Family succession planning often fails for a simple reason: a written plan does not automatically transfer authority, judgement or trust. A plan may identify future leaders, describe governance arrangements and address wealth transfer. Yet none of this necessarily changes who makes decisions on a Monday morning, who controls information, whose judgement is trusted or who has the final say when the founder becomes unavailable. Mercer’s analysis of family office succession highlights the complexity of transferring wealth, values and leadership across generations. That transfer cannot be completed through a single appointment or handover date. It requires time, communication, education, governance and practical involvement. The Plan Is Written, But Authority Has Not Actually Moved Succession planning is often treated as the completion of a document rather than the beginning of a behavioural and operational transition. A successor can be named without being properly prepared. They may hold a formal title but lack experience in investment management, family governance or the relationships needed to make decisions effectively. Other family members may also fail to understand or accept the new authority. This creates a gap between formal succession and operational succession. The legal or documented arrangement may say that responsibility has moved, while the family business continues to operate according to the founder’s preferences. That gap is where execution commonly breaks down. The next generation cannot develop judgement without being allowed to participate, and existing leadership cannot create confidence in a successor while retaining every meaningful decision. Why Appointing A Successor Rarely Solves The Problem Appointing a successor is only one part of a successful transition. The successor may not know: Which decisions they are authorised to make Which documents, accounts or systems they can access Who they should contact first Which advisers need to be notified What happens if another decision-maker disagrees When their authority begins What they are expected to do during the first few hours or days A Title Does Not Create Readiness. For succession to work, the family must move beyond identifying a person and begin preparing that person to act. This requires defined responsibilities, realistic involvement, tested decision-making and clarity about how authority operates under pressure. Founder Control Prevents A Gradual Handover One of the clearest execution risks is the reluctance of a founder to delegate, even when responsibility should gradually be transferring. This reluctance is understandable. The founder may have created the business, built its relationships and carried responsibility for difficult decisions for many years. Delegating can feel like surrendering control, questioning the founder’s identity or exposing the business to unnecessary risk. The practical result, however, is that younger family members can feel ignored or frustrated. They may be invited to meetings but excluded from decisions, or given administrative responsibilities without exposure to the judgement-based work succession requires. What Does Effective Delegation Look Like? Delegation needs to develop progressively. Younger family members should have opportunities to participate in management, take on defined responsibilities and contribute to decision-making before they are expected to assume overall authority. This is not simply a training exercise. It gives the family an opportunity to test roles, clarify expectations and observe how individuals work together. It also allows the founder to move gradually from enforcing rules to mentoring the people who will eventually apply them. Without this transition, the family business becomes dependent on the founder’s personal authority. Once that authority is suddenly unavailable, the organisation may have no tested decision-making process to replace it. The Governance Plan Is Disconnected From The Operating Model A succession plan can fail because it explains who should lead without explaining how the business must operate to support that leadership. Mercer’s analysis highlights the importance of a bespoke target operating model. This is a practical description of how people, processes and technology work together to achieve the family’s objectives. It connects governance with wider questions, including: The relationship between the family and the business The family’s investment and ownership beliefs The expectations of different generations The role of professional advisers The way decisions are recorded and communicated The processes used when the founder is unavailable How disagreements are resolved Why Is A Generic Governance Structure Not Enough? A family business cannot execute succession effectively if its structure is based on assumptions rather than its actual circumstances. The appropriate model will depend on the family’s history, the maturity of the business, the capability of its staff and the way different generations interact. An honest assessment of the current state is therefore essential. This may involve interviews, questionnaires, workshops, data analysis and a visual mapping of family relationships and dependencies. That assessment can reveal issues that a conventional governance review might miss. A family may appear to have clear decision rights, but in practice rely on informal conversations with the founder. The business may have sophisticated systems but lack agreed processes for resolving disagreements between family members. Important information may exist, but nobody may know which version is current or who should be allowed to see it. If these realities are not understood before the new structure is designed, the formal model may look sound while failing in everyday use. Family Dynamics Are Treated As Private Issues Rather Than Succession Risks Succession is not only a business transfer problem. It involves family unity, competing interests, expectations, personal history and perceptions of fairness. Plans often fail at execution when these matters are left outside the formal process. A governance framework that deals only with responsibilities and reporting lines may not address why family members disagree, what the founder’s decisions represent to different generations or why some individuals remain silent in meetings. These dynamics matter because authority is not exercised in a vacuum. People must be willing to recognise the authority of the person who has been appointed. Advisers and employees must understand the limits of their role. Family members must know where decisions belong and how disagreements will be handled. How Can A Family Narrative Support Succession? A family narrative can help connect formal governance principles with memories, experiences and the perspectives of individual family members. This can make governance more meaningful. A family member may understand a stated business principle more clearly when it is connected to the events and values that shaped the family’s approach to ownership and decision-making. A shared narrative can also create a basis for discussing disagreements before they become disputes. However, a narrative is not automatically beneficial. Silenced or hidden family experiences can limit the quality of the succession process. A founder’s story can inspire future generations, but it can also create pressure if it presents the founder as impossible to emulate or discourages alternative views. Narratives may also be interpreted differently across cultural contexts and generations. A story that resonates with one part of the family may not have the same meaning for another. The process must therefore allow different perspectives rather than imposing a single idealised version of the family’s history. There is also a risk of narrator bias. If one person controls the account, the resulting governance framework may romanticise past decisions or omit events that are important to other family members. A narrative should support conversation, not close it down. The Next Generation Has Responsibility Without Sufficient Experience Execution fails when a family expects the next generation to take responsibility before it has been given the opportunity to build competence and confidence. Family members may differ significantly in their interest, experience and willingness to participate. Some may want an active role in management and ownership decisions, while others may prefer involvement in philanthropy, family education or oversight. Treating all successors as though they have identical ambitions can create avoidable tension. Practical involvement helps clarify these differences. It allows family members to understand the work of the business and enables the