Family Business United is proud to announce the launch of Bitesize , its new official digital magazine, created to deliver timely insight, inspiration and practical thinking for the family business community. Published three times a year and distributed widely across the Family Business United network and the broader family business ecosystem, Bitesize has been designed as an accessible and engaging resource for family business owners, leaders, next-generation members and professional advisers. Insightful, Relevant And Easy To Digest Each edition of Bitesize brings together a carefully curated mix of expert insight and real-world experience. The magazine reflects the realities of family enterprise, combining practical thinking with thought leadership to support informed decision-making across generations. Content within each issue of Bitesize includes: Features sharing the journeys and experiences of family businesses Insight and commentary on key topics such as custodianship, legacy, long-term stewardship, next-generation engagement and succession planning Perspectives and guidance from family business leaders and trusted advisers Designed with busy readers in mind, Bitesize delivers high-quality content in a format that is both informative and easy to consume. A Platform For The Family Business Community Bitesize has been created to inform, connect and support the family business community. It provides a platform to share experiences, highlight challenges and celebrate the diversity, resilience and long-term contribution of family enterprises. Through a combination of storytelling, expert insight and practical guidance, the magazine aims to strengthen understanding and foster collaboration across the sector. Bitesize is available in digital format and will be published three times annually. If you want to find out more about advertising and sponsorship opportunities in the magazine please do not hesitate to contact us . Check out the inaugural issue of Bitesize here

Robert Scott has become the first company in the UK cleaning sector to incorporate a biodegradable plastic additive into its mop socket design. This innovation means that Exel® sockets are designed to biodegrade in managed landfill environments, eliminating the environmental impact of traditional plastic components polluting the planet for hundreds of years. As Europe’s largest mop manufacturer, Robert Scott has long led the way in sustainable design, first re-using waste fabric back in the 40’s to manufacture mopheads. Today, Robert Scott manufactures 25 million mops a year in the UK. Of these, the cotton-rich fibre is recycled from 100% post-consumer waste, while the Big White fabric is re-using industrial waste. A recent redesign to the socket is now saving 137 tonnes of plastic each year. In addition, the socket is made from durable polypropylene (PP); a type five plastic which can be recycled continuously into new products. However, Robert Scott understands that products that can be recycled aren’t always recycled, especially considering regional discrepancies in recycling methods and complexities of waste streams. In many instances, these will be disposed of and can end up in landfill. That’s why Robert Scott is now adding an innovative additive called BioSphere® to Exel® sockets, which speeds up the biodegradation process in managed landfill conditions. Plastics treated with the additive still have unlimited shelf life and are non-toxic. Reusable, recyclable and now biodegradable Alastair Scott, sales director at Robert Scott, said: "We scrutinise every component of our products and every aspect of our operations to meet our sustainability commitments. While a mop socket on its own may seem relatively insignificant, when you consider the 20 to 30 grams of plastic per unit across the millions of mops sold each year, the environmental impact soon adds up." “We know sustainability is a key concern in the commercial cleaning sector, both for our customers and the end-user. By making our sockets both reusable, recyclable and now biodegradable, we're helping address this by reducing plastic waste in the sector." To biodegrade, the socket is simply added to a managed landfill. The polymer attracts over 600 types of microbes, allowing them to colonise the plastic and begin to break down the polymer chain by utilising its carbon backbone as an energy source. Put simply, this creates the opportunity for microbes to utilise plastic as food and this process continues until the only remaining element is nutritional, organic soil without the creation of microplastic. Comparing this to normal untreated plastics, which can pollute the planet for anything up to 500 years, it’s an amazing and revolutionary additive. Independent laboratory tests carried out by Eden Research Laboratory in accordance with ASTM D5511 are ongoing, a commonly recognised test method for assessing biodegradability. After the first 12 months, the sockets have already degraded by 29.6%, which is an incredible performance when compared with untreated plastics that can hang around in the environment for hundreds of years. Tests are ongoing and results will be updated regularly. A similar technology was added to P-Wave’s Slant6 urinal screen in 2019 - the brand is now distributed by Robert Scott - and laboratory tests demonstrate an 89% biodegradation in just six years. Neither technology uses oxo-degradation additive, and both comply with current UK and EU regulatory requirements. The Exel® push-fit socket was originally designed by Robert Scott to accommodate different designs of mop handles, while preventing the chance of the mop unscrewing from an Exel® handle when being wrung out. Since its introduction in the 90’s, this innovation has helped the Robert Scott mop to become the market-leader in the UK’s commercial cleaning sector. Watch this video about Robert Scott’s industry-first biodegradable mop socket here , or visit the website here .

