63% of businesses reported adopting fair work measures, compared to 74% last year. Councillor Gail Macgregor, Chair of the Business Gateway Board, said: "The 2025 Business Baseline survey highlights the resilience and adaptability of Scotland’s SMEs. While confidence and growth expectations have softened slightly compared to last year, it is clear that business owners remain focused on growth, innovation and building sustainable practices." "Challenges such as rising costs, regulatory uncertainty and political pressures remain, but SMEs are showing remarkable determination to navigate these." "It is vital that they continue to have access to practical guidance, financial support and expert advice to help them thrive in the year ahead." The full Business Baseline report can be accessed here

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

As many family-owned businesses across the UK brace for the generational handover of leadership, the idea of a Management Buy-Out (MBO) is fast gaining traction as a viable, and increasingly necessary, alternative to traditional succession. According to Paul Andrews, Founder and CEO of Family Business United, the coming years could see a marked increase in such internal buyouts. With changes to inheritance‑tax rules and widespread uncertainty about long-term viability under older‑generation ownership, he believes the next wave of transitions may not necessarily mean handing the reins to a younger family member — it could mean handing them to the management team. In a recent FBU report on what lies ahead for family firms, Andrews acknowledges that from April 2026 new tax rules will remove much of the certainty surrounding inheritance and the transfer of business ownership and create uncertainty and complexity as a result. “Planning has never been more important,” he says, urging families to initiate conversations sooner rather than later. Given this uncertainty, many owners may look to sell, not to external competitors, but to those already running the business day to day. An internal buyout offers several advantages. From a human perspective, it may ease generational tension: management often comprises those who already know the business’s operations, culture and people intimately. For families who lack a ready next-generation leader, or for whom next-gen interest is lukewarm, an MBO offers continuity, retention of institutional memory and a smoother transition than handing over to inexperienced heirs. Over the past few years, as many as 43% of family firms surveyed by Family Business United reported that they expect a leadership transition within the next five years. Still, Andrews stresses that such buyouts must be approached with care. Family firms are defined not just by their financial performance but by shared values, long-term thinking and often a sense of stewardship, ideals that can be lost if the wrong management team takes over. For this reason, he argues that the decision to pursue an MBO should come from a place of strategy and shared vision, not merely short-term pressure. “If a management buyout is handled well,” Andrews suggests, “it can deliver a future for the business that preserves legacy while adapting to the financial and regulatory realities of the modern era.” Yet, he cautions, it would be wrong to assume MBOs will be the easy option. They require realistic valuations, transparent communication, fair terms and often a willingness among senior family shareholders to step back — emotionally as much as practically. “The opportunity is there,” he says, “but it demands honesty, discipline and a genuine commitment to what the business stands for.” In a climate of rising tax burdens and economic headwinds, MBOs, once a niche route, may soon become a mainstream succession tool for family firms wanting to stay in the family, but not strictly in the bloodline. And with thoughtful planning, 2026 could mark the beginning of a structural shift in how Britain’s family-owned businesses manage their future.

National Apprenticeship Week (NAW) 2026 will run from Monday 9 February to Sunday 15 February, uniting employers, apprentices, educators, and training providers in a nationwide celebration of the value and impact of apprenticeships. This year’s theme, 'Skills for Life' and will spotlight how apprenticeships equip people with essential, long-lasting skills while helping businesses build a strong and sustainable workforce. Family Business United is delighted to be supporting the NAW 2026 and will be showcasing the investment that family firms across the UK are making in apprentices. New figures from the 2025 Family Business Apprentice Employers Report, published by Family Business United (FBU), underscore the significant contribution of family-owned firms to the UK’s apprenticeship landscape. According to the report, the UK’s top 24 family business apprenticeship employers currently support 776 apprentices, with 369 new apprentices joining and 354 completing their programmes in the year to June 2025. Paul Andrews, Founder and CEO of Family Business United, expressed his enthusiasm for supporting this year’s NAW: “Family businesses are the engine room of the national economy and a significant number of family firms invest in apprenticeships." "Apprentices add a lot of value, fill vital skills for the future and represent the next generation of the workforce. They make a tangible difference each and every day, and it is great to see so many family firms providing career opportunities through apprenticeships too.” “Across the UK, apprentices play an essential role in driving innovation, growth and resilience within businesses of all sizes. Their dedication and fresh perspectives strengthen organisations, support local communities, and help ensure that the UK maintains a skilled workforce ready to meet the challenges of tomorrow. It is also exciting to see a growing number of board members and directors of family firms who started out as apprentices, rising through the ranks to senior positions too, a clear demonstration of the long-term investment these firms make in their people." As part of NAW 2026, Family Business United will launch a national campaign to showcase the diverse range of apprentices working within family-owned firms across the country. The campaign will highlight individual success stories and the vital contributions apprentices make within their organisations. Family firms wishing to take part are invited to share details of their apprentices—including name, role, the benefits they bring to the business, and a short quote from the apprentice—to be featured in the campaign. Simply use the contact us form to find out more.