family to distinguish between genuine capability and assumed entitlement. Mentorship and professional guidance can support this process. Experienced executives and advisers can provide stability while family members develop the judgement required for their future roles. A well-executed transition can therefore combine family participation with professional expertise. The family retains appropriate authority over its objectives and values, while experienced professionals help maintain continuity and disciplined decision-making. Communication Is Too Formal, Too Late Or Aimed At The Wrong Audience Even a well-designed plan can fail if communication is limited to formal meetings or a single document. Different generations may absorb information in different ways. Some decisions require personal discussion, while others can be managed through formal reporting or digital channels. Sensitive discussions about authority, expectations and family history may not be resolved through written policies alone. Conversely, relying exclusively on informal conversations can make decisions unclear and leave employees, executives and advisers uncertain about their authority. The challenge is to establish communication that is both human and operational. Family members need space to express their views, but the business also needs clear processes for recording decisions, allocating responsibility and managing disagreement. A practical succession process should answer questions such as: Who has been appointed? Have they accepted the role? What can they access? What conditions activate their authority? Who else must be involved? Which adviser or professional should be contacted? What happens if the primary person is unavailable? How are decisions recorded? Without these answers, communication becomes dependent on memory, personal relationships and whoever happens to be present at the time. A succession plan must be tested in practice A more reliable approach starts by clarifying the family’s purpose and the role of the business within that purpose. This includes understanding: How the family relates to the business How ownership and investment beliefs influence decisions What family members expect from the business Which responsibilities belong to family members Which responsibilities belong to executives or advisers How disagreements will be handled What happens if the founder becomes unavailable The family should then compare its intended future with its current reality. The assessment should consider governance, family relationships, business maturity, staff capability, technology, information access and the sustainability of the overall structure. This is where hidden dependencies and unresolved tensions are most likely to emerge. The next stage is to translate the desired future into practical responsibilities. The family needs to understand which decisions belong to family members, which belong to executives and how authority moves between them. Founders and current leaders also need a pathway into mentoring and oversight roles rather than remaining the sole source of authority. Finally, the transition needs to be treated as an ongoing process. Responsibilities should be introduced, reviewed and adjusted as individuals gain experience. Communication should remain open enough to identify concerns, while governance should be sufficiently clear to prevent every decision returning to the founder. The Operational Layer Of Succession Traditional succession planning often focuses on legal documents, governance structures and long-term intentions. Those elements matter, but they do not answer every operational question. A family also needs to know: What happens in the first 72 hours? Who is expected to act? What information do they need? Which permissions are already in place? Which advisers should be notified? What decisions can be made immediately? What requires wider family approval? How is the transition recorded? How does responsibility move if someone is unavailable? This is the layer between planning and action. A succession plan becomes more reliable when authority, information, roles and responsibilities are organised in a way that people can understand and use under pressure. Conclusion Family succession planning fails at execution when it remains abstract. A plan becomes workable only when it changes behaviour, develops capability, clarifies authority and reflects the family’s actual relationships. Succession is not completed when a document is signed or a successor is named. It becomes real when the next generation has been given meaningful responsibility, when advisers understand their role and when the family can act without depending entirely on one person’s memory or presence. The practical question is not simply: Who is the successor? It is: Could the right people act within the first 72 hours if the founder became unavailable? That requires more than a legal document. It requires clear authority, usable information, tested responsibilities and a system that supports coordinated action. Source - This article draws on Mercer’s analysis of family office succession: Mercer — Rethinking Family Office Succession

A strong heritage is an extraordinary asset for a family business. It gives you stories that competitors can't manufacture, relationships that have taken decades to build, knowledge accumulated over generations, and often a genuine emotional connection to the business and what it represents. But for family businesses, heritage can mean something more. The business may be intertwined with family identity, memories, relationships and pride. There can be a very real sense of responsibility attached to what has been built before - and to the generations who will come after you. Which makes one question particularly important: What does our history mean for the future? Because the world you're building the business for is going to be very different from the world in which it began. Customers change. Markets shift. Technology transforms what's possible. New generations of family members bring different ambitions. And sometimes the business itself has evolved into something that its founders could never have imagined. That's where heritage can become complicated. When something has worked for a long time, there is a natural instinct to protect it. To preserve the things that made the business successful. To keep telling the story in the way it has always been told. But history isn't a blueprint for the future. I think the strongest family businesses understand this instinctively. Their longevity isn't evidence that they've stayed the same; it's evidence that they've known how to adapt. They've survived changing markets, generations of customers, new competitors and probably a few moments when the future looked rather different from what they had expected. The challenge isn't therefore to preserve everything that came before. It's to understand what is worth carrying forward. • What is genuinely fundamental to who we are? • What has created the loyalty, trust and affection around the business? • What is the enduring idea at the heart of the story? • And what is simply a way of doing things that made sense at another point in time? That distinction can be surprisingly difficult to make, because heritage isn't just a business asset. It's personal. It's people's livelihoods, family stories, memories, relationships and pride. It can carry the weight of previous generations, as well as the hopes of the next. There can be a very real sense of responsibility attached to getting the next chapter right. The answer isn't to choose between honouring the past and embracing the future. It's to find the continuity beneath the change. The things that are worth protecting can become the foundation for something new. A story that has been told for decades can find new relevance. A deeply held belief can evolve with the business. A distinctive way of thinking can travel into a completely different market. The strongest family-business stories aren't necessarily the ones that remain unchanged. They're the ones that remain meaningful as the business changes. And perhaps that's one of the most important things about building a family business to last. The responsibility isn't simply to preserve what you inherited. It's to understand what made it special, decide what still matters, and have the courage to evolve the rest. So perhaps the question is less: ‘How do we preserve our heritage?’ And more: ‘What does our heritage give us permission to become?’ That feels like a much more interesting question. Because the goal isn't to leave the past behind. Nor is it to let the past dictate what comes next. It's to understand what the past has given you, and decide what you're going to do with it.

