Hendy Foundation, the charitable organisation affiliated with the family-run Hendy car dealer network, has expanded its Board of Trustees, welcoming new members to maximise its fundraising efforts in support of local projects, people, events and charitable organisations. The new trustees bring a wide range of expertise, strengthening the Board in areas including business partnerships, charity engagement, communications, finance and fundraising. Following its latest round of funding in late 2025, the Foundation awarded grants totalling more than £61,000 to support over 50 non-profit organisations. With a fundraising target of £90,000 set for 2026, achieving this goal would take the total amount donated by the Foundation since its launch in 2018 to more than £500,000. Joining the Board as Business Relationship Trustee is Simon Palmer, who worked at Hendy Group for over 40 years before retiring in 2025. Simon will focus on developing and maintaining business and supplier partnership fundraising. He is joined in this role by Kayleigh Smith, Group Procurement Manager at Hendy Group, who will work alongside Simon to oversee these business fundraising initiatives. Kevin Fisher, Process Engagement Lead at Hendy Group, has been appointed Charity Relationship Trustee and will support ongoing relationships with charities that have received grant funding from the Foundation. Claire Bradley has also been appointed Charity Relationship Trustee, working alongside Kevin Fisher. Claire works within Hendy Group as a Talent and Resourcing Partner. Ruby Barrett joins the Board as Social Media Trustee, supporting the promotion of the Foundation’s work to colleagues, customers and business partners. From January 2026, Tim Porter, who has been recruited externally, has taken on the role of Finance Support Trustee, assisting the Treasurer with due diligence and financial oversight. Lucy Thornton joins as a General Trustee, bringing experience in events and fundraising from her existing charitable experience, whilst working within Hendy Group as Group Reward and Payroll Manager. Rebecca Hendy, one of the founding trustees, will continue as Chairperson of Hendy Foundation, retaining responsibility for the Foundation’s leadership and strategic direction. Christine Drew remains Treasurer and enters her fifth year in the role, continuing to oversee financial governance and stewardship. Mike Weatherston has been appointed Vice Chairperson and Colleague Relationship Trustee. Having previously served as a trustee with a general remit, Mike now holds a defined role focused on colleague engagement across the Hendy Group. Rebecca Hendy, Chairperson of Hendy Foundation, said: “The appointment of new trustees strengthens the Board, bringing invaluable skills and experience. The refreshed team will support our ambition to grow the Foundation’s reach and ensure we can continue to make a meaningful difference." "With our new Board in place, we have set ourselves an ambitious fundraising target of £90,000 in 2026, which would mean we will have raised over half a million pounds and supported more than 400 local charities and community projects since 2018.” For more information, visit here .

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign highlights both the depth of talent emerging from family firms and the long-term outlook that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come." "Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” One of the businesses featured in the campaign is Shepherd Neame, Britain’s oldest brewer. Founded in 1698, Shepherd Neame has been crafting beers at its historic site in the medieval market town of Faversham for more than 300 years. Today, the family business operates around 300 pubs and hospitality venues through a mix of tenanted and managed models. David Everett, Apprenticeship Lead at Shepherd Neame, said investment in people is central to the company’s long-term success. “Shepherd Neame is committed to developing and investing in its people,” he said. “We are proud to have partnered with industry-leading training provider HIT Training to create a range of bespoke apprenticeships across our managed pubs, hotels, support office and brewery." "Our apprenticeship programme is designed to empower our people to achieve their career goals by building skills and earning recognised qualifications.” Among those benefiting from the programme is Claire Illman, who has completed a Level 5 Operations or Departmental Manager apprenticeship and is now undertaking a Level 6 Chartered Manager Degree Apprenticeship. “Being an apprentice has given me the chance to return to education,” Claire said. “I hadn’t done any formal learning since 1993, but I had a real desire to improve my performance and my team’s success, particularly by learning how to coach and mentor staff effectively." "Most importantly, this has been about my professional and personal growth and making a real difference at work.” She said working within a family business has been a key part of her development. “I’m seen as an individual—an extended part of the family. It’s inspiring when the CEO knows you by name, and I’ve been able to grow with the support of management and my colleagues.” Claire added that the apprenticeship has expanded her professional network and exposed her to best practice across multiple industries. She said the benefits have been wide-ranging, from improved leadership and teamwork to greater confidence in decision-making, increased empathy and patience, and a renewed commitment to staff development. “It’s made me a strong advocate for training and development,” she said, pointing to her support for initiatives such as WSET courses, customer service apprenticeships and attendance at trade fairs. The programme has also inspired her to become more actively involved in Shepherd Neame’s Diversity, Equality and Inclusion initiatives, including staff wellbeing, neurodiversity and workplace improvement groups. As National Apprenticeship Week 2026 continues, stories like Claire’s underline the message at the heart of Family Business United’s campaign: apprenticeships are not only helping individuals build successful careers, but are also playing a crucial role in securing the future and legacy of the UK’s family businesses for generations to come.

