There is a moment that comes in the life of almost every successful family business — a moment when the informal arrangements that worked perfectly well in the early years begin to strain under the weight of growth, complexity, and competing interests. It might be triggered by a succession question, a disagreement between siblings, the arrival of a new generation, or simply the realisation that the business has grown beyond what any one person can manage alone. It is at precisely this moment that governance, long overlooked, often undervalued, reveals itself as the single most important factor in determining whether a family business endures or unravels. Good governance is not a bureaucratic imposition. It is not a set of rules designed to slow things down or constrain the entrepreneurial energy that built the business in the first place. It is, quite simply, the framework that allows a family business to make better decisions, manage conflict before it becomes crisis, and build the kind of trust, within the family, within the workforce, and with the wider world, that is the bedrock of long-term success. What Governance Actually Means in a Family Business Context Governance is the system by which a business is directed and controlled. In a family business, this encompasses not just the structures of the company itself, the board, the management team, the reporting lines, but also the relationship between the family and the business. These two spheres are inextricably linked, and managing that relationship wisely is at the heart of good family business governance. Effective governance in a family business typically involves several interconnected elements: a clear ownership structure; a well-functioning board with appropriate independent representation; defined roles and responsibilities for family members who work in the business; a family council or equivalent forum for discussing family matters separately from business matters; and a set of agreed principles, often codified in a family constitution or charter, that guide how decisions are made, how disputes are resolved, and how the business will be passed to future generations. None of this needs to be complicated. The most effective governance frameworks are those that are clear, proportionate to the size and complexity of the business, and genuinely owned by the family rather than imposed from outside. The Board From Rubber Stamp to Strategic Asset In many family businesses, particularly in their earlier stages, the board exists largely on paper. Meetings are infrequent, decisions are made informally, and the concept of independent scrutiny is largely absent. This is understandable when the founder is running the show and everything is working well, the formalities can feel unnecessary. But as the business grows, a passive or purely ceremonial board becomes a genuine liability. A well-constituted board, one that includes independent non-executive directors alongside family members, transforms the governance of a family business. Independent directors bring expertise, external perspective, and the ability to ask the questions that family members may find difficult to raise with one another. They provide a check on the concentration of power in any one individual, help to professionalise decision-making, and lend credibility to the business in the eyes of lenders, customers, and potential partners. The appointment of the right independent directors is one of the most consequential decisions a family business can make. They should be chosen not merely for their credentials but for their ability to engage constructively with the family, to speak honestly when it matters, and to genuinely understand the distinctive culture and values that make the business what it is. A good independent director is not a critic but a trusted adviser with the standing to say what others might not. Separating Family and Business And Why It Matters One of the most important, and most frequently neglected aspects of family business governance is the deliberate separation of family matters from business matters. When family dynamics bleed into business decisions, and business pressures colour family relationships, the results can be damaging to both. A family council provides the right forum for family members to discuss their hopes, concerns, and expectations in relation to the business without those conversations disrupting board meetings or management decisions. It is the place to talk about values, about the role of the next generation, about how wealth will be managed and shared, and about the principles that will guide the family's relationship with the business over time. This separation is not about creating distance between the family and the business. It is about ensuring that both relationships are given the attention and the space they deserve. Families that talk openly and regularly about these matters are far better equipped to navigate the challenges that inevitably arise. Those that avoid the conversations until a crisis forces them are far more vulnerable. The Family Constitution Putting Principles Into Practice A family constitution, sometimes called a family charter or family protocol, is a document that sets out the principles, values, and rules that govern the relationship between the family and the business. It is not a legal document in the conventional sense, though it may inform legal structures. It is, rather, a statement of intent: a record of what the family has agreed, what it stands for, and how it will conduct itself. A well-crafted family constitution might address questions such as: Who is eligible to work in the business, and on what terms? How are dividends decided? What happens if a family member wants to sell their shares? How will the next generation be prepared for leadership? How will disputes be resolved? What are the non-negotiable values that the business will always uphold? The process of creating a family constitution is often as valuable as the document itself. It brings the family together around questions that are easy to defer but impossible to avoid indefinitely, and it builds the shared understanding and trust that good governance depends upon. Families that have invested time in this process consistently report that it strengthens both their relationships and their business. Succession Planning and Governance at Its Most Critical No governance challenge is more important, or more frequently mishandled, than succession. The transition of leadership from one generation to the next is the moment at which the absence of good governance is most acutely felt, and the stakes could not be