Independent insurance broker, TL Dallas, has appointed Cara Mackenzie as its new regional placement manager for Scotland, a role that will see her overseeing the company’s insurer relationships across the region. In her new position, Cara will be responsible for managing and strengthening relationships with TL Dallas’ extensive network of insurance companies, supporting key clients and partners, and driving the company’s placement strategy throughout Scotland. She will also play an important role in supporting the local broking teams on complex and difficult to place renewals, to ensure clients are properly protected against the ever-emerging risks they face. Cara said: “TL Dallas offers a unique combination of scale yet it’s still an independent, family-run broker with a strong presence across Scotland and beyond. Joining gives me the opportunity to work closely with the teams across Scotland, whilst helping drive growth for the business.” Cara brings more than a decade of experience in insurance broking and relationship management. Prior to joining TL Dallas, she spent almost four years at Accelerant, a risk exchange platform that connects Managing General Agents (MGAs) with risk capital partners, where she managed relationships with multiple MGAs and oversaw complex policy binders. Her earlier career included roles at Marsh Commercial and Clark Thomson in Inverness, giving her comprehensive insight into both client-facing broking and placement management. Chief executive officer, Tim Mortimer, said: “Cara’s extensive experience makes her an excellent fit for this role. Her knowledge of the Scottish insurance market, combined with her ability to support complex accounts and drive placement strategy, to ensure clients are matched with insurers that fit their individual requirements, will be invaluable as we continue to expand and strengthen our regional presence.” Cara will work closely with internal teams and external partners to ensure clients’ insurance needs are met efficiently whilst identifying new business opportunities. Her remit spans all offices in Scotland, including Caledonia Dallas in Inverness and Elgin, Nord Dallas in Orkney, as well as the TL Dallas offices in Shetland, Edinburgh and Glasgow. Founded in 1919, TL Dallas now employs more than 235 people across 15 offices throughout the UK and is a founding member of the UNA national alliance of independent brokers.

Lidl GB has revealed a new food waste reduction target to coincide with the start of Food Waste Action Week and announced new trials to help accelerate progress. After surpassing its FY2025 goal of 40% food waste reduction1, the discounter has now raised its five-year target from 50% to a more ambitious 70% by FY20302. To drive this next phase of food waste reduction, Lidl is extending its current partnership with Neighbourly to trial the charity’s Surplus Saviours3 initiative this summer in the Midlands. This redistribution scheme enables registered individuals - including charity volunteers and customers - to collect unsold surplus food, building on the partnerships Lidl stores already have with registered charities and helping even more people support their local communities. With extended collection times and access to fresh and chilled items approaching their use‑by date later in the evening, the trial is expected to redistribute more than 5,000 tonnes of food to those in need. In addition to community redistribution, Lidl has also further strengthened its circular economy credentials with a new animal feed trial taking place in the Peterborough region. This trial will see the supermarket divert inedible fresh bakery lines, including everything from croissants to bread loaves, to create animal feed. Matt Juden-Bloomfield, Head of Sustainability at Lidl GB, said: “At Lidl, we set ambitious targets that challenge how we operate and inspire innovation when it comes to food waste. We've made good strides, but we know we can do more. With that in mind, we have increased our targets to ensure we remain accountable and also introduced some exciting new trials to take things to the next level." "We remain committed to accelerating our progress in this space and collaborating closely with our industry peers to drive lasting impact for both the environment and the communities we are at the heart of.” Lidl GB works closely with global environmental action NGO, WRAP, to identify practical, data‑driven ways to cut waste. Commenting on the partnership, Estelle Herszenhorn, Director of Food System Transformation at WRAP, said: “For the past 10 years, Lidl GB has been an active and engaged signatory of WRAP’s UK Food & Drink Pact. It has been fantastic seeing them offer loose fruits and vegetables and adopting best practice labelling." "Both practices help shoppers reduce their household food waste. In-store, Lidl GB's initiative on matching bakery products with demand aligns with WRAP's priority of preventing food waste before it occurs. We are delighted to see increased paths for redistribution where food is surplus – a move WRAP also encourages.” Updates to the Lidl in-store bakery have been one of the ways the discounter has achieved its current target. By aligning the amount of products more closely to demand throughout the day, it has reduced bakery-related food waste by 30% last year. To further help prevent food waste, the Lidl Plus app offers customers 20% off all in-store bakery items after 7pm. Since 2016, Lidl GB has also donated 50 million meals by redistributing high-quality surplus food through its Feed it Back scheme, delivered in partnership with Neighbourly. Every Lidl store nationwide is linked to local good causes, with processes in place to ensure as much suitable surplus food as possible is donated. Now into its fourth decade in Great Britain, Lidl has an unwavering commitment to advance its journey towards operating more sustainably. This focus has shaped their sustainability vision of better living every day.