As National Apprenticeship Week reaches its 19th year, HMG Paints is demonstrating its continued commitment to workforce development within the sector through a showcase of the various development pathways found within apprenticeships in the business. Apprenticeships play a crucial role in the long-term development strategy of the HMG, with the development of technical expertise and industry knowledge through on-the-job learning being fully supported by leaders within the business, many of whom started their HMG careers as apprentices. Apprenticeships have played a key role for all employees looking to further their education and have proved to be great for those who want to advance in their career within HMG, with apprenticeship pathways supporting both early-career development and long-term advancement into more senior and specialist roles across the business. HMG has a long history of developing its own staff and offers a range of career development opportunities which are taken up by employees, around 40% of employees have taken part in external training courses during their time at HMG. In recent years, participation in apprenticeship and T-Level programs has continued to grow, with a significant number of employees participating in structured learning pathways since 2023. These programs span a wide range of pathways across the business, in both technical and non-technical roles. A member of staff who took a non-technical apprentice route was Head of People and Culture Melissa Strowbridge who undertook a Degree Level Apprenticeship in Business Management. Speaking on her time as an apprentice, completing her Melissa said: “My apprenticeship served me with an excellent launchpad for my career. It was more than just a qualification and equipped me with skills both inside and outside the classroom, which laid the foundations for growth. HMG have always been committed to supporting both me and my learning, allowing me to progress in my career, showing that HMG are a company that truly invests in its people.” Continuing with the theme of degree apprenticeships, another example can be seen through HMG’s Product Manager Shannon Williams, who has progressed into her role following the completion of a Degree Apprenticeship. "The Degree Apprenticeship helped to develop my skills and knowledge of business through a wide range of subjects and management processes. These skills have helped with my new role as Product Manager, and HMG provided me with the support and time needed throughout to enable me to complete the degree.” “The apprenticeship helped me gain a range of new skills have made a tangible impact on the business. My career journey from Print Room Assistant to Product Manager is a story of success enabled by apprenticeships. It is a demonstration on how the program has allowed me to step into a leadership role with the exact expertise our team needed to grow." The business also continues to support many of their current apprentices that work across multiple departments within the business. One such example is HMG’s Marketing Executive Apprentice Joshua Hibbert, who is currently gaining hands-on-experience across a wide range of marketing activities at HMG through his apprenticeship program. “The chance to gain experience through a marketing-focused apprenticeship at HMG has been great. This role has helped to provide me with valuable insight into both the technical and creative sides of marketing in the manufacturing sector” said Josh, speaking on his apprenticeship. “The guidance I have received from the team at HMG has also played a key role in my development, giving me the confidence to take on new challenges within my field and continue to grow in a fast-paced, manufacturing-led environment.” HMG Paints has also seen a number of employees recently complete their apprenticeship programmes and progress into more advanced roles. One example of this is Lewis Whalen, who has completed his CIMA Level 7 Professional Accounting Technician qualification. “My apprenticeship has played a key role in developing me as an accountant by allowing me to combine practical, hands-on experience with structured learning” said Lewis “My understanding of accounting principles has helped me advance in my career, creating new opportunities and greater responsibilities. “ In addition to apprenticeships, HMG has also continued to invest into T-Level programmes, recognising the importance in developing early technical capability and supporting progression into specialist roles within the business. One such instance is Luis Beaumont, who completed a Laboratory Technician Apprenticeship and was recently nominated for Apprentice of the Year at the 2025 British Coating Federation Awards. Speaking on his T-Level Apprenticeship, Luis commented: “My laboratory technician apprenticeship laid the foundation for my problem-solving skills and significantly boosted my confidence in working accurately and efficiently. It taught me discipline and a strong respect for quality standards, making the transition into a quality analyst role a natural progression.” This National Apprenticeship week, HMG is proud to be celebrating the various apprentices from across the business and highlighting the long-term value that is created through apprenticeship and training programs. From production and technical roles to office-based roles, apprentices and trainees continue to play a key role into the ongoing success of HMG Paints. You can see more about HMG and their apprentices during National Apprenticeship Week on HMG’s social media channels including Linkedin and Instagram If you require further information on the press release, please contact: Josh Hibbert HMG Paints / marketing@hmgpaint.com

