A Staffordshire Moorlands sports club has been bowled over by a £750 donation from digger giant JCB to buy new kit and help boost membership. The company stepped up to the mark to help Leek Park Bowling Club and Leek Park Ladies Bowling Club buy new sets of woods and equipment which were unveiled at a recent ‘Have A Go’ Open Day at their Brough Park base. The open day saw 15 potential new recruits trying their hand at the sport for the first time and using the five new sets of bowls, mats and measures bought with the JCB donation. Ladies Club Secretary Marj Povey said: "Over the past few months we have had a few sets of woods donated but the open day session could not have taken place without the extra equipment bought with the JCB grant. Within 20 minutes all the equipment was in use and we were all busy on the greens. “We really cannot thank JCB enough for the donation and appreciate their faith in us to use the money with purpose, it has really boosted our enthusiasm and made us more determined to get people of all ages bowling whether competitively or for pleasure." “Bowls has many benefits for health and well-being not least as an opportunity to exercise outdoors and make new friendships. Research and our first-hand experience have highlighted the benefits of bowls to people who are living with dementia and those recovering from cardiac issues and physical injuries." “Members of the Bowling Clubs are keen to promote Crown Green Bowling and are willing to spend time with newcomers to teach, coach, encourage and enable them to enjoy our sport. The new equipment will allow novices to trial different weights of bowls before committing to buying their own equipment.” With more than 60 male and female members, Leek Park Bowling Club has teams in the Uttoxeter Veterans, Stoke on Trent, North Staffs Parks and Congleton Veterans Evening Leagues as well as taking part in tournaments and competitions, while Leek Park Ladies teams play in the Staffordshire Ladies League Divisions 1 and 3, as well as taking part in other County tournaments and competitions. Anyone interested in finding out more about Crown Green Bowling at Brough Park, can visit the Leek Park Bowling Club Facebook page to check out the next practice sessions. Leek u3a also have groups on Mondays, Wednesdays, and Fridays, for details visit here.

Hendy Group will be the headline sponsor of the 2026 Salisbury Motor Show, an annual event which attracts hundreds of classic, modified and performance vehicles for a family-friendly day out. Now in its fifth year, the show will this year take place on Sunday 21 June once again take over the Market Square in the heart of town. Hendy will showcase a selection of exciting new vehicles from four of the 22 brands it represents at 44 locations across the south of England. Visitors will have the opportunity to learn more about the latest models from Hyundai, Nissan, Skoda and the new Alpine A390. Alongside the automotive displays, guests will also be able to enjoy live music from local bands, vintage bus rides, supercar passenger rides, face painting, children’s rides and a range of games and giveaways. Paul Smith, Marketing Director at Hendy Group, said: “The Salisbury Motor Show has established itself as a key fixture in Salisbury’s events calendar and we’re very pleased to help it grow and attract even more visitors. The Hendy team will be bringing a bit of modern automotive glamour to the Market Square, previewing some of the latest cars that can be found at our local dealership. Our team will also be on hand to help explain to visitors how they can make the shift to electric vehicles.” Hendy has been part of the Salisbury community since 2019 and this family-run business represents Skoda, Nissan, Hyundai and continues to work as an authorised repairer for Renault and Dacia for drivers in and around Salisbury. To find out more information about Hendy Group, please visit here.

Family Business United welcomed family businesses from across the UK to the Royal Geographical Society in London for the National Family Business of the Year Awards 2026, celebrating the outstanding contribution family firms make to the economy, communities and future generations. Hosted by Family Business United Founder and CEO, Paul Andrews, the awards brought together over 200 guests from leading family-owned businesses from every region and sector to recognise excellence, innovation and the enduring values that set family enterprises apart. Speaking at the event, Paul said: "Family businesses are the backbone of the UK economy and these awards provide a wonderful opportunity to celebrate the people, values and achievements that make our sector so special. From first-generation entrepreneurs to businesses with centuries of heritage, the calibre of finalists and winners this year has been truly exceptional. Congratulations to every winner, runner up and finalist who has helped make the National Family Business of the Year Awards 2026 another tremendous success." Regional Family Business Winners Regional honours were awarded to: Yorkshire Family Business of the Year – John Good Group Runners Up - TL Dallas Group, Hill Cross Furniture North of England & Northern Ireland Family Business of the Year – Olea Care Group Runners Up - HMG Paints, The Quiet Site East & East Anglia Family Business of the Year – Princebuild Runners Up - Rose Calendars, Neville Trust Midlands & Central Family Business of the Year – Champions UK Runners Up - Bunches Florapost, Colton Packaging London & South East Family Business of the Year – Shepherd