From wineries to traditional manufacturers, some family-run businesses continue to thrive for centuries – and in some cases for more than 1,000 years. The latest study from Payroll Prices uncovered the longest-running family business in every country around the world. Despite the steep economic curve of the first months in business, around 82% of new firms survive past their twelve-month anniversary. However, by their tenth year, only around 35% of new businesses are still active — with the main reasons for closure being low sales, retirement and the sale of the business. As these reasons suggest, the closure of a business is not always an “ending” but a transition. So in our age of technical and social progress, a “golden age of entrepreneurship” and new opportunities, it’s no surprise that businesses come and go. But for those starting a business with the long view in mind, there is plenty of inspiration from family businesses that have lasted decades or even centuries. To that end, Payroll Prices has conducted manual research to find the oldest family business that is still operating in every country around the world. Key Findings The world’s oldest existing family business is Hōshi Ryokan, a hotel and spa in Japan founded in 718 AD. The oldest existing business in the U.S. is Avedis Zildjian Co., a drum equipment company established in Constantinople in 1623 and relocated to the U.S. in 1929. The UK’s oldest business is RJ Balson & Son (1515), a butcher shop that opened during the reign of King Henry VIII. After manually reviewing news reports in each country’s native language, the team identified the oldest existing family businesses in 125 countries, where the founding family still retains or has regained majority ownership. Here is a graphic that shows the oldest family business in each country: The world’s oldest family business still operating is Hōshi Ryokan, a hotel and spa in Komatsu, Japan’s Hokuriku region. The original hotelier, Zengoro, established Hōshi Ryokan at the natural hot springs of Awazu Onsen in 718 AD as “a proper hot spring inn to soothe both the body and mind.” Embedded in nature and attuned to the changing seasons, Hōshi Ryokan has catered to timeless needs and pleasures for over 1,300 years. The second-oldest is the Pontificia Fonderia Marinelli, the Marinelli Bell Foundry, in Italy. Now run by the 26th and 27th generations of founders, the business was started in the year 1000. “It’s a job that dates back to the Middle Ages,” Pasquale Marinelli told Great Big Story. “And today we continue to work in the way they used to in the Middle Ages… It’s an art you carry within yourself and must pass on to those who come after you.” 17th-century drum cymbal maker is North America’s oldest family business North America’s oldest family business is based in the U.S. — although it was established in Constantinople, the city now known as Istanbul in modern-day Turkey, in 1623. The firm’s story began when 17th-century alchemist Avedis Zildjian was trying to fabricate gold but accidentally invented a “secret alloy” that proved perfect for drum cymbals. His family became cymbal smiths and the Avedis Zildjian Co. was born. By 1929, the only living family heir was already living in the U.S., so the company was moved to Quincy, Massachusetts, right in time to cater to the drumming needs of the Jazz Age. Avedis Zildjian Co. continues to manufacture and sell drum instruments and accessories to this day. How To Build A Family Business That Lasts Establishing or taking the reins of your family business can be a highly rewarding way to earn a living, build something to be proud of and strengthen family bonds. However, it comes with risks, so it is worth considering the following tips if you’d like the business to last across generations. Create a shared long-term vision. For full emotional and professional investment from your family partners, it is important to give them a creative stake in the business. Draw clear boundaries. Approach family, ownership and management as separate aspects of the business. Establish a family council to ringfence family interests and ensure that crossovers between the three aspects are planned and intentional. Be professional from the start. It’s easy to slip into bad habits when starting out, particularly when business meetings and family mealtimes are one and the same. Set policies, keep records, and evaluate skill sets: customers and other businesses will take you more seriously if you take your business seriously. Make a succession plan. One day, it will be time to step down, and it’s never too soon to start talking about and planning how to do so. Consider the transfer of assets and roles, and ensure the succeeding generation is trained and prepared as part of a comprehensive continuity plan. In a few generations’ time, it could be your company that is celebrated as a healthy and longstanding family business. Methodology To discover the oldest family-owned business in every country, the team at Payroll Prices manually researched news reports in each nation’s native language. They required that the companies are currently operating and the founding family still retains the majority of the ownership. They allowed for companies to have switched ownership along their history if they are currently the property of the founding family. About Payroll Prices Payroll Prices aims to help businesses simplify payroll solutions and find reliable, cost-effective payroll services. The platform connects business owners with trusted providers, offering unbiased comparisons tailored to each company’s needs and budget. In addition, the Payroll Prices team also produces original research to complement its Payroll & HR resources and provide broader business insights. About NeoMam Studios Founded in 2011 in the UK, NeoMam Studios is a creative studio on a mission to create digital content that online audiences will want to share for months and years to come. NeoMam was commissioned by Payroll Prices to produce and promote this project on their behalf. Data is correct as of October 2025.