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign showcases both the depth of talent emerging from family firms and the long-term perspective that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is JW Lees Brewery. JW Lees is Manchester’s oldest brewery and remains based in Middleton, in the north-east of the city. Today, the family-owned group employs more than 1,525 people across its operations, including 150 at the brewery and Middleton Junction site and over 1,375 staff working across its 49 managed pubs, inns and hotels, as well as The Alderley Edge Hotel, The Trearddur Bay Hotel and Willoughby’s Wine Merchants. A further 100 pubs are operated in partnership with pub partners, with sites stretching from Manchester to North Wales. Theresa Mitchell is the Learning & Development Business Partner at JW Lees Brewery, a seventh-generation family business with a proud brewing heritage dating back to 1828. Founded by retired cotton manufacturer John Lees Theresa said apprenticeships play a critical role in sustaining the business for the long term. “Investing in apprenticeships is beneficial for a family business like JW Lees Brewery because they support long-term skills development while preserving the company’s values and heritage,” she explained. “Operating a brewery, warehouse and a large pub estate across the North West of England and North Wales requires a skilled, loyal workforce with diverse knowledge." "Apprenticeships support in-house training, allowing our team members to further develop skills and knowledge to meet specific operational needs.” She added that apprenticeships also offer a clear and cost-effective route to developing talent. “By utilising the Levy fund, apprenticeships provide JW Lees with a structured framework for building clear career pathways, helping us retain talent over time and reduce recruitment and additional training costs." "We continue to broaden the range of apprenticeships offered across all areas of the business to promote the passing on of traditional brewing and hospitality skills, embrace new technologies and ensure the business continues to thrive for future generations.” One of those benefiting from this commitment is Louis Lees-Jones, a Business Development Manager who is currently undertaking the ILM Level 5 Operations Manager apprenticeship with Kendal College. The programme is designed to develop the skills, knowledge and behaviours required to create and deliver operational plans, manage projects, lead and manage teams, oversee change, manage finance and resources, develop talent, and coach and mentor others. Reflecting on his experience, Louis said the apprenticeship has been both engaging and rewarding. “The Operations Manager apprenticeship has been highly engaging, combining learning in an academic environment with the opportunity to connect with colleagues across a wide range of roles throughout our business,” he said. “It’s a privilege to be supported in taking this time to develop, and this long-term investment in people is something that is truly iconic of family businesses like ours.” As National Apprenticeship Week 2026 continues, stories like this underline the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

The recruitment of senior-level talent represents a strategic organisational decision with far-reaching implications for corporate performance, governance, and long-term sustainability. Senior leaders influence strategic direction, organisational culture, and operational outcomes, making their appointment one of the most consequential decisions organisations undertake. Whilst being of significant strategic importance, senior recruitment is complex, resource-intensive, and subject to significant risk. Investing in the use of specialist recruitment firms like Stafffinders can mitigate these challenges and enhance hiring outcomes. Empirical research consistently demonstrates a positive relationship between leadership effectiveness and organisational performance, employee engagement, and innovation capability. Given this impact, senior recruitment decisions should be viewed as strategic investments rather than transactional human resource activities. Key Challenges in Senior-Level Recruitment The supply of senior talent is inherently constrained by experience requirements, leadership competencies, and sector-specific expertise. Furthermore, a substantial proportion of senior professionals are passive candidates—individuals not actively seeking new roles. Research indicates that approximately 70% of senior executives are passive candidates , meaning they are unlikely to respond to job advertisements or conventional recruitment approaches. ( BOB Search ) Evaluating senior leaders requires assessment beyond technical competence, including leadership style, strategic thinking, and cultural alignment. Traditional interview-based assessments have limited predictive validity for leadership success, increasing the risk of mis-hire at senior levels. One way in which Stafffinders can accelerate this process for companies throughout the UK is by conducting first-stage, video recorded interviews using a predetermined set of structured questions. This approach enables clients to make informed decisions