One of the UK’s largest plant nurseries, Johnsons Nurseries Ltd, has continued its long-standing relationship with the five-star luxury resort, Rockliffe, supplying more than 17,000 plants and trees for its newly landscaped grounds as part of its multimillion-pound transformation. Set within 375 acres of historic parkland near Darlington, Rockliffe has undergone an extensive transformation, including the restoration of its Grade II-listed Old Hall, enhanced accommodation, new dining experiences, and the creation of a standalone restaurant pavilion named Atlas. The ambitious project has seen the resort's gardens and outdoor spaces transformed to complement the renovated and new buildings, creating an attractive and welcoming environment for guests. The landscape and planting scheme was designed by Colour Landscape Architects, while Johnsons Nurseries supplied an extensive selection of shrubs, trees, instant hedging, ornamental grasses, flowering perennials and topiary, creating year-round interest throughout the newly landscaped grounds. Among the varieties supplied were mature Scots pines, multi-stem Amelanchier lamarckii and Magnolia trees, alongside instant Carpinus betulus hedging and ornamental Taxus baccata topiary. The planting scheme also features an extensive mix of flowering perennials and ornamental grasses, including Anemone 'Honorine Jobert', Geranium 'Rozanne', Rudbeckia 'Goldsturm', Calamagrostis and Deschampsia, providing seasonal colour, texture and movement throughout the gardens. The landscaping was carried out in-house by Rockliffe’s Estates team, led by Head of Engineering & Estates Phil Mennell. Despite one of the hottest and driest summers, the team worked tirelessly to establish thousands of plants and trees, extensive hedging and new lawn areas, overcoming challenging conditions and tight deadlines to complete the grounds ahead of the resort's reopening. Group Managing Director at Johnsons Nurseries, Graham Richardson, said: "We're incredibly proud to have supplied the plants for Rockliffe’s newly transformed gardens as part of this prestigious development." "From the restoration of the historic walled garden to this latest transformation, it's rewarding to see how the grounds have evolved. The finished gardens look fantastic, and we're delighted to have played a part in creating outdoor spaces that guests can enjoy for years to come." Phil Mennell, Head of Engineering & Estates at Rockliffe, added: "This has been one of the most ambitious landscaping projects we've undertaken at Rockliffe, and I'm incredibly proud of what our Estates team has achieved. Working closely with Johnsons Nurseries has been invaluable, ensuring we had the quality and variety of plants needed to bring the designs to life." "It's been fantastic to see the gardens transform, and I'm looking forward to watching them establish and mature for our guests to enjoy for many years to come." Emma Fletcher, Director at Colour Landscape Architects, said: “Johnsons have been a great support on the delivery of the new gardens at Rockliffe, assisting us on species choices and availability from early design stages and providing flexibility in deliveries to align with the challenging project programme." "We are delighted that the completed gardens have been so well received, and a large part of that is the impact that the planting beds and stock have had.” The completed gardens complement the resort's historic parkland setting, enhancing the guest experience and marking another chapter in Johnsons' long-standing relationship with Rockliffe, which reopened at the beginning of September.

A village bowling club has two reasons to celebrate after securing funding for a new shelter and topping off a successful season. Mayfield Crown Green Bowling Club feared they would be without refuge from the elements when their Conygree Lane recreation ground shelter was destroyed by storms at the beginning of the season. But an appeal to the local community produced heart-warming support for the 30-strong club which has been a part of the village sports scene since 1990. Local businesses and The Royal Oak village pub, where players meet after practice sessions, made donations while JCB topped up the funds with £750 to ensure they hit the £2,700 target. The support has spurred on the club to a successful season competing in the South Derbyshire Crown Green Bowling Harold Fellows Monday night league, along with two teams in each of the Uttoxeter Saturday League and Over 55s League. Club Chair Rita Blood said: “We didn’t know what to do when we lost the shelter at the beginning of the season because we are a small club and we run on a limited budget year to year, but we have been humbled by the support of JCB and we are tremendously grateful for their generosity." “This season, our A Team has won the Uttoxeter League Division 1 and our Veterans A Team has come runner-up in the Vets League Division 1 - both for the third year running. Meanwhile, team member Alan Blood has won the Averages in both the Division 1 Saturday League and Vets Division 1 League. We also managed to stay up in Division 2 of the Harold Fellows League, which is a real achievement for a small club like ours.” New members are welcome every Saturday afternoon at the Playing Field bowls green or contact Secretary/Treasurer Mark Jennings on 07866 809443, for more information. Photo: Members of Mayfield Bowling Club celebrate securing funding for their new shelter.