Neame Runners Up - Powerday PLC, Active Digital, Shorts Group Scotland Family Business of the Year – The Malcolm Group Runners Up - Mactaggart & Mickel, Spectrum Service Solutions South West & Wales Family Business of the Year – Mathias & Sons Runners Up - EG Carter, Tamar Fresh South of England Family Business of the Year – New Forest Ice Cream Runners Up - HCE Foodservice Sector Family Business Winners Celebrating excellence across industry sectors, the winners were: Manufacturing Family Business of the Year – Sesame Access Systems Runners Up - HMG Paints, Power Plastics Food & Drink Family Business of the Year – Breckland Orchard Runners Up - New Forest Ice Cream Property & Construction Family Business of the Year – EG Carter Runners Up - Princebuild, Dobsons Financial & Professional Services Family Business of the Year – TL Dallas Group Runners Up - MHR Global, Howarths Transport & Logistics Family Business of the Year – Holdsworth Foods Runners Up - The Malcolm Group, Shorts Group Hospitality, Hotel & Leisure Family Business of the Year – Shepherd Neame Runners Up - Stockvale, The Quiet Site Homes & Gardens Family Business of the Year – Ernest Doe & Sons Runners Up - Furniture Village Retail & Wholesale Family Business of the Year – Furniture Village Runners Up - Ernest Doe & Sons Health & Welfare Family Business of the Year – Olea Care Group Runners Up - Care Connections, Howcrofts Funeral Services People's Choice Winners Voted for by the public, the prestigious and much coveted People's Choice Awards went to: Yorkshire - Care Connections Runners Up - The Pet Vet East & East Anglia - Princebuild Runners Up - Matthew Douglas Limited Midlands & Central - Bunches Florapost Runners Up - RSP UK London & South East - Chartway Janitorial Runners Up - Nourish Contract Catering North of England & Northern Ireland - HMG Paints Runners Up - Mercury Lifts Scotland - Spectrum Service Solutions Runners Up - The Malcolm Group South, South West & Wales - Laceeze Defiance Runners Up - Tamarisk National Award Winners Recognising businesses that have demonstrated exceptional leadership, purpose and impact across a range of categories, the winners were: Innovation Award – Daltons Runners Up - Croxsons Sustainability Award – The Quiet Site Runners Up - Hill Cross Furniture Entrepreneurship Award – Falcon Contract Flooring Runners Up - The Pet Vet Positive Societal Impact Award – Dobsons Runners Up - Sesame Access Systems, Howarths Community Support & Involvement Award – Powerday PLC Runners Up - Princebuild, John Good Group Essence of Family Business Award – Neville Trust Runners Up - Howcrofts Funeral Services Small Family Business of the Year – Active Digital Runners Up - The Quiet Site Shepherd Neame Crowned Supreme Champion Family Business of the Year 2026 The highlight of the evening saw Shepherd Neame named National Family Business of the Year 2026 and Supreme Champion, sponsored by Brooks Macdonald. Joining Shepherd Neame as finalists for the ultimate accolade were Olea Care Group, John Good Group and Champions UK, each recognised for their exceptional leadership, long-term vision and commitment to the values that underpin successful family businesses. Founded officially in 1698 and based in Faversham, Kent, Shepherd Neame is Britain's oldest brewer. Employing around 1,700 people, the independent family business operates a vertically integrated model, brewing traditional ales and lagers while managing an extensive portfolio of pubs, bars and hotels across London and the South East, with products distributed globally. Commenting on the award, Jonathan Neame, Chief Executive of Shepherd Neame, said: "We are incredibly proud to be recognised in the Family Business of the Year Awards." "Shepherd Neame may be Britain's oldest brewer but our approach is anything but old-fashioned. We remain an independent family business, yet flexible and agile, and that has enabled us to survive and thrive." "Recognition on the national stage is fantastic for everyone involved in our family business today, those that have gone before and those that will continue the journey in the years to come. We are absolutely delighted to be named Supreme Champion Family Business of the Year." Paul added: "Shepherd Neame is a truly impressive example of a family business. Whilst they boast an incredible heritage, their continued growth, strength and resilience are testament to their clear purpose and values, brought to life through constant innovation and adaptation. Thriving in this sector is a challenge, to say the least, and the years following the pandemic have been particularly difficult, yet they continue to demonstrate that success comes from having a clear purpose, strong governance, a long-term perspective and an unwavering commitment to the communities they serve." "For more than 300 years in Faversham they have kept families in work, pubs thriving and communities connected. They have exceptional heritage, formal governance, structured succession and a compelling articulation of identity and stewardship. They are resilient, innovative and adaptive, and are quite simply a benchmark family business with exceptional leadership, strong values and a firm eye on where they are going." Judges were unanimous in their praise. As one judge noted: "So many things stood out for me from the winner that differentiated them from the others." "Strong governance, wider community engagement, a deep history, sustainability credentials, purpose and values and ultimately they represent the true essence of what being an independent British family