Insights, one of the world's leading learning and development organisations, announced a partnership with Bahrain-based Namaa X to scale its growth across the Middle East, reinforcing its long-term commitment to one of the world's fastest-growing regions. The partnership, formalised during a recent delegation visit to Insights global headquarters in Dundee, will combine trusted regional relationships and institutional credibility, with internationally recognised expertise in self-awareness, communication, leadership and team effectiveness to strengthen Insights position across the Middle East. Celebrating 35 years in business, Insights operates in more than 100 countries, helping over 11 million people develop greater self-awareness, team effectiveness and leadership capability. Its flagship Insights Discovery learning ecosystem is available in 36 languages and is delivered through a global network of almost 4,000 Partners and 20,000 accredited Practitioners, with 48% of Fortune 500 organisations choosing Insights as their trusted people development partner. Namaa X is a growth and transformation platform serving leaders and organisations across the GCC, working with clients to design tailored solutions that strengthen leadership capability, organisational performance, innovation and workforce development. It was established by CEO Dr Dave Mackay - former Professor of Strategy and Digital Transformation at the Strathclyde Business School, Andy Mackay, Chief Operating Officer and Elvin Joseph, Chief Growth Officer. Insights Chief Executive Officer Fiona Logan said: “It was a pleasure to welcome Namaa X to our global head office in Dundee, and to formalise our partnership that will extend our presence in one of the world’s fastest-growing markets." “It’s our ambition to continue to scale globally while building a world where people truly understand themselves and others. This partnership with Namaa X will extend the opportunity for organisations across the GCC to benefit from purposeful impact through learning and development.” Commenting on the occasion, Dr Dave Mackay, Chief Executive Officer of Namaa X, said: “The Scotland delegation marks an important milestone in Namaa X’s regional growth strategy and in shaping a platform that is built around relevance, capability and measurable impact for organisations across the GCC." "Our partnership with Insights is central to this approach, bringing globally recognised expertise in self-awareness, communication, leadership and team effectiveness into an ecosystem that also includes trusted regional institutions and leading academic partners. Together, we are creating practical pathways for organisations to strengthen leaders, improve team performance and support long-term organisational transformation.”

Early planning is key to family business owners to effectively manage and understand their potential exposure to “double taxation” when unused pension funds are brought into estates for inheritance tax (IHT) from April 2027, warns Hymans Robertson Personal Wealth. Owners that delay decisions until the last minute could leave more wealth exposed to both IHT and potential income tax on inherited funds. There’s a clear window of opportunity ahead of the change that should be taken, warns the financial advice firm. Existing arrangements should be reviewed to ensure they remain aligned with long-term financial and family objectives. Reviewing how family business owners’ pension arrangements interact holistically with their overall wealth is also vital. Owners have a range of considerations when thinking about how pensions fit into their wider financial and legacy plans. They must understand the tax implications of the change, but the types of assets held within pensions and how they are structured will also influence the plans’ effectiveness. Taking time now to review all these areas, ahead of the IHT change can help build a clearer, more joined up view of owners’ financial, succession and estate planning. Commenting on why family business owners should focus on IHT now, Jeff Simpson, Head of Wealth Management & Private Office Services, Hymans Robertson Personal Wealth says: “Early action on the impending changes to IHT can give family business owners the opportunity to properly consider how their pensions sit alongside their business, family intentions, and broader financial plans. This prevents rushing into reactive decisions closer to 2027." "Starting now gives space to weigh up different priorities and see a holistic picture. Financial security in retirement is key but owners still need to consider supporting family, or managing tax exposure, and need to strike a balance between them." “Acting soon also allows more time to think about how assets are held within pensions, including how accessible or flexible they may need to be over time. These are practical considerations that won’t change the tax rules themselves but can make a meaningful difference to how smoothly plans can be carried out. Those who review arrangements now can be far better positioned to retain control and flexibility as the changes approach." “For many business owners, pensions have become one of their larger assets outside of their business, yet they’re often still treated separately from wider estate planning. Bringing pension funds into scope for IHT highlights the importance of taking a more well-rounded approach. This is particularly important where decisions may not have been revisited for some time. Often, the challenge is less about complexity, and more about leaving decisions too late.” Commenting on the importance of each family business owner finding the right strategy for them, Jeff adds: “There isn’t one single ‘right’ response to these changes, and that’s what makes early, joined-up planning so important. Decisions around pensions are personal and need to reflect an owner’s individual circumstances rather than being made in isolation. It’s important to reflect on how income will be used in retirement, how wealth is passed on through the family, and how other assets, such as ISAs or business wealth, fit into the picture." “For some owners, that may mean revisiting how, and when, pension income is taken, while for others it could be about ensuring beneficiary nominations and existing arrangements still reflect their current situation. These decisions can also evolve over time as personal priorities or family circumstances change." “Starting that process earlier gives family business owners the space to fully explore their options and adjust where needed in time. By contrast, delaying it may mean limiting flexibility and reducing the ability to shape outcomes in a way that fully reflect what matters most to them and their families.”

