New research undertaken by YouGov for leading UK wealth management and employee benefits firm Mattioli Woods reveals that that most over-55s continue to favour passing on wealth after death, despite widespread experience of family conflict caused by inheritance. The findings suggest that witnessing inheritance disputes is not prompting a significant shift towards gifting wealth during people's lifetimes. Passing assets on through an estate remains the preferred approach for most over-55s, while combining lifetime gifts with inheritance is the second most popular strategy. Only a minority intend to transfer most of their wealth before they die. Despite the importance of inheritance planning, conversations about it remain uncommon. One in four (25%) over-55s say they have never openly discussed inheritance with their family, highlighting ongoing discomfort around the subject, concerns about privacy and a belief among many that it is simply ‘too early’ to have the conversation. At the same time, inheritance continues to be a major source of family conflict. Over six in 10 (64%) respondents over 55 say they have witnessed disputes among relatives or friends over inheritance, with arguments and damaged relationships by far the most common outcome. Many have also seen more serious disagreements escalate into formal legal disputes. The experience of inheritance conflict varies across the UK. Wales has the highest proportion of people who have witnessed inheritance-related disputes (77%), followed by London (72%), the South East (71%), the South West (70%), Scotland (69%) and Yorkshire (64%). The East of England stands at 63%, the West Midlands at 60%, and the East Midlands, North East and North West all stand at 58%. The research also found that concerns about later-life care now outweigh worries about Inheritance Tax. When asked about the biggest challenges in passing on wealth, over-55s ranked paying for care or other later-life costs ahead of Inheritance Tax, the risk of running out of money in retirement, treating beneficiaries fairly and the potential for family disputes. Adeline Christy, Wealth Management Director at Mattioli Woods, said: "Although inheritance disputes are remarkably common, they are not fundamentally changing how most people want to pass on their wealth. Leaving assets through an estate remains the preferred approach for many families, even among those who have seen first-hand the tensions inheritance can create." "What the findings do highlight is the need for earlier planning and better communication. Many inheritance disputes arise not because of the value of an estate, but because expectations have never been discussed. Open conversations, supported by professional financial advice, can help families understand the reasoning behind decisions and significantly reduce the likelihood of conflict later on." Mattioli Woods recently integrated Kingswood Group under a unified brand, following its October 2025 merger. The combined business now oversees more than 30,000 clients and is responsible for assets under management exceeding £32 billion. With over 200 financial advisers across more than 40 UK offices, the Group says the integration strengthens its position as a leading national wealth manager and enhances its ability to deliver joined-up wealth planning, investment management and employee benefits services. Adeline Christy added: "There is no single right way to pass on wealth. Lifetime gifting can be an effective strategy for some families, helping to support the next generation while potentially improving tax efficiency. For others, retaining control of assets throughout later life will be entirely appropriate." "The most important thing is that any approach forms part of a long-term financial plan that reflects personal circumstances, family dynamics and future objectives."

A team manager at a hotel health club in Lancaster has undertaken a British Sign Language course thanks to a skills development fund set up by her employer. Lidia Sellés from the Sandpiper Health Club at Lancaster House Hotel decided that she wanted to enrol for the Centre of Excellence British Sign Language Diploma course, having met one of the club’s members who has a hearing impairment. So she approached her line manager to see whether she would qualify for funding under the English Lakes Hotels Personal Development Fund, which helps the hotel group’s employees to develop new skills. The online diploma course is providing Lidia with a comprehensive understanding and the practical skills to hold basic conversations with other signers. The training covers key BSL skills including deaf awareness, grammatical structure and syntax, fingerspelling, numbers, food and drink, weather, feelings, descriptions and a range of other specialised vocabulary. Lidia explains: “I’ve always been interested in learning sign language. “And then a few months ago we had a new member in the club who has a hearing impairment. That really motivated me to undertake the BSL course so I could communicate with him and others more effectively." “It’s a really valuable skill to have and allows me to communicate more inclusively, not just at work, but in the wider world too. I also think that knowing sign language enhances the guest experience at the Sandpiper Health Club. It’s a way of ensuring everyone feels welcomed, understood and supported, and it aligns with our commitment to inclusivity and delivering the best service we can." “During the course, I’ve learned the BSL alphabet and basic greetings, as well as background about the different types of sign languages and their history. I’m really looking forward to expanding my knowledge and signing skills as a result of the course.” The English Lakes Hotels Personal Development Fund supports employees with training and courses across a broad range of disciplines, subject to assessment and managerial approval. Employees are required to outline the course details, associated costs and reasons for wanting to complete the training. Michael Kay, group operations director at English Lakes Hotels Resorts & Venues, says: “Our personal development fund is predominantly in place to support the wellbeing of our team members. The idea is to open up opportunities for them to pursue personal interests, as well as developing new skills and increasing confidence." “Courses do not have to be job or career orientated either, but a number of participants have been able to use their experiences as a springboard for promotions and new jobs within the hotel group. It’s also a way to improve our customer service, as is so clearly the case with Lidia’s BSL course.” The development programme is designed to support the hotel group’s employees in advancing their careers, while also giving them the opportunity to undertake training that benefits both their individual interests and their roles within the company. Michael Kay adds: “We work with employees to identify suitable training programmes and courses in a variety of fields. By investing in the development of our teams in this way, we can help them realise their potential and progress in their careers. The initiative also helps promote a healthier and more balanced working life for everyone within the business.” For further information about new job roles at English Lakes Hotels, visit here.