higher. Research suggests that only around 15 per cent of family businesses survive into the third generation. Poor succession planning is among the leading causes of this attrition. Good governance transforms succession from a crisis into a process. It ensures that the question of who will lead the business in the future is addressed openly, early, and on the basis of merit and suitability rather than birth order or assumption. It creates the structures through which the next generation can be properly prepared, through education, through experience in the business, and through mentoring by those who have led it before. It also ensures that the expectations of non-active family members, those who hold shares but do not work in the business, are properly understood and managed. These individuals have a legitimate interest in the future of the business, and a governance framework that gives them a voice and a clear understanding of their rights and responsibilities is essential to family cohesion. Governance and the Outside World Good governance matters not just internally but in how the family business is perceived by those outside it. Banks, investors, suppliers, and major customers are all more likely to engage confidently with a family business that can demonstrate clear ownership, sound financial controls, a credible board, and a coherent strategy. In an environment where businesses are increasingly expected to demonstrate accountability and transparency, governance is a genuine competitive advantage. For family businesses considering bringing in external investment, preparing for a partial or full sale, or seeking to list on a public market, the quality of their governance will be scrutinised closely. Those that have invested in getting it right are far better positioned, and far more valuable, than those that have not. Starting the Journey For many family businesses, the prospect of formalising governance can feel daunting. The language of boards and constitutions and independent directors can seem remote from the practical reality of running a business day to day. But the journey towards better governance does not need to be taken all at once, and it does not need to be taken alone. The most important step is simply to start. To have the conversations that have been deferred. To bring in an adviser who understands the unique dynamics of family business. To commit, as a family, to the principle that the structures you put in place today are an investment in the future of everything you have built. The businesses that endure, that pass successfully from generation to generation, that grow and adapt and thrive across decades, are almost always those that took governance seriously before they were forced to. They recognised that the framework matters as much as the strategy, that trust must be built and not assumed, and that the greatest gift one generation can give the next is not just a successful business, but the structures and values needed to keep it that way. Governance Is a Gift to Future Generations Good governance is, at its heart, an act of stewardship. It is the recognition that a family business is more than a commercial enterprise. It is a legacy, a set of values, a contribution to the lives of employees, customers, and communities that extends far beyond the lifetime of any individual founder or leader. The families that understand this, that see governance not as a constraint but as the very thing that makes lasting success possible, are the ones who build businesses that stand the test of time. They are the ones who ensure that what they have created with such effort and dedication does not merely survive the transition from one generation to the next, but flourishes. In the end, good governance is not about rules and structures. It is about respect, for the business, for the family, and for everyone whose future is bound up in both.

RH Amar, one of the UK's leading food importers and distributors, has achieved B Corp™ Certification, joining a global community of businesses that meet high standards of social and environmental performance, transparency and accountability. The certification follows a rigorous assessment process in which the family-run company was evaluated across five key impact areas: Governance, Workers, Community, Environment and Customers. The company, which was founded in 1945 and is now led by the third generation of the Amar family, has put social and environmental responsibility at the heart of its business through its ‘Doing Business Better’ strategy which includes a commitment to donate 10% of its profits each year to charity - with more than £3 million donated to good causes since 2013. Last year, RH Amar became carbon neutral for its own operations, and it recently completed the move to a purpose-built sustainable office and distribution facility in High Wycombe. James Amar, RH Amar Strategy & CSR Director, said: “We are delighted to achieve B Corp™ Certification. As a business we are committed to supporting our people, building strong partnerships, reducing our environmental impact and giving back to communities and see this certification as both recognition of our efforts to date and encouragement to keep improving.” Chris Turner, CEO of B Lab UK, says: “Welcoming RH Amar to the B Corp community is hugely exciting. Its commitment to doing business differently will be an inspiration to others and will help spread the notion that success in business is as much about people and planet as it is profit.” RH Amar is now part of a growing community of over 10,700 businesses globally that have certified as B Corps. The B Corp community in the UK is the largest and fastest growing in the world, with over 2,700 companies spanning a range of different industries and sizes. About RH Amar RH Amar is one of the UK’s leading full-service distributors and growth partners for ambient foods - providing sales, marketing and technical support to successfully grow brands across the UK market. The company is a family-run business, founded in 1945, and now in its third generation. It retains family values at its core and treats every brand as its own. RH Amar’s brand portfolio includes some of the UK’s best-loved food brands such as Branston, Cafédirect, Del Monte, Divine, Dunkin’, Ella’s Kitchen, Kikkoman, Macphie, Mutti and Weetabix alongside smaller specialist brands. The company also owns the Camp Coffee, Cooks&Co and Mary Berry’s Dressings brands. RH Amar is B Corp certified and donates 10% of its profits each year to charity, with more than £3m donated to charitable causes since 2013. View the RH Amar brand portfolio on here.