National painting contractor, Bagnalls, has triumphed at the National Apprenticeship and Skills Awards 2025, winning The Aptem Equality, Diversity and Inclusion (EDI) Award. Having previously been named as the regional winner of this accolade for the Yorkshire and Humber area, Bagnalls has come out on top again, this time as the overall national winner. The awards themselves, organised by the Department of Education, receive over 1,100 entries every single year. These submissions come from both companies and individuals across a range of sectors, including construction, IT, science, healthcare and many more. This placed Bagnalls in direct competition with various household names, including supermarket giant, Tesco and construction heavyweight, Kier Group, both of which were Highly Commended within the Equality, Diversity and Inclusion Award category. Designed to champion and reward the achievements of exceptionally talented and dedicated apprentices and T Level students, the awards also recognise the support and efforts of apprenticeship and T Level employers. Stephen Bagnall, Group Managing Director at Bagnalls, commented: “We are honoured to have been named National Winner of The Aptem Equality, Diversity and Inclusion Award, especially as the National Apprenticeship and Skills Awards celebrates its 22nd anniversary!" “EDI is incredibly important to us as a company, gifting us with a varied team that has the skills and experience to tackle whatever comes our way! Plus, with a significant number of our management team beginning their careers with us as apprentices, our apprenticeship scheme remains one of our most important and rewarding assets.” Bagnalls’ Group People Director, Ellie Jobes, said of the win: “This award is a wonderful recognition that all of our Bagnalls branches are working together to promote apprenticeships across a diverse audience." “We have seen a particular impact in increasing number of female painters, as well as supporting those joining the industry from low-income backgrounds. I want to say a huge thank you to all of our colleagues who work tirelessly every day to make sure that our apprentices have a positive experience working for Bagnalls.” Find out more about Bagnalls’ apprenticeship scheme and why the company is so passionate about supporting the next generation of young talent entering the painting and decorating industry.

After more than two years of commissioning, Robinsons Brewery have completed their £8.4 million investment in their new brewery. The announcement comes after the family brewers shared that test brewing had begun at their new brewhouse earlier in the year. Reflection on the transition, Oliver Robinson said, “It was a big decision to move our brewhouse from Stockport town centre after more than 185 years and six generations of brewing history. However, we had to look to our future and ensure our business is sustainable for our future generations. Our business has evolved over the years, and this has meant we have adapted our brewing operations to ensure a viable future for our brewing”. Brewing remains vital to Robinsons business plans, with cask beer production and sales bucking the industry trends. Across Robinsons pubs sales of cask beer are five times the on-trade average making up 28% off all beer sales. Having consolidated their brewing and packaging onto one site, Robinsons have already made great energy savings in gas, electric and water usage. The new brewhouse, which has been fully commissioned since March, has already seen the brewery’s energy consumption drop by 12%. Oliver went on to say, “The efforts of the teams involved in this project has been incredible. From our property team, and the external contractors; to the dedication and passion of our Project Brewing team, who have been heavily involved right from the start. It has been a huge investment and of course not without its logistical challenges, but to be in the position we’re in now, it really is testament to the knowledge and commitment of our team." "The way the wider brewing and production teams have come together this year, to learn and operate the new brewhouse also deserves a mention. It’s a big change to have undergone for our brew teams, some of whom have been with us for over 40 years – but they’ve embraced it. We’ve got a fantastic amount of brewing experience within the business and we’re incredibly proud of that. The experience of our team has ensured the beer quality remains excellent, and the change has gone unnoticed by our customers, to that we owe great thanks.”