The great British retreat from the spare-room office is no longer a boardroom theory; it is a statistical reality. As we enter early 2026, the era of "work from anywhere" has hit a sobering plateau, with the latest market data from Adzuna revealing that remote job vacancies have plummeted to their lowest levels since the first national lockdown in March 2020. What was once heralded as a permanent shift in the fabric of British society is being systematically dismantled by a corporate landscape eager to reclaim the city centre. The shift is driven by a calculated reassertion of employer power. With the labour market cooling and job competition intensifying, the leverage once held by candidates to demand "digital nomad" status has evaporated. According to recent insights from the Office for National Statistics, while hybrid working remains a staple for roughly a quarter of the population, the "fully remote" role is becoming an endangered species. This trend is bolstered by a growing consensus among CEOs—including heavyweights at KPMG—who predict that the traditional five-day office week will be the dominant standard once again by 2027. The rationale behind this push often centres on the intangible "water-cooler effect." Business leaders argue that the cultural glue holding organisations together has thinned, with junior staff missing out on the osmotic learning that occurs in a bustling office. However, there is a more clinical edge to this recall. "Proximity bias" is becoming a documented phenomenon in British firms, where those physically present in the office are significantly more likely to receive plum assignments and promotions than their screen-based counterparts. For many in the C-suite, physical presence is now being used as a proxy for commitment. Yet, this push for "purposeful presence" is meeting stiff resistance from a workforce that has built its life around the school run and the absence of a £5,000 annual rail season ticket. For the average commuter, a full-time return to the office represents a substantial "hidden" pay cut when accounting for transport, lunches, and lost time. Many employees now view flexibility as a right rather than a perk, leading to a tense standoff where strict mandates are occasionally used as a tool for "quiet firing"—encouraging staff to resign voluntarily to avoid the messiness of formal redundancies. As it stands, the UK has settled into a "Tues-Wed-Thurs" compromise. While the five-day office mandate is the ultimate goal for many employers, the hybrid model remains the primary buffer against a total talent exodus. Whether the final remnants of remote work will survive the year depends largely on whether the next generation of workers values their autonomy more than their seat at the corporate table.

Retail sales volumes dropped at a rapid pace in the year to March, marking the quickest decline since April 2020 – according to the latest CBI Distributive Trades Survey. Retailers anticipate the sales decline to continue at a similarly sharp rate in April. Key findings included: Retail sales volumes fell in the year to March at the quickest pace since April 2020 (weighted balance of -52% from -43% in February). Sales are expected to decline at a broadly similar pace next month (-49%). Retail sales for the time of year were judged to be “poor” in March, to a greater extent than last month (-23% from -16% in February). April’s sales are set to fall short of seasonal norms to a slightly lesser degree (-19%). Online retail sales volumes declined in the year to March, following strong growth last month (-11% from +43% in February). Retailers expect internet sales to contract at a modest pace in April (-5%). Wholesale sales volumes fell in the year to March at a slightly softer pace compared to last month (-31% from -36% in February). Wholesalers expect the rate of decline to ease further in April (-27%). Total distribution sales volumes continued to fall in the year to March at a fast rate (-38% from -40% in February). Sales are set to contract at a similar pace in April (-36%). Martin Sartorius, Lead Economist, CBI, said: “Momentum in the retail sector remained poor in March, with annual sales volumes falling sharply and no signs of an imminent recovery. Retailers report that weak economic conditions continue to weigh on household spending, with subdued activity also evident across the broader distribution sector. “Steps taken by the government last week to address youth unemployment challenges – including launching foundation apprenticeships in hospitality and retail – are welcome moves to mitigate rising employment costs." "However, more must be done to lower the cost of doing business, including securing workable outcomes on the Employment Rights Act and delivering a simpler, more competitive tax system. The conflict in the Middle East – which risk fuelling price pressures and squeezing household budgets – underscores the need for the government to take further action to lower the cost of doing business for distribution firms.” In addition, data from the survey showed: Retail orders placed upon suppliers declined at a slower pace in the year to March, following a steep fall in February (-26% from -47% in February). Retailers expect to cut back on order volumes at a slightly quicker pace next month (-30%). Retail stock volumes relative to expected sales were moderately elevated in March, though still below the long-run average (+9 from +11% in February; long-run average of +17%). Stock positions are set to remain broadly unchanged next month (+10%). Motor trades sales volumes  contracted at a slower rate in the year to March (-29% from -47% in February). Motor traders expect sales to decline at an accelerated pace next month (-41%).