A new Atlassian study has found that honesty about AI use at work may be backfiring, with employees who disclose using AI judged more harshly than peers producing the same quality of work without mentioning it. The research found that 94% of US knowledge workers now use AI at work. However, in a controlled experiment, workers who disclosed AI use were seen as lazier and were less likely to be recommended for high-visibility work, even when the final output was the same. In response, Fineas Tatar, leadership expert and co-founder of Viva Talent, says the problem is not that employees are using AI. It is that many companies have not updated how they define good work. “AI is exposing a management problem more than an employee problem,” says Tatar. “If two people produce the same quality of work, but the person who used AI is treated as less capable, the workplace is still rewarding visible effort over useful outcomes." “That creates a confusing message for employees. Leaders say they want efficiency, but people may still feel they have to prove they did everything manually in order to be trusted.” Tatar says many companies are encouraging AI adoption in theory, while still relying on old assumptions about what productivity should look like. That can push employees to use AI quietly, rather than openly, because they worry the tool will be held against them. He says employers should stop asking, “Did this person use AI?” and start asking, “Was the work accurate, useful, well-judged, and properly reviewed?” Fineas recommends leaders pressure-test their AI culture by looking at: Outcome over optics: Are people judged on the quality and usefulness of the work, or on how manual the process appeared to be? Disclosure without punishment: Can employees explain where AI helped without being treated as lazy, careless, or less skilled? Clear human judgement points: Has the company agreed where human review, context, relationship management, and final decisions still need to sit? Manager consistency: Are leaders encouraging AI use publicly, but penalising it in feedback, project assignments, or promotion decisions? Workflow value: Is AI being used to remove low-value friction, improve preparation, and speed up follow-through, or is it simply creating more content for teams to manage? “For fast-growing companies, unclear AI norms quickly turn into inconsistent briefs, duplicated work, quality-control issues, and managers becoming the final checkpoint for everything,” Tatar adds. “Most teams do not need more vague encouragement to ‘use AI’. They need clearer standards for what good AI-supported work looks like. If leaders do not define that, employees will make their own rules, and some will simply stop being honest about how the work gets done." “The companies that benefit most from AI will be the ones that treat it as part of better work design: clearer delegation, stronger review habits, better preparation, and less low-value admin. AI should remove friction from the workday, not create a new trust problem between managers and teams." “The goal is not to make people look busy. The goal is to help them spend more time on judgement, communication, and work that actually needs a human.”

Solar shading specialist Caribbean is delighted to announce that Managing Director Stuart Dantzic has been elected Vice President of the British Blind and Shutter Association (BBSA), following formal ratification by members at the association’s recent AGM., following formal ratification by members at the association’s recent AGM. Stuart has been involved with the BBSA for almost two decades and, after stepping back from the managing committee when he took over the family business, returned to play an active role in supporting the sector. He is currently chair of the Promotions Working Group, which has recently helped guide the BBSA through a major rebrand. Stuart also serves on the Technical Working Group, which carries out research to demonstrate the performance of the industry’s products in real-world conditions, and on the Training Working Group, which supports skills development and higher standards across the sector. In addition, he represents the BBSA in wider European discussions through ES-SO, the European Solar Shading Organisation. Commenting on his election, Stuart said: “The BBSA plays an incredibly important role in representing the UK shading industry. It brings together manufacturers, retailers and installers with a clear collective voice, while helping to drive standards, technical guidance, consumer awareness and wider industry recognition." “With overheating and energy efficiency now major subjects of discussion, the association’s work feels more relevant than ever. It is a real honour to have been asked to take on this role and to have the confidence and support of my industry peers.” Andrew Chalk, Director of the BBSA, said: “Stuart has been a valued contributor to the BBSA for many years and his election as Vice President reflects both his commitment to the industry and the respect he commands among his peers. His experience and enthusiasm will be a great asset to the BBSA as we continue to champion the benefits of shading across the UK.” As Vice President, Stuart will help support the strategic direction of the BBSA, champion greater awareness of shading and its benefits, support member engagement and help position the association as the authoritative voice for UK shading. He added: “Having worked in the shading industry for more than 20 years, and within a family business focused entirely on external shading, this appointment means a great deal to me personally. It is an exciting time for the sector and I am proud to take on this responsibility.” For more information about Caribbean visit here.

