With almost 40%1 of people in north Glasgow living with food insecurity, three local organisations are stepping in to do their bit to help families in the area. Young People’s Futures (YPF) run an after-school club, where primary-aged children can enjoy a healthy menu, as well as breakfast at home the next morning, provided by The Courtyard Pantry and funded by the Allied Vehicles Charitable Trust. By using food as a force for change, The Courtyard Pantry tackles poverty in the local community. They offer healthy, affordable meals and create job opportunities, training and volunteer roles for those who struggle to find work. By working with local services, the The Courtyard Pantry also helps people to connect socially and access vital support services, easing the stress of financial difficulties. Their innovative ‘Health by Stealth’ menu, developed with the University of Glasgow’s Public Health Nutritionist team, ensures children receive nutrient-dense, tasty meals designed to meet Scottish dietary requirements. Since the menu launched, attendance at the YPF club has tripled – clear proof of the impact good food has on children’s engagement and wellbeing. The project had initially been funded with ad-hoc donations and reserve funds. These began to run out, however, and Young People’s Futures – though delighted with the programme’s success – weren't in a position to cover the costs themselves. With food provision under threat at YPF due to lack of funds, The Courtyard Pantry turned to the Allied Vehicles Charitable Trust, which stepped in with a £5,600 donation. The donation will fund 14 weeks of meals for around 80 children each week and provide breakfast bags for them to take home after the club. Dale Todd, Managing Director of The Courtyard Pantry said, “We are grateful to the Allied Vehicles Charitable Trust for funding our after-school club food programme. With food insecurity in the community reaching 40%, ensuring children have access to nutritious food is crucial. Thanks to the Trust’s support, we can continue to assist primary-aged children attending Young People’s Futures After School Club in Wester Common.” David Facenna, Corporate Culture Director at Allied Vehicles Group, added, “The Courtyard Pantry has made a real difference in this community for years, and we’re proud to help them tackle food insecurity. No child should learn on an empty stomach – and with this initiative, children can focus on school without hunger holding them back.” This funding means children in Wester Common will have access to healthy meals and a brighter start to each day.  Photos: Community Market at the Courtyard Pantry Community-grown vegetables at Courtyard Pantry Dale Todd, Managing Director of Courtyard Pantry Enterprise David Facenna, Corporate Culture Director at Allied Vehicles Group

Family businesses have long been the backbone of economies across the world, yet they often operate quietly, modest in posture, mighty in impact. In 2025, amid technological acceleration, shifting workforce expectations, and growing pressures around sustainability, family-run enterprises have emerged as some of the most resilient and adaptive organisations of all. Their stories, from small workshops to century-old conglomerates, reveal lessons that many publicly listed giants are only now beginning to appreciate. 1. Long-Term Vision Beats Quarterly Panic Where stock-market-driven companies still dance to the tune of quarterly earnings, family businesses tend to think in decades. This long-range perspective has proven crucial in navigating the turbulence of recent years, from supply-chain disruptions to evolving consumer expectations. Families are increasingly formalising their long-term strategies, often anchored in legacy. The question they ask is not “What will drive next quarter’s profit?” but “What world do we want this business to exist in 30 years from now?” This mindset encourages sustainable investments, renewable energy adoption, responsible sourcing, and careful expansion—rather than frantic cost-cutting although financial performance is on the agenda today possibly moreso than it has been for many years. 2. Purpose Isn’t a Slogan, It’s Survival The era of purpose-driven business has fully arrived, but family firms have lived this ethos long before it became fashionable. Whether it’s protecting a craft passed down through generations or maintaining a personal relationship with the community they serve, their purpose is not crafted by a branding agency: it is inherited. In 2025, younger family members entering the business are amplifying this sense of purpose, tying it to modern concerns such as environmental stewardship, fair labour practices, and inclusive governance. For them, purpose is not an accessory, it’s the core business model. 3. Succession Is Now a Skill, Not an Event Succession planning has historically been one of the most challenging aspects for families in business, often steeped in emotion, tradition, and unspoken expectation. Today, more and more families are approaching succession with the same professionalism as mergers and acquisitions. Formal leadership pathways are being established, external mentors are brought in, and next-generation leaders are encouraged to gather experience outside the family firm before returning. Many families now treat succession as a multi-year apprenticeship, a transition rather than a coronation. And crucially, they recognise that the most capable leader may not always be the eldest child. 4. Professionalisation Doesn’t Mean Losing Soul One of the defining trends of 2025 is the surge in hybrid leadership structures. Family owners remain deeply involved in setting vision and values, while seasoned external executives are brought in to run operations or scale innovation. Rather than diluting the family ethos, this blend tends to strengthen it. Professional managers bring discipline, systems, and modern governance models; the family brings consistency, identity, and a long-view commitment. The result is a business that feels rooted yet agile, something many corporate boards wish they could replicate. 