business is all about." The panel of judges comprising family business owners and leaders, previous winners, leading family business academics and professional advisers agreed, adding: "They are a truly deserving winner that reflects heritage, innovation and purpose in equal measure." Summing up the views of the judges, Paul concluded: "What a fantastic evening celebrating the very best of British family businesses. An incredible sector with some amazing businesses and it is an absolute honour to organise these awards and give recognition to their achievements. Some incredible winners with amazing stories." "And we crowned an incredible overall champion. Shepherd Neame are a fantastic family business and the true essence of what a successful British family business is all about. A truly deserving winner in all respects. Congratulations to our Supreme Champion Family Business of the Year for 2026, Shepherd Neame." The National Family Business of the Year Awards are organised by Family Business United, the leading organisation championing family firms across the UK and internationally. The awards celebrate the innovation, stewardship, values and long-term perspective that make family businesses the backbone of the British economy. If you are interested in finding our more about the awards and entering in 2027 you can find out more of the details here and if you would like to find out more about getting involved as a sponsor or judge, please do not hesitate to contact us. Check out the gallery of images from the evening here:

National painting contractor, Alfred Bagnall & Sons, based in Cleckheaton, Yorkshire, is officially taking part in industry-led national product stewardship scheme, PaintCare – the first of its kind in the UK. PaintCare’s aim is to establish a circular economy for leftover decorative paints and packaging, as well as supporting social enterprises that specialise in paint reuse. Developed by the British Coatings Federation (BCF), with support from leading industry organisations, PaintCare addresses current concerns around the waste and disposal of leftover paint. Currently, a huge 98% of leftover paint is sent to landfill, incinerated or poured down the drain. PaintCare is on a mission to recycle, reuse or re-manufacture 75% of this leftover paint and achieve a 42% recycling rate for paint packaging by 2032. With quality funding from UK paint manufacturers, PaintCare is able to cover all costs of transporting, sorting and recycling leftover paint to prevent it heading straight for landfill. The Director of PaintCare Ltd, Dr Steve Snaith, commented: “Every year, millions of litres of leftover paint are lost to landfill and incineration in the UK. The PaintCare trial will help us understand how best to collect, re-manufacture and recycle this valuable material to support a more circular future for decorative paint.” With numerous paint drop-off points popping up at decorating centres and paint retailers, the scheme is currently undergoing a trial in the West Midland area, allowing members of the public to hand over their leftover paint, completely free of charge. Collections of the paint itself will be managed by Biffa for the duration of the trial, ensuring the smooth running of the scheme. PaintCare’s official launch took place at the House of Commons, during a Parliamentary Reception. Representatives from the scheme spoke alongside BCF members and MPs. Bagnalls was also amongst those in attendance, pledging to support the scheme through its Midlands branch, located in Wolverhampton. Ben Featherstone, Sustainability and Compliance Manager at Bagnalls, said, “It’s great to see a collaborative approach to dealing with leftover paint and empty packaging developing within our industry. At Bagnalls, we always welcome innovation that improves our ways of working, so supporting PaintCare and the BCF was an absolute no-brainer for us." “This industry-led, innovative circular economy scheme aligns directly with our values, protecting our planet by reducing carbon emissions, preventing excessive waste and supporting local enterprises with donations of reusable and re-manufactured paint. “We’re excited to see how PaintCare develops in the future and more than happy to support the trial, in the hope of growing the scheme towards a national launch.” Joanne Gualda, Director at Bagnalls, added, “I have been in the industry for many years and have pushed for change within Bagnalls and within the industry as a whole. We’re always committed to adopting new ways of working so that we can drive for a greener future." “Bagnalls fully supports PaintCare’s objectives and hope that the results of the West Midlands trial back the need for a national rollout of this vital initiative.” Thanks to the involvement of Bagnalls, PaintCare now has access to accurate data from a national contractor, which aids understanding of paint volumes with a view to a potential nationwide rollout of the scheme. Director of PaintCare Ltd, Dr Steve Snaith, commented, “The support from Bagnalls is key to us developing a model that we can scale up and use to create an accessible national scheme. The insight Bagnalls is able to provide will help us achieve our ambition to increase paint reuse, recycling and re-manufacture rates to 75% by 2030.” With the development of this important scheme for the painting and decorating industry, we’re seeing yet another shift towards greener practices for individuals and businesses alike. As the industry focuses on sustainability, we can look forward to a greener vision of the future.