about which candidates to progress, while ensuring a consistent and objective assessment, and this has been very successfully utilised on numerous occasions by our team for Senior Hires across the length of the country. Most recently, this technique was used to help a very busy CEO gain a clear ‘sense’ for candidates by reviewing interview responses while travelling overseas. As a result, it significantly reduced the impact on an already demanding schedule and shortened the time from expression of interest to formal interview. The financial and organisational costs associated with senior hiring errors are substantial. Research suggests that the true cost of a bad hire can range from 150% to 400% of annual salary , particularly for leadership roles where strategic and productivity impacts are magnified. ( Eagle Rock CFO ) Other studies report that executive mis-hires can cost several times annual salary due to lost productivity, replacement costs, and organisational disruption. ( Shopify ) Senior recruitment requires market mapping, candidate research, stakeholder alignment, and complex assessment processes. Internal HR teams and hiring managers often lack the dedicated time and specialist capability to conduct exhaustive searches while managing ongoing operational responsibilities. Internal decision-makers may be influenced by familiarity bias, organisational politics, and legacy thinking, which can lead to homogenous leadership teams and missed opportunities to introduce diverse skills and perspectives, impacting on innovation and strategic adaptability. Why Specialist Recruitment Partners Add Strategic Value Stafffinders invest significant resources in market research, talent mapping, and relationship-building with senior professionals. We have deep knowledge of industry sectors, alongside established networks and research methodologies enable us to identify and engage passive candidates who would otherwise remain invisible to internal recruitment teams. By accelerating access to high-calibre talent, our team can significantly reduce time-to-hire. Stafffinders use proactive outreach, confidential engagement, and deep industry intelligence to identify and engage high-calibre candidates, converting interest into commitment without requiring your firm to publicly signal a hiring intention. Unlike open-market recruitment, which can trigger competitive tension, Stafffinders discreetly approaches talent within direct competitor organisations, minimising disruption and avoiding the risk of a retaliatory recruitment “trade war.” Our specialist consultants provide an independent perspective that challenges internal assumptions about candidate profiles, leadership styles, and sector norms, and can conduct psychometric testing to ensure the candidates are the right fit for your team. This objectivity helps organisations avoid insular decision-making and increases the likelihood of appointing leaders with transformative capabilities. By reducing cognitive bias and organisational blind spots, specialist recruiters enhance diversity, innovation, and strategic resilience. Engaging Stafffinders as your specialist recruitment partner should be seen as a strategic investment in leadership capability, organisational performance, and long-term business success. To discuss the market, vacancies or other ways in which we can support you to fill your next hire, call us on: 0141 8871155 or email us: paisley@stafffinders.co.uk

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign highlights both the depth of talent emerging from family firms and the long-term outlook that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They focus on the long term, investing in all aspects of their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of this commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses taking part in the campaign is the Hendy Group, a family business with roots dating back to 1859. Founded by Frederick Adolphus Hendy in Whitchurch, Hampshire, the company began by making and selling bicycles before transitioning into the motor trade in 1898 through partnerships with Benz and Bolle. In 1910, Hendy’s became Britain’s first Ford dealer and continues to represent the brand today. Paul Whettingsteel, Training and Development Assessor at the Hendy Group, said the business remains firmly focused on the future. “The motor industry is fast-moving and full of opportunity,” he explained. “Our apprentices are an integral part of Hendy’s future plans, bringing new people, practices and processes into the business as we continue to evolve.” One of those helping to shape the next chapter of the company is Logan May, an Apprentice Technician based in Fareham, Hampshire. Now in his third year as a Ford technician apprentice, Logan is known for his positive attitude and enthusiasm for learning, always keen to take on the next challenge in the workshop. “Working in a long-standing family business allows me to see how the company has moved with the times and progressed over the years,” Logan said. “Like my apprenticeship, I need to look ahead and explore new technologies and innovations in this fast-paced trade.” As National Apprenticeship Week 2026 continues, stories like Logan May’s underline the message at the heart of Family Business United’s campaign: apprentices are not only building successful careers for themselves, but also helping to secure the future and legacy of the UK’s family businesses for generations to come.