For many family business leaders, the hardest part of succession is not handing over the company. It is working out who they are once they have done so. After decades spent as the person everyone turns to, the one whose name is on the door and whose decisions shape the business day to day, stepping down can leave a void that the family business itself never quite prepared them for. The leaders who handle this transition well rarely treat it as a single event. They treat it as a project, often started years before the actual handover, with its own set of deliberate activities designed to build a life and an identity that exists independently of the business. Start Building A Life Outside The Business Long Before The Exit One of the clearest patterns among leaders who step down successfully is that they begin investing in interests, relationships and activities outside the business well in advance, rather than waiting until the handover to think about what comes next. This might mean taking on a non executive role in another organisation, getting involved in a charity, returning to a hobby that was set aside decades earlier, or simply protecting time for family and friendships that had been squeezed out by the demands of running the business. The aim is not to fill a diary for the sake of it. It is to ensure that by the time the handover happens, the leader already has a sense of who they are and what they value beyond their job title. Define A Clear And Honest Role After Stepping Down Many family business leaders stay involved with the business in some capacity after handing over, whether as chair, as a non executive presence on the board, or simply as an occasional adviser. The leaders who manage this well are precise about what that role actually involves and, just as importantly, what it does not involve. A vague arrangement, where the outgoing leader is still expected to be available but no longer has clear authority, tends to create confusion for the new leadership and frustration for everyone involved. A well defined role, with clear boundaries around decision making and a genuine willingness to let the next generation lead, allows the outgoing leader to stay connected to the business without quietly undermining the person taking over. Invest In Mentoring And Passing On Knowledge Stepping down does not have to mean stepping away from the value of decades of experience. Many outgoing leaders find real purpose in formal mentoring, both within the family business and beyond it, helping other leaders, family or otherwise, navigate the same challenges they once faced. This kind of mentoring offers something the leader's old job rarely did: the chance to share knowledge without the daily pressure of being the one ultimately accountable for the outcome. It also gives the relationship with the business a new, lighter shape, one based on guidance rather than control. Talk Honestly About Identity And Purpose Perhaps the most overlooked preparation is emotional rather than practical. Many leaders who have built their entire adult life around the family business admit, often only in hindsight, that they underestimated how much of their sense of self was tied up in the role. The leaders who navigate this best tend to talk about it openly, with a partner, a close friend, a coach or a trusted adviser, rather than assuming the feeling will simply pass once the paperwork is signed. Some find it useful to spend time, even before stepping down, imagining a typical week in their new life in concrete detail. Not in vague terms like more time for golf or travel, but specifically: what will Monday morning actually look like, and what will give it a sense of purpose. Protect The Family Relationships, Not Just The Business Ones For many outgoing leaders, the business has been the main, sometimes the only, point of connection with adult children or siblings who are also involved in the company. Leaders who prepare well for stepping down often work deliberately to build or rebuild family relationships that are not centred entirely on the business, recognising that the family connection needs to be strong enough to survive the change in roles, particularly if the next generation is now in charge. A Checklist For The Senior Leader Preparing To Step Down What does a typical Monday morning look like for me once I have stepped down, in specific detail, not in vague terms? What activities, interests or relationships outside the business have I already started investing in, rather than leaving until after the handover? If I am keeping a role such as chair or adviser, have I written down exactly what that role does and does not include? Am I genuinely willing to let the next leader make decisions I might have made differently, without quietly stepping back in? Who can I talk to honestly about how much of my identity has been tied up in this role, before the feeling catches me by surprise? Is there knowledge or experience I want to pass on through mentoring, and have I started doing so already? Are my closest family relationships strong enough to stand on their own once the business is no longer the main point of connection? Have I given the new leader a clear, public sense that the handover is real, rather than leaving staff or family uncertain about who is actually in charge? What will give me a sense of purpose day to day once the business no longer provides it by default? Have I set a timeframe for this preparation, or am I assuming it will sort itself out once the date arrives? Stepping down from a family business well is rarely about the handover itself. It is about the years of quiet preparation beforehand: building a life, a role and a sense of purpose that do not depend on being in charge. The leaders who manage this transition with the least regret are almost always the ones who started preparing long before they needed to, treating life after the top job as something to be built with as much care and intention as the business itself once was.