5. Innovation Thrives in Trust-Based Cultures Because relationships in family businesses are grounded in trust, they often create environments where experimentation is encouraged and failure is tolerated. This cultural advantage is particularly relevant in 2025, as artificial intelligence, automation, and digital platforms remake entire industries. Family firms are proving surprisingly effective at integrating new technology while preserving the human element that customers still value. Whether it’s a heritage textile manufacturer using AI to reduce waste or a regional bakery experimenting with data-driven forecasting, innovation is happening without losing the craftsmanship or authenticity that built the brand. 6. The Human Touch Remains Their Superpower In an age of remote work, algorithmic management, and faceless corporate interactions, the human warmth of family businesses feels increasingly rare, and increasingly powerful. In fact, for many family businesses it can evolve into a superpower. Staff often describe feeling part of an extended family, and employee loyalty tends to be far higher than the national average. This cultural cohesion has helped family firms weather economic storms with minimal layoffs, keeping teams intact and morale steady. Customers notice this too: authenticity, continuity, and personal service continue to be selling points that technology alone cannot replace. The Future Belongs to Businesses That Remember Their Roots Family enterprises in 2025 are not relics of an old economic order; they are laboratories of resilience and purpose. They show that long-term thinking can coexist with innovation, that values can be competitive advantages, and that a business does not need to be the biggest to leave the most meaningful mark. As Paul Andrews, Founder and CEO of Family Business United concludes, "As global companies grapple with the demands of transparency, sustainability, and ethical governance, the lessons from family businesses are becoming harder to ignore. In many ways, the future of business may look more like its past, rounded in trust, community, stewardship, and the simple belief that a company should leave things better for the next generation." "If the giants of industry want to thrive in the decades ahead, they might do well to ask: What would a family business do?"

A North Lancashire hotel’s cultural links with Portugal and the production of the country’s renowned Port wines has been brought alive through the modern refurbishment of its bar and lounge.   Lancaster House Hotel has completed the renovation of its Sandeman Bar with a contemporary upgrade which gives a nod to its connections with the House of Sandeman from which it draws its name.   The new look for the bar has been inspired by Tammy Barwell, the restaurant and bars manager at the venue, who embarked on a fact finding mission to Porto arranged by the House of Sandeman.   Tammy returned from Portugal with the idea to showcase the Sandeman Bar with colour schemes to match the company’s history, as well as new artwork and images featuring the Sandeman Cellars to elevate the look and feel of the bar. It was also Tammy’s idea to introduce a timeline graphic of the history of the company dating back to 1790.   The refurbishment of the hotel bar includes an array of contemporary artwork and decoration in bold colours, upholstered chairs and tables, new curtains and wallpaper. Another feature is the Sandeman branded barrel with a plaque explaining how the company was the first to brand a cask of Port in 1805.   The hotel became inextricably linked with the world-famous Portuguese sherry and port wine producers due to a chance meeting on a continental flight in the early 1990s.   When the hotel first opened, its hospitality team were searching for a suitable name and theme for the main bar area. A conversation between an English Lakes Hotels board member and a Sandeman executive proved inspirational, with the result that the Sandeman Bar was named and themed after the port producer.   Tammy explains: “The close links between the House of Sandeman and Lancaster House Hotel have their roots from a Spanish holiday over 30 years ago. English Lakes Hotels was closing in on the completion of its new hotel in Lancaster, but there was a quandary about what to call the main bar at the venue." “Whilst returning home from Jerez, the hotel group’s operations director Douglas Dale struck up a conversation on the plane with a fellow passenger who was very interested to hear about the new hotel venture. That was David Sandeman, the managing director of the House of Sandeman at the time."   “The pair got on so well that Douglas tabled the idea of naming the bar after the Portuguese wine company and theming it accordingly. David graciously accepted the offer to come and open ‘The Sandeman Bar’, bringing with him various items of company memorabilia that are still on display here today.”   The partnership has endured and flourished for over 30 years, with a feature of the hotel bar being its Port and cheese nights and stocks of Sandeman Port sweet red wines, including Ruby, White, and Tawny Ports.   These are all produced from grapes grown in the vineyards of the Douro Valley in Portugal. The nearby city of Porto is renowned for its historical commercialisation and bulk transportation of fortified port wines in the 17th century – hence the eponymous link.   Tammy adds: “My trip to Portugal was a wonderful opportunity to discover more about the grapes, valleys, Ports, and vineyards of the area, as well as immersing myself in the history of the House of Sandeman." “Experiencing their traditions first-hand made a lasting impression on me, and it shaped the vision for our new bar design. I wanted to create a space to celebrate that craftsmanship and invite guests to enjoy its character and charm in a relaxed, welcoming setting. I’m thrilled to have been so closely involved in this thematic refurbishment of our main bar at the hotel.”