Family Business United (FBU) has launched a new Family Business Apprentice Employers Badge, recognising and celebrating family businesses across the UK that are embracing apprenticeships and investing in the skills, talent and future of their businesses. The new campaign is designed to shine a light on the important contribution family firms make to employment, skills development and the communities in which they operate, while giving family businesses a simple way to demonstrate their commitment to apprenticeships. Apprenticeships can offer businesses a practical route to developing the skills they need, building a pipeline of future talent and bringing new ideas and perspectives into the workforce. Government guidance highlights benefits including developing business-specific skills, creating talent pipelines and supporting productivity and staff morale. For family businesses, there can be an additional dimension. Apprenticeships provide an opportunity to pass knowledge and experience between generations, develop people who understand the culture and values of the business, and create long-term career opportunities within the firm. Paul Andrews, Founder and CEO of Family Business United, said: “Family firms have always had a strong connection with their people, their communities and the next generation. Apprenticeships are a great example of that commitment in action." “An apprentice is not simply someone learning a job. They are someone who has the opportunity to develop, contribute and potentially build a long-term career with a family business. At the same time, the business benefits from developing skills that are relevant to its own needs and bringing fresh ideas and enthusiasm into the organisation." “We wanted to create something simple and visible that recognises those family firms that are making that investment. The Apprentice Employers Badge is our way of saying thank you and celebrating the role that family businesses play in developing the workforce of tomorrow.” The launch comes at a time when apprenticeships and skills development remain an important part of the UK employment and skills landscape, with recent reforms introducing greater flexibility for employers and new foundation apprenticeship opportunities. For family businesses, the value of apprenticeships can extend well beyond any financial support available. They can help firms develop home-grown talent, address skills gaps, strengthen employee engagement, create career pathways and support succession by ensuring that knowledge and expertise continue to be developed within the business. They can also help family businesses demonstrate their commitment to their local communities by creating opportunities for people to enter the workplace, learn new skills and establish careers. A Badge For Family Firms As part of the new campaign, every family business that signs up to the Apprentice Employers campaign will receive a complimentary digital badge, which can be displayed on its website and other digital channels. Participating businesses will also receive a complimentary news story that can be used to announce their involvement in the campaign and highlight their commitment to apprenticeships. The initiative is open to family businesses that employ apprentices and want to publicly demonstrate their commitment to developing people and investing in the future. Paul added: “We want to make this a campaign that family businesses can genuinely own. The badge is a small symbol, but behind it sits something much more important: a family business choosing to invest in people and in the future." “We would love to see family firms across the UK proudly displaying the badge and sharing their apprenticeship stories. Every apprentice represents an opportunity to develop talent, transfer knowledge and build something for the future.” Celebrating Investment In People Family businesses are often deeply rooted in the communities in which they operate, with many developing long-term relationships with their employees and local communities over generations. The Apprentice Employers Badge provides a way to recognise that contribution and encourage more conversations about the role apprenticeships can play within family firms. Family Business United is inviting family businesses employing apprentices to sign up to the campaign, receive their complimentary badge and share their commitment to developing the next generation of talent. You can find out more and register for the Apprentice Employers Badge here

Family Business United’s Family Business Apprentice Employers Report 2026 reveals the scale of apprenticeship investment among leading family firms, with Bagnalls named the UK’s top family business apprentice employer. Family businesses across the UK continue to demonstrate their commitment to developing skills, creating career opportunities and investing in the next generation, according to the fifth annual UK Family Business Apprentice Employers Report published by Family Business United. The 2026 report brings together the apprenticeship achievements of 27 leading family businesses, revealing that they collectively employed 1,087 apprentices and 28,388 staff, welcomed 518 new apprentices during the year and saw 315 apprentices successfully graduate from their programmes. Spanning sectors including manufacturing, construction, brewing, hospitality, motor retail, engineering and professional services, the report highlights the significant role family firms play in developing talent, addressing skills shortages and creating long-term employment opportunities. Bagnalls, the sixth-generation painting contractor established in 1875, takes the top position in the overall rankings. The business employed 82 apprentices, welcomed 61 new apprentices during the year and celebrated 43 completions. Frederic Robinson Ltd, the independent family brewery based in Stockport, takes second place, with apprentices accounting for 28.57% of its workforce, the highest proportion among the businesses featured. Harrison Catering Services ranks third, reflecting its commitment to creating apprenticeship opportunities, with 64 new apprentices joining the business during the year. JCB leads the rankings for the largest number of apprentices employed, with 176, while Harrison Catering Services tops the table for new apprenticeship starts. JCB also leads the rankings for successful completions, with 77 apprentices graduating during the year. Investing In People, Skills And The Future The report, which first launched in 2022, celebrates its fifth edition in 2026. It provides a snapshot of the contribution made by family businesses that employ at least four apprentices, with entries assessed against the scale of apprenticeship provision, the creation of new opportunities and the number of apprentices successfully completing their programmes. Paul Andrews, Founder & CEO of Family Business United, said: “Family businesses have always understood that building a successful business is about more than the here and now. It is about investing in people, developing skills and creating something that can thrive for generations to come." "Apprenticeships are a natural fit with that long-term mindset, providing a practical way to bring new talent into a business while passing on the knowledge, experience and values that make it distinctive." “This fifth edition of our report demonstrates the scale of that commitment. More than 1,000 apprentices are employed across the businesses featured, with hundreds more starting their apprenticeship journeys and hundreds successfully completing their programmes. Behind every number is an individual gaining skills, confidence and experience, alongside an employer investing in its own future.” The report highlights the benefits of apprenticeships beyond qualifications alone. Apprentices can help businesses address skills shortages, improve productivity, bring fresh perspectives and digital capabilities into the workplace, and build stronger talent pipelines. For family firms, they also provide a valuable means of transferring specialist knowledge from experienced colleagues to the next generation. Andrews added: “Apprenticeships offer a compelling combination of commercial value and opportunity. They enable businesses to grow their own talent, support people into rewarding careers and strengthen the communities in which they operate. They can also help protect the specialist knowledge that might otherwise be lost when experienced employees retire or move on." “We want more family businesses to recognise that apprenticeships are not just for large employers or particular