For many family businesses, the decision to expand overseas represents both an alluring opportunity and a profound test of identity. Unlike publicly listed companies, whose obligations are framed by quarterly earnings and dispersed shareholders, family-owned firms tend to think in decades. International expansion, therefore, is rarely a mere growth tactic; it is a strategic choice that can reshape the business for generations. The benefits are substantial, but so too are the risks, and the balance between the two is rarely straightforward. The most obvious attraction of overseas expansion is access to new markets. Domestic markets, particularly in mature economies, often impose a ceiling on growth. By moving into faster-growing regions, family businesses can tap into rising consumer demand and diversify their revenue streams. This geographic diversification can smooth earnings over the business cycle, reducing exposure to economic downturns in any single country. For firms that have built a strong niche or brand at home, foreign markets may offer the prospect of scale without diluting the core proposition. Internationalisation can also strengthen the resilience of the family enterprise. Currency movements, while a source of volatility, can provide a natural hedge when revenues and costs are spread across different jurisdictions. Similarly, sourcing inputs or locating production abroad can reduce dependence on a single supply chain, a lesson underscored by recent global disruptions. For family businesses that prioritise survival and continuity, such resilience is often as important as headline growth. There are less tangible benefits as well. Expanding overseas can professionalise a family firm, forcing it to clarify governance structures, formalise processes and articulate strategy more clearly. Operating across borders requires discipline: clearer reporting lines, more robust financial controls and a sharper approach to risk management. In many cases, this strengthens the business at home as much as it enables success abroad. It can also accelerate the development of the next generation, offering family members international exposure and a broader perspective that proves invaluable in leadership roles. Yet the very characteristics that give family businesses their strengths can also amplify the risks of international expansion. Decision-making is often concentrated among a small group of family members, which can speed action but also limit challenge. Overseas ventures demand a deep understanding of local markets, cultures and regulations. Overconfidence in a successful domestic model can lead to costly missteps abroad, from misjudging consumer preferences to underestimating the complexity of local compliance. Governance is a particular fault line. As the business stretches across borders, informal arrangements that once worked can become sources of confusion or conflict. Questions about who has authority over foreign subsidiaries, how profits are repatriated and how risks are shared can strain family relationships. Without clear structures, international growth can exacerbate latent tensions between branches of the family, especially if some members are more directly involved in overseas operations than others. Financial risk looms large. International expansion is capital-intensive and often slower to deliver returns than expected. Family businesses, which may rely heavily on retained earnings rather than external finance, risk tying up capital for long periods. Exchange-rate volatility, political instability and sudden regulatory changes can quickly erode projected returns. For a family whose wealth is largely bound up in the business, such risks are not abstract; they threaten both the enterprise and personal financial security. Cultural and reputational risks are equally significant. Family businesses often trade on trust, long-standing relationships and a distinctive ethos. Transplanting these qualities abroad is not easy. A misjudged partnership, a labour dispute or an ethical lapse in a distant market can damage a reputation painstakingly built over decades. Managing these risks requires a delicate balance between local autonomy and central oversight, something that many family firms find challenging. There is also the human dimension. International expansion can place heavy demands on family leaders, requiring extended travel, relocation or the delegation of authority to non-family managers. This can unsettle established dynamics and raise sensitive questions about control and trust. The introduction of professional managers, often essential for overseas success, may be perceived as a threat to family influence unless carefully handled. Research suggests that the most successful family businesses approach international expansion with a blend of ambition and caution. They are selective rather than imperial, entering markets where their competitive advantages are clear and where institutional frameworks are sufficiently stable. They invest in local knowledge, often through partnerships, while retaining tight control over core assets such as brand and technology. Above all, they align expansion plans with the family’s long-term objectives, not merely short-term growth targets. In an era of geopolitical uncertainty and shifting trade patterns, the calculus of overseas expansion has become more complex. Yet for many family businesses, standing still is itself a risk. Internationalisation, when pursued thoughtfully, can secure growth, resilience and relevance for the next generation. When rushed or poorly governed, it can expose the family enterprise to strains that test both its finances and its unity. The challenge, then, is not whether to expand overseas, but how. For family businesses, the answer lies in recognising that international growth is as much a governance project as a commercial one. Those that appreciate this distinction are more likely to find that crossing borders strengthens, rather than undermines, the foundations on which their businesses were built.

