Fifth-generation luxury British bedmaker, Harrison Spinks, has appointed Jimmy Caines as National Hospitality Account Manager, in a brand-new role created to support the company’s growth plans within the hospitality sector. The appointment coincides with the relaunch of the company’s dedicated mattress collections, as part of a focus to invest further in its hospitality offering. With over 20 years’ experience in the furniture and mattress industry, including senior roles at well-established national mattress manufacturers, Jimmy joins Harrison Spinks as the company’s primary hospitality lead to further advance its strategy – representing the brand at key industry events including Decorex and the Independent Hotel Show, as well as building strategic relationships to support ongoing growth in this market. Commenting on his new role, Jimmy Caines said: “Joining Harrison Spinks presents an exciting opportunity to bring my years of field experience to a forward-thinking, innovative company renowned for its dedication to providing luxury, responsibly made beds and mattresses." “The hospitality sector holds immense potential for us, and I’m keen to ensure more guests across the country experience the exceptional comfort and high-quality craftsmanship of a Harrison Spinks mattress." “I’m proud to be joining a team who are incredibly passionate about the brand and its story, and are committed to enhancing the guest experience for our clients. While my primary focus is hospitality, I will be drawing on the strong relationships I’ve built over the years to support the retail side of the business too.” Harrison Spinks has relaunched its two bespoke collections – the Signature Collection, designed for hotels and hoteliers, and the iD Collection, created with interior designers in mind. Each collection offers thirteen expertly handcrafted designs available in a range of tensions, including turn-free, dual-sided and pillowtop options tailored to meet the diverse needs of hotel and contract clients. The company has also refreshed its product brochures which detail its tailored service – where beds can be made to any width or length, with a choice of tension, fabric and headboard. Each mattress is carefully layered with responsibly sourced natural materials, including breathable, homegrown hemp and flax, and temperature-regulating traceable British and Yorkshire wool, combined with ultra-responsive HD micro springs and award-winning Cortec™ Quad pocket springs, for targeted support and cloud-like comfort. Nick Booth, Managing Director at Harrison Spinks Beds, said: “Our renewed focus on the hospitality sector marks an exciting chapter for Harrison Spinks. The appointment of Jimmy into this newly created role, combined with the relaunch of these two specialist collections demonstrate our commitment to delivering unique, highly tailored beds that provide exceptional sleep and a lasting impression on our clients’ guests." “This strategic investment reflects the growing demand for luxurious, handcrafted and responsibly made beds in the hospitality space, and our investment in our leadership, innovation and storytelling is helping us grow this important part of our business.” Photo: (Left to right): Signature Collection 23,000 cut through at the Harrison Spinks farm & Jimmy Caines, National Hospitality Account Manager at the Harrison Spinks Innovation Centre.

Bradford headquartered TL Dallas has signed a deal to continue its longstanding partnership with Bradford City AFC. The new three-year agreement will take its involvement with the club beyond 25 years. As a fourth-generation family and employee-owned business, that has been based in Bradford for over 106 years, TL Dallas first began its official journey with the Bantams in the 2000/01 season, securing an executive box in the newly developed main stand – a space it’s held ever since. This new agreement will see TL Dallas retain the executive box for the next three seasons, alongside its ongoing sponsorship of The Bradford End Stand. Mike Martin, Group Director of TL Dallas, said: “Our connection with Bradford City stretches back even further, through our long-standing friends at Thomas Fattorini Ltd – the famous makers of the 1911 FA Cup trophy won by Bradford City. In 2003, we proudly became the naming rights partner of The Bradford End Stand, which is now known as the TL Dallas Community Stand. This latest deal will extend our naming rights through to 2028, marking more than a quarter of a century of support for the club." “Last year, we were delighted to see the stand renamed the TL Dallas Community Stand, reinforcing our commitment to the local community. Through the Bradford City Community Foundation’s Community Ticket Scheme, the stand has hosted thousands of schoolchildren and community members – something we’re incredibly proud to support." “Our backing of Bradford City has never wavered, and we were thrilled to see the team achieve promotion at the end of last season. The passion shown by the city, its supporters, and everyone at the club was remarkable." “We wish Graham and the squad every success in Sky Bet League One, and we’re looking forward to seeing the TL Dallas Community Stand full once again – particularly with the buzz of more local derbies and the continuation of the Community Foundation’s fantastic ticketing scheme." “The club’s progress in recent years under the leadership of Stefan Rupp, Ryan Sparks, and the senior team has been impressive, and we are honoured to be part of that journey. We thank Bradford City for their ongoing partnership and look forward to continuing our shared success both on and off the pitch.” Bradford City’s commercial manager, Michael Shackleton, added: “It has been a privilege to work with Mike and his team during my time at the football club, and we are excited to continue the partnership over the next three years. TL Dallas has been a huge supporter of Bradford City commercially and we always enjoy working closely with Bradford-based businesses. TL Dallas has been heavily involved, partnering in several areas, including naming rights, executive boxes, branding and player sponsorship and we are very grateful for that.”