Family businesses are the backbone of the British economy. From the corner shop to the sprawling manufacturing dynasty, enterprises run by families account for a significant proportion of private sector employment and output across the United Kingdom. Yet for all their enduring appeal, family businesses carry a unique set of advantages and vulnerabilities that set them apart from their corporate counterparts. Understanding both sides of the coin is essential for anyone looking to run one, invest in one, or simply make sense of how so much of British commerce actually works. The Strengths A Long-Term Mindset One of the most frequently cited strengths of family businesses is their tendency to think in generations rather than quarters. Where a publicly listed company may feel compelled to chase short-term shareholder returns, a family business can afford to take the longer view. Decisions about investment, staffing, and strategy are often made with the next generation in mind, which can lead to more sustainable, patient growth. This long-term orientation is particularly valuable during economic downturns, when family firms are often more willing to absorb short-term losses rather than make damaging cuts. Trust, Loyalty, and a Shared Culture Family businesses frequently benefit from a powerful internal culture built on trust. When family members work together, there is often an implicit understanding of shared values, a common work ethic, and a mutual commitment to the business's success that is difficult to replicate in a professional management structure. This sense of loyalty can extend beyond the family itself: long-serving employees in family firms often describe a sense of belonging and stability that they struggle to find elsewhere. Speed and Decisiveness Without the layers of bureaucracy that slow down larger organisations, family businesses can often act quickly. When the person making the decision is also the person who owns the business, the distance between identifying a problem and resolving it can be remarkably short. This agility is a genuine competitive advantage, particularly in fast-moving markets where the ability to adapt rapidly can make the difference between thriving and failing. Reputation and Relationships Family names carry weight. When a business bears the family's name — as is common in professions such as law, accountancy, construction, and retail — there is a direct and personal stake in its reputation. This can drive exceptionally high standards of customer service and quality. Relationships with suppliers, clients, and the local community are often cultivated over many years and passed down through generations, providing a network of goodwill that is genuinely difficult for newcomers to replicate. Resilience Research consistently shows that family businesses tend to be more resilient in times of crisis. Their lower dependence on external financing, combined with a greater willingness to make personal sacrifices for the sake of the business, means they often weather recessions and disruptions more robustly than non-family firms. During the Covid-19 pandemic, for instance, many family businesses demonstrated remarkable flexibility and resourcefulness in adapting their operations. The Weaknesses Nepotism and Talent Gaps The most frequently cited weakness of family businesses is the risk of prioritising blood ties over genuine ability. When senior roles are filled by family members regardless of their competence, the business suffers. Talented non-family employees may find their prospects limited by an invisible ceiling and choose to leave, taking valuable skills and knowledge with them. At its worst, nepotism can leave a business poorly managed and ill-equipped to compete. Succession Planning Handing a business from one generation to the next is one of the most challenging transitions any organisation can face. Disagreements about who should take over, combined with emotional complexity, tax considerations, and differing visions for the future, mean that many family businesses do not survive the transition from founder to second generation, and fewer still make it to the third. The absence of a clear, well-communicated succession plan is a vulnerability that family businesses must confront head-on if they are to endure. Conflict Between Family and Business The overlap between family life and business life is double-edged. The same closeness that fosters loyalty can also allow personal grievances, family tensions, and relationship dynamics to spill into the workplace. Disagreements that would be handled professionally between colleagues can become deeply personal when they involve siblings, parents, or spouses. This blurring of boundaries can lead to poor decision-making, low morale among non-family staff, and in extreme cases, the collapse of the business altogether. Resistance to Change The very qualities that make family businesses resilient, their attachment to tradition, their long-term thinking and their strong sense of identity, can sometimes become obstacles to necessary change. Family businesses may be slower to embrace new technologies, restructure outdated processes, or bring in external expertise, particularly when doing so is perceived as a challenge to the founder's legacy. In rapidly evolving industries, this conservatism can leave businesses dangerously behind. Access to Capital Family businesses that are reluctant to dilute ownership by bringing in outside investors may find it harder to raise the capital needed to grow. While this caution is understandable, and often wise, it can limit the scale and speed of expansion. Relying primarily on retained profits or family loans can constrain ambition and leave businesses under-resourced in competitive markets. Governance Deficits Formal governance structures like independent boards, audit committees and clear reporting lines are often lacking in family businesses, particularly in their earlier stages. Without appropriate checks and balances, poor decisions can go unchallenged, financial irregularities can go unnoticed, and the business can become over-dependent on the judgement of a single individual. As a family business grows, the absence of professional governance becomes an increasingly serious risk. Striking the Balance The most successful family businesses are those that manage to hold on to what makes them special, the loyalty, the values and the long-term vision, whilst being honest about their vulnerabilities and taking deliberate steps to address them. That might mean bringing in non-family executives with the skills the family lacks, establishing a formal board with independent directors, or engaging an adviser to guide the business through a succession. It might mean having the difficult conversations about roles and responsibilities before they become crises. Family businesses are not inherently better or worse than any other kind of enterprise. They are simply different, shaped by a set of human relationships that sit at the heart of the venture and influence everything it does. Understanding that dynamic, in all its complexity, is the first step towards making the most of it.