Multi award-winning family run office and commercial cleaning company Cleanology has launched its annual fundraising event – now in its sixth year – in aid of The Hygiene Bank. The successful fundraiser has established itself as an unmissable event - attracting almost 200 guests each year - and raising in excess of £151,000 in its first five years. This year the showpiece event is being held on Wednesday, November 11, at the chic art deco-style Bloomsbury Hotel in Central London, just steps away from Tottenham Court Road station. Last year Cleanology was awarded the highly coveted Gold Partnership status by charity The Hygiene Bank, in recognition of its ongoing efforts to champion the movement to tackle hygiene poverty in the UK. Welcoming the launch of this year’s fundraiser, Dominic Ponniah, Chairman and Co-Founder of Cleanology, said: “Sadly the demand for support is going up not down as the cost-of-living crisis worsens. I am so proud that we are building a coalition of businesses willing to support our efforts to tackle hygiene poverty, and together, we can make a much-needed difference to help those in need.” Ruth Brock, CEO of The Hygiene Bank, said: “I’m thrilled that the partnership between Cleanology and The Hygiene Bank (THB) has gone from strength to strength - they’re now one of our highly valued gold partners and this year’s event looks set to be the most exciting yet. THB will be ready to share some critical new research into hygiene poverty, and we look forward to meeting with partners old and new to discuss what more we can do, together." "Cleanology has offered outstanding support so far to help us reach more people struggling with the stigma and lost opportunities hygiene poverty brings - together we can reach many more people and take the critical next step on our journey to ending hygiene poverty for good. I know a brilliant and important evening awaits us all.” This year’s sponsors – all committed to the fight against hygiene poverty – are cleaning & hygiene products manufacturer Evans Vanodine, washroom services firm Liberty Hygiene, cleaning supplies and solutions provider Foremost, global manufacturer and provider of essential personal care products Kimberly-Clark Professional, one of Europe’s leading suppliers of tissue paper Metsä Tissue, and new for 2026, sustainability certification and net-zero provider Planet Mark. Guests can look forward to an informative panel discussion, live auction hosted by a celebrity auctioneer, an extensive raffle, entertainment and networking over drinks & bowl food. Earlier this year it emerged that almost a third of Londoners aged 16 to 55 cannot afford basic hygiene products, leaving them unable to live normally. According to the research from the Hygiene Bank, about three out of 10 women in London have had to choose between buying enough food or hygiene products, and some have missed job interviews or work because of it. The Hygiene Bank is a people-powered charity and social movement, committed to tackling hygiene poverty in communities across the UK. The Hygiene Bank believe that no one should have to choose between staying clean and meeting other basic needs. Through their network of projects, they provide essential hygiene products to those experiencing poverty or crisis. Cleanology – headquartered in Vauxhall, South West London, and with regional offices in Manchester, Birmingham, Bristol and Scotland – runs campaigns throughout the year to raise funds and awareness for hygiene poverty and staff participate in fund-raising opportunities such as marathons. Tickets are priced from £99.00+VAT each and are available on Eventbrite, with all profits donated to The Hygiene Bank: Get my tickets A JustGiving page has also been created for The Hygiene Bank by Cleanology. Donations can be made here: www.justgiving.com/page/hygienebankcleanology2026 Visit Cleanology here.