Aldi Scotland has marked a major milestone for its Scottish Sport Fund, reaching £500,000 in donations after ten years of supporting grassroots sports clubs across the country. Since launching the Scottish Sport Fund in 2016, Aldi Scotland has committed £50,000 each year to help individuals of all ages and abilities get involved in sport within their local communities. Over the past decade, the initiative has supported more than 650 clubs across Scotland, from grassroots football and curling to rowing, swimming and tennis, helping to improve access to sport and encourage active lifestyles. Clubs supported through the fund span the length and breadth of the country, from Annan Athletic Ladies Football Club in the south to Orkney Rowing Club in the north. Funding has helped organisations invest in vital equipment, coaching, facilities and kit, enabling them to welcome more participants and continue delivering opportunities within their communities. Aldi has also announced that its 2026 Scottish Sport Fund will launch this spring, as Scotland gears up for a landmark year of sport. With the men’s national football team heading to the World Cup for the first time since 1998, Glasgow set to host the Commonwealth Games and a packed calendar of major sporting events and competitions, the fund will continue to support and nurture the next generation of sporting talent. Sandy Mitchell, Regional Managing Director, Aldi Scotland, said: “Reaching £500,000 in donations is a proud moment for everyone involved in the Scottish Sport Fund. Over the past decade, we have seen first-hand the difference this funding can make to clubs and communities right across Scotland. “Across the breadth of Scotland, the fund has helped hundreds of clubs provide opportunities for people to enjoy and benefit from sport. As the country looks ahead to an exciting year of major sporting moments, we remain committed to supporting grassroots sport and helping inspire the next generation to get active and follow their sporting ambitions.”

A spectacular display of more than 1,000 balloons floating above Farringdon marked the reopening of historic City pub The Hoop and Grapes . The eye-catching launch transformed the five-storey building into a real-life version of the house from Disney’s Up, celebrating the long-awaited return of one of the area’s most distinctive pubs. Independent family brewer and pub company Shepherd Neame has invested £1.8 million in restoring the Grade II-listed landmark, which had been closed since 2019 during redevelopment of the surrounding area. The renewed pub now offers three distinct experiences. The ground floor retains the character of a classic London pub, opening onto a courtyard terrace. Upstairs, customers can unwind in the relaxed first-floor Terrace Bar, or retreat to the intimate Parson’s Parlour at the top of the building, ideal for private dining and gatherings. The space features a striking black lacquered self-playing piano, along with a darts board and games table. Located just minutes from Fleet Street, The Hoop and Grapes dates back to 1721. Built on land that once formed part of St Bride’s Church burial ground, the pub is famously associated with illicit ‘Fleet Marriages’ linked to nearby Fleet Prison. Its colourful past is reflected in a bespoke swing sign depicting a clandestine wedding scene, alongside hand-painted external signwriting that enhances the restored façade. Throughout the refurbishment, traditional craftsmanship has been prioritised. Highlights include a hand-painted ceiling mural in the first-floor bar and handcrafted stained-glass panelling across the back of the ground-floor bar. The décor also celebrates the shared heritage of the pub and Shepherd Neame, with quirky historic news articles about Britain’s oldest brewer displayed near the bathrooms. Sustainability was also a key focus during the refurbishment, with energy-efficient fridges, smart cellar technology, and LED lighting installed throughout. The pub is led by General Manager Phil McAree, whose relationship with Shepherd Neame spans more than 20 years, including