Aldi Scotland has invested £6,500 in seven local sports clubs across South Scotland as part of its annual Scottish Sport Fund initiative.  The fund reinforces the supermarket’s dedication to building a healthier Scotland by supporting the work of community sports clubs. Applications open throughout the year in different regions across Scotland, calling on local teams to apply for funding up to £2,500.  Solway Sharks Ladies Ice Hockey Team was awarded £2,500 – the highest funding available.    Founded in 2013, Solway Sharks Ladies Ice Hockey Team is an all-female side based at the Dumfries Ice Bowl, where girls aged 14 and over can discover their passion for the sport in a welcoming and inclusive environment. Players start at open development sessions, mastering the fundamentals of skating and hockey, and can progress through the club’s pathway to compete at the highest level in the Women’s National First Division (WNIHL 1). The club has a proud record of nurturing talent, with several players going on to represent Great Britain at under-16 and under-18 level. The club plans to use the funding from Aldi Scotland to help cover on and off ice running costs such as game and referee fees, transport to away fixtures, kits and training aids. Elsewhere in the region, South Ayrshire Volleyball Club and Stewarton Tennis Club both received £1,000, while Kilmarnock Amateur Swim Club, Irvine Meadow 2012, Annan Athletic Community Football Club and Wilton Park & Hawick Tennis Club each received £500. Aldi Scotland introduced its Scottish Sport Fund in 2016 to support individuals of all ages and abilities to get involved in physical activity in their local communities. The past decade has seen Aldi Scotland support over 650 clubs across Scotland, giving away almost £500,000, with the fund improving community access to sport across the country. Lee Simpson, Solway Sharks Ladies Ice Hockey Team said: “ "We are incredibly grateful for the generous support from Aldi Scotland. Our team is more than just a club, it is a place where girls can develop their skills, build confidence, and enjoy being part of a supportive community. Watching our players grow from their first steps on the ice to competing at a national level is something we are immensely proud of." “This funding will help cover essential on and off ice running costs and allow us to look at holding training camps and further development sessions in 2026. Thanks to Aldi Scotland, we can focus on providing our players with the best possible experience and inspiring more young women to take up the sport.” Sandy Mitchell, Regional Managing Director, Aldi Scotland, said:  “Since launching in 2016, the Scottish Sport Fund has supported a diverse range of clubs with vital funding to invest in much-needed equipment and resources." “It’s inspiring to see the impact this support has on clubs like Solway Sharks Ladies Ice Hockey Team, and how it contributes to encouraging active, healthy lifestyles in communities across Scotland.” Top Photo: Solway Sharks Ladies Ice Hockey Team received £2,500 funding as part of Aldi’s initiative

Holdsworth Foods are expanding their fleet of multi-temp vehicles with 16 new DAF XB210s, 2 new DAF XB290s, and 1 new DAF XD340 trucks, taking their multi-temp fleet to over 140 vehicles. All 19 vehicle bodies are being built by Solomon Commercials and are fitted with the latest safety and fuel efficiency features, including enhanced aerodynamics, non-slip seamless flooring, heavy-duty load restraint systems, and premium stainless-steel fittings for durability. Driver safety and operational efficiency have been prioritised through a comprehensive 4-camera MDR system with in-cab 7” monitor, white-noise reversing alarms, and strategically positioned LED lighting for optimal visibility during loading and