Ahead of the Budget on 28 October and amid widespread debate over recent changes to inheritance tax reliefs, new research from Russell-Cooke finds that less than a quarter of family business owners are confident their business will still be under family control in ten years’ time, while around one fifth believe that inheritance tax, or other estate planning issues, may result in the business no longer being family-owned. A new survey of family business owners by law firm Russell-Cooke has revealed that less than a quarter are confident that their business will still be in the family in 10 years’ time. Just published, The Future of Family Business: Survival, succession and stewardship in modern Britain, reveals a growing confidence gap among UK family businesses as owners look to the future. The report is based on a survey of more than 500 UK family business owners conducted in partnership with YouGov, alongside interviews with business owners, advisers and wealth specialists. The report finds that while family businesses remain resilient, survival is becoming increasingly planned, professionalised, and less automatic than in previous generations. Key findings Nearly two-thirds (63%) of owners are very confident their business will remain family-owned over the next two years. However, this falls to 38% when looking five years ahead, while just 24% believe their business will still be family-owned years beyond the next decade. 71% of family business owners identify business costs as one of their biggest current concerns. 57% point to political and economic uncertainty, while 43% highlight taxation and 38% cite regulatory and compliance burdens. One in three believe that the absence of a suitable or willing successor could ultimately bring family ownership of the business to an end. Nearly 30% would consider selling if presented with the right acquisition offer. More than one in five would consider selling in response to recent inheritance tax changes. Only 45% are confident that future inheritance tax liabilities could be met without selling part or all of the business. One of the clearest findings from the research is that family businesses do not face identical challenges. The research also highlights a growing divide between smaller and larger family businesses when it comes to succession planning, finding that larger firms are generally better prepared for long-term transitions, benefiting from more formal governance structures, clearer succession plans and less reliance on individual family members. In contrast, smaller family businesses are more likely to depend on informal arrangements and personal relationships, leaving them potentially more exposed when leadership transitions arise. James Cook, Partner at Russell-Cooke, notes that: “Family businesses have always demonstrated remarkable resilience, and that remains true today. What our research brings into focus is the widening gap between owners’ confidence in the business itself and their confidence that it will remain under family ownership in the future.” “The traditional assumption that ownership will naturally pass from one generation to the next can no longer be taken for granted. Owners are operating in an environment shaped by rising costs, economic uncertainty, changing tax rules and increasingly complex family dynamics. Against that backdrop, succession is becoming one of the defining challenges facing family businesses.” “Successful succession is about far more than transferring wealth or shares. It requires families to prepare future leaders, align their family and business interests, and put structures in place that support informed and sometimes difficult decisions.” “The forthcoming Budget will be watched closely by family business owners. At a time when many are already uncertain about whether their businesses can remain within the family, further tax uncertainty risks making long-term planning even more difficult. Whatever the fiscal environment, the findings of our research underline the importance of beginning succession conversations early and considering the full range of ownership, governance and tax implications to make the transition as smooth as possible.” The report concludes that businesses most likely to thrive over the next decade are those planning early, developing future leaders, strengthening governance, and addressing potential succession challenges before they become disputes. See a link to the full report on the website here.

From the Quaker chocolate makers of the nineteenth century to the countless family firms quietly supporting their local communities today, giving back has long been woven into the fabric of family business. It is no accident. The very qualities that define family enterprise make philanthropy feel less like an obligation and more like a natural expression of who these businesses are. Walk into almost any town in Britain and you will find the fingerprints of family business generosity. A sports club whose kit is sponsored by the local builders' merchant. A hospice supported year after year by a family owned manufacturer. A scholarship fund, a community hall, a charity run with staff from a third generation retailer pounding the streets. Much of this giving goes unheralded. Family businesses tend not to shout about their charitable work, and many would be uncomfortable doing so. Yet taken together, it represents an extraordinary contribution to British society, and it reveals something important about what makes family firms different. So why does philanthropy sit so comfortably within the family business community? The answer lies in values, in time horizons, in place and in people. Values That Outlast Any One Generation At the heart of every enduring family business sits a set of values. They are often inherited from a founder who believed the business existed for more than profit alone, and they are passed down, sometimes explicitly and sometimes simply by example, from one generation to the next. The great Quaker family enterprises of the Victorian era, among them Cadbury, Rowntree and Fry, are the best known illustration. Their founders built model villages, schools and charitable trusts because their faith told them that commercial success brought a duty to improve the lives of others. Several of those trusts continue their work today, long after the businesses themselves changed hands. Modern family firms may not share the same religious motivation, but the instinct is strikingly similar. When a family's name is on the door, the business becomes an extension of the family's character. Giving back is one of the most tangible ways of showing what that character stands for. Long Term Thinking And Deep Local Roots Family businesses are famous for thinking in generations rather than quarters. Free from the pressure of quarterly reporting to distant shareholders, they can make decisions whose rewards may not be felt for decades. Philanthropy is exactly that kind of decision. Supporting education, health or the environment rarely pays back quickly, but it builds a stronger society for the children and grandchildren who will one day inherit the business. Place matters too. Many family firms have been rooted in the same town or region for generations. Their employees are neighbours, their customers are friends and their own children attend the local schools. When the community thrives, the business thrives, and when the community struggles, the family feels it personally. This sense of belonging creates a natural reciprocity. Family businesses give to the places that have sustained them, not as a marketing exercise but because they are genuinely part of the fabric of those communities. A Shared Purpose That Unites The Generations Philanthropy offers family businesses something unexpectedly valuable: a way of bringing the family together around a common purpose that sits outside the commercial pressures of the business itself. For the next generation in particular, involvement in the family's charitable work can be a powerful first step. It allows younger members to learn about governance, decision making and budgeting in a lower stakes setting. It gives them a voice in family affairs before they hold any formal role in the business. And it helps them understand, at a very practical level, what the family stands for. Giving also connects family members who will never work in the business. A cousin pursuing a career in medicine or the arts can still play a meaningful part in the family's foundation, strengthening the bonds between branches of the family and reinforcing a shared identity that might otherwise fade as the family grows. Many families find that conversations about which causes to support become some of their richest discussions. Debating what matters, and why, is a wonderful way of passing values from one generation