managing the Coach & Horses in Mayfair and the Cock & Woolpack in Bank. Working alongside new Head Chef Aleksandrs Voroncovs, Phil has helped develop a distinctive food offer centred on locally sourced, seasonal produce and relaxed, shareable dishes. Oysters are a speciality, served freshly shucked or grilled in the pub’s take on Oysters Rockefeller. Small plates include miso-glazed aubergine with sweet tahini yoghurt, burrata, and grilled lamb koftas with smoky baba ganoush, while larger dishes range from Whitstable Bay beer-battered haddock and chips to tandoori chicken skewers and a 5oz grilled sirloin with Parmesan and garlic butter. The extensive drinks offer features Shepherd Neame’s award-winning Kentish ales and lagers, premium English wines - including from Champagne Taittinger’s Domaine Evremond vineyard in Kent - and a curated cocktail list. The reopening is part of Shepherd Neame’s ongoing investment in its premium London estate, following major refurbishments at The Tom Cribb, The Westminster Arms, The White Horse and Bower, and the acquisition of the Bishops Finger in Smithfield. Operations Manager Ryan Torrie said: “Seeing more than 1,000 balloons billow above the Hoop and Grapes was a truly magical moment - a joyful way to mark the return of a pub with such a remarkable history." "We’ve worked hard to create a space that showcases the building’s heritage while offering a contemporary, welcoming experience, and the response from our team and customers has been incredible. The energy and excitement in Farringdon on opening day really reflected the care and creativity that has gone into this transformation. We’re thrilled to welcome guests back to enjoy this special place for years to come."

Hendy Group is starting 2026 on a high after securing a top 20 position in the national Family Business Apprentice Employers Report 2025, underscoring its continued commitment to nurturing future talent. Published by Family Business United, the report highlights family businesses making a significant contribution to the UK’s apprenticeship landscape. Last year, Hendy welcomed 15 new apprentices, bringing the total to 38 apprentices currently undergoing training across the family-run business. Hendy also celebrated the graduation of six apprentices from the previous cohort, including two who achieved distinctions. All six were offered and accepted permanent full-time technician roles across Hendy Group. The process of bringing on new apprentices continues unabated. Hendy is always looking for talented people to join the Group. People who are interested in apprenticeship opportunities within the Group and are keen to be part of an innovative and exciting organisation, visit here . Nathan Dyson, Apprentice at Hendy Group, says: “Completing my apprenticeship with Hendy has allowed me to develop my skills and confidence to be able to communicate and build my professional network in the motor trade. Hendy has guided me to perform at my best and allowed me to progress on to the next stage in my career after qualifying with distinctions.” Structured training and a clear career pathway Hendy’s apprentice programme provides one-to-one mentoring, manufacturer-led college training and ongoing support from dedicated College Coaches, Trainers and Apprentice Ambassadors, who help guide new apprentices throughout their apprenticeship journey. The programme can take from one to three years, depending on the chosen speciality. Recruitment has increased following a successful year for Hendy Group in 2025, which now represents 25 automotive brands and has continued to expand its footprint across the South and South West through major site developments. Paul Hendy, CEO at Hendy Group, commented: “Being recognised as one of the UK’s top family-business apprentice employers is a great acknowledgement of the work that so many Hendy colleagues put into developing future talent. Our apprentices play an important role in the business, and it is a privilege to see each one grow into their role and give them a strong start in a dynamic, ever-evolving industry.”