unloading. For the XB290s and the XD340, the family business are particularly proud to be investing in the purely electrically driven ECOOLTEC TM182 transport refrigeration units, which suit a larger, rigid, multi-temp application. These units are revolutionary and unique in the transport refrigeration industry, delivering economic efficiency and being environmentally friendly. The TM182 makes use of the natural refrigerants R1270 and R744, unlike F-gases, they do not contain any PFAS which are harmful to the atmosphere. Furthermore, these refrigerants have a negligible Global Warming Potential. The ECOOLTEC TM182 units require reduced maintenance, hold zero ozone depleting potential, and deliver on performance as well which is certainly a win win! The reduction in CO2e by choosing these ECOOLTEC Transport Refrigeration Units (TRUs) over traditional TRUs, is over 14.5t of CO2e per vehicle. That’s a reduction of 43.65t CO2e over the 3 vehicles! Unlike widely used diesel refrigeration machines, the ECOOLTEC unit produces neither local pollutant nor CO2 emissions in battery operation, and up to 98 per cent fewer emissions via the alternator drive. As an independent family business, Holdsworth Foods is proud to be working with other independent family businesses in their industry supply chain. Solomon Commercials have been operating for almost 50 years and Michael I Holdsworth Limited were one of their first customers. ECOOLTEC was founded by Peter Großkopf, well known and respected in the transport refrigeration industry as the founder of Frigoblock. All of the vehicle refrigeration units are being fitted by CC Refrigeration, another independently owned business who Holdsworth Foods have worked with for many years. The XB210s are fitted with Frigoblock EK13 refrigeration units. These units now offer reduced CO2 emissions as well as reduced noise pollution, whilst maintaining reliable performance on our 12t vehicles during their demanding daily, multi-temp, and multi-drop roles. As Millicent Holdsworth, Compliance Director at Holdsworth Foods concludes, "We are committed to operating and investing in the future of our business in a sustainable manner." "Investing in new technology that helps to reduce our environmental impact, improve our operational safety, as well as maintaining relationships with, and supporting, independent businesses in our industry."

Alan Boswell Group (ABG) are delighted to have been awarded the ‘Large Business of the Year’ at the Eastern Daily Press Business Awards 2025. Held at the Norfolk Showground on the 27th November, the awards celebrate excellence within Norfolk’s business community. Across ten categories, they recognise a range of achievements: outstanding business performance (for small, medium, or large businesses), growth and innovation, customer service excellence, sustainability, employer practices, and positive community impact, among others. Within the ‘Large Business of the Year’ category, Alan Boswell Group was a finalist alongside well-respected Norfolk-based businesses Mills & Reeve, Norfolk Passport, and Blakely. As well as winning the ‘Large Business of the Year’ category, ABG was also named as runner-up for the ‘Norfolk Business of the Year’ award. Alan Boswell, Executive Chairman commented, "This award is a testament to the ethos of the whole company and the hard work our team put in every day to deliver excellent service to our clients." "It's an honour to be recognised alongside so many great Norfolk businesses; congratulations to all the finalists and winners." This follows other awards success for the Group this year, including ‘Insurance Broker of the Year’ at the British Insurance Awards 2025, ‘Best Landlord Insurance Provider’ at the National Landlord Investment Show Awards, and a third Which? Best Buy award.