industries. They can play an important role in businesses of different sizes and across a wide range of sectors. The companies featured in this report demonstrate what is possible when employers take a long-term view of their people and make skills development a priority.” A Commitment That Spans Generations The businesses featured in the report have a combined trading history of 2,818 years, underlining the enduring nature of family enterprise and its commitment to continuity, skills and long-term success. Their apprenticeship programmes extend across traditional technical and practical roles as well as newer disciplines, including digital and professional services. This breadth reflects the changing nature of apprenticeships and the opportunities available to employers seeking to develop the skills their businesses will need in the years ahead. The report also highlights how workplace learning can open doors for people who may not have considered a traditional academic route, while enabling existing employees to develop new capabilities and progress in their careers. Andrews concluded: “Family businesses are an essential part of the UK economy, and their contribution goes well beyond the products and services they provide. They create jobs, support local communities and help develop the people who will shape the future of British industry." “Our congratulations go to Bagnalls on taking the top spot this year, and to every business included in the report." "Their commitment deserves recognition, and we hope their stories will encourage more family firms to explore the opportunities apprenticeships can bring. Investing in the next generation is one of the most practical ways a business can build a stronger future.” The UK Family Business Apprentice Employers Report 2026 is published by Family Business United and is available to order here

A Nottingham youth music charity that supports around 200 young musicians has received a £1,000 donation from The Wilkins Group as part of the company’s commitment to supporting the arts across the region. The funding has been given to the Nottingham Youth Orchestra, to provide orchestral opportunities for 14 children from 12 local families. Justin Wilkins, joint managing director at The Wilkins Group, said the organisation was proud to support opportunities that allow young people to experience the arts. He said: “Music and the arts play such an important role in young people’s development, building confidence, teamwork and creativity. When we heard about the work the Nottingham Youth Orchestra is doing with children from across the Midlands, we knew it was exactly the type of organisation we wanted to support." “It’s inspiring to see so many young musicians coming together to learn, perform and develop their talent, and we’re delighted that our contribution can help support the orchestra and the opportunities it provides.” The organisation offers multiple orchestra levels for young musicians aged between eight to 18 from across the Midlands. Including training ensembles for younger players, an intermediate orchestra for students aged around 14 and above, and senior orchestras for more advanced performers. Children who join the orchestra must have reached at least Grade 3 standard on their instrument and be able to read basic rhythms, ensuring they have the foundational musical skills to take part in rehearsals and performances. The programme welcomes players of all orchestral instruments, with many young musicians discovering the opportunity through their instrumental teachers or through word of mouth among families. The Nottingham Youth Orchestra was founded in 1986 after the county orchestra ceased to exist. Musicians Stephen Fairlie and Derek Williams established the organisation to ensure young people in the region still had access to high-quality orchestral training. What began as a single orchestra later expanded into a two-tier system with the addition of a training orchestra, and eventually a third intermediate level as demand grew. Today, around 200 students take part in the programme, supported by eight tutors across the different orchestral tiers, as well as three administrative staff and a team of volunteer parent helpers who assist with rehearsals and events. The orchestra regularly performs at venues including the Albert Hall in Nottingham and attracts young musicians from across the Midlands. Dave Leeder, a conductor with the orchestra, said: “It’s a privilege to help these children, everyone’s accepted for who they are and all have the same attitude.” Like many arts organisations, the orchestra faced challenges during the pandemic and moved rehearsals online during lockdown, adapting to the difficulty of coordinating dozens of musicians virtually. The Wilkins Group is donating £1,000 every month throughout 2026 to support arts organisations and initiatives across Nottingham and the surrounding region. The team produces food packaging for Pukka Pies, Pizza Express, Harrods and Cadbury, and has also been recognised for bespoke products including eco-friendly coat hangers and the iconic M&S light-up glitter gin bottles. For more information about The Wilkins Group, visit here.

Award-winning hospitality operator Buzzworks showcased the culinary talent across its portfolio at an exclusive demonstration through its partnership with The Master Chefs of Great Britain (MCGB). Held at Prestonfield House in Edinburgh on Tuesday, (October 6) the demonstration formed part of Buzzworks' corporate sponsorship of MCGB, highlighting the breadth of talent, creativity and career opportunities available across the business. Bringing together its culinary teams from across four of its core brands – Scotts, Lido, Herringbone and The House Collection – chefs created a four-course menu designed to showcase the distinct character, creativity and culinary approach of each offering. The event welcomed around 280 students from colleges across Scotland, alongside leading chefs and hospitality professionals, giving the next generation of chefs and hospitality workers an insight into the food, people and career opportunities available within one of Scotland's fastest-growing hospitality groups. David Bell, Director of Food at Buzzworks, said: "The Master Chefs demonstration was a fantastic opportunity for us to showcase the food we produce across Buzzworks, with dishes from across our four core brands making up the menu at Prestonfield House." “It was great to see the teams bring those dishes together and talk through the ingredients, techniques and thinking behind each one. We had a fantastic audience of students, chefs and hospitality professionals, so it was a really good opportunity to show them what we can do as a business and give them an insight into where we're heading as we continue to grow.” Featured dishes included Lido's poached beetroot and plum with burrata, lemon and pistachio; Herringbone's slow-cooked pork belly with gochujang caramel; Scotts' venison main course served with pickled blackberries; and The House Collection's theatrical chocolate bomb dessert filled with caramelised white chocolate and sour cherry, accompanied by toasted peanuts, praline and salted caramel sauce. Each course was paired with carefully selected drinks, highlighting the collaborative relationship between Buzzworks' kitchen and front-of-house teams and demonstrating the complete guest experience delivered across its venues. Alongside the culinary demonstrations, Company Training Manager Gavin Goslan was joined by General Manager Jordan Blades, and Senior Floor & Bar Team member, Andrew Graney, for a front-of-house presentation, offering guests an insight into Buzzworks' people-first culture, career development pathways and succession planning initiatives. Gavin led drinks demonstrations, with drinks paired with each course throughout the event to highlight the collaborative approach between Buzzworks' culinary and front-of-house teams and the importance of the overall guest experience. Laurent Labede also represented Buzzworks at the event, joining colleagues from across the business to showcase the group's food and hospitality expertise. Buzzworks is a corporate sponsor of MCGB, reinforcing its investment in future hospitality leaders through masterclasses, mentorship from leading UK chefs and enhanced training opportunities across its portfolio of venues. The hospitality operator has also been recognised in the ‘Best Companies to Work For’ list for a tenth year, achieving 29th place in the ‘Best Large Company to Work For in the UK’ and its highest ranking to date. To find out more, visit here.