to the next. The Many Forms Family Giving Takes Family business philanthropy is wonderfully varied, shaped by the size of the firm, the interests of the family and the needs of the community around it. Common approaches include: Family foundations and charitable trusts, giving a permanent structure to the family's giving and allowing it to continue across generations. Corporate giving, where the business itself donates a share of its profits to chosen causes. Matched giving and payroll giving, encouraging employees to give and amplifying their generosity. Volunteering, with staff given paid time to support local charities, schools and community projects. Gifts in kind, from donated products and services to the use of premises, vehicles or expertise. Local sponsorship, supporting sports clubs, festivals and community events that bring people together. Impact investment, where some families now direct capital towards ventures that combine financial return with social or environmental benefit. There is no single right model. What matters is that the approach reflects the family's values and is something both the family and the business can sustain over time. Good For The Community, And Good For The Business Family businesses rarely give in order to gain, but it would be wrong to pretend that philanthropy brings no benefits to the business itself. It does, and they are substantial. Employees, particularly younger ones, increasingly want to work for organisations whose values they share. A visible commitment to giving back helps family firms attract and retain talented people, and it builds pride among those already there. Staff who volunteer together often return to work with stronger relationships and a renewed sense of purpose. Philanthropy also strengthens the trust that family businesses already enjoy. Customers, suppliers and local partners notice when a business consistently supports the community, and that goodwill can prove invaluable in difficult times. In an era when many people are sceptical of big business, the authentic generosity of family firms is a powerful reminder of what responsible enterprise can look like. Giving Well: Bringing Structure To Generosity Good intentions are the starting point, but the most effective family philanthropy is approached with the same care as any other important family decision. As giving grows, so does the need for clarity. It helps to agree a clear purpose. Which causes matter most to the family, and why? Focusing on a small number of areas usually achieves far more than spreading support thinly across many. It is also worth deciding how the family's personal giving relates to the business's corporate giving, so that each supports the other rather than causing confusion. Governance matters here just as it does in the business. Who decides where money goes? How are requests assessed, and how is impact measured? How will future generations be brought into the process? A family foundation with clear trustees, an agreed giving policy and regular reviews can endure for decades. Many families also choose to reflect their charitable commitments in their family charter, setting out how giving fits alongside their other shared values. And as with every financial decision, take proper professional advice on the tax and legal structures available, so that the family's generosity achieves as much as it possibly can. Questions To Reflect On: What values did the founders of your business hold, and how are they expressed in your giving today? Which causes matter most to your family, and have you ever discussed them together? How closely does your charitable support reflect the community your business calls home? Are members of the next generation, and those outside the business, involved in your family's giving? Is it clear how personal family giving and the business's corporate giving fit together? Who makes decisions about giving, and how do you know whether it is making a difference? What would you like your family's philanthropic legacy to be in fifty years' time? Philanthropy sits so naturally within the family business community because it grows from the same soil as the businesses themselves: enduring values, long term thinking, deep local roots and a powerful sense of stewardship. Giving back strengthens communities, unites families across generations and builds the trust on which every great business depends. Approached with purpose and care, it becomes far more than generosity. It becomes part of a family's legacy, and one of the clearest expressions of why family business matters.

Britain’s oldest brewer, Shepherd Neame, is celebrating a number of accolades received throughout October, recognising the quality of its beers, the success of its pubs and the achievements of its team members. Its bottle-conditioned Kentish Strong Ale, 1698, has led the way, securing Gold at both the Great British Food Awards and the Taste of Kent Awards (TOKAs). At the Great British Food Awards, held in London on October 6, 1698 took Gold in the Beer and Lager category. Whitstable Bay Pale Ale and Spitfire Amber Ale each received Bronze in the same category, while Whitstable Bay 0.5% Pale Ale won Bronze in the Alcohol-Free category. Just two days later, 1698 was named Kent Beer of the Year at the Taste of Kent Awards (TOKAs), held in Gillingham on October 8. The TOKAs are the longest-running food and drink awards in the South East, celebrating excellence across Kent’s culinary sector. Shepherd Neame also secured two further accolades in the Kent Beer of the Year category, with Whitstable Bay Pale Ale receiving Silver and Bishops Finger taking Bronze. Spitfire Amber Ale was also Highly Commended in the Best Local Beverage Brand category at the Kent Life Food and Drink Awards, held on October 6. Shepherd Neame’s Director of Brewing Mike Unsworth said: “We are delighted to receive these awards for our range of ales and lagers. As Britain’s oldest brewer, we are proud that our continued innovation and commitment to quality continues to be recognised.” The Brewery’s pub estate has also enjoyed success, with several venues recognised for their food, hospitality and sustainability initiatives. The Dove in Dargate, run by Will Shenow-Brady and Sophie Webb, received Silver for Kent Dining Experience of the Year at the TOKAs. At the Kent Life Food and Drink Awards, The Three Mariners in Oare was Highly Commended for Pub of the Year, thanks to its elevated food menu that has been in place since licensees Nadine Barnard and Kyle Simmons took over in 2024. The Old House at Home, Dormansland, received further recognition for its environmental initiatives, with a nomination for the Sustainability Award at the BII National Innovation in Training Awards (NITAs). The village pub previously won Community Sustainability Hero at the PubAid Community Pub Hero Awards and Sustainable Pub of the Year at the Shepherd Neame Pub Awards earlier this year. Shepherd Neame’s commitment to developing talent has also been recognised, with four members of its team shortlisted across individual categories at this year’s NITAs, alongside the nomination for The Old House at Home. Apprenticeship Lead David Everett has been nominated for Training Professional of the Year, recognising his work in supporting the development of the Brewery’s apprentices. Joshua Lane, from The George Hotel, Cranbrook, and Nikita Tarasenko from the Duke of Cumberland, Whitstable, are both shortlisted for Hospitality Apprentice of the Year (Back of House). Joshua has earned finalist places at the prestigious Salon Culinaire culinary competition for the past two years, while Nikita has progressed from Kitchen Porter to Level 3 Chef de Partie Apprentice, demonstrating outstanding resilience and determination. Tom Smith, who has progressed from Apprentice Brewer to Brewing Operative after joining Shepherd Neame in 2025, is nominated for the Rising Star Award. His passion for brewing led to the development of limited-edition New Zealand Hazy Pale Ale, released last December, which remains in production due to its popularity. David Everett said: “We are thrilled that the Shepherd Neame Apprenticeship programme has been recognised with these nominations. This proves that continuing to invest in our team members’ professional development is worthwhile and, when given the opportunity, our apprentices can deliver something truly special.” The NITA winners will be announced on November 19. Further recognition of Shepherd Neame’s commitment to developing talent has come through the recently published fifth edition of the Family Business Apprentice Employers Report. The Brewery ranked sixth in both the Top Family Business Apprentice Employers and Largest New Apprentice Employers lists, and third in the Top Firms with the Most Graduating Apprentices list. Find out more about Shepherd Neame.