A leading supplier of cleaning and hygiene products which is celebrating 25 years of trading has spoken of its delight at winning a coveted family business award. Kent-based Chartway Janitorial was the proud winner of the People’s Choice Award for London & the South East at the recent National Family Business of the Year Awards 2026. It secured the public voted title at the awards ceremony hosted by Family Business United (FBU), and this impressive milestone follows its success last year when it was named national runner-up in the same awards programme. Chartway Janitorial was founded in February 2001 by Mick and Anne Elms and is now run by daughter and son Hannah Tilley and Jon Elms, who are both Directors. Welcoming the award win, Hannah Tilley said: “We are absolutely thrilled to have won this coveted award in our 25th anniversary year. Our achievement shows that in the tough world of business customer relationships are key. Quality service is what customers remember, going that extra mile or remembering something personal to them. I would like to say a massive thank you to all our customers who actually look after us! We appreciate you all." “We take the time to get to know our customers personally and, with our expertise in the products we supply, we are able to provide the perfect solution for their needs. We also provide an extensive range of environmentally friendly products and packaging to help our customers meet their corporate responsibilities”. Chartway Janitorial operates in a number of sectors including healthcare, catering, leisure, education and industry and supplies a comprehensive range of professional-grade janitorial products to businesses, public sector organisations and major attractions across the South East. Supplied products include hand towels, toilet tissue, specialist liquid solutions for general cleaning, hand soaps, cloths, sanitizers, disposable gloves, protective aprons and heavy-duty refuse and recycling sacks. The seven-employee company is based in Headcorn between Maidstone and Ashford. Its listed clients include The Aspinall Foundation, National Trust, NHS Foundation Trust and South East Coast Ambulance Service. 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." Family Business United is the leading organisation championing family firms across the UK and internationally. Its annual awards celebrate the innovation, stewardship, values and long-term perspective that make family businesses the backbone of the British economy.

Running a family business is often described in glowing terms: a legacy to protect, a name on the door, generations of hard work carried forward. What gets talked about far less is how lonely the job can be. The leader of a family business frequently has nowhere to take their hardest problems. They cannot always be candid with the team, who look to them for certainty. They cannot always be candid with family members, who carry their own emotional stake in every decision. And they often feel they cannot be candid with friends outside the business, who simply do not have the context to understand what is really going on. The result is a particular kind of isolation, one that has little to do with how successful the business actually is. Some of the most outwardly confident leaders in family business privately admit to feeling like they are carrying the weight of the company, and the family, almost entirely on their own. The good news is that the leaders who handle this well are not the ones who simply tough it out. They are the ones who have actively built ways to learn from others and to be honest about what they do not know. Accept That Toughness And Support Are Not Opposites There is a persistent myth in business leadership that asking for help is a sign of weakness, and that a strong leader should have all the answers. Family business leaders who last tend to reject this idea early. They recognise that resilience does not come from carrying everything alone, it comes from having somewhere to put the weight down occasionally so they can pick it back up with a clearer head. This shift in mindset, from leader as sole problem solver to leader as someone who actively seeks out perspective, tends to mark the difference between leaders who burn out and those who sustain a long, effective tenure. Find A Peer Group Outside The Business One of the most consistent habits among successful family business leaders is membership of a peer group made up of people in a similar position, but outside their own company and often outside their own sector. These might be formal forums, family business networks, or simply a small, trusted group of other leaders who meet regularly to talk frankly about what is actually happening in their businesses. The value of this kind of group is that the people in it understand the unique pressures of combining family relationships with commercial decisions, but they have no stake in the outcome. That combination, understanding without agenda, makes it far easier to be honest about doubts, mistakes and difficult family dynamics than it would be with staff, customers or even close friends. Bring In An Outside Perspective Through Mentors Or Advisers Many experienced family business leaders point to a single mentor, adviser or non executive director who played an outsized role in helping them grow into the job. This person is rarely there to give direct answers. Their real value is in asking good questions, challenging assumptions and offering a calm, experienced sounding board when a decision feels too big to make alone. Leaders who use this kind of relationship well tend to treat it seriously, setting aside proper time for it rather than squeezing it in as an afterthought, and being genuinely open about their uncertainties rather than using the conversation to seek validation. Read, Listen And Study Beyond The Day To Day It sounds simple, but a surprising number of successful family business leaders are deliberate readers of business history, biography and case studies of other family firms. Learning how other leaders, in other generations and other industries, navigated succession, sibling rivalry or a difficult market downturn provides a sense of perspective that is hard to get from inside one's own business. This kind of learning does double duty. It builds practical knowledge, and it quietly reassures a leader that the problems they are facing, however unique they feel in the moment, are part of a much longer and more common story than they realised. Talk Openly Within The Family, Even When It Is Uncomfortable Some of the loneliest moments in family leadership come from unspoken tension within the family itself, a sibling who feels overlooked, a parent who has not quite let go, a cousin who disagrees with the direction of the business but has never said so directly. Leaders who manage this well tend to create regular, structured opportunities for the family to talk honestly, whether through a family council, a regular family meeting, or simply a habit of checking in with key family members individually. This does not remove the difficulty of these conversations, but it does remove the additional weight of carrying unspoken assumptions about what everyone else is thinking. The Bottom Line Being tough at the top of a family business does not mean facing every problem alone. The leaders who sustain long, successful careers in family business are almost always the ones who have built a deliberate support structure around themselves, a peer group, a trusted adviser, a habit of learning from others, and an honest family conversation. Toughness, it turns out, is rarely about solitary strength. It is about knowing where to find the perspective that makes the next hard decision a little easier to make.