Hospitality and service industry businesses could face fines and the prospect of an employment tribunal if they don’t comply with the Tipping Act, two experts have warned. The Employment (Allocation of Tips) Act 2023 rules that employers must pass on all tips, gratuities and service charges to workers without deductions. This Act impacts more than two million workers including those who work in restaurants, bars, retail shops, hairdressers, taxi firms, beauty parlours, and many more. Specialists at UK top 10 accountancy firm Azets, have issued the warning prior to the festive season when more tipping is likely in the busiest period for the hospitality industry. It also comes ahead of proposed changes due to come into force next year which will tighten legislation even further. H-J Dobbie, Head of HR Consultancy, and Julie Gunnell, Associate Director of Growth Payroll at Azets, the UK’s specialist business advisor to SMEs, have combined to offer guidance to employers. Julie Gunnell said: “This Act has now been law for a year and employers are obliged to discharge their responsibilities fairly and pass on 100 per cent of all tips to hard-working staff who earned then." “If not, staff can hold bosses fully accountable by bringing a claim to an employment tribunal, and this could lead the minority of businesses who continue unacceptable tipping practices being made to pay fines or compensation.” Looking ahead to 2026, the Government has confirmed measures to enhance current tips laws will come into effect from October 2026 if the Employment Rights Bill becomes law. The proposed changes are: Employers will be required to consult with workers or their representatives before creating a tipping policy, which in reality means that most employers will have to revisit their current tipping policy. Employers will be required to update their tipping policy every three years. H-J Dobbie said: “We know that the vast majority of employers are fully supportive of the Tipping Act, not least because it properly rewards dedicated, deserving and often low paid staff, but also because it builds trust with customers who are more likely to tip if they can be sure of its ultimate destination." “When it comes to the Tipping Act, employers should use a clear and objective set of factors to determine the allocation and distribution and ensure that they give due consideration to all workers involved in providing service to customers, including temporary, zero hour and agency workers to avoid discrimination, but not the genuinely self-employed." “Record-keeping is also a requirement, and the employer must create a record of how every qualifying tip has been dealt with, detailing all qualifying tips received by the employer at the place of business, and the amount allocated to each worker. Records must be kept for a period of three years beginning with the date on which the qualifying tip was paid." “Workers can make a written request to view their employer’s tipping record for a period dating back up to three years, provided they worked for the employer for the full duration of the requested period. They can only make one request in any three-month period, and an employer must provide its tipping record within four weeks.” The Government has produced a Code of Practice on the Tipping Act which is available as a free resource. It provides overarching principles on what fairness is for the purposes of the law, the areas in which employers need to make decisions to comply with their duties, and how they should apply these principles in their specific places of business. Key points include what are qualifying tips, employer-received tips, worker-received tips, digital tipping, ‘out-of-scope’ tipping, non-monetary tips, how a place of business is defined, the fair (not necessarily equal) allocation of tips, and timescales for the payment of tips. For more information, visit the Government website here

Most senior executives and employee reward and benefit leaders across privately-owned and publicly listed UK-based companies are already making good use of employee benefit trusts (EBT), reveals new research* from Ocorian , the specialist global provider of services to corporates – but the majority believe they will need additional external support for employee incentive plans in the near future. Nine in ten (90%) of senior executives and employee reward and benefit leaders feel that their company is using its EBT effectively, compared to just one in ten who say they aren’t. The study from Ocorian reveals which particular benefits of EBTs employers are using most. More than nine in ten (93%) respondents say their company uses EBTs to hedge their future commitments to deliver shares to employees, and 95% say they’re being used effectively to manage the administration and costs of major vesting events. When it comes to using their EBT for off-market purchases, over half (58%) of senior executives and employee reward and benefit leaders say they already do this. The remaining 42% say they have considered doing so. However, Ocorian’s UK study reveals that companies are looking for extra support when it comes to managing their employee incentive plans. Almost three quarters (72%) of senior executives and employee reward and benefit leaders admit that their company currently outsources all administration support for their employee incentive plans externally, compared to around a quarter (26%) who manage this internally. But this is set to grow with over three quarters (78%) of respondents predicting that their company’s use of external support will increase over the next two years, including 25% saying there will be a dramatic increase. This compares to 18% who say it will stay the same and just 3% predicting less use of external support. The main reason for using external support to operate their company’s employee incentive plan is to improve the service levels for participants in the plan. Keeping costs down, and the additional functionality of providing a portal for participants were the second and third reasons. The fourth benefit given was that for many organisations, the sheer size of the plan means that external support is necessary in order to effectively manage and run the plan. Brendan Dowling, Head of Employee Incentive Services, Ocorian said: “Our new research indicates that senior executives and HR leaders are clearly getting it right when it comes to maximising the potential that employee benefit trusts can bring, but are seeking extra professional support and advice when it comes to employee incentive plans." "They understand the benefits that these programs can bring, but operating them in an efficient, resource-effective way can be challenging for in-house teams. At Ocorian, we have a dedicated team with a depth of knowledge and technical expertise that can ease the burden of administering employee incentive schemes.”