The people of Partick will continue to enjoy affordable, healthy food and a welcoming place to socialise at Annexe Communities' community café, thanks to new funding that will help hundreds of people access lunches over the coming months. For almost forty years, Annexe Communities has supported people across the west of Glasgow through a wide range of activities designed to improve health and wellbeing as well as social connection. Based in the Annexe Healthy Living Centre in Partick, their popular Annexe Café plays an important role in local life, offering a space where people can come together, enjoy a meal and access wider activities and support services. As the cost-of-living crisis continues to put pressure on households across the UK demand for affordable food options has continued to grow, and Annexe Communities has been working to ensure their café remains accessible and affordable to everyone who visits. To support that work, the organisation has received £1,800 from the Allied Vehicles Charitable Trust. The funding will be used to provide 300 lunch vouchers to help locals access healthy meals at the café. Kashif Anwar, General Manager at Annexe Communities said: “We are really grateful to Allied Vehicles Charitable Trust for this £1,800 grant. It will make a real difference to our community café, helping us keep the café welcoming and accessible to people in our local community." “The funding will help us provide good-quality meals and offer support to residents who may be struggling financially, while also helping us continue to involve and support our volunteers. It means we can make sure that people who need a little extra support can still enjoy a warm meal and a welcoming place to come together.” The lunch vouchers will be free or subsidised and given to individuals and families who may be struggling due to low income, the rising cost of living, or who are experiencing temporary financial difficulty. They will be distributed by Annexe staff and volunteers, and also through local partners such as housing providers and community organisations, to make sure support reaches those who need it with dignity and compassion. David Facenna, Corporate Culture Director at Allied Vehicles Ltd, added: “Community cafés do much more than provide food. They create opportunities for people to connect, take part in local activities and feel part of their community. We are pleased that this donation will help Annexe Communities provide 300 lunch vouchers and continue the excellent work it does to support local residents.” The funding will help ensure the café remains a welcoming hub at the heart of the community, enabling more people to share a meal, build connections and access support when they need it.

Succession planning challenges are often described as technical problems, ownership structures, tax considerations, legal documents, or timelines. All of those matter, but they’re rarely the real reason family businesses struggle with succession. The hardest succession challenges are almost always human. In family businesses, succession forces people to confront identity, authority, fairness, and trust, often at the same time. When those issues aren’t addressed directly, even the best-designed succession plan starts to wobble. For multi-generational family businesses and multi-family enterprises, succession planning isn’t just about continuity. It’s about whether leadership can change hands without leaving unresolved tension behind. The Illusion That A Succession Plan Alone Is Enough One of the most common succession planning challenges is the belief that a good plan will carry the process on its own. Plans don’t execute themselves. People do. When families focus exclusively on documents, and delay the harder conversations, they create a false sense of progress. On paper, everything looks orderly. In reality, expectations are quietly diverging. Succession planning fails most often not because the plan was wrong, but because the people involved were never aligned. Challenge #1: Treating Succession Planning as a Single Event Many families think of succession as a moment. A retirement date. A title change. A public announcement. Succession doesn’t work that way. Long before any formal handoff, authority is already being tested. Employees are watching who really decides. Family members are interpreting signals. Silence gets filled with assumptions. When succession is treated as an event instead of a process, the organization spends years in limbo. Challenge #2: Delaying Clear Leadership Decisions Founders often delay naming successors to preserve harmony. They don’t want to disappoint anyone or spark rivalry. Ambiguity doesn’t preserve harmony. It creates competition. Without clarity, siblings or cousins compete for influence instead of focusing on results. Employees hedge. Decisions drift back to the founder. Over time, credibility erodes on all sides. Clear decisions don’t require universal agreement. They require explanation and consistency. Challenge #3: Confusing Exposure With Next-Generation Leadership Readiness Growing up around the business does not prepare someone to lead it. This is one of the most persistent succession planning challenges in family businesses. Familiarity gets mistaken for readiness. Opportunity gets confused with entitlement. Leadership readiness requires development, feedback, accountability, and real responsibility. When those elements are missing, successors are placed into roles they aren’t prepared for and then they are blamed when they struggle. That’s not a leadership failure. It’s a preparation failure. Challenge #4: Avoiding the Emotional Side of Succession Succession is emotional whether families acknowledge it or not. Founders are letting go of relevance. Successors are stepping into comparison. Other family members are recalibrating their sense of value and voice. Ignoring these emotions doesn’t make succession objective. It makes it fragile. When families make space for emotion without letting it drive decisions, trust increases. When emotion is dismissed, it usually shows up as resistance or disengagement. Challenge #5: Unclear Roles After the Transition Another common challenge appears after succession is technically complete. Founders step back in theory but remain central in practice. New leaders hold titles but not authority. Decision rights blur. Accountability weakens. Succession isn’t finished when titles change. It’s finished when roles stabilize. Without clear post-transition roles, families find themselves reliving the same conflicts under new names. Challenge #6: Lack of Family Business Governance to Support the Transition Succession planning without governance is risky. Governance provides structure when authority shifts. It clarifies who decides, how leaders are evaluated, and where disagreements go. Without governance, every decision becomes personal. Boards, family councils, and clear escalation paths don’t complicate succession. They stabilize it. Challenge #7: Assuming Time Will Solve the Hard Parts Time doesn’t resolve succession challenges. Structure and clarity do. Families often hope issues will work themselves out once the transition is complete. In practice, unresolved issues usually intensify after authority changes hands. Succession exposes weaknesses. It doesn’t fix them. What Successful Families Do Differently In Succession Planning Families that navigate succession planning well share a few common behaviors: They start earlier than feels necessary. They explain decisions instead of avoiding them. They prepare leaders intentionally instead of assuming readiness. They use governance to depersonalize conflict. Most importantly, they treat succession as leadership work, not just planning work. Succession Is A Test of Leadership, Not Just Continuity Family business succession planning challenges aren’t a sign that something is wrong. They’re a sign that leadership is changing. The question is whether families meet that change with intention or avoidance. Succession succeeds when leaders are prepared, roles are clear, and respect remains intact. It fails when clarity is postponed and emotion is left unmanaged. Succession isn’t about replacing one leader with another. It’s about making leadership possible without tearing the system apart. That’s the real challenge. And it’s one that families can meet when they treat succession for what it is: a human transition supported by structure.