There is a moment that comes in the life of almost every successful family business — a moment when the informal arrangements that worked perfectly well in the early years begin to strain under the weight of growth, complexity, and competing interests. It might be triggered by a succession question, a disagreement between siblings, the arrival of a new generation, or simply the realisation that the business has grown beyond what any one person can manage alone. It is at precisely this moment that governance, long overlooked, often undervalued, reveals itself as the single most important factor in determining whether a family business endures or unravels. Good governance is not a bureaucratic imposition. It is not a set of rules designed to slow things down or constrain the entrepreneurial energy that built the business in the first place. It is, quite simply, the framework that allows a family business to make better decisions, manage conflict before it becomes crisis, and build the kind of trust, within the family, within the workforce, and with the wider world, that is the bedrock of long-term success. What Governance Actually Means in a Family Business Context Governance is the system by which a business is directed and controlled. In a family business, this encompasses not just the structures of the company itself, the board, the management team, the reporting lines, but also the relationship between the family and the business. These two spheres are inextricably linked, and managing that relationship wisely is at the heart of good family business governance. Effective governance in a family business typically involves several interconnected elements: a clear ownership structure; a well-functioning board with appropriate independent representation; defined roles and responsibilities for family members who work in the business; a family council or equivalent forum for discussing family matters separately from business matters; and a set of agreed principles, often codified in a family constitution or charter, that guide how decisions are made, how disputes are resolved, and how the business will be passed to future generations. None of this needs to be complicated. The most effective governance frameworks are those that are clear, proportionate to the size and complexity of the business, and genuinely owned by the family rather than imposed from outside. The Board From Rubber Stamp to Strategic Asset In many family businesses, particularly in their earlier stages, the board exists largely on paper. Meetings are infrequent, decisions are made informally, and the concept of independent scrutiny is largely absent. This is understandable when the founder is running the show and everything is working well, the formalities can feel unnecessary. But as the business grows, a passive or purely ceremonial board becomes a genuine liability. A well-constituted board, one that includes independent non-executive directors alongside family members, transforms the governance of a family business. Independent directors bring expertise, external perspective, and the ability to ask the questions that family members may find difficult to raise with one another. They provide a check on the concentration of power in any one individual, help to professionalise decision-making, and lend credibility to the business in the eyes of lenders, customers, and potential partners. The appointment of the right independent directors is one of the most consequential decisions a family business can make. They should be chosen not merely for their credentials but for their ability to engage constructively with the family, to speak honestly when it matters, and to genuinely understand the distinctive culture and values that make the business what it is. A good independent director is not a critic but a trusted adviser with the standing to say what others might not. Separating Family and Business And Why It Matters One of the most important, and most frequently neglected aspects of family business governance is the deliberate separation of family matters from business matters. When family dynamics bleed into business decisions, and business pressures colour family relationships, the results can be damaging to both. A family council provides the right forum for family members to discuss their hopes, concerns, and expectations in relation to the business without those conversations disrupting board meetings or management decisions. It is the place to talk about values, about the role of the next generation, about how wealth will be managed and shared, and about the principles that will guide the family's relationship with the business over time. This separation is not about creating distance between the family and the business. It is about ensuring that both relationships are given the attention and the space they deserve. Families that talk openly and regularly about these matters are far better equipped to navigate the challenges that inevitably arise. Those that avoid the conversations until a crisis forces them are far more vulnerable. The Family Constitution Putting Principles Into Practice A family constitution, sometimes called a family charter or family protocol, is a document that sets out the principles, values, and rules that govern the relationship between the family and the business. It is not a legal document in the conventional sense, though it may inform legal structures. It is, rather, a statement of intent: a record of what the family has agreed, what it stands for, and how it will conduct itself. A well-crafted family constitution might address questions such as: Who is eligible to work in the business, and on what terms? How are dividends decided? What happens if a family member wants to sell their shares? How will the next generation be prepared for leadership? How will disputes be resolved? What are the non-negotiable values that the business will always uphold? The process of creating a family constitution is often as valuable as the document itself. It brings the family together around questions that are easy to defer but impossible to avoid indefinitely, and it builds the shared understanding and trust that good governance depends upon. Families that have invested time in this process consistently report that it strengthens both their relationships and their business. Succession Planning and Governance at Its Most Critical No governance challenge is more important, or more frequently mishandled, than succession. The transition of leadership from one generation to the next is the moment at which the absence of good governance is most acutely felt, and the stakes could not be higher. Research suggests that only around 15 per cent of family businesses survive into the third generation. Poor succession planning is among the leading causes of this attrition. Good governance transforms succession from a crisis into a process. It ensures that the question of who will lead the business in the future is addressed openly, early, and on the basis of merit and suitability rather than birth order or assumption. It creates the structures through which the next generation can be properly prepared, through education, through experience in the business, and through mentoring by those who have led it before. It also ensures that the expectations of non-active family members, those who hold shares but do not work in the business, are properly understood and managed. These individuals have a legitimate interest in the future of the business, and a governance framework that gives them a voice and a clear understanding of their rights and responsibilities is essential to family cohesion. Governance and the Outside World Good governance matters not just internally but in how the family business is perceived by those outside it. Banks, investors, suppliers, and major customers are all more likely to engage confidently with a family business that can demonstrate clear ownership, sound financial controls, a credible board, and a coherent strategy. In an environment where businesses are increasingly expected to demonstrate accountability and transparency, governance is a genuine competitive advantage. For family businesses considering bringing in external investment, preparing for a partial or full sale, or seeking to list on a public market, the quality of their governance will be scrutinised closely. Those that have invested in getting it right are far better positioned, and far more valuable, than those that have not. Starting the Journey For many family businesses, the prospect of formalising governance can feel daunting. The language of boards and constitutions and independent directors can seem remote from the practical reality of running a business day to day. But the journey towards better governance does not need to be taken all at once, and it does not need to be taken alone. The most important step is simply to start. To have the conversations that have been deferred. To bring in an adviser who understands the unique dynamics of family business. To commit, as a family, to the principle that the structures you put in place today are an investment in the future of everything you have built. The businesses that endure, that pass successfully from generation to generation, that grow and adapt and thrive across decades, are almost always those that took governance seriously before they were forced to. They recognised that the framework matters as much as the strategy, that trust must be built and not assumed, and that the greatest gift one generation can give the next is not just a successful business, but the structures and values needed to keep it that way. Governance Is a Gift to Future Generations Good governance is, at its heart, an act of stewardship. It is the recognition that a family business is more than a commercial enterprise. It is a legacy, a set of values, a contribution to the lives of employees, customers, and communities that extends far beyond the lifetime of any individual founder or leader. The families that understand this, that see governance not as a constraint but as the very thing that makes lasting success possible, are the ones who build businesses that stand the test of time. They are the ones who ensure that what they have created with such effort and dedication does not merely survive the transition from one generation to the next, but flourishes. In the end, good governance is not about rules and structures. It is about respect, for the business, for the family, and for everyone whose future is bound up in both.