Nearly half of UK small business owners are dreading the Budget, with two-thirds fearing tax rises could force them to close according to the latest research from Newmoney.co.uk The research reveals the personal and financial toll of Budget uncertainty on UK small business owners — and what they hope to see from the Chancellor on October 28th. Key Findings: 45% of UK small business owners describe themselves as anxious or actively dreading the upcoming Budget, against just 22% who feel optimistic 65% are concerned that a rise in business taxes could force their business to close within the next 12 months 60% say they have experienced stress, and 23% have lost sleep, as a direct result of speculation over the Budget 77% have delayed a personal financial decision — such as buying a house, having children, or retirement planning — because of Budget uncertainty If business taxes rise, 57% of business owners say they would raise prices for customers, 39% would pause growth or expansion plans, and 29% would stop hiring new staff The smallest businesses surveyed (2-9 employees) are less likely to lose sleep over Budget speculation than larger SMEs Energy and utility bills are the single biggest cost pressure on SMEs right now, cited by 54% of SME owners surveyed When asked for one policy commitment from the Chancellor, business owners most often chose energy cost support and business rates reform (17% each) The survey of 500 UK small and medium-sized enterprise (SME) owners found that less than a quarter (22%) of business owners feel optimistic about the upcoming Budget, while 45% describe themselves as anxious or actively dreading it. Budget Worries For Business Owners The anxiety experienced by SME owners appears to be impacting their personal lives. Six in ten (60%) say they have experienced stress as a direct result of Budget speculation, and more than a fifth (23%) have lost sleep over it. Strikingly, over three-quarters (77%) say Budget uncertainty has caused them to delay a personal financial decision at some point, with over a quarter (28%) stating this has happened "many times." There is also concern on their livelihoods being impacted, with 65% saying they’re worried a tax rise in this Budget could force their business to close within the next 12 months. What Will Businesses Do If Taxes Rise? Asked what action their business would most likely take if the Chancellor raises business taxes, the most common response was raising prices for customers (57%), followed by pausing growth or expansion plans (39%), freezing hiring (29%), reducing staff numbers (25%), and cutting employee benefits or bonuses (21%). Only 4% said they would take no action and simply absorb the cost. The Smallest Businesses Are The Calmest A surprising finding is that the smaller businesses surveyed (2 - 9 employees) report being less affected than other SMEs. This group was less likely to have lost sleep over Budget speculation (15% vs 23% average) and more likely to say they've felt no stress or sleep loss at all (38% vs 31% average). Where The Financial Pressure Is Coming From Unsurprisingly, in the current climate, energy and utility bills are the clear leading cost worry for SMEs, cited by 54% of business owners as their main cost pressure — ahead of staff wages and employer National Insurance contributions (36%), business rates or commercial rent (29%), and supply chain or raw material costs (28%). When asked about financing plans, 40% of business owners said they would take out a loan in the next 12 months primarily to fund growth, while 32% said a loan would be purely for survival and covering day-to-day costs or cash flow gaps. Nearly a quarter (24%) said they have no plans to take out a loan. What Business Owners Want From The Chancellor When asked to pick one policy commitment they'd most want to see in the Budget, business owners most often chose measures to reduce energy costs (17%) and a reduction or overhaul of business rates (17%) — placing both ahead of a freeze or cut in Corporation Tax (14%), lower employer National Insurance contributions (13%), and greater access to finance or government-backed funding (13%). The near-even split suggests there’s no silver bullet SMEs are rallying behind — businesses are divided on exactly where government support would make the most difference Tom Luth, CEO of money.co.uk said: "This is bigger than business; it’s people’s lives on hold. Budget anxiety isn't confined to the workplace for small business owners - it's keeping people up at night and delaying real, personal decisions like buying a home or starting a family. Nearly two-thirds are worried that a tax rise this Budget could put them out of business, and that's a significant level of concern for the Chancellor to be aware of." “It’s clear from the survey that if taxes rise, business owners expect to have to respond to keep their heads above water, through raising prices, pausing growth, and not taking on new staff - which will have knock-on consequences for the wider economy, not just the businesses themselves." As Paul Andrews, Founder and CEO of Family Business United adds, "There continues to be a great deal of political and economic uncertainty as the backdrop to doing business in the UK and family businesses want certainty. They plan for generations, not the short term, but the ongoing cuncertainty continues to force them to think about decisions in a shorter term than they are used to. The changes to inheritance tax and reliefs is also continuing to drive conversations and decisions too." "As the engine room of the economy, family firms want to invest, to increase productivity and to grow but they do need a stable environment to enable them to make the decisions for the longer term that enables this to happen."