Food and drink exports to the EU are down almost a quarter (23.4%) over the last five years when compared to the five-year period prior to Brexit, according to new data from the Food and Drink Federation (FDF). When looking at Q1-Q3 between 2021 and 2025, food exports totalled 5.1 billion kilograms. This is nearly a quarter lower than the 6.7 billion kilograms exported over the same period between 2016 and 20201. The SPS Agreement: Tackling Barriers To Trade With European Neighbours The latest FDF Trade Snapshot shows how exports to key European markets have plummeted, highlighting the full extent of the challenges food producers have faced in recent years when selling to our nearest and largest trade partner. Between 2021-2025 food and drink exports to Germany dropped almost 60% (59.1%), more than halved (51.9%) to Poland, and were down almost two fifths (39.9%) to Belgium, compared to 2016-2020. The new Sanitary and Phytosanitary (SPS) agreement will be a positive step towards reducing some of the current cost and complexity associated with trading with the EU. But it won’t remove all barriers to trade and will require renewed support for businesses which will need to change their operations following negotiations. This includes providing businesses with sufficient transition periods and timelines during negotiations, to ensure industry can adapt to new trading conditions and the agreement delivers on its potential. The SPS agreement is also just one part of the puzzle. It will address key issues like food safety and plant health, but there’s still wider regulation causing friction when trading with Europe. Developing complementary policy on areas like packaging and labelling, alongside continuing to support businesses navigating customs procedures will also be vital to improving our trade relationship with the EU following negotiations. Home And Away: A Plan For Export Growth Meanwhile, the Trade Snapshot shows that global food export volumes have risen 5.8% since the start of 2025. This has been led by growth in exports to markets beyond the EU, which have outpaced EU exports, rising 6.2% year-on-year in value terms. New global trading relationships provide the opportunity to boost this growth, including with India, where exports have grown nearly a tenth (9.6%) so far this year, and the Gulf Cooperation Council (GCC), where food exports have increased 6.3%. Meanwhile imports from non-EU countries have also seen a notable surge, up 17.1% year-on-year, contributing to the UK’s food security – with total food and drink imports reaching new high this year to date, totalling £49.6bn. FDF has outlined its ambition to work with government to grow UK food and drink exports to £35bn by 2035 and protect supply chain resilience. This includes prioritising the SPS agreement while also ensuring that EU negotiations don’t hinder the significant progress that UK producers have made with finding new customers and ingredient suppliers across the rest of the world. In particular, with new trading agreements such with the GCC expected to be announced, and the new improved agreement with South Korea which was recently announced, increased support and guidance for UK suppliers, particularly smaller businesses, will help them make the most of new opportunities. This includes a £2.6 million fund to promote global export opportunities and promote British products abroad. This would replicate existing initiatives run by the Scottish and Welsh Governments, focusing on support for SME exporters, and promotion at targeted trade shows. Karen Betts, Chief Executive, The Food and Drink Federation (FDF), said: “At a time when food and drink businesses are facing rising production costs, regulatory pressures, and weak consumer confidence at home, easing barriers to trade and growing our exports could not be more important." “A new SPS deal with the EU will help remove barriers to trade with our largest trading partner. But the SPS agreement isn’t a silver bullet, and government will need to work closely with industry to ensure it works for business." “We’ve seen exports to the rest of the world outpace the EU in the last year, and there’s much more government can do to work with exporters, particularly SMEs, to ensure we maintain that momentum. We’re calling on government to work with us on a 10-year export growth plan, backed by £2.6mn of government funds to help businesses expand to new markets." "This will support the government’s ‘number one’ growth mission, as well as building the resilience and competitiveness of UK food and drink manufacturing.”

When it comes to Christmas trimmings, the people of Hampshire know what they want - and shoppers are certainly bringing home the bacon this year with record numbers of pigs in blankets being snapped up from farm shops in Wickham and Winchester. The tasty Christmas classics - a farm-shop-made chipolata wrapped in locally-sourced bacon - have been ordered in record numbers by customers at Westlands Farm Shop’s two branches. Staff at the two shops have been up to their elbows in sausages and bacon wrapping 4,800 sausages already this year. With over 700 Christmas orders already placed and over a week still to go, the shop has reported that 481 packs of 10 pigs-in-blankets have been reserved for local Christmas dinners. Among this year's orders, 213 customers have chosen free-range turkeys from Portchester, putting the business on course to surpass 2024's total orders with several weeks still to go until the big day. The numbers tell a bigger story about changing consumer values. Customers are increasingly prioritising transparency and traceability over convenience, choosing to know exactly where their food comes from and who has produced it. For many, the answer lies in supporting businesses where they can see the entire supply chain, from farm to table. Operations Manager Harry King said: "We're seeing more and more people wanting to know exactly where their Christmas dinner has come from. There's a real move towards conscious shopping and supporting local producers, especially this year." The trend comes during what has been a particularly challenging year for British farmers, with many facing difficult conditions and economic pressures. By choosing local farm shops, customers are actively supporting regional jobs and keeping money within local supply chains. "It's been a tough 12 months for farmers across the UK, so it's encouraging to see this level of support from our customers. They're buying local, and actively seeking out traceable, high-quality produce and asking questions about how it's been reared." The farm shop expects to exceed last year's 800 orders, crediting the increase to customers prioritising transparency and supporting regional food networks. For those yet to place their Christmas orders, Westlands Farm Shop is still taking bookings for the festive period.