RH Amar, one of the UK's leading food importers and distributors, has achieved B Corp™ Certification, joining a global community of businesses that meet high standards of social and environmental performance, transparency and accountability. The certification follows a rigorous assessment process in which the family-run company was evaluated across five key impact areas: Governance, Workers, Community, Environment and Customers. The company, which was founded in 1945 and is now led by the third generation of the Amar family, has put social and environmental responsibility at the heart of its business through its ‘Doing Business Better’ strategy which includes a commitment to donate 10% of its profits each year to charity - with more than £3 million donated to good causes since 2013. Last year, RH Amar became carbon neutral for its own operations, and it recently completed the move to a purpose-built sustainable office and distribution facility in High Wycombe. James Amar, RH Amar Strategy & CSR Director, said: “We are delighted to achieve B Corp™ Certification. As a business we are committed to supporting our people, building strong partnerships, reducing our environmental impact and giving back to communities and see this certification as both recognition of our efforts to date and encouragement to keep improving.” Chris Turner, CEO of B Lab UK, says: “Welcoming RH Amar to the B Corp community is hugely exciting. 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.” RH Amar is now part of a growing community of over 10,700 businesses globally that have certified as B Corps. The B Corp community in the UK is the largest and fastest growing in the world, with over 2,700 companies spanning a range of different industries and sizes. About RH Amar RH Amar is one of the UK’s leading full-service distributors and growth partners for ambient foods - providing sales, marketing and technical support to successfully grow brands across the UK market. The company is a family-run business, founded in 1945, and now in its third generation. It retains family values at its core and treats every brand as its own. RH Amar’s brand portfolio includes some of the UK’s best-loved food brands such as Branston, Cafédirect, Del Monte, Divine, Dunkin’, Ella’s Kitchen, Kikkoman, Macphie, Mutti and Weetabix alongside smaller specialist brands. The company also owns the Camp Coffee, Cooks&Co and Mary Berry’s Dressings brands. RH Amar is B Corp certified and donates 10% of its profits each year to charity, with more than £3m donated to charitable causes since 2013. View the RH Amar brand portfolio on here.

A new Atlassian study has found that honesty about AI use at work may be backfiring, with employees who disclose using AI judged more harshly than peers producing the same quality of work without mentioning it. The research found that 94% of US knowledge workers now use AI at work. However, in a controlled experiment, workers who disclosed AI use were seen as lazier and were less likely to be recommended for high-visibility work, even when the final output was the same. In response, Fineas Tatar, leadership expert and co-founder of Viva Talent, says the problem is not that employees are using AI. It is that many companies have not updated how they define good work. “AI is exposing a management problem more than an employee problem,” says Tatar. “If two people produce the same quality of work, but the person who used AI is treated as less capable, the workplace is still rewarding visible effort over useful outcomes." “That creates a confusing message for employees. Leaders say they want efficiency, but people may still feel they have to prove they did everything manually in order to be trusted.” Tatar says many companies are encouraging AI adoption in theory, while still relying on old assumptions about what productivity should look like. That can push employees to use AI quietly, rather than openly, because they worry the tool will be held against them. He says employers should stop asking, “Did this person use AI?” and start asking, “Was the work accurate, useful, well-judged, and properly reviewed?” Fineas recommends leaders pressure-test their AI culture by looking at: Outcome over optics: Are people judged on the quality and usefulness of the work, or on how manual the process appeared to be? Disclosure without punishment: Can employees explain where AI helped without being treated as lazy, careless, or less skilled? Clear human judgement points: Has the company agreed where human review, context, relationship management, and final decisions still need to sit? Manager consistency: Are leaders encouraging AI use publicly, but penalising it in feedback, project assignments, or promotion decisions? Workflow value: Is AI being used to remove low-value friction, improve preparation, and speed up follow-through, or is it simply creating more content for teams to manage? “For fast-growing companies, unclear AI norms quickly turn into inconsistent briefs, duplicated work, quality-control issues, and managers becoming the final checkpoint for everything,” Tatar adds. “Most teams do not need more vague encouragement to ‘use AI’. They need clearer standards for what good AI-supported work looks like. If leaders do not define that, employees will make their own rules, and some will simply stop being honest about how the work gets done." “The companies that benefit most from AI will be the ones that treat it as part of better work design: clearer delegation, stronger review habits, better preparation, and less low-value admin. AI should remove friction from the workday, not create a new trust problem between managers and teams." “The goal is not to make people look busy. The goal is to help them spend more time on judgement, communication, and work that actually needs a human.”