Family Business United (FBU) has launched a nationwide campaign to highlight the contribution of apprentices working within family-owned firms as part of National Apprenticeship Week 2026 (NAW2026). Paul Andrews, Founder and CEO of FBU, said the initiative aims to celebrate both the scale and significance of apprenticeships across the sector. “We wanted to showcase the depth and diversity of apprentices working in family firms across the UK,” he explained. “Family firms are the engine room of the UK economy and focus on the long term, investing in all aspects of their businesses as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key aspect of this investment, and it is a pleasure to share stories about apprentices working in family firms this week in particular.” One of the businesses taking part is the John Good Group, a sixth-generation family enterprise founded in 1833. What began as a ship chandlery in Hull has grown into a multifaceted organisation specialising in logistics, shipping, travel, and e-commerce. Guided by its philosophy of “Growing Businesses Together,” the company places strong emphasis on long-term performance, responsible business practices and community support through the Matthew Good Foundation. CEO Adam Walsh said apprentices play a central role in the organisation’s future. “We invest in apprentices because they are the future of our organisation,” he said. “In a family business with over 190 years of history, longevity relies on constant evolution, and apprentices bring the fresh perspectives, digital fluency and hunger to learn that challenge us to think differently. They are not just trainees; they are a vital investment in our culture, helping us bridge the gap between our traditional values and the modern skills needed to drive our business forward for the next generation.” Among those thriving within the group is Hannah Hopkins, who joined as an apprentice in 2022 and now works as an admin clerk. Her training has included a Level 3 qualification in Business Administration and a Level 2 Certificate in Accounting, programmes she says have broadened her skills and strengthened her confidence. As Hannah explains, “My apprenticeship has provided me with skills such as communication, IT and project support which I can use throughout the organisation,” she said. “I chose an apprenticeship because I was changing career paths and preferred practical learning over full-time study. It also provided the bonus of getting paid while learning the skills and knowledge needed to continue throughout the company.” Hopkins completed her first apprenticeship in 2023 and continued her training in 2024 with accounting studies, which she passed in December 2025. She said the support of her colleagues has been key to her progress. “I wanted to continue learning new things while being able to progress and stay within the company. I was encouraged by my peers to do so, which made me feel supported.” She added that working for a family business has offered a sense of belonging not always found elsewhere. “There’s a real sense of trust because decisions are made with people in mind rather than just profit. The atmosphere is more relaxed and personal, and I’ve had the chance to help in different areas because the company encourages you to get stuck in." "There is a feeling of stability and pride in working here—decisions are made with long-term effects in mind, so it is great to be part of something built to last.” As Family Business United continues its National Apprenticeship Week campaign, Hopkins’ experience stands as a powerful example of the opportunities family firms create for emerging talent, and the value apprentices bring in return.

Birth order remains one of the most powerful lenses for understanding sibling dynamics in family enterprises. A sibling’s place within the family system often influences behaviour, leadership style, relationship patterns—including relationships with in-laws—and the values later passed on to the next generation. Although birth order has been widely discussed in the behavioural sciences for decades, profound social and structural changes—such as shifting gender roles, evolving family forms, and new legal and cultural frameworks—require us to continuously revisit how these dynamics play out in today’s enterprising families. This article offers practical observations that apply to many families, while acknowledging a fundamental truth: no two family systems are the same, and each sibling’s experience is shaped by a unique combination of context and timing. Two Factors That Shape Sibling Relationships Across generations and cultures, two variables consistently stand out: The amount of time siblings spend together during childhood The age gap between siblings Siblings who are closer in age typically form deeper emotional bonds. In larger families, it is common to see informal alliances emerge among siblings born closer together. Another, often overlooked, factor is the stage of the business when each child is born. In enterprising families, birth order intersects with the life cycle of the business itself. Older siblings may grow up during the uncertainty and resource constraints of the startup phase, while younger siblings are raised during periods of growth or maturity. These different contexts shape perceptions of effort, entitlement, risk, and emotional ownership—often long before siblings enter the business. Life-cycle alignment also matters. When siblings share similar life stages—particularly during midlife—relationships often stabilize. By then, roles in the enterprise tend to be clearer, personal identities are more settled, and many earlier conflicts