Many family businesses spend a surprising amount of energy trying to look less like a family business. They tidy up the governance, professionalise the board, talk in the same language as their listed competitors, and quietly hope that customers, suppliers and talented recruits will not notice the family name above the door is more than just a name. This instinct is understandable. For decades, being a family business was sometimes treated as something to apologise for, a sign of a smaller, less sophisticated operation than its corporate rivals. But the businesses that are thriving today have largely abandoned that instinct. Instead, they have looked closely at what actually makes a family business different, and turned those qualities into a genuine source of competitive advantage rather than something to play down. Patient Capital Is A Genuine Strategic Weapon Perhaps the single biggest structural advantage a family business holds is patience. Without quarterly earnings calls or external shareholders demanding short term returns, a family business can choose to invest in research, in apprenticeships, in new markets or in quality, on a timescale that many of its competitors simply cannot match. The family businesses that turn this into an advantage are deliberate about it. They do not treat patient capital as an excuse for slow decision making, they treat it as a genuine strategic choice, investing for the long term in exactly the areas where competitors under quarterly pressure are forced to cut back. A willingness to accept a smaller return this year in exchange for a stronger position in ten years is rare in modern business, and it is one of the clearest advantages a family business actually holds. Trust Built Over Generations Cannot Be Bought A family name that has stood behind a product or service for decades, sometimes for a century or more, carries a kind of trust that no amount of marketing spend can manufacture overnight. Customers, suppliers and communities often have long memories, and a family business that has consistently shown up, kept its word and stood by its product earns a reputation that becomes genuinely difficult for newer or more anonymous competitors to replicate. The family businesses that lean into this advantage tell that story actively rather than assuming customers already know it. They put the family history, the values behind the name and the reasons the business has lasted into their marketing, their packaging and their customer relationships, rather than treating the family story as a quiet footnote. Speed When It Matters Most There is a common assumption that family businesses are slower to act than their corporate rivals, weighed down by family politics and consensus building. In well run family businesses, the opposite is often true. When the family is aligned, decisions that would take a public company months of committees and shareholder consultation can be made in a single conversation around a kitchen table. The businesses that capture this advantage build the governance to support it: clear decision rights, a family that communicates well, and the discipline to disagree privately and act decisively once a direction is chosen. Used well, this gives a family business genuine agility precisely in the moments competitors are tied up in process. A Story Money Cannot Buy Every business wants a compelling story to tell customers, employees and the wider market. A family business already has one, built from real people, real history and real reasons for doing things a certain way. Few corporate competitors can offer the same level of authenticity, however much they invest in brand storytelling. Family businesses that make the most of this advantage are specific rather than vague about it. Rather than a general nod to heritage, they talk about the actual decisions, the actual people and the actual values that have shaped the business, giving customers and employees something real to connect with rather than a polished but generic version of the truth. Loyalty That Runs In Both Directions Family businesses often retain staff for far longer than their sector average, and the reason is rarely pay alone. Employees frequently describe family businesses as places where they are treated as individuals rather than numbers, where loyalty shown to the business is matched by loyalty shown back during difficult periods. The family businesses that turn this into a competitive edge are deliberate about preserving it as they grow, recognising that the personal relationships and sense of belonging that come naturally in a smaller family business have to be actively protected and reproduced as the workforce expands, rather than assumed to continue on their own. The Bottom Line The qualities that make a business a family business, patient capital, generational trust, the ability to move fast when aligned, an authentic story and deep loyalty, are not weaknesses to be managed around. Treated with intention, they are genuine sources of competitive advantage that many larger, more conventionally structured competitors simply cannot replicate. The family businesses thriving today are not the ones hiding what they are. They are the ones who have worked out exactly what their family nature gives them, and built their strategy around it.