The spirit of generosity was alive and well last week as family businesses from across London and the South East came together at Hayman’s of London in Balham for the annual Family Business Festive Food Parcel event. Hosted at one of the UK’s oldest family-owned gin distilleries, Hayman’s remains proudly family-run, with Christopher Hayman and his children, James and Miranda, at the helm. The event brought together guests, supporters and members of the wider community, all united by a shared purpose: to support families in need across London and the South East this Christmas. In the days leading up to the event, and on the day itself, attendees donated hundreds of food items, filling boxes with essential groceries alongside festive treats. Guests also enjoyed the opportunity to step behind the scenes at Hayman’s, gaining insight into the distilling process and the rich heritage that has helped shape the business into a globally recognised British gin brand. Following the event, teams from Family Business United and The Pantry worked together to assemble the food parcels, which have since been distributed through schools across the region to ensure they reach families who need them most during the festive season. Family Business United worked closely with Luke Consiglio and his team at The Pantry UK, who provide 40,000 meals to children in schools across the UK every day. Through their network of schools and the insight of headteachers, families most in need were identified as recipients of the parcels created through the campaign. Paul Andrews, Founder and CEO of Family Business United, expressed his appreciation for the incredible support shown by the family business community: “We were absolutely delighted with the response this year. The generosity shown by family businesses has been truly inspiring, and the items donated will make a real difference to families at what can be a particularly challenging time of year. “Family is at the heart of everything we do at Family Business United, and it’s heart-warming to see our community come together to support other families in such a meaningful way.” The event highlighted not only the strength of the family business community, but also its shared values of compassion, collaboration and a commitment to making a positive impact. Concluding, Paul added: “We would like to thank everyone who helped make this event possible and all those who donated so generously." "Your support will bring much-needed help and festive cheer to families who need it most this Christmas.”

Furniture Village has opened a state-of-the-art National Distribution Centre at Prologis Park Marston Gate, marking a significant milestone in a year of strong growth and long-term investment. By relocating its operation to larger premises immediately adjacent to its existing National Distribution Centre, Furniture Village is making a transformative investment that will double its logistical capacity and support hundreds of existing and new jobs. It will unlock even faster delivery times for customers, strengthen service nationwide and give the business the scale it needs to support rising order volumes. The new facility became fully operational ahead of peak trading in Q4 2025. Founded in 1989 and now the UK’s largest family-owned furniture retailer with 59 stores nationwide, Furniture Village sells an extensive range of beautifully made furniture for the whole home. The new facility will bring together the company’s national and regional distribution services while also housing office space for operational support and a bespoke training facility, creating an expanded, technology-enhanced hub for fulfilment and customer service teams. A comprehensive refurbishment by Prologis included the renewal of offices and taking the unit to an EPC A rating. Prologis Essentials has provided procurement assistance to Furniture Village in relation to elements of its fit-out including wide aisle racking and LED lighting. A bespoke skills academy has been created, giving colleagues the opportunity to hone their expertise in logistics operations and develop industry-leading customer-service skills. By remaining at Marston Gate, Furniture Village retains its experienced workforce, avoids operational disruption, and continues to benefit from the park’s on-site café and mature landscaping featuring an orchard and walking routes. Prologis facilitated the expansion through supporting a seamless transaction within the portfolio, underscoring their commitment to helping customers scale quickly in high-performing, sustainable facilities. Furniture Village prides itself on establishing and maintaining good working relationships with its landlords and this transaction reflects the benefits this can afford both parties. Montagu Evans represented Furniture Village. Colliers, Adroit and Savills represented Prologis. David Ayers, Operations Director, Furniture Village said: “Securing our new national distribution centre gives us the capacity and flexibility to keep pace with customer demand while investing in the future of our team. By increasing our fast-delivery stock and streamlining our operations, we’re able to offer customers a quicker, smoother experience from purchase to delivery, wherever they are in the UK.” Gillian Scarth, Leasing Director, Prologis UK “Furniture Village’s decision to expand at Marston Gate demonstrates how this well-located park can support a growing retailer whilst minimising operational disruption. By refurbishing DC2 to modern, energy-efficient standards and streamlining the move, we’re enabling our customer to scale sustainably and keep its talent exactly where it belongs - here in Central Bedfordshire.” Photo: Furniture Village National Distribution Centre