lose their intensity. Oldest Siblings: Natural Leaders Firstborns frequently assume leadership roles, both formally and informally. They are often described as responsible, loyal, structured, and authority-oriented. Research across family firms suggests that firstborn siblings are disproportionately represented in top leadership positions. Older siblings tend to prefer clear decisions and defined hierarchies. While this can bring stability and focus to a family enterprise, it may also limit openness to dissent or alternative perspectives. Gender remains a critical factor. In many cultural contexts, older sisters demonstrate the same sense of responsibility and commitment as older brothers, yet are less likely to be recognized as legitimate authority figures. In some families, leadership opportunities bypass older daughters in favoir of younger sons, reinforcing unspoken hierarchies that can resurface later as conflict. The leadership advantage of firstborns often works well when the business is performing strongly. However, when results falter, unresolved tensions may surface. Authority that once felt natural can quickly be challenged, particularly if siblings feel excluded or unheard. Younger Siblings: Agents of Innovation Younger siblings often enjoy greater freedom, fewer expectations, and more access to family resources. As a result, they tend to develop creativity, independence, and a willingness to challenge established norms. In larger families, younger siblings frequently become the drivers of change—questioning rules, proposing new ideas, and pushing the system to evolve. These traits can be invaluable in periods of transformation, innovation, or generational renewal. At the same time, their perceived privileges can generate resentment if not openly acknowledged and managed within the family system. Middle Siblings: Skilled Negotiators Middle siblings are often natural negotiators. Positioned between authority and freedom, they tend to be adaptable, socially skilled, and capable of seeing multiple perspectives. Yet this flexibility comes at a cost. Because their role is less clearly defined, middle siblings may feel overlooked or undervalued—particularly in same-gender sibling groups. This sense of invisibility can persist well into adulthood and influence how they engage with governance, leadership, and ownership discussions. As family sizes shrink globally, middle siblings are becoming increasingly rare, making this balancing role less visible—but no less important. Final Reflections Birth order continues to shape family enterprise dynamics in meaningful ways. Despite evolving social norms, the timing of births, shared childhood experiences, and the stage of the business remain powerful forces in how siblings relate to one another. While no framework can capture the full complexity of family systems, understanding birth-order patterns provides families and advisors with a valuable lens. Used thoughtfully, it can foster empathy, improve communication, and support more effective governance across generations." About the Author ; Guillermo Salazar is a senior advisor and founder of Exaudi Family Business Consulting. He is an educator, author, and expert on family governance, strategic succession planning, generational transition, and conflict resolution. He is a former FFI board member and a former member of the GEN (Global Education Network) faculty. Guillermo is the recipient of the 2015 FFI International Achievement Award and mentor of the Iberoamerica Virtual Study Group. In 2023 was inducted into the Family Business Hall Of Fame. He can be reached at guillermo.salazar@exaudionline.com.

JCB apprentices have created a unique 80th anniversary project at the company’s World Headquarters that invites the public to tune into its past, present, and future. The team of 15 young engineering, manufacturing and business apprentices designed the innovative ‘listening bench’ for the grounds of the company’s Rocester factory – giving employees, visitors, and the local community the chance to sit, relax and hear JCB’s story. The bench, designed in the style of Joseph Cyril Bamford’s first ever product - a tipping trailer made out of wartime scrap - has built-in speakers which play recordings at the push of a button, capturing the company’s remarkable story over the past eight decades. JCB Chairman Anthony Bamford officially unveiled the listening bench and pressed the button to introduce a recording of his father speaking 30 years ago on the company’s 50th anniversary. Lord Bamford said: “It’s a real thrill to unveil this listening bench and I hope people will enjoy sitting here and listening to stories about JCB. What I think is so clever is the way that our apprentices have integrated speakers into the bench and when I pressed the button, who should be speaking but my father, which was very emotional to hear.” Over ten weeks, a team of engineering, manufacturing, craft, commercial, finance and marketing apprentices were challenged to design and build the bench with a focus on sustainability, using surplus materials from production lines to keep the project as close to carbon neutral as possible. Project leader and Business Administration Apprentice Lana Hockaday, 21, said: “This project has really helped us develop a wide range of skills - from communication and teamwork to organisation and problem-solving." "For many of us, it was our first time taking on something of this scale, so it was a great opportunity to build confidence and experience working across different departments and sites. Seeing it all come together and hearing the finished audio playing from the first bench was an amazing moment.”