There is a particular tension that sits at the heart of many multigenerational family businesses — one that is rarely spoken about openly, but that shapes some of the most consequential decisions a family will ever make. It is the tension between wanting to pass on something meaningful and wanting to give the next generation the freedom to choose their own path. Between hoping that what you have built will continue in the hands of your children, and knowing that hope can quietly become an expectation, and expectation can quietly become pressure, and pressure can quietly damage both the relationship and the business in ways that take years to fully surface. Most family business leaders do not set out to pressure their children. They set out to share something they love, to include the people they care about most in something that has given their own life enormous purpose and meaning. The intention is generous. But intention and impact are not always the same thing, and understanding the difference — and acting on it — is one of the most important things any family business founder or leader can do for the generation that follows them. The Weight Of An Unspoken Assumption In many family businesses, the question of whether the next generation will join is never explicitly asked. It is simply assumed — in the stories told at the dinner table, in the way school holidays are spent visiting the business, in the pride with which the family name above the door is pointed out, in the casual references to what will happen when the time comes. None of this is malicious. Most of it is deeply loving. But it creates a context in which the child grows up understanding, at some level, that joining the business is what is expected — and that not joining would be a kind of disappointment, a rejection not just of a career option but of the family itself. Children who grow up under this unspoken assumption face a choice that their peers in non-family business households do not. They can follow the path that feels expected and spend their careers wondering whether they would have chosen it freely. They can resist it and carry the guilt of having let the family down. Or they can find a way to engage with the question honestly — but only if the family has created the space for that honesty, which many have not. The first and most important thing a family can do is to make the assumption explicit and then genuinely open it up. Not as a formality, not as a gesture towards fairness that everyone understands will lead to a predetermined outcome, but as a real invitation to the next generation to consider their own path without the weight of what feels like an obligation already settled. What Genuine Freedom Actually Looks Like Telling a child they are free to choose while making clear, through every signal available, that one choice is the right one, is not freedom. It is the appearance of freedom. And most children, by the time they are old enough to make the decision, are perceptive enough to know the difference. Genuine freedom in this context means several things. It means actively encouraging the next generation to pursue interests and experiences outside the family business — not as a box to tick before they come back, but as a legitimate end in itself. It means celebrating choices that lead away from the business with the same warmth as choices that lead towards it. It means being honest about the demands and the downsides of working in a family business, not just its rewards and its meaning. And it means being willing, as a parent and as a business leader, to sit with the real possibility that the answer might be no — and to have decided, in advance, that the relationship matters more than the outcome. This is genuinely hard. For founders especially, the business and the family are so deeply intertwined that a child's decision not to join can feel like a personal rejection, even when it is nothing of the sort. Separating those two things — the business decision and the family relationship — takes conscious effort and, often, the support of someone outside the family who can help hold the distinction when it is hardest to maintain. Preparing Without Predetermining There is an important difference between preparing the next generation for the possibility of joining the business and preparing them for the certainty of it. The former is good parenting and good stewardship. The latter is where the pressure begins to build. Preparation that respects the next generation's autonomy looks like exposure without expectation. It looks like bringing children and young adults into the business in ways that are genuinely educational — helping them understand what the business does, what it stands for, what running it actually involves — without framing that exposure as the beginning of a predetermined career path. It looks like supporting them to develop the skills and the experience that would make them good business leaders generally, not just good custodians of this specific business. And it looks like honest conversations about what the business needs from its next leader — conversations in which the next generation is treated as participants rather than subjects. It also means being willing to let them fail, to learn, and to develop their own judgement in environments where the stakes are lower than they would be in the family business itself. The next generation member who has spent three years working elsewhere, being held to standards set by someone other than their family, making decisions without a safety net, and building a track record on their own terms, arrives at the family business — if they choose to join — with something that cannot be manufactured internally: earned credibility and genuine confidence. When They Do Want To Join When the next generation does choose to join the family business — freely, with a clear understanding of what it involves and what it asks of them — that is a moment worth celebrating. But it is also the beginning of a new set of challenges that families frequently underestimate. The transition from child to colleague is not straightforward, and the dynamics that exist in the family do not disappear when they walk through the office door. The parent who finds it difficult to delegate in general will find it doubly difficult to delegate to their own child. The child who has spent a lifetime seeking parental approval will bring that need into every professional interaction. The siblings who have always competed for attention will find new arenas for that competition in the business context. None of this is insurmountable, but all of it requires acknowledgement. The families who manage this transition well tend to be those who invest in the relational infrastructure around it — clear role definitions, agreed boundaries between family and business conversations, access to mentors and advisers outside the family, and a genuine commitment to treating the next generation member as a professional with their own authority rather than a child who has been given a job. The Long View The goal of every family business, ultimately, is not to replicate itself exactly from one generation to the next. It is to pass on something of lasting value — a business, yes, but also a set of values, a way of operating, a commitment to something beyond the purely commercial — in a form that the next generation can make their own. That goal is best served not by ensuring that the next generation joins, but by ensuring that if they do, they do so with genuine enthusiasm, genuine readiness, and genuine choice. The business led by someone who wanted to be there — who chose it freely, prepared for it seriously, and arrived with something to contribute beyond their surname — is a stronger business than one led by someone who felt they had no other option. Preparing the next generation without pressuring them is not a softer version of succession planning. It is the version most likely to produce a leader, and a business, worth passing on again.