In the polished offices of Oslo’s financial district, where state-owned giants and multinational corporations often dominate the narrative, a quieter yet equally influential force continues to shape Norway’s economic landscape. Family-owned enterprises, ranging from small craft producers in Bergen to multi-generational industrial groups along the western maritime hubs, remain central to the country’s prosperity, social fabric, and long-term strategic direction. They rarely capture headlines. Yet their impact is evident in the stability of regional labour markets, the continuity of industrial expertise, and the patient capital underpinning many of Norway’s globally successful businesses. Deeply rooted in local communities, these firms have played a vital role in building industrial competence, sustaining employment, and fostering resilient economic ecosystems beyond the major cities. Stability In An Age of Short-Termism Family ownership offers a structural advantage that is increasingly rare: the capacity to think in decades rather than quarters, often even in generations. Free from the pressures of short-term reporting cycles, these firms tend to prioritise resilience over rapid expansion. This long-term orientation is not merely cultural; it is measurable. Norwegian family firms generally maintain lower leverage ratios than publicly listed peers, and Nordic studies show survival rates 10–15 percentage points higher over a 20-year horizon. The trajectory of Mowi, now one of the world’s largest seafood companies, illustrates this dynamic. What began as a family-run venture has evolved into a global aquaculture leader, supported by sustained investment in technology and environmental management. This steady approach has enabled it to navigate both commodity volatility and tightening regulation. The Economic Weight Behind The Quiet Exterior Family businesses account for an estimated 70% of private sector employment in Norway and roughly half of total private sector value creation. Their presence spans many of the country’s most strategically important industries: Seafood and aquaculture , generating over NOK 170 billion in annual export value, with many leading firms still family-controlled Forestry and timber , where investment horizons of 80–100 years align naturally with generational ownership Engineering and advanced manufacturing , contributing to a NOK 350 billion sector through highly specialised, precision-driven firms Retail and hospitality , where family-run chains sustain strong customer loyalty despite global competition These companies frequently outperform corporate peers in areas such as employee development, community engagement, and environmental responsibility. Surveys indicate that family-owned SMEs invest 20–30% more per employee in training and skills development than their non-family counterparts. Culture As A Strategic Asset Norwegian family firms are shaped by cultural norms that emphasise modesty, fairness, and collective responsibility. These values translate into business practices that are both pragmatic and socially grounded. Janteloven , the informal code discouraging individual excess, encourages understated leadership and prudent risk-taking Consensus-based governance fosters inclusive decision-making, with over 60% of family firms involving multiple generations in strategic discussions Stewardship values reinforce long-term commitments to employees, communities, and environmental sustainability This cultural orientation has tangible economic consequences. Family-owned firms are disproportionately represented among companies with long-term environmental targets and are often early adopters of circular economy practices, particularly in forestry, maritime industries, and manufacturing. A defining feature of these businesses is the concept of stewardship. Owners frequently see themselves not merely as shareholders, but as custodians of the enterprise for future generations. This mindset shapes strategy and encourages a longer-term perspective than is typically found in publicly listed companies. Governance And The Question Of Continuity Succession remains one of the most delicate challenges facing Norwegian family enterprises. Demographic shifts mean younger generations are often more mobile and less tied to traditional industries, making continuity less certain. In response, many firms are strengthening governance structures: Professionalised boards , now present in over 70% of larger family-owned companies Hybrid leadership models , where non-family executives manage operations while ownership remains within the family Family councils and shareholder agreements , increasingly common in more complex ownership structures Structured early exposure , allowing younger family members to engage with the business without obligation The goal is to preserve the ethos of family ownership while ensuring competitiveness, sound governance, and strategic agility. Long-Term Stewardship Across Norway, several companies stand out as models of responsible, long-term family ownership. Though diverse in sector and history, they share a commitment to values-driven governance and sustained industrial development: Ferd — Owned by the Andresen family, this leading investment group spans private and public holdings, real estate, and venture capital, alongside a strong focus on social entrepreneurship Jotun — Founded in 1926 and still owned by the Gleditsch family, it has grown into a global leader in paints and coatings with operations in over 100 countries Ulstein Group — A cornerstone of Norway’s maritime industry, globally recognised for ship design, shipbuilding, and innovation such as the X-BOW® vessel design Höegh Autoliners — Part of a long-standing shipping legacy, operating one of the world’s largest car carrier fleets and playing a key role in global vehicle logistics Together, these companies illustrate both the diversity and the enduring strength of Norway’s family-owned sector. The Human Dimension Of Ownership The enduring strength of family enterprises is shaped not only by strategy or capital, but by the personal development and self-awareness of the owners themselves. In multi-generational ownership structures, the ability of individuals to understand their roles, motivations, and behavioural patterns becomes as important as governance frameworks or financial decisions. Sustainable family ownership, in this sense, is not just about managing businesses, it is about developing the people who carry the responsibility of ownership across generations. Where this level of awareness exists, the results are often striking. The next generation not only sustains existing businesses but also creates new ventures and initiatives, frequently driven by a desire to contribute to society, advance sustainability, and generate long-term value. Positioned For The Future As Norway confronts climate change, technological disruption, and demographic transitions, family businesses are likely to remain central to the country’s economic trajectory. Their long-term perspective, disciplined financial management, and deep regional roots provide a foundation for adaptation that many publicly listed firms struggle to replicate. They are not simply a legacy of Norway’s commercial past, they are a vital part of its future. In a business environment often defined by scale, speed, and visibility, family enterprises demonstrate that resilience, longevity, and purpose are often built closer to home.