Leaders who say one thing but do another aren’t just letting their teams down — they’re harming their own performance too, according to new research from Durham University Business School. The study shows that acting inconsistently with stated values often causes leaders to feel shame, leading to avoidance behaviours and poorer task performance. This can undermine overall leadership effectiveness. Conducted by Dr Anders Friis Marstand, Professor Olga Epitropaki and Dr Ziya Ete of Durham University Business School, alongside a number of co-authors, the research examines the personal impact of 'word-action misalignment.' This occurs when leaders’ behaviours fail to live up to their rhetoric and commitments, creating internal conflicts and emotional distress. The researchers conducted three studies with over 800 managers, using real-world incident recollections and experimental tasks. They aimed to understand how leaders emotionally and behaviourally respond when their actions do not match their stated intentions, and the impact this has on their work, motivation, and relationships with colleagues. They found shame to be a common emotional response when leaders reflect on misalignment. This, the researchers say, leads to withdrawal, avoidance of colleagues, and underperformance, especially for those with a weaker belief in their ability to influence outcomes, often resulting in a damaging cycle of disengagement. “Our findings show leaders are deeply affected by their own inconsistencies,” says Professor Marstand. “The shame caused by word-action misalignment can harm how leaders feel and perform, highlighting the need for greater self-awareness and organisational support to help leaders manage these challenges.” Anders Friis Marstand further notes that “this is critical as leaders must engage with their teams, but their shame hinders them from doing so.” In avoiding such circumstances, the study also stresses the importance of organisational structures that enhance leaders’ autonomy and control, especially in fast-changing environments. Encouraging leaders to take ownership and make meaningful decisions can reduce the negative effects of misalignment and improve resilience. Professor Epitropaki adds: “Understanding and addressing the emotional impact of misalignment is crucial." "Leaders who can acknowledge their struggles openly are better positioned to grow and rebuild trust with their teams.” The researchers recommend organisations should implement practical measures such as development focused on emotional intelligence, resilience training, and job designs that increase leaders’ control over decisions and outcomes, in order to support sustained performance and wellbeing.