A family business can carry a great deal through experience, trust and familiarity. A founder knows which customer needs a personal call, a long-serving executive knows which decision can wait and which cannot, and family shareholders often understand boundaries that have never needed to be written down. The business works because people know how to make it work. Then the conditions change. A succession begins, an acquisition completes, external capital comes in, the business expands across borders, wins a major contract or introduces technology that changes how work is done. The opportunity may be sound, the ambition may be right, but the load on the enterprise has changed. In my work with Boards and executive teams, that is the moment I am most interested in: not simply whether the transition makes commercial sense, but what it exposes in the executive leadership and the organisation that will now have to deliver it. Transition does not necessarily create the exposure. It makes existing weaknesses, dependencies and ambiguities more consequential, and the cost of leaving them undiagnosed rises with the scale of the ambition. Capital makes this visible. External investment may fund expansion or accelerate acquisition, but it also increases the expectation of delivery. Capital may fund the growth, but structure protects the return. When investment lands, the Work expands, the Workload falls on the same few people, the Workflow stretches, the Workplace has to hold more locations, layers or cultures, and the Workforce is asked to carry more than it was built for. The money moves fast. The organisation has to catch up with it. The Exposure Boards Need To See I use BOMA to name four forms of exposure that become more consequential during transition: Behavioural, Organisational Capacity, Misalignment and Ambiguity risk. It gives Boards and executive teams the language to see what the organisation is carrying before it starts costing them performance or value. Behavioural risk is where executive behaviours, dynamics or dependencies become liabilities under greater pressure, complexity or scale. Family businesses are strong because of established relationships and long leadership tenure, but the same history can make behavioural patterns harder to see objectively. A founder's decisiveness, an executive's loyalty or a successor's independence may all have served the business well. Under pressure, those strengths get overused. Decisiveness becomes dominance, loyalty makes necessary repositioning harder and independence becomes resistance to collective leadership. The Board needs to see how leadership behaviour is helping or hindering the mandate now in front of the business. Organisational Capacity risk exists when the organisation lacks the leadership depth, capability or carrying capacity required to deliver what comes next. Growth adds complexity, judgement, coordination and leadership load. An acquisition may add revenue alongside new systems, reporting lines and cultural integration, while external capital may accelerate the timetable before management capability has caught up. I advise designing for Optimal Capacity of 85%, at both individual and organisational level, deliberately leaving 15% for what comes next, including the unexpected. Deloitte Private's 2026 research found that developing leadership and management capabilities was one of the top three obstacles cited for next-generation leaders, at 37%. Capacity cannot be treated as an afterthought. Misalignment risk is present when culture, strategy, leadership, structure and operating reality are no longer aligned around the same outcomes. A Board may approve international expansion while authority remains concentrated in one country, or a next-generation CEO may have a mandate to modernise while incentives and decision routes continue to reinforce the previous model. Each part may make sense in isolation, but when they are not aligned around the same outcome, executive attention is absorbed in friction rather than value creation. Ambiguity risk arises when ownership, authority, decision rights or accountability are insufficiently clear for the complexity of the organisation. As the number of stakeholders grows, family, Board, ExCo, investors, advisers or acquired businesses all have legitimate interests, but legitimacy does not remove the need for clarity. When people are uncertain about who decides, who owns the outcome or where authority sits, decisions slow, accountability blurs and escalation becomes habitual. Relationships can compensate for that ambiguity for a time. Under transition, it becomes more expensive. Why This Matters Commercially Undiagnosed exposure in executive leadership and the organisation does not stay in the leadership room. It shows up in the economics of the business. Decisions take longer, integration consumes more management time, senior people become overloaded, accountability becomes harder to enforce and opportunities are delayed or lost. The effect first appears as friction rather than failure, but friction has a cost. It absorbs executive capacity, slows execution and weakens the organisation's ability to convert ambition into return. This is why I would not wait for a transition to underperform before looking at what the organisation is carrying. The aim is to move from fixing a problem after value has leaked to de-risking the conditions that could stop the value being realised in the first place. From Exposure To Intervention BOMA reveals the exposure. The 5Ws Framework enables the intervention, because it shows the Board what has to change across Work, Workload, Workflow, Workplace and Workforce if the organisation is to carry the next phase. Diagnosis without intervention leaves the Board better informed but no better prepared. Family businesses do not need to abandon the trust, relationships and judgement that make them distinctive. They do need to know when those strengths are carrying more organisational weight than they should. At moments of succession, acquisition, expansion, external investment or major strategic change, the objective is to make the exposure visible early enough to decide what must be strengthened, realigned or redesigned before it costs the return. The question I would leave with any Board entering a significant transition is this: what exposure in our executive leadership and organisation will become more consequential if this ambition succeeds?

A Lancaster hotel is organising a charity afternoon tea event to raise funds for a local hospice. Lancaster House Hotel has joined forces with St John’s Hospice to host the ‘Four-Tea’ event on Sunday 22 November 2026 and to celebrate the charity’s 40th anniversary. St John’s Hospice provides free palliative care to patients with life shortening conditions, with its services aiming to cover a population area of 250,000 people in North Lancashire, South Lakes and parts of rural North Yorkshire. The hotel run by English Lakes Hotels Resorts & Venues identified the local charity as a cause it wanted to back as part of its wider community support initiatives. The ‘Four-Tea’ party celebration for the hospice will feature a buffet-style festive afternoon tea with a welcome drink and unlimited teas and coffees. Entertainment will be provided by talented pianist Andrew Hilton as guests arrive, and during the afternoon tea itself, solo artist Olivia Winn will be performing. Lancaster House Hotel has also launched a volunteering scheme in which several employees are helping the charity with activities such as coffee mornings, maintenance projects and leaflet distribution to raise awareness of hospice services in the local community. General manager of Lancaster House Hotel Emma Underwood says: “St John’s Hospice has been playing a vital role in our local community since 1986 and we wanted to get involved in their anniversary celebrations and help in whatever way we could." “The idea of putting together a ‘Four-Tea’ party quickly took root following discussions with the hospice team and from there we’ve also been considering other things we can do to help." “We appreciate that members of our team and their families may one day need the support and services the charity provides for patients and families, particularly across North Lancashire. This is a chance for us to reciprocate with some fundraising activity, as well as shining a light on the dedicated work and commitment of the hospice team over the last four decades.” Emma Farmer from St John’s Hospice adds: “We were thrilled to hear that Lancaster House Hotel wanted to get involved and support us." “We run a diverse calendar of events and initiatives designed for local businesses and organisations to participate in corporate fundraising and volunteering and to make positive contributions with a lasting impact. So hopefully this is the start of a fruitful new partnership with the hotel team." “We’re greatly looking forward to this wonderful event which recognises 40 years of care, compassion and community support from our team here. We hope to see lots of friends, families and supporters of the charity at the event.” For further information or to sign up for the ‘Four-Tea’ charity fundraising event, visit here. Top Photo: Lancaster House Hotel general manager Emma Underwood (left) with Emma Farmer from St John’s Hospice.