There is a quiet revolution happening in the world of business — and it has been happening for centuries. It does not make the front pages as often as the latest tech unicorn or billion-pound corporate merger, but its impact is undeniable, its reach extraordinary, and its story one of the most compelling in modern commerce. Family businesses are not simply a legacy of a bygone era. They are a driving force of economic life, social progress, and community wellbeing — and the evidence for their extraordinary contribution has never been stronger. The Scale Of The Impact Is Staggering Let us begin with the numbers, because they are remarkable. Family businesses account for around two-thirds of all businesses worldwide. In the United Kingdom alone, they represent approximately 85 per cent of all private sector companies and contribute an estimated £575 billion to GDP each year. They employ millions of people across every sector imaginable — from agriculture and manufacturing to financial services, hospitality, and technology. Globally, family firms generate more than 70 per cent of worldwide GDP and are responsible for the majority of new job creation in both developed and emerging economies. These are not fringe players or historical curiosities. They are the architecture upon which modern economies are built. They Create Jobs — And They Keep Them Family businesses are not just job creators; they are job protectors. Study after study demonstrates that family firms are significantly less likely to make redundancies during economic downturns than their corporate counterparts. When times are hard, family business owners have consistently shown a willingness to reduce their own remuneration, defer dividends, and tighten belts in every area before turning to their workforce. The result is a more stable, more secure employment landscape in the communities where these businesses operate. This is not sentimentality — it is strategy. Family business owners understand that their people are their most valuable asset, and that the cost of losing experienced, loyal employees far outweighs the short-term saving. The trust that flows in both directions between family firms and their staff creates workplaces that are more engaged, more motivated, and more productive. They Invest In The Long Term — And It Shows One of the most powerful competitive advantages that family businesses possess is their ability to think beyond the next quarterly report. Freed from the short-term pressures that beset publicly listed companies, family firms invest with patience and conviction. They build infrastructure, develop talent, nurture supplier relationships, and fund research and development on timescales that would be unthinkable in a shareholder-driven environment. This long-term orientation produces remarkable results. Companies such as Rolls-Royce, Dyson, JCB, and Walkers Shortbread — all with deep roots in family ownership or family influence — have become global leaders not by chasing quick wins, but by committing to excellence over decades. The same pattern is visible across the world, from the great family conglomerates of Asia to the Mittelstand companies of Germany, which are widely regarded as one of the primary reasons for that country's extraordinary industrial strength. They Are The Heart Of Local Communities Walk down the high street of any British town and the businesses that give it character, continuity, and life are overwhelmingly family owned. The independent baker who has served the same community for three generations. The family-run hardware shop whose owner knows every customer by name. The local construction firm that employs half the street. These are not just businesses — they are institutions, woven into the social fabric of the places they serve. Family businesses reinvest in their communities at a rate that larger corporations simply cannot match. They sponsor local sports clubs, support local charities, employ local people, and take pride in the places they call home. Research has consistently shown that for every pound spent at a local family business, a far greater proportion stays within the local economy compared to money spent at a national chain. Family businesses do not extract value from communities — they create it. They Champion Values-Led Business Long before "purpose-driven business" became a fashionable phrase in boardrooms, family businesses were living it. When your name is above the door — sometimes literally — the way you conduct yourself in business is inseparable from who you are as a person and as a family. This alignment of personal values and business practice produces firms that are more ethical, more transparent, and more genuinely committed to doing the right thing. Increasingly, this is being recognised as a competitive strength rather than merely a moral virtue. Consumers, employees, and investors alike are choosing to align themselves with businesses whose values they trust. Family businesses, with their long-standing reputations and deeply embedded cultures, are exceptionally well placed to meet this demand. Their commitment to quality, integrity, and long-term relationships is not a marketing message — it is who they are. They Are More Resilient Than Any Other Business Model The evidence on the resilience of family businesses is overwhelming. They carry lower levels of debt, maintain stronger cash reserves, and are far less likely to collapse during periods of economic turbulence than non-family firms. During the 2008 financial crisis, family businesses across Europe and North America significantly outperformed their peers. During the pandemic, the same pattern emerged: family firms adapted faster, cut costs more strategically, and recovered more quickly. This resilience is not accidental. It is the product of a business model built on prudence, trust, and a profound commitment to survival. Family businesses are not just building companies — they are building legacies. And that sense of responsibility to something larger than the next financial year produces businesses of extraordinary durability. They Are Innovating — And Thriving The notion that family businesses are conservative or slow to change is a misconception that the evidence does not support. Some of the world's most innovative companies are family-owned or family-influenced. Aldi and Lidl — both family businesses — have revolutionised