Few words in a family business conversation carry as much weight as “succession.” Say it in a room with a founder and their adult children, and watch the atmosphere shift. Some people go quiet. Others lean in. Someone inevitably looks at their phone. That reaction tells you something important. The word lands differently depending on who you are and where you sit in the family. For a founder in their later years, it can feel like the beginning of the end. For a rising-generation inheritor, it might signal opportunity — or pressure. For a spouse who arrived later, it can feel like a conversation they’re not quite invited to join. No wonder so many families avoid it. But here’s the thing: the conversation is already happening — just in fragments, in separate rooms, with different information and unspoken assumptions. What’s missing isn’t a plan. It’s a shared conversation. It’s Not Just About Assets Most succession conversations default quickly to structure: who gets what, when, and on what tax terms. Those questions matter. But they’re not the whole picture. In a family enterprise, succession is really three distinct transition unfolding – and the family dimension is often the least discussed. 1 - The family role . Who holds the family together? Who convenes people, carries the values, keeps the story alive? Who steps in when there’s a difficult conversation that needs to happen? This is rarely written into a legal document, yet in practice it often shapes how the whole system actually functions. And when a parent steps back, the family dynamic inevitably shifts — often from a parent–child structure to a sibling or cousin one. That relational transition deserves as much thought as any transfer of shares. 2 - The ownership role . Who holds the shares? Who actually chairs the shareholder meetings – and who makes the calls about dividends, reinvestment, or liquidity? Ownership brings rights and responsibilities that may or may not align with family hierarchy or operational leadership. 3 - The business role . Who leads the operating business — as CEO, chair, or director? Who carries the industry credibility and day-to-day responsibility? Operational leadership requires capability, experience and appetite — and may sit inside or outside the family. These roles often transfer at different times — and not necessarily to the same person. A founder might hand over the business leadership while staying deeply involved as family head and majority shareholder. A next-generation family member might take on governance responsibilities long before they’re ready for the operating role. Understanding which transition you’re actually discussing changes the conversation entirely. A useful question to sit with: Am I clear which of my roles I am thinking about transitioning — and am I being open about that with the people who matter most? What is the enterprise actually for? Succession isn’t only about transferring control. It’s also about transferring purpose. Every family enterprise carries an origin story: why it was built, what it stood for. But as generations change, so do priorities. The rising generation may care deeply about work/life balance, impact, sustainability, or philanthropy in ways that weren’t central to the founders’ thinking. Some families want to grow. Others want to simplify. Some are genuinely unsure. Succession planning that skips this conversation often produces technically sound structures that sit uncomfortably with the people who have to live inside them. Before the structural questions, it’s worth asking the bigger ones: What is this enterprise ultimately for? Is that purpose still shared? And does the rising generation feel ownership over that purpose — or are they inheriting someone else’s vision? Why Doing It Alone Rarely Works Succession planning often begins with confidential conversations between a founder and their professional advisers. That discretion can be entirely appropriate. Yet when plans are only shared once finalised, families sometimes find that questions or assumptions surface that might have been easier to address earlier. The issue is not secrecy. Founders are entitled to make decisions about their own assets and enterprises. Rather, it is timing. When family members only hear about a plan after the fact, they lose the opportunity to prepare, to ask thoughtful questions, or to adjust expectations while the decision-maker is still available to explain the reasoning behind it. It is understandable that families hesitate to widen the conversation. There can be concern that raising succession will trigger difficult dynamics. In reality, those dynamics rarely appear out of nowhere. They tend to exist already, beneath the surface. Avoiding the conversation rarely removes them; more often it simply postpones them and they eventually resurface in times of stress, such as bereavement or crisis, when emotions are heightened, legal structures are already in place and flexibility is limited. A structured, well-supported conversation about succession — even if it feels imperfect — is usually more stabilising than silence. It allows families to move forward with greater clarity, preparation and mutual understanding. It’s A Process, Not An Announcement One of the most helpful reframes I find myself offering families is this: succession is rarely a single event. It’s a gradual movement through stages. Roles shift incrementally. Shareholdings transfer over time. Governance evolves. Founders typically step back long before they step away — and that stepping back can take many forms: reducing operational involvement, moving from CEO to chair, transitioning from chair to family patriarch or matriarch with a different kind of influence. This matters practically. A family in the early stages of thinking about succession has very different needs from one where a transition is already underway. Getting honest about which phase you’re in — and whether you’re pretending you’re further along than you are, or further behind than you need to be — is usually a productive place to start. Who Can Help With All This? Good succession planning usually involves a range of trusted advisers, each bringing a different lens. Lawyers translate intentions into durable legal structures — shaping