St Austell Brewery has raised £10,000 following a successful charity golf day attended by customers, suppliers and partners from across the South West. The funds will support Children's Hospice South West, which has been selected by the St Austell Brewery Charitable Trust as its Charity of the Year. The charity provides care for children with life-limiting conditions and support for their families across the region. Held at the historic Royal North Devon Golf Club, the event brought together guests for a day on the course followed by a barbecue, auction and raffle. Prizes included tickets to see Ariana Grande, helping to boost the final fundraising total. Dan Crabb, Sales Director at St Austell Brewery, said: "We're incredibly proud to have raised £10,000 for Children's Hospice South West through this fantastic golf event." "Bringing together our customers, suppliers and colleagues was a brilliant way to support an incredible charity that makes a real difference in the South West. We'd like to thank everyone who took part and showed such generous support throughout the day.” Across its three hospices in Cornwall, Devon and North Somerset, Children's Hospice South West offers far more than medical and nursing care. Every stay is designed to enrich lives, create precious memories, ease emotional and practical pressures and help families make the very most of their time together. One of St Austell Brewery's key fundraising initiatives this year is donating 25p from every portion of fish and chips sold across its 45 managed pubs. Teams across the company's head offices, breweries, pubs and depots are also taking part in activities throughout the year, to help raise vital funds.

Children at a Staffordshire Moorlands primary school are celebrating after digger giant JCB pledged £750 for new games equipment. Youngsters at St Werburgh’s Primary School, Kingsley approached the Rocester-based company after deciding to raise funds for kit to make outdoor summer playtime more fun. The Holt Lane school children took delivery of kit ranging from hula hoops and skittles to bats and balls, and put it through its paces in the playground. Year 6 pupil, Tilly, the daughter of JCB Marketing Manager Ann Bracken, and her classmates had the idea of approaching the company. Tilly said: “It was really exciting when all of the equipment which we bought with the donation from JCB arrived in school. Having new equipment has been brilliant as we can play with it before we leave primary school and can also to see so many children across the whole school enjoying it together.” St Werburgh’s Assistant School Leader Hayley Bloor added: “We are so very proud of the children. They came up with the idea to fund raise and then had some creative discussions about what they would like and what we could aim for." “When we heard that JCB were able to kindly donate £750 for play equipment, we were all thrilled. The children then soon busied themselves planning how best to spend it so all of the pupils across the school would benefit.”