Solar shading specialist Caribbean is delighted to announce that Managing Director Stuart Dantzic has been elected Vice President of the British Blind and Shutter Association (BBSA), following formal ratification by members at the association’s recent AGM., following formal ratification by members at the association’s recent AGM. Stuart has been involved with the BBSA for almost two decades and, after stepping back from the managing committee when he took over the family business, returned to play an active role in supporting the sector. He is currently chair of the Promotions Working Group, which has recently helped guide the BBSA through a major rebrand. Stuart also serves on the Technical Working Group, which carries out research to demonstrate the performance of the industry’s products in real-world conditions, and on the Training Working Group, which supports skills development and higher standards across the sector. In addition, he represents the BBSA in wider European discussions through ES-SO, the European Solar Shading Organisation. Commenting on his election, Stuart said: “The BBSA plays an incredibly important role in representing the UK shading industry. It brings together manufacturers, retailers and installers with a clear collective voice, while helping to drive standards, technical guidance, consumer awareness and wider industry recognition." “With overheating and energy efficiency now major subjects of discussion, the association’s work feels more relevant than ever. It is a real honour to have been asked to take on this role and to have the confidence and support of my industry peers.” Andrew Chalk, Director of the BBSA, said: “Stuart has been a valued contributor to the BBSA for many years and his election as Vice President reflects both his commitment to the industry and the respect he commands among his peers. His experience and enthusiasm will be a great asset to the BBSA as we continue to champion the benefits of shading across the UK.” As Vice President, Stuart will help support the strategic direction of the BBSA, champion greater awareness of shading and its benefits, support member engagement and help position the association as the authoritative voice for UK shading. He added: “Having worked in the shading industry for more than 20 years, and within a family business focused entirely on external shading, this appointment means a great deal to me personally. It is an exciting time for the sector and I am proud to take on this responsibility.” For more information about Caribbean visit here.

Family businesses are the backbone of the British economy. From the corner shop to the sprawling manufacturing dynasty, enterprises run by families account for a significant proportion of private sector employment and output across the United Kingdom. Yet for all their enduring appeal, family businesses carry a unique set of advantages and vulnerabilities that set them apart from their corporate counterparts. Understanding both sides of the coin is essential for anyone looking to run one, invest in one, or simply make sense of how so much of British commerce actually works. The Strengths A Long-Term Mindset One of the most frequently cited strengths of family businesses is their tendency to think in generations rather than quarters. Where a publicly listed company may feel compelled to chase short-term shareholder returns, a family business can afford to take the longer view. Decisions about investment, staffing, and strategy are often made with the next generation in mind, which can lead to more sustainable, patient growth. This long-term orientation is particularly valuable during economic downturns, when family firms are often more willing to absorb short-term losses rather than make damaging cuts. Trust, Loyalty, and a Shared Culture Family businesses frequently benefit from a powerful internal culture built on trust. When family members work together, there is often an implicit understanding of shared values, a common work ethic, and a mutual commitment to the business's success that is difficult to replicate in a professional management structure. This sense of loyalty can extend beyond the family itself: long-serving employees in family firms often describe a sense of belonging and stability that they struggle to find elsewhere. Speed and Decisiveness Without the layers of bureaucracy that slow down larger organisations, family businesses can often act quickly. When the person making the decision is also the person who owns the business, the distance between identifying a problem and resolving it can be remarkably short. This agility is a genuine competitive advantage, particularly in fast-moving markets where the ability to adapt rapidly can make the difference between thriving and failing. Reputation and Relationships Family names carry weight. When a business bears the family's name — as is common in professions such as law, accountancy, construction, and retail — there is a direct and personal stake in its reputation. This can drive exceptionally high standards of customer service and quality. Relationships with suppliers, clients, and the local community are often cultivated over many years and passed down through generations, providing a network of goodwill that is genuinely difficult for newcomers to replicate. Resilience Research consistently shows that family businesses tend to be more resilient in times of crisis. Their lower dependence on external financing, combined with a greater willingness to make personal sacrifices for the sake of the business, means they often weather recessions and disruptions more robustly than non-family firms. During the Covid-19 pandemic, for instance, many family businesses demonstrated remarkable flexibility and resourcefulness in adapting their operations. The Weaknesses Nepotism and Talent Gaps The most frequently cited weakness of family businesses is the risk of prioritising blood ties over genuine ability. When senior roles are filled by family members regardless of their competence, the business suffers. Talented non-family employees may find their prospects limited by an invisible ceiling and choose to leave, taking valuable skills and knowledge with them. At its worst, nepotism can leave a business poorly managed and ill-equipped to compete. Succession Planning Handing a business from one generation to the