grocery retail globally. Samsung, one of the most technologically advanced companies on the planet, remains under family influence. Countless British family businesses in sectors from biotechnology to software are leading their fields. What family businesses bring to innovation is something that the venture capital model often struggles to replicate: patience. They are willing to invest in ideas that take years to bear fruit, to back their people through failure, and to iterate on a product or service until it is genuinely world-class. This combination of innovation and persistence is a formidable one. The Story Is Only Getting Better The future for family businesses has never looked brighter. A new generation of family business leaders is bringing fresh perspectives, global ambition, and a sophisticated understanding of technology, sustainability, and talent management to enterprises built by their parents and grandparents. They are combining the heritage and values that make family businesses so distinctive with the tools and thinking of the modern world. Across the United Kingdom and beyond, family businesses are professionalising their governance, diversifying their leadership, embracing digital transformation, and taking their place on the world stage with confidence. They are not defined by the past — they are shaped by it, and they are using that foundation to build something extraordinary. The Quiet Giants Family businesses are the quiet giants of the global economy. They do not always seek the spotlight. They do not issue press releases about every milestone or commission reports about their own significance. They simply get on with the work of building, employing, creating, and serving — generation after generation, in communities across the country and around the world. Their impact is not measured in one spectacular moment but in the cumulative effect of countless decisions made with integrity, investment made with patience, and relationships built with care. They are the businesses that have shaped the world we live in, and they are the businesses that will shape the world our children inherit. The case for family business is not just compelling. It is irrefutable.

North Yorkshire-based manufacturer Power Plastics Limited is proud to announce they have been awarded Top Manufacturer in the 2026 York and North Yorkshire Top 100. Run by The York Press in partnership with York St. John University, the annual Top 100 recognises the region’s best-performing and most impactful businesses, celebrating their contribution to the economy of York and North Yorkshire. Each year, a team at York Business School analyses Companies House data for businesses across North Yorkshire, looking at turnover, profit and employee numbers to compile the rankings. This year, Power Plastics ranked 17th overall — and took the title of Top Manufacturer! 150 guests including David Skaith, the Mayor of York and North Yorkshire, members of York’s Civic Party and other dignitaries attended the awards ceremony at York St. John University. Simon Price (Chairman) and Nick Atkinson (Sales Manager) were delighted to attend the ceremony and share the stage with some of the region’s leading businesses — from overall winner UNTHA UK Limited, the Boroughbridge-based manufacturer of industrial shredders, to the world-renowned Bettys & Taylors of Harrogate. Commenting on the award, Simon Price said: “This award is recognition of the whole team at Power Plastics, who have worked tirelessly over the past few years to support the many significant client projects that have contributed to our continued growth and success. A huge thank you to every one of them.” Professor Karen Bryan OBE, Vice Chancellor of York St John University, who presented the awards, highlighted the role the university plays in supporting local businesses. Similarly, Professor Brendan Paddison, Dean of York Business School at York St John University spoke of the partnerships between the university, business and government bodies, that would drive success in the region. The awards will return in 2027.

The brand-new Brewers Decorator Academy in Guildford is now open, offering hands-on painting and decorating training in a purpose-built learning environment designed to help decorators build confidence, master new techniques and grow their careers. Train in a purpose-built academy The indoor training space is sectioned into open-plan practical training rooms with space for 10 decorators to master professional decorating techniques on walls, doors, windows and trims. You'll also find specialist features, including spindles, cills and fireplaces, giving you the opportunity to perfect your spray-painting techniques in a realistic setting. There is a training classroom too to help you build a solid understanding of the theory behind the job and expand your product expertise before you get hands-on. Learn from our expert trainers Sessions are led by dedicated and experienced trainers who will help you sharpen your skills and grow your confidence so you can provide exceptional results for your customers. The Academy team can also deliver bespoke training sessions. Get in touch to find out how courses can be designed to suit your individual company needs. Use products from industry-leading brands Brewers provide all the tools you’ll need to take part in the training courses. You’ll get hands-on practice with top-of-the-range products from our suppliers including Graco and Mirka. Since the Academy is located right above the Brewers Guildford store, you’ll also have access to an extensive range of products so you can be confident recommending the best products for the job. Choose from a wide range of courses Brewers Decorator Academy offers a range of painting and decorating courses including: Introduction To Spray Airless Spray Paint Systems Preparation Skills …with even more dates and courses launching soon! Find out more about our courses. Lunch and refreshments included The Decorators Academy has an on-site kitchen where lunch and refreshments are provided as part of your course. Sign up for a Brewers Decorator Academy course Whether you’re starting out, looking to expand your skillset or keen to perfect a new technique, Brewers Decorator Academy is the ideal place to take your skills to the next level. Why not come down and experience it for yourself? Sign up for a course today.