Check out the short film that showcases the Family Business of the Year Awards 2025, the thoughts of Paul Andrews, Founder and CEO of Family Business United who organise these awards and some insights from people present on the evening. You can see a full list of all the winners of the 2025 Family Business of the Year Awards here  and if you are interested in finding out more about the 206 Family Business of the Year Awards you can do so here

Why families stall around people and leadership—and what helps move things forward Most families don’t call us in a crisis. They get in touch when something’s been hanging in the air for a while. Talked about. Circulated. Tension rising—but no real movement. You know the kind of thing: “We’ve talked about it loads—but nothing’s actually happened.” “We think we need someone—but we’re not sure what for.” “We need to sort succession—but it’s never the right time to bring it up.” These conversations get raised, then dropped. Everyone agrees there’s something to look at—but no one wants to push too hard. It’s rarely about strategy. It’s nearly always about people . Who’s leading? Who’s stepping up? Who’s stepping back? What roles are needed? What decisions haven’t been made? And most of the time, it’s not indecision—it’s lack of clarity. A familiar example: I worked with a family where the founder had been circling the idea of a CEO for years. The daughter was capable, ready, and already doing much of the job. But nothing had been said out loud. The board didn’t want to interfere. The founder wasn’t quite ready to let go. Everyone was waiting for someone else to name it. And because no one did, the conversation never quite landed. They weren’t confused. They just hadn’t put the people and leadership piece on the table properly. This is the moment I’m most often called in. Not when the board is imploding. Not when someone’s walking out the door. But when something about leadership isn’t working—and no one knows how to say it. That’s where we’re useful. We’re not consultants. We’re not coaches. And we’re not a recruitment agency chasing roles. We work with families to get clear on the leadership questions they’re sitting with. What’s going on? What’s needed? What’s possible? And what’s in the way? What helps? Here’s what I’ve seen work again and again: Write it down . Once people can see the full picture in black and white, things tend to shift quickly. Ask better questions . Instead of “Should we hire someone?” try “What kind of leadership do we actually need—and why now?” Don’t rush the action . You don’t have to decide straight away. But until you’ve got clarity, you’re not deciding anything at all. One Final Thought Family businesses don’t stall because they don’t care. They stall because people and leadership issues are personal—and hard to untangle when you’re inside them. But once things are out in the open—clear, calm, and properly understood—families almost always know what to do. And that’s when the real conversation starts. About the Author David Twiddle is the Managing Partner of TWYD & Co , a specialist executive search and leadership advisory firm working with family businesses, family offices, and founders. With decades of experience helping families make confident decisions about leadership and succession, David brings calm, clarity, and a strong instinct for people to situations where things often feel unclear. He writes regularly about the human side of family enterprise—where business, family, and leadership all come together.

At just 13 years old, Finlay Gallagher has officially become the UK’s youngest qualified digger driver – and we couldn’t be prouder. The Gallagher Group was founded over 50 years ago by his grandfather, Pat Gallagher, and it seems the passion for construction is alive and well in the next generation. Finlay spent his school holidays mastering the controls of the iconic JCB 3CX Plus backhoe loader, passing his Construction Plant Competence Scheme (CPCS) test with flying colours at Flynne Plant Training Centre (flynneplanttraining.com) in Rochford, Essex. He demonstrated a confident grasp of both theory and hands-on operation, including digging, loading, lifting and using machine attachments with precision well beyond his years. A Legacy That Started with One Digger Pat Gallagher, Chairman of Gallagher Group, started the business back in 1973 with a single JCB 3C Mk2. It’s fair to say the business – and the fleet – have grown a bit since then. We now operate over 300 machines and employ more than 500 people across the South East. Pat couldn’t be prouder. “I’ve always said I wasn’t much good behind the controls of a digger – so Finlay is already ahead of me! I am exceptionally proud of Finlay and everything he has achieved. He has always shown an incredible passion and interest for machinery from an early age, and this course has given him a chance to deepen his knowledge and ability. I was blown away by how naturally he took to it, and it really does give me great hope for the future. Hopefully, this inspires many other young people to give it a go and see the construction industry as a fantastic career opportunity.” Finlay’s dad, Stephen Gallagher, a Director of the business, also sees a bright future ahead. “Finlay’s had a passion for diggers since he could walk. He’s grown up with machinery all around him and has absorbed so much just by watching and asking questions.” Finlay’s Big Achievement Reflecting on his achievement, Finlay said: “I’ve loved diggers since I was really little – probably around three or four. My