Jewellery lovers and watch enthusiasts have a new destination to discover, as Chapelle, the outlet expert in jewellery and designer timepieces, has officially opened its doors at Livingston Designer Outlet. The Livingston Designer Outlet makes for the perfect location for Chapelle to expand its stores, marking its 14th location. With a history of being family owned, Chapelle has been a part of the sixth-generation family jeweller F.Hinds since 2019. Andrew Hinds, Chairman, trained gemmologist and diamond buyer at F.Hinds and Chapelle, said: “We are thrilled to announce our official opening at the Livingston Designer Outlet. Our wonderful, experienced team are on hand to provide expert advice on our fantastic range of high-quality jewellery and designer watches, at accessible prices for a truly special purchase. We look forward to welcoming customers to the new Chapelle store.” With a passion for making luxury affordable, Chapelle believes that top brands and stunning jewellery should be accessible to all. Their new store offers a fantastic range of last-chance collections from leading fashion brands, handpicked diamond jewellery from around the globe, and elegant styles from some of the most recognisable names in the industry – all for a fraction of the High Street price with discounts up to 70% in-store and online. Michelle Whitelaw, Centre Director at Livingston Designer Outlet said: “Chapelle Jewellery’s arrival at Livingston Designer Outlet offers customers access to premium jewellery brands at great value prices and is a brilliant addition to the schemes already thriving jeweller store category." "The opening of the new store will give visitors the opportunity to find the perfect gift or piece for themselves, and we look forward to welcoming customers to celebrate the opening.” To mark the grand opening on Friday 12th June, Chapelle welcomed their shoppers with festive décor and a celebratory glass of fizz, creating a sparkling atmosphere to debut their newest store. As part of the launch celebration, Chapelle is inviting customers to take part in an exclusive promotion for the two weeks following the opening. Within this time period, any customer who makes a purchase and signs up to the Love Chapelle loyalty programme will be entered into a draw to win a £200 voucher to spend in-store. Love Chapelle members can also receive early access to sales, exclusive discounts and giveaways and birthday treats as part of the programme, making each shopping trip even more rewarding. Further information can be found on the Chapelle website. About Chapelle: Chapelle is the UK’s leading outlet expert in jewellery and designer watches, offering exceptional value without compromising on quality or style. With 14 locations across major outlet centres and a growing online presence, Chapelle helps customers find the perfect piece for less, making luxury affordable. Chapelle boasts over 40 years of expertise in the industry and has been part of family jeweller F.Hinds since 2019.

Independent family brewer Shepherd Neame is proud to once again sponsor the Contemporary Kent Artists (CKA) exhibition series in Whitstable for a second year. The exhibition, featuring original pieces from creatives across Kent based around the theme of ‘We Are Our Memory’, inspired by Jorge Luis Borges’ poem ‘Cambridge’, will run from Thursday, October 8 to Sunday, October 18. Artists from all backgrounds and mediums will be considered for the exhibition, with submissions open until Saturday, June 20. The final pieces will be selected by visual artist Eva Bensasson, Herrick Gallery founder Alice Herrick and CKA Co-Director James Gilgunn. The artwork will be displayed at the Horsebridge Art Centre in Whitstable and judged by Contemporary Art Academy Co-Founder Mathew Gibson, Chelsea College of Arts and Design Senior Lecturer Freya Purdue and Director of The Portobello Film and Arts Festival CIC Damian Rayne. Alongside the main exhibition, there will be a series of live events and showcases in venues around the town, including music, poetry, theatre, artist talks and a display of last year’s artwork. Whitstable art enthusiast and event organiser, Maxine Russo and her partner James Gilgunn, a Margate artist, organised the inaugural event last year, which saw Shringi Kumari receive first prize at a ceremony held at The Duke of Cumberland’s events space, The Boatyard. Shringi, who sold all her work during last year’s exhibition, is also currently showing a collection of her original pieces at The Duke of Cumberland, closing at the end of July. Shringi said: "Winning the CKA Shepherd Neame Kent Artist Award last year was a deeply moving moment for me - a reminder that art rooted in self can create meaningful connections across different experiences and perspectives." Maxine, who is the current Chair of the Fishslab Gallery in Whitstable, and James, who has a Fine Art degree from St Martin’s School of Art, founded the event to help showcase the area’s independent artists and have worked with experienced arts adviser Vicky Caplin to make sure the work is promoted to a wider audience. This year, the pair have chosen to introduce an Open Call, welcoming all artists to submit their work and be considered for the final exhibition. Maxine said: “We are pleased to, once again, showcase and promote the rich breadth of artistic talent that is created in and of Kent.” Shepherd Neame Chief Executive Jonathan Neame will present the first prize, the CKA Shepherd Neame Kent Artist Award 2026. Other prizes include a London gallery exhibition opportunity, a Contemporary Art Academy course, a Whitstable gallery exhibition week and a People’s Choice prize. Jonathan said: “We are proud to once again support the Contemporary Kent Artists exhibition series and sponsor the Shepherd Neame Kent Artist Award for a second year." “It is wonderful to see the exhibition continue to showcase some of the impressive creative talent we have here in Kent and attract people to the town. The Duke of Cumberland will be at the heart of the event again this year, and we are pleased to see one of our pubs playing a central role in this exciting project.” For information about CKA or to submit your artwork for this year’s exhibition, visit here or contact Maxine Russo and James Gilgunn at info@contemporarykentartists.co.uk.