Tims has gained a five-strong listing in selected Tesco stores nationwide and is available now. The award-winning, independent British dairy brand celebrated for its authentic Greek heritage will be rolling out its deliciously creamy, gut friendly Greek Family Natural and Vanilla Kefir alongside premium Greek Family bio-live Vanilla and Raspberry yogurts. Additionally, and exclusively to Tesco, a brand-new Ginger Greek Family Yogurt completes the lineup. Supplied in 450g recycled card pots with no plastic over-lid (the company was the first in the category to do away with these) the portfolio will launch in Tesco stores for an initial limited-time deal, ending 17th November 2026. Both Natural and Vanilla Kefir flavours will retail for £1.85 while Tims’ 450g Greek Family Yogurt range will be available for £1.75 per pot. The Tesco partnership follows on from listings in Waitrose, Ocado, ASDA, Sainsbury’s, Booths, along with independents and farm shops. Tims MD Tony Hinds calls this latest development with the high street giant “hugely significant” commenting: “We’re excited to be stocked in the UK’s biggest supermarket and to bring our award-winning delicious range to Tesco shoppers. We’re also excited to introduce our new Ginger Greek Family yogurt as an exclusive to Tesco, our latest recipe made using all-natural stem ginger." "The Tesco listing is a hugely significant moment for the Tims business, it is both testament to the dedication of our hard-working team and also represents the continuation of a journey beginning back in the 1940’s that is now step-changing into a new era of availability.” Greek Family Kefir Created for moments of healthier indulgence, Tims Greek Family Kefir is lactose, gluten and GM free, suitable for vegetarians, made with 12 gut-friendly live cultures and is supplied in both Natural and Vanilla, both accredited with a two-star Great Taste Award. Unlike thinner, drinkable kefir, Tims has crafted a creamy and luxurious texture by combining the probiotic properties of traditional kefir with its signature thick Greek Family yogurt. Bio-Live Greek Family Yogurt Luxurious, rich and creamy and made using fresh British milk sourced from the West Country and the best natural ingredients, the Tims range of Greek Family yogurt is pure, fresh and healthy while being irresistibly moreish. The Vanilla and Raspberry yogurts are both Great Taste Award winners, while the entire range is gluten and GM free, and made with 3 live cultures. About Tims Tims Dairy was established in 1949 by the Timotheou family. With decades of yogurt-making experience, putting quality, care and sustainability at the heart of every pot. The Tims range of Greek family yogurt is pure, fresh and healthy while being irresistibly moreish and made with all natural ingredients. Created for moments of healthier indulgence, Tims Greek Family Kefir is lactose, gluten and GM free, suitable for vegetarians, made with 12 gut-friendly live cultures.

Stafford-based commercial catering equipment specialists Barcare Supreme have become the first UK distributor for the Nordik DriPod glass dryer range. The dryer is a landmark product, with high-grade stainless steel to withstand rust and corrosion, a common issue in competitor products. The appliances also improve draught beverage quality, reduce energy costs and improve hygiene by ruling out the need for cloth drying. The agreement provides national sales, rental terms, and direct engineer support from Barcare Supreme. They will be joined by other distributors, yet to be announced by Nordik. Andy Wainwright, Managing Director at Barcare Supreme says: “We are delighted to have been selected for this contract, which enables us to give UK hospitality venues a reliable and durable solution built for real bar conditions." “Nordik is a prominent manufacturer of stainless steel products in the hospitality equipment sector, and they create appliances specifically to tackle hygiene and workflow bottlenecks in commercial bars and kitchens." “Commercial glasswashers discharge baskets at temperatures above 60°C to achieve thorough chemical sanitisation. Bar staff unwittingly break this hygienic chain by hand-polishing wet glassware with cotton towels. Reusing a single cloth across two hundred glasses transfers bacteria directly back onto clean surfaces.” He adds: “The DriPod removes manual cloth contact and lint residue completely. Internal energy-efficient high-speed fans force room-temperature air up into inverted glasses, cooling and drying an entire basket of glasses within minutes." "This prevents hand drying, improves hygiene, and, as a non-thermal glass drying system, it speeds up the rate at which cool, dry glasses can be re-used in busy bars and hospitality venues." “Each unit plugs into a standard 13A socket without requiring specialist electrical installation, hardwiring, or plumbing alterations, helping venues to control all-important costs.” He continues: “The stainless steel specification for these Nordik appliances is key. Across the sector, many other drying devices are made from coated mild steel, and are prone to corrosion and rust." "Corroded machines are often visible in a bar and do not promote customer confidence. Stainless steel means that these new dryers match commercial glasswasher standards, enabling them to resist chemical attack and rusting.” Commenting on the partnership, Nordik director Andrew Pittwood says: "We are pleased to announce BarCare Supreme as the first in a number of distribution partners to be appointed by us. Partnering with Barcare Supreme gives Nordik an established national partner with deep technical expertise." "They bring over thirty years of experience, in-house service engineers, and an outstanding reputation across the UK licensed trade. This agreement ensures that every DriPod unit comes backed by direct specialist support.” He adds: “We chose Barcare because their end-to-end service model matches our commitment to product longevity. Alongside our other future partners, we will set a new standard for hygiene, reliability, and beer quality in busy hospitality venues across the UK.” Andy Wainwright brings extensive sector experience, having worked in sales and servicing at dishwashing and glasswashing appliance manufacturer Classeq from the early 1990s until 2008. Barcare Supreme operates as an independent UK-wide family business in Staffordshire, employing full-time in-house service engineers, to maintain high first-time fix rates, which are vital to their trade customers. The DriPod 400 retails at £539.99 ex VAT (£647.99 inc VAT), while the DriPod 500 retails at £594.99 ex VAT (£713.99 inc VAT). Barcare Supreme offers both models with flexible all-inclusive rental options starting from £35 per month ex VAT. Product details are available here. Rental packages are available here. Direct enquiries: 01785 247 267.