next is one of the most challenging transitions any organisation can face. Disagreements about who should take over, combined with emotional complexity, tax considerations, and differing visions for the future, mean that many family businesses do not survive the transition from founder to second generation, and fewer still make it to the third. The absence of a clear, well-communicated succession plan is a vulnerability that family businesses must confront head-on if they are to endure. Conflict Between Family and Business The overlap between family life and business life is double-edged. The same closeness that fosters loyalty can also allow personal grievances, family tensions, and relationship dynamics to spill into the workplace. Disagreements that would be handled professionally between colleagues can become deeply personal when they involve siblings, parents, or spouses. This blurring of boundaries can lead to poor decision-making, low morale among non-family staff, and in extreme cases, the collapse of the business altogether. Resistance to Change The very qualities that make family businesses resilient, their attachment to tradition, their long-term thinking and their strong sense of identity, can sometimes become obstacles to necessary change. Family businesses may be slower to embrace new technologies, restructure outdated processes, or bring in external expertise, particularly when doing so is perceived as a challenge to the founder's legacy. In rapidly evolving industries, this conservatism can leave businesses dangerously behind. Access to Capital Family businesses that are reluctant to dilute ownership by bringing in outside investors may find it harder to raise the capital needed to grow. While this caution is understandable, and often wise, it can limit the scale and speed of expansion. Relying primarily on retained profits or family loans can constrain ambition and leave businesses under-resourced in competitive markets. Governance Deficits Formal governance structures like independent boards, audit committees and clear reporting lines are often lacking in family businesses, particularly in their earlier stages. Without appropriate checks and balances, poor decisions can go unchallenged, financial irregularities can go unnoticed, and the business can become over-dependent on the judgement of a single individual. As a family business grows, the absence of professional governance becomes an increasingly serious risk. Striking the Balance The most successful family businesses are those that manage to hold on to what makes them special, the loyalty, the values and the long-term vision, whilst being honest about their vulnerabilities and taking deliberate steps to address them. That might mean bringing in non-family executives with the skills the family lacks, establishing a formal board with independent directors, or engaging an adviser to guide the business through a succession. It might mean having the difficult conversations about roles and responsibilities before they become crises. Family businesses are not inherently better or worse than any other kind of enterprise. They are simply different, shaped by a set of human relationships that sit at the heart of the venture and influence everything it does. Understanding that dynamic, in all its complexity, is the first step towards making the most of it.

Jewellery lovers and watch enthusiasts have a new destination to discover, as Chapelle, the outlet expert in jewellery and designer timepieces, has officially opened its doors at Livingston Designer Outlet. The Livingston Designer Outlet makes for the perfect location for Chapelle to expand its stores, marking its 14th location. With a history of being family owned, Chapelle has been a part of the sixth-generation family jeweller F.Hinds since 2019. Andrew Hinds, Chairman, trained gemmologist and diamond buyer at F.Hinds and Chapelle, said: “We are thrilled to announce our official opening at the Livingston Designer Outlet. Our wonderful, experienced team are on hand to provide expert advice on our fantastic range of high-quality jewellery and designer watches, at accessible prices for a truly special purchase. We look forward to welcoming customers to the new Chapelle store.” With a passion for making luxury affordable, Chapelle believes that top brands and stunning jewellery should be accessible to all. Their new store offers a fantastic range of last-chance collections from leading fashion brands, handpicked diamond jewellery from around the globe, and elegant styles from some of the most recognisable names in the industry – all for a fraction of the High Street price with discounts up to 70% in-store and online. Michelle Whitelaw, Centre Director at Livingston Designer Outlet said: “Chapelle Jewellery’s arrival at Livingston Designer Outlet offers customers access to premium jewellery brands at great value prices and is a brilliant addition to the schemes already thriving jeweller store category." "The opening of the new store will give visitors the opportunity to find the perfect gift or piece for themselves, and we look forward to welcoming customers to celebrate the opening.” To mark the grand opening on Friday 12th June, Chapelle welcomed their shoppers with festive décor and a celebratory glass of fizz, creating a sparkling atmosphere to debut their newest store. As part of the launch celebration, Chapelle is inviting customers to take part in an exclusive promotion for the two weeks following the opening. Within this time period, any customer who makes a purchase and signs up to the Love Chapelle loyalty programme will be entered into a draw to win a £200 voucher to spend in-store. Love Chapelle members can also receive early access to sales, exclusive discounts and giveaways and birthday treats as part of the programme, making each shopping trip even more rewarding. Further information can be found on the Chapelle website. About Chapelle: Chapelle is the UK’s leading outlet expert in jewellery and designer watches, offering exceptional value without compromising on quality or style. With 14 locations across major outlet centres and a growing online presence, Chapelle helps customers find the perfect piece for less, making luxury affordable. Chapelle boasts over 40 years of expertise in the industry and has been part of family jeweller F.Hinds since 2019.