grandad Dave used to drive me around in his dozer, while he did the pedals and I sat on his lap. Then my grandad Pat got me interested in excavators and backhoe loaders, which started my love of JCBs." "I definitely see my future in the construction industry. My grandad Pat started the Gallagher Group, and it would mean a lot to me to play a part in helping the business continue to grow. This qualification is a great first step, and I’m keen to build on it by learning to operate more types of plant machinery.” Finlay Gallagher being assessed in an excavator while doing his practical test for his CPCS. Finlay impressed his instructor, Derek Mansfield of Flynne Plant Training, who commented: “Finlay was one of the most enthusiastic and capable young candidates we’ve had. His control of the machine and understanding of how it operates were far beyond what you’d expect at his age. He picked things up incredibly quickly and showed real natural ability. He’s now officially the youngest person in the UK to pass this qualification, which is a fantastic achievement. The Gallagher family should be very proud. We’d welcome Finlay back any time to train on more machines, and I genuinely look forward to seeing where his skills take him next.” To celebrate Finlay’s qualification, he was invited to one of the JCB Groundworker Days where he was presented with a special model gift from Lord Bamford to congratulate him on his achievement. He was then invited to debut with the JCB demonstration team, where he drove the JCB hydrogen-powered backhoe loader as part of the opening routine. JCB Chairman Lord Bamford said: “I wholeheartedly applaud Finlay’s achievement. He is a talented young man who has demonstrated at a very young age just how simple and intuitive it is to operate today’s JCB diggers.” The Future Now, Finlay hopes to build on his skills and eventually become a fully qualified plant operator across multiple machines. He’s even sharing his journey online through his Instagram account @digger_finngallagher, inspired by industry influencer Georgina Williams, a.k.a. @the_happydigger. Finlay with his dad and the trainers at Flynne Training We’re immensely proud of Finlay’s achievement and can’t wait to see where his passion and talent will take him next. He may only be 13, but he’s already digging into the Gallagher legacy – and doing it better than the man who started it all! Top Photo: Finlay Gallagher youngest digger driver in front of a JCB Excavator

As part of their journey to NetZero by 2050, Gallagher Group proudly hosted and conducted a landmark hydrogen-powered plant trial at their Hermitage Quarry in Kent, in collaboration with the Lower Thames Crossing project, JCB, and Ryze Power. The trial represents a major step forward for the Lower Thames Crossing’s ambition to eliminate diesel use from its construction sites by 2027. Gallagher Group were honoured to provide the setting for Lower Thames Crossing’s first successful trial of low-carbon, hydrogen combustion-powered machinery, a JCB 540-180H Loadall. This cutting-edge machine replaced a traditional diesel-powered Loadall during masonry operations at Hermitage Quarry. Not only did it operate safely and effectively, but it also delivered zero tailpipe emissions and demonstrated a potential CO₂ saving of around 205kg per machine, per week, compared to a conventional diesel-powered machine, providing clear evidence of the potential for hydrogen to decarbonise heavy construction machinery. At Gallagher, they are committed to reducing emissions across all aspects of their operations. As an award-winning NetZero Trailblazer, they see the adoption of hydrogen power as a vital step towards delivering low-carbon construction solutions that are both practical and scalable. Sean Connor, Managing Director of Gallagher Aggregates Limited, said: “A part of our own journey to NetZero and in keeping with our drive for low-carbon, sustainable construction solutions, Gallagher were delighted to host and carry out this Hydrogen Trial in Partnership with JCB, Lower Thames Crossing and RYZE. As an award-winning NetZero Trailblazer, Gallagher is proud to be at the forefront of adopting new innovative solutions.” The trial at Hermitage Quarry supports the Lower Thames Crossing’s broader goal to reduce construction carbon by 70%, making it the UK’s greenest road project. Set to begin construction as early as 2026, the project will be the first in the UK to use hydrogen at such a large scale to power heavy plant machinery, alongside electric vehicles. Matt Palmer, Executive Director, Lower Thames Crossing said: “The Lower Thames Crossing is a Pathfinder project, designed to be the greenest road ever built in Britain. At the heart of these plans is the use of clean low-carbon hydrogen power, and by using it on such a large scale to power our heavy construction machinery that is traditionally hard to electrify, we can significantly reduce our carbon footprint, accelerate the construction industry’s shift away from diesel, and help kick start the creation of a hydrogen ecosystem in the Thames Estuary.” Gallagher’s involvement in this trial not only supports the transition to cleaner construction methods but also contributes to the growth of a hydrogen ecosystem in the Thames Estuary, an initiative expected to be worth £3.8 billion and create 9,000 skilled jobs by 2035. This collaboration is just one example of how Gallagher continues to lead on sustainability and NetZero through practical innovation, responsible partnerships, and a clear focus on future-ready construction.