With the advent of AI, and new technological advances in all areas of industry, business owners and managers are reviewing how these new technologies can take their company operations to the next level of efficiency. Even if your business is not ready to invest heavily in technology at the moment, there are still several ways you can benefit from it now, but without it impacting on your bottom line. One area where there have been significant advances in, is in the commercial cleaning industry. These new technologies can enhance a working environment, helping businesses to excel with a more hygienic, non-toxic, safer premises for their employees and also create the right impression with their customers. Automated Floor Scrubbers The use of robotics has accelerated within different industries, including commercial cleaning. Robotic floor scrubbers are highly efficient and deliver a powerful cleaning performance, making a significant difference to a working environment. These floor scrubbers not only save time, but also are kind to cleaning staff because of their ability to tackle those heavy-duty jobs that are tiring and hard going, but with better and more effective results – and therefore reducing the risk of workplace fatigue. UV-C Disinfection Other stunning developments in cleaning technology include the use of Ultraviolet light (UV-C) to disinfect and sterilise surfaces and equipment. The application of UV-C via handheld devices to work surfaces causes the DNA of microorganisms to be destroyed. This disrupts their cellular function, causing the prevention of the multiplication of viruses and bacteria – meaning they are unable to spread. Clearly this will have an impact on the health and wellbeing of your employees, it also reduces the need for strong disinfectants, helping to improve air quality, which is another clear benefit. Air Quality Numerous studies show that poor air quality in the workplace can impact concentration levels and cause sickness amongst your employees. Symptoms usually include headaches and coughing and can also make respiratory problems such as asthma worse. Poor air quality has also been linked to sick building syndrome. One of the simplest ways to use the latest technology to improve air quality is to check if your cleaning company uses the most up to date vacuum cleaning methods. High Efficiency Particulate Air Filters are one of those advances and are designed to trap the dust particles that other cleaners recirculate back into the air. Smart Waste Management Systems Waste management has also become smart. Smart waste management systems use sensors to improve the way waste is handled, calculated and assessed, including its collection, disposal and recycling. Through the use of IoT technologies waste is managed through real-time monitoring. Patterns of waste disposal can be predicted and also smart technology will let you know when your bins are getting full helping to ensure they don’t overflow, therefore preventing waste spillage, reducing vermin and maintaining sanitary conditions. Smart bins which include waste management capabilities also help businesses to reduce their impact on the environment by the efficient sorting and recycling of waste. Nano-Coating Technology Other developments include the use of nano-coating technology in the commercial cleaning industry. This is ground-breaking and can totally transform your working environment. When nano-coating solutions are applied to a surface they repel stains. The beauty of this is that any spilt liquid simply slides off without making marks. The effect is long-lasting and makes subsequent cleaning much easier, reducing the need for frequent cleaning and thereby reducing your cleaning costs, which is good news all round. Nano-coating technologies have anti-microbial and anti-viral properties which negates the use of strong disinfectants to sanitise surfaces. This lessens air-pollution in the workplace, because of a reduction in the use of chemicals. That reduction has a knock-on effect on the environment with less chemicals needing to be disposed of. Nano-coating can be applied through a spray solution and is used to clean and protect toilets, kitchen areas, workstations and flooring and other areas such as windows and door handles, as well as a number of other surfaces. Advantages of Using Modern Technology in Office Cleaning There is no doubt that commercial cleaning practices are benefiting from the practical application of modern technologies. These technologies are literally improving the workplace and making it a better, cleaner, safer place to be. Enhanced Efficiency New technology also streamlines the cleaning process, saving time and resources and firms like Cleanology – based in Vauxhall, South West London - use it to help them deliver swift and effective cleaning services. Improved Hygiene Standards These new practices are ensuring higher standards of hygiene, which help businesses avoid the spread of germs and bugs and promote cleaner air-quality – which all makes for a healthier and cleaner workplace. Cost-effectiveness Finally investing in modern cleaning technology reduces long-term operational costs with less cleaning required, reducing cleaning hours but improving efficiency. Article written by By Juliet Widdicombe, MD of Cleanology. Visit Cleanololgy for more information.