Independent family brewer Shepherd Neame is proud to once again sponsor the Contemporary Kent Artists (CKA) exhibition series in Whitstable for a second year. The exhibition, featuring original pieces from creatives across Kent based around the theme of ‘We Are Our Memory’, inspired by Jorge Luis Borges’ poem ‘Cambridge’, will run from Thursday, October 8 to Sunday, October 18. Artists from all backgrounds and mediums will be considered for the exhibition, with submissions open until Saturday, June 20. The final pieces will be selected by visual artist Eva Bensasson, Herrick Gallery founder Alice Herrick and CKA Co-Director James Gilgunn. The artwork will be displayed at the Horsebridge Art Centre in Whitstable and judged by Contemporary Art Academy Co-Founder Mathew Gibson, Chelsea College of Arts and Design Senior Lecturer Freya Purdue and Director of The Portobello Film and Arts Festival CIC Damian Rayne. Alongside the main exhibition, there will be a series of live events and showcases in venues around the town, including music, poetry, theatre, artist talks and a display of last year’s artwork. Whitstable art enthusiast and event organiser, Maxine Russo and her partner James Gilgunn, a Margate artist, organised the inaugural event last year, which saw Shringi Kumari receive first prize at a ceremony held at The Duke of Cumberland’s events space, The Boatyard. Shringi, who sold all her work during last year’s exhibition, is also currently showing a collection of her original pieces at The Duke of Cumberland, closing at the end of July. Shringi said: "Winning the CKA Shepherd Neame Kent Artist Award last year was a deeply moving moment for me - a reminder that art rooted in self can create meaningful connections across different experiences and perspectives." Maxine, who is the current Chair of the Fishslab Gallery in Whitstable, and James, who has a Fine Art degree from St Martin’s School of Art, founded the event to help showcase the area’s independent artists and have worked with experienced arts adviser Vicky Caplin to make sure the work is promoted to a wider audience. This year, the pair have chosen to introduce an Open Call, welcoming all artists to submit their work and be considered for the final exhibition. Maxine said: “We are pleased to, once again, showcase and promote the rich breadth of artistic talent that is created in and of Kent.” Shepherd Neame Chief Executive Jonathan Neame will present the first prize, the CKA Shepherd Neame Kent Artist Award 2026. Other prizes include a London gallery exhibition opportunity, a Contemporary Art Academy course, a Whitstable gallery exhibition week and a People’s Choice prize. Jonathan said: “We are proud to once again support the Contemporary Kent Artists exhibition series and sponsor the Shepherd Neame Kent Artist Award for a second year." “It is wonderful to see the exhibition continue to showcase some of the impressive creative talent we have here in Kent and attract people to the town. The Duke of Cumberland will be at the heart of the event again this year, and we are pleased to see one of our pubs playing a central role in this exciting project.” For information about CKA or to submit your artwork for this year’s exhibition, visit here or contact Maxine Russo and James Gilgunn at info@contemporarykentartists.co.uk.

More than 25 years after beginning her brewing career at Fuller’s, St Austell Brewery brewing director Georgina Young has reunited with the company to create a special limited-edition beer for its pubs. Golden Times is a 4% ABV pale ale that celebrates shared brewing heritage, enduring friendships and a mutual passion for exceptional cask ale. More than just a seasonal release, Golden Times is also a deeply personal project for Georgina, who began her career at Fuller’s - which, at the time, was London’s oldest family brewer - in 1999. During her time there, she progressed from shift brewer to brewing manager, later returning in 2013 as brewing and packaging manager before being appointed the company’s first female head brewer in 2017. After more than two decades with Fuller’s, Georgina joined St Austell Brewery in 2019 to take on a new challenge. She said: “I still have many friends at Fuller’s, so it’s a real delight to have been invited to brew a beer for its pub estate. I hope this is the first of many special collaborations for us." Reflecting on her career, she added: “I have a huge fondness and real affection for the company that took a chance on me as a young woman entering the industry. Golden Times is, in many ways, a tribute to that journey and to the people and experiences that shaped it.” The name Golden Times reflects both the style of the beer and the story behind it. Georgina explained: “It’s a play on the golden era of brewing at Fuller’s. It’s a nod to the rich heritage both breweries share, while also raising a glass to what lies ahead.” In the glass, Golden Times is a well-balanced golden ale with floral aromas, bright citrus notes and subtle hints of stone fruit, all supported by a smooth malty base. Brewed using a trio of English hop varieties - Target, Olicana and Harlequin - alongside Cornish malt, the beer has been crafted to be easy-drinking while full of flavour. Golden Times will be pouring in over 80 Fuller's pubs from 11th June and will also be available in select St Austell Brewery managed pubs across the South West, while stocks last.