wills, trusts and shareholder agreements that clarify rights and responsibilities. They often act as long-term confidants, ensuring decisions are robust and clearly documented. Tax advisers help families understand how proposed plans interact with the wider fiscal and regulatory landscape, illuminating implications and trade-offs so choices are made consciously and sustainably. Governance advisers focus on how things will work in practice: who is involved, who decides what, how information flows, and how family and ownership forums operate. They help design processes that support clarity and accountability over time. Corporate advisers may support valuation or transaction processes where ownership transition intersects with business strategy. Coaches or psychologists can help individuals and families navigate the identity shifts and communication challenges that often accompany major transitions. Each perspective is valuable. The complexity arises because succession decisions rarely sit neatly in one domain. A technically sound structure can still create strain if expectations are unclear, or if roles evolve faster than relationships. For that reason, it helps when someone — whether a governance professional, a lawyer with a broad advisory remit, or another experienced adviser — is able to see across the system and ensure that structural, relational and strategic considerations are aligned. Succession plans rarely falter because the documents are flawed. More often, it is because the human and practical dimensions were not considered alongside them. From Control To Continuity Most families know they “should” address succession. The real barrier is rarely technical. It is that these conversations signal change — of role, authority and identity. Naming that reality can make it easier to move forward, rather than waiting for circumstances to force the issue. The earlier you start, the more options you have. You can explore, adjust, prepare people, and get the structures right. The later it starts, the more constrained the choices become. The goal, in the end, isn’t simply to pass something on. It’s to prepare people, purpose, and structures so that the next chapter positively enhances the lives of those it touches. Some Questions Worth Sitting With If this transition went really well — for you, for the rising generation(s), and for the enterprise — what would be true five years from now? What exactly are you trying to transition — control, ownership, responsibility, identity, income, or all of these? What, if anything, feels like it may be holding your progress back? What is one small, constructive step you could take in the next 90 days to move the conversation forward?

GAP Hire Solutions, the UK’s largest independent hire company, has strengthened the technical expertise within its lifting division with three team members achieving Appointed Person certification: Pete Monniot, Daniel Gruffydd and James Daniel. While GAP does not carry out lifting operations, the qualification provides a deeper technical understanding of lift planning, site constraints, and lifting methodologies. This allows the company’s lifting specialists to engage more effectively with contractors’ Appointed Persons and lifting teams on site. As a provider of lifting equipment, this enhanced knowledge ensures GAP can better support customers during the planning and coordination stages of lifting activities, helping ensure equipment is specified correctly and delivered in line with site requirements. All three newly qualified Appointed Persons have developed their expertise in accordance with industry legislation and best practice, including the Lifting Operations and Lifting Equipment Regulations (LOLER) 1998. Pete Monniot, Head of Lifting – South, commented: “As an equipment provider, it’s important that we understand the technical and operational challenges our customers face when planning lifting activities. Achieving Appointed Person certification strengthens our ability to engage with site teams at the right technical level, ensuring we can support them in specifying the correct equipment and meeting the requirements of the lift plan. It ultimately gives our customers confidence that they’re working with a supplier who understands the realities of lifting operations.” Achieving Appointed Person status demonstrates GAP Hire Solutions’ ongoing investment in professional development and reinforces the company’s reputation as a trusted partner in lifting solutions.

Solar shading firm Caribbean Blinds marked the recent Global Shading Day by highlighting the growing need for effective sun protection in homes and workplaces across the UK. Created by the European Solar Shading Organisation, Global Shading Day is an international initiative designed to highlight how solar shading can reduce energy use, lower emissions and improve comfort and wellbeing. For Suffolk-based Caribbean Blinds, the day offered a timely opportunity to showcase the firm’s new White Paper, published at the end of 2025, which explores why external shading is no longer a luxury but a vital response to Britain’s warming climate. Research commissioned for the White Paper reveals that while 41 per cent of homeowners worry about overheating, only 15 per cent identify poor solar shading as the main cause. External blinds, on the other hand, can block up to 97 per cent of solar gain, reducing indoor temperatures by almost 20°C. Yet despite their proven effectiveness across Europe, UK adoption remains limited. Modern designs now accommodate sliding doors, rooflights, conservatories and pergolas, providing solutions from blackout bedrooms to mesh fabrics that preserve views, all with minimal maintenance. Stuart Dantzic, Managing Director of Caribbean Blinds commented: “Large windows and bifold doors are hugely popular, but they let in a lot of heat. External blinds stop that heat at source. They are simple, effective and underappreciated, and understanding them better could transform UK homes this summer and beyond.” Caribbean Blinds’s White Paper is aimed at installers, architects and homeowners alike, demonstrating that shading is a sustainable response to climate change and a growing commercial opportunity for UK installers. To download visit here .