Ayrshire based Buzzworks Holdings has secured funding from Cynergy Bank to further support its growth ambitions. The award-winning Scottish hospitality group is embarking on the next stage of its journey to becoming a £100m+ family-run business, as it continues to grow its footprint across Scotland. The funding provided by Cynergy Bank supports the refinancing of existing facilities, a management buyout and provides capital for future acquisitions. The investment will enable Buzzworks to add new bar and restaurant sites, as well as venues that combine hospitality and accommodation. Buzzworks, which currently operates 22 venues and employs over 850 staff, has earned a strong reputation for quality, community focus, and innovation. As the business scales, it will continue to deliver the same high-quality customer experience that has earned it national recognition. This deal underpins Cynergy Bank’s presence in the Scottish market, demonstrating its commitment to supporting ambitious, high-growth businesses across the region. Kenny Stewart, Executive Director Scotland at Cynergy Bank, commented: “We’re delighted to support Kenny Blair and the team at Buzzworks as they start an exciting new chapter. Buzzworks represents exactly the kind of entrepreneurial, high-growth business we are proud to partner with. Our bespoke funding solution provides the flexibility and support needed to help them achieve their ambitious goals.” Kenny Blair, Co-Founder and Managing Director of Buzzworks, added: “Our ambition is clear: to become a £100m+ Scottish hospitality business that brings people together and lifts the communities we’re part of. We’ll be creating new roles, welcoming new talent, and ensuring that the support and infrastructure are in place to help Buzzworks reach its full potential." “This deal gives us the momentum to move further, faster - investing in people, places and new formats including venues with rooms in more towns and suburbs across the country. We aim to more than double the size of the business and create hundreds of new sustainable jobs along the way. The next stage of the Buzzworks journey is about to begin.” Funding was raised through Alchemy Partners and the transaction was supported by West Coast Capital who will remain a key investor. Sir Tom Hunter, founder of West Coast Capital said: “Cynergy delivered, effectively and efficiently to match the growth ambitions of Buzzworks. Combined with Alchemy I think we have the means to build a truly scaled hospitality business and we are very happy to continue to invest alongside the Blair Family in Buzzworks.”

Fifth-generation luxury British bedmaker, Harrison Spinks, has appointed Jimmy Caines as National Hospitality Account Manager, in a brand-new role created to support the company’s growth plans within the hospitality sector. The appointment coincides with the relaunch of the company’s dedicated mattress collections, as part of a focus to invest further in its hospitality offering. With over 20 years’ experience in the furniture and mattress industry, including senior roles at well-established national mattress manufacturers, Jimmy joins Harrison Spinks as the company’s primary hospitality lead to further advance its strategy – representing the brand at key industry events including Decorex and the Independent Hotel Show, as well as building strategic relationships to support ongoing growth in this market. Commenting on his new role, Jimmy Caines said: “Joining Harrison Spinks presents an exciting opportunity to bring my years of field experience to a forward-thinking, innovative company renowned for its dedication to providing luxury, responsibly made beds and mattresses." “The hospitality sector holds immense potential for us, and I’m keen to ensure more guests across the country experience the exceptional comfort and high-quality craftsmanship of a Harrison Spinks mattress." “I’m proud to be joining a team who are incredibly passionate about the brand and its story, and are committed to enhancing the guest experience for our clients. While my primary focus is hospitality, I will be drawing on the strong relationships I’ve built over the years to support the retail side of the business too.” Harrison Spinks has relaunched its two bespoke collections – the Signature Collection, designed for hotels and hoteliers, and the iD Collection, created with interior designers in mind. Each collection offers thirteen expertly handcrafted designs available in a range of tensions, including turn-free, dual-sided and pillowtop options tailored to meet the diverse needs of hotel and contract clients. The company has also refreshed its product brochures which detail its tailored service – where beds can be made to any width or length, with a choice of tension, fabric and headboard. Each mattress is carefully layered with responsibly sourced natural materials, including breathable, homegrown hemp and flax, and temperature-regulating traceable British and Yorkshire wool, combined with ultra-responsive HD micro springs and award-winning Cortec™ Quad pocket springs, for targeted support and cloud-like comfort. Nick Booth, Managing Director at Harrison Spinks Beds, said: “Our renewed focus on the hospitality sector marks an exciting chapter for Harrison Spinks. The appointment of Jimmy into this newly created role, combined with the relaunch of these two specialist collections demonstrate our commitment to delivering unique, highly tailored beds that provide exceptional sleep and a lasting impression on our clients’ guests." “This strategic investment reflects the growing demand for luxurious, handcrafted and responsibly made beds in the hospitality space, and our investment in our leadership, innovation and storytelling is helping us grow this important part of our business.” Photo: (Left to right): Signature Collection 23,000 cut through at the Harrison Spinks farm & Jimmy Caines, National Hospitality Account Manager at the Harrison Spinks Innovation Centre.