Few garments are as instantly recognisable as the Scottish kilt. Rich in history, distinctive in design and deeply connected to Scotland's cultural identity, the kilt represents a tradition that continues to bring families, communities and generations together. Behind every well-made kilt lies a combination of skilled craftsmanship, knowledge of tartan and an understanding of the traditions that make Highland dress so special. Among the businesses dedicated to preserving this heritage is Houston Kiltmakers, established in 1909. Founded by William Houston as a gentlemen's outfitting business in Paisley, near Glasgow, the company has evolved over more than a century into a specialist in traditional Scottish kilts, Highland wear and tartan. Today, it remains a fourth-generation family business, serving customers in Scotland and around the world. From Gentlemen's Outfitters to Traditional Kiltmakers The story of Houston Kiltmakers began in the early twentieth century, when William Houston established his business to serve the clothing needs of gentlemen in the Paisley area. At that time, traditional menswear was central to everyday business, social occasions and formal life. The shop supplied the clothing and accessories expected of a traditional gentlemen's outfitter. As the years passed, the business gradually developed its specialism in Highland dress. Kilts, tartan garments and formal Scottish outfits became increasingly central to its identity, transforming the shop into the specialist business recognised today. The company’s history is closely connected with Paisley, a town celebrated for its textile heritage and its internationally famous Paisley pattern. Located just outside Glasgow, Paisley has long been associated with weaving, textiles and the wider Scottish clothing trade. This setting provides a fitting home for a business whose work depends on fabric, pattern, precision and an appreciation of Scottish tradition. From these early beginnings, the business continued to develop, adapting to changing fashions while retaining its connection to traditional Scottish clothing. A Family Business Across Four Generations One of the defining features of Houston Kiltmakers is its continuity across generations. Rather than losing its identity as the clothing trade changed, the business developed its expertise and passed its knowledge from one generation to the next. William Houston established the original business, and the Houston and MacDonald families subsequently helped shape its development. Ken MacDonald became a central figure in the modern business, bringing decades of experience in menswear, tartan and Highland wear. His son, Ewan MacDonald, has followed him into the trade, continuing the family's involvement in the industry. This generational approach represents more than the continuation of a family name. Traditional kiltmaking requires detailed knowledge of tartan cloth, accurate measurements, garment construction, pleating and fitting. Experience gained over many years is an important part of maintaining these skills and passing them on to future craftspeople. For Houston Kiltmakers, the family connection also supports a personal approach to customer service. A kilt may be purchased to celebrate a wedding, mark a family occasion, honour Scottish ancestry or become a garment treasured for decades. Understanding the customer's needs is therefore an important part of the process. The Art of Traditional Kiltmaking A properly tailored kilt is much more than a length of tartan fabric. Its distinctive appearance depends on careful construction, precise measurements and the arrangement of pleats to complement the pattern of the cloth. Houston Kiltmakers specialises in traditional Highland wear, with kilts made in Scotland and tailored to individual requirements. The company describes its approach as combining quality materials, skilled workmanship and personal service. The process of choosing a kilt begins with selecting a suitable tartan and cloth. Weight, colour, pattern and the intended use of the garment all contribute to the final choice. A kilt for regular wear may have different practical requirements from one intended primarily for weddings, formal occasions or ceremonial events. Measurements and fitting are equally important. A well-made kilt should sit correctly at the waist, fall to the appropriate length and allow the pleats to hang neatly. The finishing details help give the garment its characteristic shape and appearance. The result is a garment that combines practicality with a distinctive visual identity. Traditional craftsmanship ensures that the kilt remains connected to its historical roots while continuing to be worn in contemporary Scotland and beyond. Tartan - The Colourful Language of Scottish Identity Tartan is at the heart of Highland dress. Its intersecting lines and carefully arranged colours create patterns that can be associated with families, clans, geographical areas, organisations and modern designs. For many customers, selecting a tartan is one of the most meaningful parts of purchasing a kilt. Some wish to wear a pattern associated with their family name or clan, while others choose a tartan for its colours, appearance or personal significance. There are also tartans created for organisations, businesses, special events and individual projects. Houston Kiltmakers offers an extensive range of tartans and states that it can arrange special weaving and the development of bespoke tartan designs. This allows customers to explore traditional patterns while also considering something more individual. The company's work in tartan design demonstrates how an established Scottish craft can continue to develop. While historic tartans remain important, new designs can reflect modern communities, celebrations and organisations, adding further chapters to the living tradition of Scottish textiles. The Bute Heather Collection - A Modern Scottish Classic An important part of Houston Kiltmakers' more recent history is the development of its Bute Heather tartan collection. Designed by Ken MacDonald, this distinctive range demonstrates how traditional Highland dress can embrace contemporary colours while retaining the character of tartan. The collection includes a variety of colourways, offering alternatives to more familiar clan patterns. It has become associated with kilt hire and formal occasions, particularly weddings, where couples and wedding parties may wish to coordinate their outfits while maintaining a recognisably Scottish style. The Bute Heather range illustrates the creative side of kiltmaking. Designing a tartan involves considering colour combinations, the proportions of the pattern and how the finished cloth will appear when tailored into a garment. It is an example of the way established makers can contribute new designs to Scotland's continuing textile tradition. Special Tartan Designs and Notable Connections Houston Kiltmakers' experience extends beyond traditional clan tartans. The business has also undertaken bespoke projects for organisations and special occasions. One notable example was the Glasgow's Miles Better tartan, designed by Ken MacDonald for staff uniforms at the Glasgow Garden Festival in 1988. Two kilts made from this tartan were presented to Prince Charles for his sons during the festival period. More recently, Ewan MacDonald has contributed to custom tartan projects, including a design for Domino's Scotland inspired by the company's familiar red, blue, black and white branding. The business has also produced a specially designed tartan for the inauguration of a Buchanan clan chief in 2022. These projects demonstrate that tartan is not confined to historical patterns. It can also express the identity of an organisation, commemorate an occasion or bring a new visual interpretation to an established Scottish tradition. Highland Dress for Weddings and Special Occasions For many people, their first encounter with a traditional kilt is at a wedding. Scottish Highland dress remains a popular choice for grooms, groomsmen, fathers of the bride and groom, and other members of the wedding party. Houston Kiltmakers provides Highland outfits for formal occasions, with options ranging from individual kilts to coordinated ensembles. Depending on the event and the wearer's preferences, an outfit may include a kilt, jacket, waistcoat, shirt, neckwear, sporran, kilt hose and other traditional accessories. Kilt hire is another important part of the business, allowing customers to wear Highland dress for a special event without purchasing an entire outfit. For those who expect to wear a