Family business leaders are used to planning succession around the things they can control: when the next generation is ready, how the business is performing, what the family actually wants. Right now, many are having to plan around something they cannot control at all. A change of Prime Minister, an unsettled tax outlook and a steady drumbeat of speculation about inheritance tax, business property relief and wider reform have left plenty of family business owners wondering whether this is the moment to accelerate succession, delay it, or simply hold their nerve. It is a genuinely difficult position to be in. Succession decisions are already among the hardest a family business leader will make. Layering political uncertainty on top tempts many leaders into one of two traps: rushing a decision they are not ready for because they fear the rules might change, or freezing entirely until the picture becomes clearer, which it may not do for some time. The leaders who navigate this well tend to follow a similar set of principles, whatever the headlines happen to say on a given week. Separate The Business Decision From The Tax Decision The single most useful discipline is keeping two questions distinct: is the business and the next generation ready for succession, and does the current tax environment make this a good moment to act. These are related, but they are not the same question, and conflating them tends to produce poor decisions in both directions. A succession that happens primarily to beat a tax deadline, before the right person is ready or before proper governance is in place, often causes more damage to the business and the family than the tax saving was worth. Equally, delaying a succession that the business genuinely needs, purely because the tax position might improve later, can leave a willing successor waiting years longer than is healthy for either them or the business. Resist The Urge To Make Permanent Decisions In A Temporary Climate Political and tax speculation moves quickly, and policy that looks certain in one season can shift entirely in the next. Leaders who handle this well tend to build plans that can flex as circumstances change, rather than locking everything down based on what might happen. This might mean structuring an ownership transfer in stages rather than all at once, or building review points into a succession plan so that family and advisers can reassess as the picture becomes clearer, rather than treating the current plan as fixed and final. The aim is not to avoid decisions altogether. It is to avoid decisions that only make sense under one particular set of rules that may not last. Keep The Family Conversation Going, Whatever The Politics Are Doing It is tempting, when the external picture is noisy, to let succession conversations within the family quietly stall while everyone waits to see what happens. The leaders who manage this period best do the opposite. They keep family meetings, governance discussions and conversations with the next generation running on their normal schedule, treating the political and tax backdrop as one input among several rather than a reason to pause the relationship itself. This matters because the trust and clarity that succession depends on takes years to build. A family that keeps talking through an uncertain period tends to emerge from it more prepared, whichever way policy eventually lands, than one that put the conversation on hold. Get Advice From People Who Watch Policy For A Living Few family business leaders have the time or the expertise to track every twist in tax and political speculation, and trying to do so from news headlines alone is a reliable way to make decisions based on rumour rather than fact. The leaders who cope best lean on advisers, accountants and lawyers who follow policy developments closely and can translate what is actually likely to change into practical guidance for the business and the family. A good adviser will also be honest about what remains genuinely uncertain, rather than offering false confidence in either direction. That honesty is often more valuable than a firm prediction that turns out to be wrong. Remember Why The Succession Is Happening At All Amid the noise, it is worth returning regularly to the original purpose of the succession: preparing the right person to lead the business well, and giving the family a sustainable path through the generations. Tax efficiency matters, and it would be wrong to ignore it entirely, but it has never been the primary reason most family businesses plan succession in the first place. Leaders who keep that purpose in view tend to make calmer, more durable decisions than those who let the tax and political weather set the agenda entirely. A Checklist For Leading Succession Through Uncertain Times Am I making this decision because the business and the next generation are ready, or because I am reacting to tax speculation? Could this succession plan be structured in stages, rather than as one irreversible step, so it can flex if the picture changes? Have I built a review point into the plan, so the family and our advisers can reassess as things become clearer? Are family meetings and succession conversations still happening on their normal schedule, or have they quietly stalled while we wait and see? When did I last get an update from an adviser who actually follows policy closely, rather than relying on news headlines? Is my adviser being honest about what is genuinely uncertain, rather than offering false confidence either way? If the political or tax picture stayed exactly as it is today for the next five years, would I still think this is the right plan? Am I keeping sight of the real purpose of this succession, preparing the right leader and a sustainable path for the family, rather than letting tax efficiency become the main goal? Who in the family might be feeling unsettled by the uncertainty, and have I checked in with them directly rather than assuming they are fine? Political and tax uncertainty is an uncomfortable backdrop for succession planning, but it does not have to be a destabilising one. Family business leaders who separate the business decision from the tax decision, build flexibility into their plans, keep the family conversation open and lean on good advice tend to come through periods like this with their succession plans, and their families, intact. The headlines will keep changing. The fundamentals of a good succession rarely do.

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.