Leading a business in the UK today demands more than just commercial acumen. In a climate shaped by uncertainty, evolving workforce expectations, and rapid technological change, business leaders are navigating a landscape that is as complex as it is competitive. The challenges they face are varied and interconnected, requiring strategic adaptability and strong leadership. 1. Economic Uncertainty and Inflation Pressures Despite some signs of stabilisation, the UK economy continues to present significant challenges. Inflationary pressures have affected supply chains, reduced consumer confidence, and driven up operational costs. While interest rates have fluctuated in response to these pressures, uncertainty remains a constant factor in financial planning and investment decisions. Brexit-related issues further complicate matters. Trade barriers, changes in regulation, and increased bureaucracy continue to affect businesses engaged in cross-border commerce. This has added to the administrative and logistical burdens many companies now face. 2. Attracting and Retaining Talent Workforce dynamics have shifted dramatically in recent years. Skills shortages in key sectors, changing employee expectations, and increased competition for talent have made recruitment and retention a critical concern. Organisations are under pressure to offer not just attractive salaries, but also meaningful career development, flexible working arrangements, and a supportive workplace culture. In particular, younger workers are placing greater emphasis on work–life balance, personal growth, and the values of the organisations they work for. Businesses that fail to adapt risk losing talent to more forward-thinking competitors. 3. Navigating Digital Transformation Digital transformation continues to be a key priority, but it presents both technical and strategic challenges. Many businesses, especially small and medium-sized enterprises, are struggling to modernise legacy systems, integrate new technologies, and protect themselves from increasingly sophisticated cyber threats. The rapid pace of innovation — particularly in areas such as artificial intelligence, automation, and data analytics — requires leaders to make informed decisions about investment, implementation, and workforce training. Success in this area depends on having a clear vision, robust planning, and the capacity to adapt quickly to technological change. 4. Sustainability and ESG Demands Environmental, Social and Governance (ESG) considerations are now a central concern for businesses across all sectors. Regulatory requirements, investor expectations, and consumer demand are pushing organisations to demonstrate clear commitments to sustainability, diversity, transparency, and ethical practices. For many leaders, the challenge lies in embedding ESG principles into core business strategy rather than treating them as separate initiatives. This involves measuring and reporting impact, setting realistic but ambitious goals, and ensuring that progress is visible and credible. 5. Geopolitical Tensions and Global Supply Chain Disruption Ongoing geopolitical instability has heightened risk across supply chains and international markets. Conflicts, trade tensions, and regulatory shifts are all contributing to an environment in which resilience and adaptability are essential. Supply chain diversification, scenario planning, and investment in risk mitigation have become vital components of business strategy. Leaders must balance the need for global reach with the importance of reducing exposure to volatile international conditions. The Evolving Role of the Business Leader In this demanding environment, the role of the business leader has evolved. It is no longer enough to focus purely on profit and growth. Effective leadership today requires emotional intelligence, technological awareness, a commitment to responsible business practices, and the ability to lead through uncertainty. Resilience, agility, and a long-term strategic mindset are essential qualities for navigating today’s challenges and preparing for those still to come. For UK businesses, success will depend not only on responding to the present but also on anticipating the future.