More than 25 years after beginning her brewing career at Fuller’s, St Austell Brewery brewing director Georgina Young has reunited with the company to create a special limited-edition beer for its pubs. Golden Times is a 4% ABV pale ale that celebrates shared brewing heritage, enduring friendships and a mutual passion for exceptional cask ale. More than just a seasonal release, Golden Times is also a deeply personal project for Georgina, who began her career at Fuller’s - which, at the time, was London’s oldest family brewer - in 1999. During her time there, she progressed from shift brewer to brewing manager, later returning in 2013 as brewing and packaging manager before being appointed the company’s first female head brewer in 2017. After more than two decades with Fuller’s, Georgina joined St Austell Brewery in 2019 to take on a new challenge. She said: “I still have many friends at Fuller’s, so it’s a real delight to have been invited to brew a beer for its pub estate. I hope this is the first of many special collaborations for us." Reflecting on her career, she added: “I have a huge fondness and real affection for the company that took a chance on me as a young woman entering the industry. Golden Times is, in many ways, a tribute to that journey and to the people and experiences that shaped it.” The name Golden Times reflects both the style of the beer and the story behind it. Georgina explained: “It’s a play on the golden era of brewing at Fuller’s. It’s a nod to the rich heritage both breweries share, while also raising a glass to what lies ahead.” In the glass, Golden Times is a well-balanced golden ale with floral aromas, bright citrus notes and subtle hints of stone fruit, all supported by a smooth malty base. Brewed using a trio of English hop varieties - Target, Olicana and Harlequin - alongside Cornish malt, the beer has been crafted to be easy-drinking while full of flavour. Golden Times will be pouring in over 80 Fuller's pubs from 11th June and will also be available in select St Austell Brewery managed pubs across the South West, while stocks last.

UK houses lost value in real terms in 2025 and significantly underperformed equities, according to new research by Rathbones, one of the UK’s leading wealth and asset management groups. Its annual report, “Don’t Bet the House”, which compares gains from investing in residential property with typical stock market portfolios, warns property is no longer a reliable investment for people seeking short or mid-term growth. Over the past year, UK house price growth has continued its slump, rising just 1.7% - only half the pace of inflation. Whereas a simple investment mix of 25% UK equities and 75% international equities rose by 11.8% before dividends, Rathbones analysis showed. This is not a one-year wobble. After adjusting for inflation, the average UK home was worth less in 2025 than in 2016, with the proceeds of a typical house sale buying less than they would have nearly a decade earlier. Adam Hoyes, Senior Asset Allocation Analyst and author of the research, said: “We believe there’s been a structural shift, with recent performance reflecting weakness in the drivers of UK house prices rather than short-term volatility. This is not a one-off, rather it extends a poor run for UK house prices going back almost a decade.” The report built on Rathbones’ 2025 analysis and examined recent performance of the UK housing market and fresh factors shaping UK house prices, including slower real income growth, higher mortgage costs, and a more demanding tax and regulatory environment around buy-to-let investments. It notes a particular collapse in London, where house prices fell in 17 of the 32 boroughs in 2025, a total 1.7% fall across the capital. This masks dramatic falls in some places, such as Westminster, Kensington and Chelsea, where prices plunged 14% and 7% respectively. Charlie Newsome, Senior Investment Director at Rathbones, said: “We’re seeing many people selling their buy-to-let and other rental properties because they no longer make sense as short to medium-term investments, and they are putting that money into invested portfolios instead. Right now, residential property isn’t seen as a driver of wealth for later life and retirement for most people.” “Houses have a special role in British attitudes to wealth,” he continued. “But we need to think long term for our clients, helping them navigate economic shifts in order to still meet their goals.” Rathbones’ new research also examined house prices in the 25 local authorities in England with the highest density of second homes, given their common role in financial planning. It found that areas with high concentrations of second homes have also seen prices fall disproportionately, with 19 of the 25 recording declines in 2025, compared to 26% nationally. This had risen to 20 of 25 by the first quarter of 2026. In its first “Don’t Bet the House” analysis of investment in residential housing versus invested portfolios last year, Rathbones concluded that there was a golden age of property investing in the UK, from the mid 1980s, when returns exceeded other investments over thirty years. Longer-term trends however, before and since, lacked the policy and economic drivers of this growth, resulting in more sluggish growth.