Sybron, a leading supplier to some of the largest names in UK hospitality has announced its certification as a B Corporation (B Corp™), making the company the UK’s largest B Corp certified cleaning, hygiene & catering distributor. Certification as a B Corp sees family run Sybron join a growing movement of companies that are reinventing business for the benefit of all people and our shared planet. The achievement demonstrates that Sybron meets high standards of social and environmental performance, transparency and accountability, alongside a commitment to goals beyond shareholder value. “We are thrilled to announce that Sybron has achieved B Corp certification,” says Sybron’s sales & marketing director, George Mason. “We’re incredibly proud to join the global B Corp community, marking a major milestone in our journey. Achieving B Corp Certification reflects our commitment to building a business that creates a positive impact for our people, our customers, our communities and the planet.” This latest news follows the recent announcement of Sybron’s joint venture with B Corp-certified Lime Sustainable Supplies (LSS), a data-driven supply chain business, to bring unrivalled service, support and sustainability initiatives to the cleaning supplies market. As part of this, Sybron’s group head of ESG, Matt Burtinshaw says: “I very much look forward to leading the business’ sustainability and ESG strategy moving forward, building on the progress already made and helping create even greater measurable impact across the business and wider supply chain.” Sybron – which is headquartered in Harlow, Essex - is now part of a growing community of over 10,000 businesses globally certified as B Corps. The B Corp community in the UK is the largest and fastest growing in the world, with over 2,600 companies spanning a range of different industries and sizes. “This is about much more than adding a certification to our name,” says George. “It’s about continuing to challenge ourselves, improve the way we do business and make sustainability a bigger part of how we operate every day. This achievement says so much about our loyal and talented team, as well as our clients and the industries we serve.” Verified by B Lab, the not-for-profit behind the B Corp movement, B Corp Certification assesses the entirety of a business’ operations and covers impact areas related to practices around governance, workers, community, the environment and customers. The certification process is rigorous, with companies required to provide evidence on performance while legally embedding their commitment to purpose as well as profit in their company articles. Chris Turner, CEO of B Lab UK, says: “We are delighted to welcome Sybron to the B Corp community. Its commitment to doing business differently will be an inspiration to others and will help spread the notion that success in business is as much about people and planet as it is profit.” https://www.sybron.co.uk/

HMG Paints, the UK’s leading independent paint manufacturer, has supported Manchester-based employment and skills organisation YES, with a donation of decorative paint to help transform its community space and support its wider transformation. As part of Yes’ project to renovate their original centre located in Newton Heath, the charity approached HMG Paints for support. The project has brought together volunteers from across the local area to help create an environment that is welcoming, positive and supportive for the people who access YES's services. Samantha Bridge-Tonner, Operations Manager at YES, said: “YES is a well-established and well-used community venue in the heart of North Manchester. We're incredibly grateful to HMG Paints for their generous donation of paint to help us refresh our community venue.” “At YES Manchester, our centre is much more than a building. It's a place where people come for support, confidence, connection, opportunities and a sense of belonging." Thanks to HMG Paints' kindness, we can create an even brighter, more welcoming space for the local people who walk through our doors every day.” The existing space previously featured bright pink walls, reflecting YES's branding. As part of the refurbishment, the team wanted to create a more calming and inviting environment while retaining a strong sense of colour and character. With its long-standing connection to North-Manchester and the local community, HMG was pleased to support the project through a donation from its decorative paint range. The colours selected for the project come from HMG Paints' Essential Colour Collection, a collection inspired by the history, landscape and character of Manchester. Bringing a local connection to the new colour scheme, the team at YES selected Brook, a soft powder blue inspired by the brook running through HMG’s historic Collyhurst site, which was used alongside Irk Valley, a distinctive green-grey inspired by the River Irk. The selected colours were applied over HMG Paints' Contract Matt Emulsion, providing a obliteration coat for covering the existing pink walls and preparing the space for its new colour scheme. HMG’s Vinyl Matt emulsion was then used by the volunteers on walls and ceiling to renovate the rooms in the chosen colours. HMG Paints have a long-standing history of supporting local charities, as well as assisting community groups and initiatives with a variety of paint donations, fundraising activities and volunteering. Alyssia Thorburn of HMG Paints said: “HMG Paints is proud to have played a part in supporting YES, helping to create a brighter, more welcoming space where individuals can continue to develop their skills, build confidence and work towards achieving their ambitions." "The project is another example of how HMG are able to support great charities and the work they do in the communities in and around our local area to make a real difference.” "The transformation of YES has also been supported by volunteers, whose time and effort have helped bring the project together and create a refreshed environment for the YES community." Samantha Bridge-Tonner from YES also added: “We love seeing local businesses give back to their communities, and this donation is a wonderful example of how working together can make a real difference and for communities to feel proud of their local space." "From everyone at YES Manchester, thank you, HMG Paints, for helping us make our venue feel fresh, welcoming and ready for the future. We can't wait to share the transformation with you all!”