Family Business United is thrilled to announce an exciting new partnership between Wellbeing People and Family Business United, a collaboration that aims to put health and wellbeing at the heart of the family business community. In a family business, people are at the heart of everything. Prioritising health and wellbeing isn’t simply about ticking a box; it’s about safeguarding the wellbeing of the people who make the business what it is. This partnership signals a shared commitment to support family firms, helping them nurture healthier, more resilient workplaces through practical wellbeing strategies that work for everyone, from founders and owners to new generations entering the business. Ben McGannan, Managing Director of Wellbeing People, comments: "Wellbeing People are really excited to be working strategically in partnership with Family Business United. Wellbeing is of ever-increasing importance to all business owners, and it’s a particularly natural fit to be supporting family-owned businesses with the wellbeing of their people. I think it’s fantastic that Family Business United is keen to raise awareness of a topic that we can all relate to, at a time when we are seeing more people than ever struggling with some element of their health and wellbeing." With a shared ethos around people-first values and a passion for promoting positive workplace culture, this partnership will offer valuable insights, tools, and programmes to help family businesses take proactive steps towards a healthier future. As Paul Andrews, Founder & CEO of Family Business United adds, "We are really thrilled to have found a strategic partner that understands who we are as an organisation, appreciates the uniqueness of family firms and also provides opportunities for those involved in the running of family firms to have a place of reference to help members of staff at a specific time of need. Wellbeing People have a fantastic team, support infrastructure and resources to help individuals deal with all manner of issues including grief, sleep issues and stress to name a few." "We look forward to developing the relationship to provide our members, in particular their HR teams, with tools and resources to make a difference to the lives of individuals within their teams, one employee at a time." With a range of digital and physical wellbeing products available, from the Habits for Health online programme to the Interactive Health Kiosk, Wellbeing People provides flexible wellbeing solutions that fit any business, no matter the size, industry, or working patterns. To learn more about how Wellbeing People can support your family business, check out their website and contact their team today. Download the Wellbeing People brochure below to see the full range of services offered to family businesses:

In the world of family businesses, the lines between professional and personal often blur. Your teams aren't just employees; they're often your siblings, cousins, and even your children. This deep connection makes the health and wellbeing of everyone within your business not just a strategic consideration, but something truly heartfelt. Prioritising their wellbeing isn't just about the bottom line; it's about safeguarding the happiness and security of your extended family and the legacy you are building together. While the demands of running a business can feel all-consuming, especially when juggling family dynamics, taking care of your team’s wellbeing is more vital than ever. Here are four reasons why wellbeing is a non-negotiable: 1. Protect Your Most Valuable Asset: Your People Absenteeism, where employees are physically absent from work due to illness, is an obvious drain on productivity. But equally damaging, and often overlooked, is presenteeism, where employees are physically present but underperforming due to illness, stress or fatigue. In a smaller team, the impact of even one or two individuals operating below their potential can be significant, disrupting workflow, delaying projects, and ultimately affecting your bottom line. Investing in wellbeing initiatives can proactively address the root causes of both absenteeism and presenteeism. 2. Wellbeing is Contagious: Positive Habits Spread Our habits are often shaped by those around us. When a team embraces healthy routines together, whether that’s moving more, eating better, or taking time to reset, the ripple effect can be powerful. Programmes like Habits for Health from Wellbeing People not only support individual wellbeing, but also create a shared experience that brings people closer together, reinforcing positive behaviours across the whole team. 3. Boost Morale and Team Cohesion in Close-Knit Teams Workplace stress can easily spill over into family life, potentially straining relationships that are already intertwined with the business. By actively promoting wellbeing, you can create a more supportive and less pressured environment, nurturing greater harmony both within the business and within your families. This strengthens the bonds that are the very foundation of your organisation. 4. Create a Legacy of Care and Sustainability The values you uphold today shape the future of your family business for generations to come. By embedding a culture of care and wellbeing, you are not only supporting your current team but are also laying the foundation for a healthier and more sustainable future. It's about building a legacy to be proud of, one where people feel valued and supported. Every success or setback in a family business rumbles through both work and home life, making wellbeing a shared responsibility and a collective commitment. When you lead with empathy and embed wellbeing into the culture of your organisation, you create a resilient, motivated team that’s prepared to weather challenges together and celebrate shared victories. Ultimately, wellbeing isn’t a perk, it’s a powerful strategy for long-term success and generational continuity. Ready to take the next step? Wellbeing People are a strategic partner of Family Business United so feel free to chat to the Wellbeing People team to explore how a tailored wellbeing strategy can support your business.