Almost 320 runners braved one of the hottest nights of the year to complete JCB’s Lakeside 5 race and fun run. More than 420 people had registered to join the event and while the 30° heat reduced the field on the night, it failed to lower the spirits of the runners or the crowds who turned up to support them last night. JCB employees joined a host of club runners to complete the gruelling five-mile course around JCB’s World HQ at Rocester, including the steep hill on Stubwood Hollow, where JCB’s Worldwide Marketing Director Adrian Hall drenched sweltering athletes with a hosepipe. JCB Deputy Chairman George Bamford and his family were among those who took part. George said: “It is just amazing to see so many people here, and so many families. I’m proud to be running with my family. We talk so much about JCB being a family business and this event is proof of that.” Three generations of one family took part in the two-mile fun run – crossing the finishing line hand in hand. JCB employee Billy Sowter, 61, of Uttoxeter, completed the course with his son Liam, 37, daughter-in-law Amy, 34 and their daughter Rosie, aged five. Billy said: “It was fantastic to run this as a family. The atmosphere was amazing and I’m proud of little Rosie for completing the course.” Former JCB employees Charles Bevan and Mick Grindey kept up their record of running in every single JCB Lakeside 5 race since its started by taking part in the event. Charles, who turns 80 in September, dressed as Toy story hero Woody to run with his son Jason who dressed as Buzz Lightyear. Retained Staffordshire firefighter Jason Blount, of Newcastle-under-Lyme, joined 18 fellow members of Silverdale Running Club – less than a day after he helped battle a major building blaze in Stoke-on-Trent and before he’d managed to grab any sleep. He’d been called out early the previous morning, fought the fire through to 6am and still managed to get to work at 7am. He came straight to Rocester from work and was back on firefighter call at 10pm. Jason, 50, finished the five-mile route in 41 minutes. Tom Bill from the TP Triathlon team, who described the race as “tough, but brilliant” raced home to win the men’s race, in 28 minutes 43 seconds, while Hollie Wall, running her second Lakeside 5, was first woman home in 34 minutes 33 seconds. JCB Golf & Country Club Greenkeeper Ruarc Grant was the first employee to finish, in 29 minutes, 32 seconds. Ruarc is currently hard at work putting the finishing event. Meanwhile, JCB’s first female finisher Emma Langford, an Electrical Engineer in Product Innovation at the World HQ who plays for Uttoxeter Rugby Club and completed the race in 44 minutes and nine seconds, said: “I don’t know how I’ve did it. Getting up that hill in this heat was so tough.” Emma received the Steph Cordall Memorial Trophy which celebrates the life of an employee who worked for JCB for almost 40 years and was among the 95 competitors on the starting line at the first ever race in 1983. Steph, of Cheadle, died in May 2023 aged 60, and JCB established the trophy in her memory. It was presented to Emma by Steph’s husband Martin and son Adam. Charities were also winners on the evening. The event raised £4,000 towards the Queen’s Reading Room literacy charity, supported by JCB in this National Year of Reading. And retired Staffordshire firefighter Kelvin Chell launched his bespoke JCB-themed poppy badge, raising around £500 through badge sales for the Royal British Legion’s Poppy Appeal.

One of the south’s oldest residents experienced a little magic as she celebrated her 104th birthday at the Dorset care home where she has lived for the past five years. Centenarian Margery Haynes’ big day at Colten Care’s Amberwood House in Ferndown featured a show by visiting performer Andy the Magician. Andy was invited along with Margery’s blessing by Companionship Team Leader Madeleine Baker who said: “Margery can be a bit of a prankster herself and likes to have a laugh, so she loved the idea of a magic show being put on specially for her and fellow residents.” Andy performed card tricks, mind reading and rope magic as part of his set, earning an extra round of applause proposed by resident Sheila Shire ‘because he was so good’. Margery, who last year shared her recipe for a long life as ‘being a good girl, eating Oxo cubes and beef, and enjoying life’ said of the birthday show: “It was a lovely afternoon. Thank you.” Born in the West Midlands, Margery moved to Bournemouth with her husband Harry after many seaside holidays. During the war, she worked in a factory and later supported Harry’s career while caring for her mother. Amberwood House Home Manager Kerry Mason said: “Margery has now celebrated her 100th, 101st, 102nd, 103rd and 104th birthdays with us. She is a resident we all love dearly for her warmth, humour and spirit.”