kilt regularly or want a lasting family garment, a made-to-measure purchase offers a different option. The choice of tartan can be particularly significant at weddings. Some families prefer a clan-associated pattern, while others select colours that complement the wedding theme. With access to a wide range of tartans and specialist advice, customers can create an outfit that reflects both Scottish heritage and individual taste. From Paisley to Customers Around the World Although Houston Kiltmakers is often associated with searches for kiltmakers in Glasgow, its shop is actually located in Paisley, Renfrewshire, a neighbouring town with a rich textile history. Its address at 67 High Street places the business in the centre of Paisley, where it continues to welcome customers seeking traditional Highland wear and specialist tartan services. The company has also adapted to the changing demands of modern retail. Through its online shop and international mail-order service, Houston Kiltmakers supplies customers beyond Scotland, including people overseas who wish to reconnect with their Scottish ancestry or purchase authentic Highland dress. This international reach reflects the enduring appeal of the Scottish kilt. Scottish communities around the world continue to wear tartan at weddings, Highland gatherings, family celebrations and cultural events. A specialist maker in the west of Scotland can therefore serve customers who may live thousands of miles from the place where their chosen tartan was woven or their kilt was made. Despite these changes, the importance of personal service remains central to the company's stated approach. Selecting a tartan, arranging measurements and choosing the appropriate accessories can be a complex process, particularly for first-time buyers. Specialist guidance helps customers understand the options and assemble an outfit suited to the occasion. Preserving a Traditional Scottish Trade The history of Houston Kiltmakers reflects the wider story of traditional Scottish clothing businesses. Over the twentieth and twenty-first centuries, changing fashions, new manufacturing methods and shifts in retail have transformed the clothing industry. Businesses specialising in traditional garments have had to adapt while retaining the skills and knowledge that distinguish their products. Houston Kiltmakers' continued family ownership provides one example of this balance between continuity and change. Its work encompasses traditional kiltmaking, contemporary tartan design, formal Highland outfits and international retail. Ken MacDonald's involvement in the wider industry has also included professional roles with the Scottish Tartans Authority and the Incorporation of Weavers of Glasgow, organisations connected with the preservation and promotion of Scotland's textile traditions. Such connections underline the importance of specialist knowledge in an industry where the history of a pattern, the quality of the cloth and the construction of the finished garment all contribute to its significance. A traditional kilt can be worn for decades and passed between generations. It may accompany a wedding, a family celebration or an important cultural event, becoming part of a family's own history. The craftspeople who make these garments help ensure that the skills behind them remain relevant to future generations. Houston Kiltmakers Today More than a century after William Houston established his original gentlemen's outfitting business, Houston Kiltmakers continues to specialise in Scottish Highland wear and tartan. Its development from a traditional clothing shop into a fourth-generation family business reflects the changing role of the kilt in Scottish life. Once closely associated with particular regional and ceremonial traditions, Highland dress is now worn by people from many backgrounds and countries, for both formal occasions and personal expressions of identity. The company's combination of traditional tailoring, extensive tartan choices, bespoke design and international service allows it to serve this varied audience while maintaining its roots in Paisley. For anyone seeking a Scottish kilt, a complete Highland outfit or a specially designed tartan, Houston Kiltmakers represents a longstanding connection between Scottish textile heritage and contemporary craftsmanship. More Than a Century of Scottish Tradition The story of Houston Kiltmakers is ultimately a story of continuity: a business established in 1909 that has adapted through changing times while retaining its connection to Scottish dress. From its origins as William Houston's gentlemen's outfitters to its present-day specialism in Highland wear, the company has developed across four generations of family involvement. Its work in traditional kiltmaking, bespoke tartan design and formal Scottish clothing illustrates how a historic craft can continue to evolve. Based in Paisley, close to Glasgow, Houston Kiltmakers remains connected to the textile traditions of the west of Scotland while serving a worldwide community of customers. Every tartan tells a story through its colours and patterns. Every carefully tailored kilt carries the work of the people who make it. For Houston Kiltmakers, the challenge and privilege of more than a century in business has been to bring these two traditions together—and to ensure that the art of Scottish Highland dress continues to be worn, appreciated and passed on. For more information on Houston Kiltmakers visit here & for hire visit here.

Family Business United has launched the fourth issue of Bitesize, its official digital magazine dedicated to delivering timely insight, inspiration and practical thinking for the family business community. Designed to be insightful, relevant and easy to digest, Bitesize celebrates the diversity and strength of family enterprises while exploring the opportunities, challenges and experiences that make them distinctive. Issue 4 brings together a collection of features that shine a light on the journeys of individual family firms alongside the wider issues shaping the future of family business. From business evolution and succession planning to governance, leadership and family relationships, the latest edition offers readers a mix of real-world stories and thought-provoking insights to inform their own family business journeys. Among the highlights is a look at twenty years of family business evolution at Victor Pizza, the story behind Whartons Roses and the journey from lettuce production to award-winning fizz at Tinwood. These stories celebrate the entrepreneurial spirit, resilience and ambition that underpin successful family enterprises. The issue also tackles some of the most important questions facing family businesses today. Features explore why succession can no longer be left until tomorrow, the value that non-executive directors can bring to family firms, and the experience of a daughter inheriting a family business. Readers can also discover why open conversations are so important to keeping family businesses alive and how leaders can navigate succession in times of uncertainty. Paul Andrews, Founder & CEO of Family Business United, said: “Family businesses are incredibly diverse, but they share many common experiences, challenges and opportunities." "Whether it is preparing for succession, bringing new perspectives into the boardroom, managing family relationships or continuing to evolve as a business, there is always something to learn from the experiences of others." “Bitesize was created to bring those stories and insights together in an accessible and engaging format. We want to celebrate family businesses, share the lessons they have learned and provide ideas that readers can take away and apply in their own businesses. Issue 4 continues that mission, combining inspiring family business stories with practical thinking on some of the issues that matter most to families in business.” The latest edition reinforces Family Business United’s commitment to supporting the family business community by providing a platform for shared learning, celebrating the achievements of family firms and encouraging conversations about the future. As family businesses look to the next generation, the importance of planning ahead, developing strong governance and maintaining meaningful communication remains central to long-term success. Through its mix of business profiles and topical features, Bitesize aims to help readers reflect on their own experiences while learning from the journeys of others. Issue 4 of Bitesize is available now for £7.95 through the Family Business United website here