For generations, the family business has been the backbone of economies the world over; a story of shared sacrifice, inherited grit, and the stubborn belief that what you build together endures. But today, that story is under greater strain than ever before. The greatest threat? Not recession, not disruptive technology, not even a difficult marketplace. It is the moment when one generation must hand the keys to the next. Succession planning, or the chronic failure of it, stands as the defining challenge facing family businesses in the modern era. The statistics are quietly devastating. Only around 30 per cent of family firms survive into the second generation. Fewer than 15 per cent make it to the third. Behind each of those lost businesses lies not merely a failed commercial venture, but often a fractured family, a squandered legacy, and a community diminished. What makes this so difficult is the uniquely human tangle at its heart. Unlike a publicly listed company, where leadership transitions are governed by boards, contracts, and institutional pressure, a family business carries the full weight of personal history into every boardroom decision. The question of who takes over is never purely strategic. It is freighted with love, rivalry, pride, fear, and sometimes, grief. The Founder's Dilemma At the root of many succession failures is a founder who simply cannot let go. This is not a character flaw so much as a deeply human response to having built something from nothing. For many entrepreneurs, the business is their identity. To step back is, in some profound sense, to disappear. Without a clear sense of what life looks like beyond the office, many founders delay, defer, and, fatally, leave succession too late. The next generation, meanwhile, occupies an uncomfortable position. They may harbour ambitions of their own, or quietly dread the weight of expectation. Siblings who present a united front at Christmas lunch can find themselves in bitter disagreement over questions of control, direction, and fair reward. In family businesses, these disputes rarely stay in the boardroom, they come home. The Governance Gap Compounding matters is the fact that most family firms lack the formal structures that might otherwise cushion these transitions. Without an independent board, a family constitution, or clearly defined decision-making protocols, the business is left entirely vulnerable to the personalities involved. When things are going well, this informality can feel like a strength making the business environment feel nimble, trusting and personal. When succession looms, it becomes a liability. Many family businesses would benefit enormously from separating two distinct but often conflated things: family governance and business governance. The former concerns how the family itself makes decisions, manages conflict, and defines shared values. The latter concerns how the company is run. Conflating the two, as so many firms do, means that a falling-out over inheritance can bring an otherwise healthy enterprise to its knees. The Professionalisation Question Alongside succession sits a related and equally fraught question: when does a family business need to look beyond the family itself for leadership? Bringing in an experienced external chief executive can inject fresh thinking and hard-won expertise. It can also cause profound resentment, particularly if family members feel bypassed or diminished. There is no universal answer, but the businesses that navigate this best tend to be honest with themselves about the difference between loyalty and competence. Promoting a family member into a role they are ill-equipped to fill — out of sentiment, obligation, or the desire to avoid an awkward conversation — rarely ends well for the business or the individual. Equally, the retention of talented non-family staff is a perennial challenge. Capable employees who see the path to senior leadership perpetually blocked by the founder's offspring will, eventually, seek their futures elsewhere. The perception of nepotism, even when unfounded, can quietly hollow out a firm's best talent over time. Old Values, New World None of this exists in isolation. Family businesses today are also grappling with rapid digital transformation, shifting consumer expectations, and a generational divide in how work itself is understood. The founder who built a logistics empire on handshakes and long hours may find himself at odds with a son or daughter who wants to automate the warehouse and introduce a four-day working week. These tensions are not simply generational friction — they are genuine strategic disagreements about what the business is and where it is going. When they coincide with a succession in progress, they can become explosive. The Path Through Family businesses that navigate succession well tend to share certain habits. They start the conversation early, ideally a decade or more before any transition is planned, rather than treating it as something to be dealt with when the time comes. They bring in independent advisers who can say what family members cannot say to one another. They put things in writing: a family charter, a shareholders' agreement, a clear governance framework. Most importantly, they treat succession not as a single event but as a long process of preparation, trust-building, and gradual transfer of responsibility. The next generation earns authority; it is not simply conferred. The Hardest Conversation Is Also the Most Important The family business is one of the most resilient and admirable forms of enterprise humanity has ever devised. It operates on a timescale that puts quarterly targets to shame — thinking not in fiscal years but in generations. That is its great strength. But that same long view demands a willingness to confront uncomfortable truths about mortality, fairness, and the limits of loyalty. The businesses that will thrive over the coming decades are those with the courage to have the hardest conversation of all: what happens when you are gone? Ask it early, answer it honestly, and put the structures in place to make the answer stick. The alternative, silence, delay, and the hope that things will somehow sort themselves out, is not a plan. It is a slow goodbye. Family businesses account for over 60 per cent of all private sector employment in the United Kingdom. Their success, and their survival, matters to all of us.