Two decades after Anne Marie and Paul Cairney took on a tired pizza factory in Glasgow, the Victor Pizza Company has a new home in Coatbridge, a national family business title on the wall and a succession plan that most firms would envy. Family Business United looks at what sits beneath the crust of this entrepreneurial Scottish family firm. From A Darnley Bakery To A Scottish Institution Every great family business story has an unlikely beginning, and Victor Pizza's starts with a request most bakers would have politely declined. In the 1970s, a small shop fronted bakery in Darnley on the south side of Glasgow was asked by an Italian friend, a chip shop owner called Victor, for a pizza that could survive the fryer. That backroom experiment became the Pizza Fritto, better known across the west of Scotland as the pizza crunch. Demand grew so quickly that by the end of the decade the bakery needed a bigger factory, and the new premises were named after the man who had started it all. Today the company says it supplies the vast majority of Scotland's chip shops, and the pizza crunch has become as much a part of Scottish food culture as the fish supper itself. A Janitorial Business And A Leap Of Faith Anne Marie and Paul Cairney did not set out to make pizza. In the early 2000s they ran a janitorial business, part owned by an angel investor. When he wanted his money back, they sold up entirely and went looking for a business they could truly call their own. A friend mentioned a small pizza factory on the south side of Glasgow. Paul, who wanted something repeatable and familiar, was firmly against even viewing it. One visit changed his mind completely. What they found in 2005 was a business that had stood still for decades. Staff were paid in cash, delivery vehicles were broken, training was non-existent and young workers were taken on at 16 and let go at 18 to avoid paying higher rates. The Cairneys saw past all of it. They fixed the building, trained the team, put people on proper wages and set about building a modern manufacturer. Knowing Where The Profit Lies One of the most telling decisions came early. Within a year an approach from a potential buyer forced the couple to look hard at the numbers. The business was really two businesses: pizza production, and a distribution arm selling chips and soft drinks to the same takeaways. They concluded that the value lay in what they made, not what they moved, so they exited distribution and doubled down on pizza. It is a lesson many family firms learn the hard way: growth is not the same as profitability, and focus is often the braver choice. By 2014 the business had outgrown its original premises and moved to a 12,000 sq ft site in Possilpark. Putting The House On It The next leap was bigger still. With interest from larger customers, including national retailers, Victor Pizza needed capacity it simply did not have. The answer was a 27,500 square foot factory in Coatbridge, North Lanarkshire, backed by a seven figure funding package from Bank of Scotland and a £750,000 grant from Scottish Enterprise. The Cairneys also put their own home up as security, a decision Anne Marie admits left friends questioning her sanity. It is the kind of personal commitment that rarely appears in corporate case studies but is woven through almost every family business story. Their son Ryan led much of the work to establish the new site. Officially opened in May 2026, the factory has more than doubled production capacity, created at least 17 new jobs and taken the team to more than 50 people. It has also opened the door to new lines, including high protein pizza, pizza wraps and mini buffet bites, alongside preparations for solar panels and work with Scottish Enterprise to cut food waste and carbon emissions. Adrian Gillespie, chief executive of Scottish Enterprise, described Victor Pizza as "a fantastic example of an ambitious Scottish family business" which reflects seven years of support from the agency. People Before Production The new factory can turn out around 1,000 pizzas an hour, yet Anne Marie is clear that Victor Pizza will never be a lights out operation. Where many continental producers are almost fully automated, Victor keeps people at the heart of the line, believing that human hands produce a better, more premium product. Her philosophy is disarmingly simple: "The more we look after our staff, the better our quality is." The evidence is in the tenure. Five managers have been with the business for 15 years, and three of them were there before the Cairneys arrived. People who started on the factory floor with no formal qualifications now hold technical, production and people management roles. The workforce includes mothers and sons, husbands and wives and whole families, and Anne Marie herself is affectionately known as the Chief Soup Maker for the home cooked lunches she brings in. It is no surprise the company has also been named Employer of the Year. Feeding The Next Generation, Quite Literally While the pizza crunch made Victor's name, its future is increasingly built in school canteens. Working with Donnie Maclean of Scottish food brand Eat Balanced, who developed a nutritionally balanced pizza with health experts from the University of Glasgow, Victor Pizza manufactures the Pizza Power slab for schools, colleges and universities. Children, as Anne Marie discovered, are the toughest critics in food. An early version finished with a sprinkle of oregano was rejected outright by pupils convinced the herbs were midges. The topping was simplified, and the pizza is now a firm favourite. Customers today range from local authorities to attractions such as Legoland, and while conversations with major retailers continue, the family is determined to walk before it runs. A Succession Plan Written In Plain Sight What stands out most for anyone in the family business community is how openly Victor Pizza talks about the future. When Anne Marie and Paul step back, the roles are already mapped out: • David Corish, Anne Marie's cousin, will become CEO • Ryan Cairney, their youngest son, will become Managing Director • Matthew Cairney will lead finance • Melissa Cairney will lead marketing and social media Separating the CEO and Managing Director roles, and allocating clear responsibilities to each sibling, is a thoughtful way to avoid the ambiguity that derails so many transitions. Anne Marie is already spending time with Ryan visiting key customers, transferring relationships rather than simply handing over a job title. She is even looking a generation further ahead. Her first grandchild, Maggie Mai, has already visited the factory in a tiny hairnet, and Anne Marie hopes she might one day be the next woman to lead the business. Recognition and Ambition In December 2025 Victor Pizza was named Scottish Family Business of the Year (Small/Medium) at The Herald Scottish Family Business Awards, sponsored by Virgin Money. The judges described it as "a family business with heart, humour, and huge ambition", praising its people first culture, continued investment, a new factory designed around people as much as production, and the next generation stepping up. Turnover now stands close to £6 million, with a target of £9 to £10 million within the next couple of years. Yet Anne Marie insists the numbers are not the point. The company counts three major customers whose weddings and christenings she attends, and relationships with customers and suppliers sit at the centre of how the business operates. As Anne Marie explains, “We have been on a real family business journey and the new factory is the future of the business and gives the next generation the opportunity to continue the journey." "It has not been easy but we have a shared vision for the future and are excited for the next chapter. Personally, I am delighted that there are roles for the next generation which play to their strengths and the future of Victor Pizza is in safe hands.” Victor Pizza began with a favour for a friend and has grown into one of Scotland's most recognisable family manufacturers without losing the warmth that made it special. The Cairneys turned around a business stuck in the past, made a brave call on focus, backed themselves with their own home and built a culture where people stay for decades. Above all, they have done something many family firms put off for too long: they have named the next generation, defined their roles and started the handover while there is still time to get it right. It is all about the base, and at Victor Pizza the base is family.