Family businesses form the backbone of many economies worldwide, including the UK. They contribute significantly to employment, innovation, and community development. However, running a family business brings unique challenges, particularly in governance. The interplay of family relationships and business complexities can lead to misunderstandings, conflicts, and inefficiencies. To ensure long-term success, family business boards must focus on building trust, fostering accountability, and avoiding common governance pitfalls. Trust is the foundation of any successful family business board. Without it, decision-making becomes prone to suspicion and inefficiency. Open and transparent communication is crucial. Board members should be encouraged to engage in honest dialogue, ensuring all voices are heard. Sharing relevant information about the business’s financial health, strategic goals, and challenges with all stakeholders is essential, as is holding regular meetings to discuss key issues and provide updates. Trust is further strengthened by establishing clear roles and responsibilities for all members. When roles are well-defined and documented in a governance charter, confusion and potential conflicts can be minimised. A culture of respect must also be cultivated, where each member’s contributions are valued regardless of their familial ties. Disagreements should be addressed constructively, focusing on issues rather than personal differences, and conflict resolution training can be a valuable tool in this regard. Accountability is equally important for ensuring the integrity and effectiveness of a family business board. Clear expectations should be set, with measurable goals and objectives for both the board as a whole and individual members. Key performance indicators (KPIs) can be used to monitor progress and ensure alignment with the business’s strategic vision. Regular performance reviews should be conducted to evaluate the board’s overall effectiveness and provide constructive feedback to individual members. A code of conduct outlining ethical standards and behavioural expectations can further reinforce accountability. All members should commit to this code, demonstrating their dedication to the success of the business. It is also critical to separate family and business matters. Family-specific issues should be addressed in a dedicated family council or similar forum, leaving board meetings focused on business strategy and governance. Family business boards often face common governance challenges that can hinder their effectiveness. Nepotism and favouritism can erode trust and undermine merit-based decision-making. To counter these risks, appointments should be based on qualifications and merit rather than family ties. Involving independent, non-family board members can also introduce objectivity and expertise to the decision-making process. Another common pitfall is the lack of succession planning. Developing a robust succession plan ensures a smooth leadership transition and helps avoid uncertainty. Identifying and grooming potential successors early is essential, providing them with the necessary training and mentorship to prepare for future responsibilities. Resistance to change is another challenge that can stifle growth. Family businesses must embrace innovation and adaptability to remain competitive while balancing respect for their legacy with the need for fresh perspectives from younger family members. Overdependence on family members can also be risky. Diversifying the board by including external professionals with industry expertise can enhance decision-making and reduce the risk of insularity. Finally, inadequate governance structures can lead to inefficiencies. Formalising governance processes through a written constitution or charter helps outline decision-making, conflict resolution, and succession planning procedures. Independent directors can play a crucial role in bridging the gap between family dynamics and professional governance. Their impartiality and expertise allow them to provide unbiased advice on strategic decisions, mediate family conflicts, and bring fresh perspectives to ensure the business remains competitive. Additionally, family business boards should prioritise education and continuous improvement. Attending workshops and seminars on governance best practices, staying informed about industry trends, and encouraging younger family members to pursue education in business management or governance can significantly enhance the board’s effectiveness. In conclusion, building trust, fostering accountability, and avoiding governance pitfalls are vital for the success of family business boards. By prioritising open communication, clear roles, and professional governance structures, family businesses can navigate the complexities of family dynamics while ensuring sustainable growth. With a strong foundation of trust and accountability, family business boards can safeguard their legacy and thrive in an increasingly competitive world.

Alan Boswell Group has been named ‘Insurance Broker of the Year’ at the prestigious British Insurance Awards 2025, held on the 9th of July at the Royal Albert Hall. The award recognises outstanding customer service, client retention, and excellence across the UK insurance industry. Alan Boswell Group stood out against the other finalists for its customer-first approach, continued investment in its people and communities, and commitment to providing friendly, expert advice. Speaking about the award, Alan Boswell, Executive Chairman, said, “We’re proud to be recognised as Insurance Broker of the Year." " This award is a testament to the hard work and professionalism of everyone across our Group and reflects our continued commitment to putting clients at the centre of everything we do.” Founded over 40 years ago, Alan Boswell Group is one of the UK’s largest independent insurance brokers, offering expert advice and tailored insurance, risk management, and financial solutions to individuals and businesses. The award follows the Group's continued growth and success, with the recent acquisition of three brokers further bolstering their presence across East Anglia.