A mother and son team have gained major backing for a company aiming to radically change the way the food and beverage industry responds to incidents. Friday4:30, an end-to-end platform enabling food brands and manufacturers to manage and log issues from first alert to resolution, has gained a £335,000 investment from venture capital company Haatch. London-based Friday4:30 is the brainchild of incident management expert Emma Sykes and her son Jack, who created a platform based on his mother’s knowledge. The Sykes’ say incident management is too often unprepared, disorganised and frequently leads to a ‘Friday 4.30 moment’, where a response is created ad hoc, late in the day. “Food and beverage has and always will face incidents, from single product failures to full scale production line shutdowns. But, in a world where news travels faster than any response can, the stakes have never been higher." “I've personally dealt with hundreds of incidents. Every single one needs to be handled in a systematic way” said Emma Sykes. Sykes worked directly with food brands helping them overcome issues and incidents. “Over the years, I built a structured approach, and often said: ‘I wish someone could take what’s in my head and create software from it.’ When Jack decided to do just that, I was really thrilled by the possibilities." “The businesses that come through incidents well aren't the ones with the biggest teams. They're the ones who are prepared." Jack Sykes ran his own business while studying at Edinburgh University, creating work experience places for students at start-ups. His interest in technology first began when he took an online course run by Harvard University during the Covid period. “I am not a coder, but I knew what I wanted to achieve, and there are some incredible tools that meant we could create a prototype of the product." “I’d picked up so much over the years from listening to Emma and had a pretty clear idea of what incident response and preparedness involved. It's about bringing together the many moving parts. Incidents aren't always about a product or a service. They can be industry or business-wide." “The platform removes the need for crisis manuals, the scramble to get the right people in a room, and the age-old problem of institutional knowledge walking out the door, whether that's someone on holiday or someone who's left the business entirely." The efforts of the Sykes impressed investors at Haatch, which has invested a six-figure sum. The investment means the company has the capital to launch and onboard its first customers. Charlie Weavers-Wright, principal seed investor at Haatch, said: "Friday4:30 is exactly the kind of business we love at Haatch. Emma has spent decades solving one of food and drinks’ most costly and underserved problems - and most companies are still managing product recalls and supply chain crises on spreadsheets and email chains." "She and Jack are now encoding that hard-won expertise into software that makes professional crisis management accessible to every mid-market brand, not just those who can afford a retained consultant." “The business already has real revenue, real customer intent and a clear gap in the market to fill. We couldn't be more excited to back them.” Friday4:30, which is based in London, was launched in July 2025 and incorporated in September 2025. The company has built an advisory committee drawing on expertise from the UK and USA across food and drink, quality assurance, customer service, technology and professional services “We wanted to do this properly from the outset so we formed an advisory committee in July last year to guide us on our journey. “Now, with the investment and support from Haatch, we are ready to take this to market,” said Emma Sykes. About Friday4:30 Built for Fast Moving Consumer Goods brands and manufacturers, Friday4:30 is the only end-to-end platform keeping brands and manufactures ahead of emerging issues and ready to manage everything from first alert to resolution when things go wrong. Because incidents aren't always about a product, they can be industry-wide or business-wide. And no other platform covers all of it About Emma Sykes Emma Sykes is co-founder and Executive Chair of incident management platform Friday4:30. Emma is also the founder of Care & Reputation, a consultancy focused on customer care, crisis response and reputation. She has spent years advising food and drink businesses from around the world including brands such as Sarson's, Branston pickle, Tilda rice and Ella's Kitchen. About Jack Sykes Jack Sykes is co-founder and CEO of incident management platform Friday4:30. Jack started his first business while studying at Edinburgh University, helping students find work experience places at startups. After his degree he spent a year working before setting about building the prototype that would become Friday4:30.

A Lake District spa resort is to host Cumbria's inaugural Gingerbread House Festival, a national celebration and bold re-imagining of a centuries-old culinary and cultural tradition for creative bakers. Low Wood Bay Resort & Spa is working in partnership with Grasmere Gingerbread to deliver the event on the shores of Windermere over the weekend of 20-22 November. The festival, which has been endorsed by Cumbria Tourism, will showcase ‘gingerbread house’ designs created by a host of competitors, including bakers, confectioners, and individual creators and crafters from across the UK. The brainchild of Grasmere Gingerbread co-director Joanne Hunter, the launch of the Gingerbread House Festival has been marked with the opening of an official entry website to coincide with National Gingerbread Day. “As The Grasmere Gingerbread Shop is the best-known, real life gingerbread house in the country, our Lake District home is the natural location for a national celebration of ‘gingerbread house’ creations that are both eye-catching and edible,” she said. Mark Needham, general manager of Low Wood Bay Resort & Spa – a short distance from The Grasmere Gingerbread Shop – is thrilled to host the culinary competition which will raise funds for Shelter, the housing and homelessness charity. “The Gingerbread House Festival will bring together families, friends and visitors in the Lake District in a pre-Christmas gathering to celebrate exceptional British imagination, craftsmanship and creativity,” he said. For Ben Berry, managing director of English Lakes Hotels Resorts & Venues, The Gingerbread House Festival is an example of Lake District businesses working collaboratively to enhance the tourism ‘offer’ to visitors and holidaymakers. “Grasmere Gingerbread has been a supplier across our venues for over 25 years, and as another family run businesses in the heart of the Lake District, we're proud to be working together with them,” he said. “We've always regarded their high quality, artisan produce as part of our collaborative efforts with suppliers to provide the very best for our guests. It is longstanding business relationships such as these that help us all to pool resources, come up with innovative, creative ideas and enhance what we all have to offer.” Gill Haigh, Managing Director of Cumbria Tourism, said the event would further cement the county’s reputation for innovative and exciting tourism: “As Grasmere Gingerbread is synonymous with the Lake District, it is fitting that, together with Low Wood Bay, it will host the inaugural Gingerbread House Festival this November." “I am already looking forward to entrants using our inspirational landscape and scenery to create magical ‘gingerbread houses’ in the heart of Cumbria.” Entrants are encouraged to let their imagination go wild. From traditional country cottages, elegant stately homes and global cultural landmarks to famous pieces of brutalist architecture, iconic modes of transport or even ‘emergency’ accommodation, The Gingerbread House Festival will shed a spotlight on all kinds of ‘gingerbread house’ designs. “Although we are in the middle of summer and the dark nights of November seem a long way away, I would encourage people to start thinking about the kind of ‘gingerbread house’ they might wish to enter,” added Joanne Hunter. The Gingerbread House Festival will involve fabulous prizes, with the best entry winning the accolade National Gingerbread House of the Year 2026. To enter and find out more about The Gingerbread House Festival, visit here.