When you are writing a book about family businesses, you quickly come up against some of the myths and stereotypes surrounding them. First, their importance to the UK economy. Those involved in family businesses would be aware of the frequently used figures – that there are more than five million family firms in Britain, employing 15 million people between them. But the wider public would be surprised by these figures, astonished, even. Perhaps the gap in understanding is because many family companies are small, so their collective importance is not fully appreciated. Secondly, performance. Family businesses in this country are still regarded by some as a sleepy backwater, slow to change and sometimes even resistant to it. In some cases, this would be accurate. But there is plenty of research available which demonstrates that, over the long-run, family companies perform just as well as their non-family counterparts, and sometimes better. A further point about performance is that family firms frequently have a broader definition of success beyond purely financial measures. They want to make a profit, but not at any cost. They want to grow, but not too fast, and not too much, because they don’t want to jeopardise the business. What’s important to them is continuity, maintaining the businesses so it can be passed on to the next generation. This drives a different set of priorities, for which family businesses rarely get any credit. I set about challenging some of these misconceptions in my new book, The Great Survivors. I looked at a dozen of Britain’s oldest family businesses and examined the reasons for their long-standing success. After all, if a company has lasted for 100-200 years or more, they must be doing something right. The aim is to draw out the common denominators. The companies featured include RJ Balson, the Dorset butcher which was first established as a market stall in 1515. There is also Hoare’s Bank, Lock & Co, the London hat shop, and well-known consumer brands such as Barbour, the clothing company, and Walker’s Shortbread. I visited each of the businesses, spending time with family members and other employees. What are the common themes? Perhaps the biggest attribute these great survivors share is that they think long-term, often inter-generationally. As part of this, they often take a cautious approach to their finances; they avoid debt and own freehold property. They usually avoid the stock market too. Many of these choices are about maintaining control. My research also showed that these long-established family firms also tend to have a strong set of values. They play an important role in their local communities because they have been operating in their town or village for so long, and being a good employer is important to them. They also professionalise their structures, bringing in outside expertise in the boardroom or as advisers. One of the biggest myths about family companies is that they are set in their ways. In fact, innovation and adaptability are one of the common attributes of the firms in the book. Take Barbour. Over the last 20 years Barbour has transformed itself from a somewhat conservative maker of waxed jackets, into an international fashion business that is arguably more successful now than it has ever been. Berry Bros & Rudd, the wine merchant founded in 1698, has overseen dramatic change in recent years. It has created two storeys of event space under its London premises, opened a new spirits shop, bought a wine making business and taken a stake in a spirits firm. As one of its directors told me: “We want to have the mindset of a 300 year-old start-up.” But if we are to see a re-appraisal of family businesses in this country, some things will need to change. It’s true that the government could do more to understand this under-appreciated part of our economy. The media could do more to report on family firms. Universities and business schools could do more research into this area rather than concentrating on larger corporates or entrepreneurship. But family businesses could do more too. The community needs more leaders who are prepared to step forward and speak about the way they operate their companies. That would help inform media coverage and send an important message to government. As it stands, too many family businesses stand in the shadows. There is lots of talk about economic growth in the UK at the moment. Our new Prime Minister, Andy Burnham, says he wants growth in every post code. Well, family businesses are in every post code. If we are looking for economic growth that is underpinned by a strong set of values, Britain’s family businesses would be a good place to start. Now is the time to make their voices heard. About the Author - The Great Survivors: Can Britain’s oldest family businesses show us a new way forward? by Nigel Cope (Eye Books, £20) Find out more and order a copy here

Beer lovers are being invited to explore some of the South West's most-loved pubs as a new ale trail launches across more than 150 venues to mark the start of Cask Ale Week 2026. The Tribute Ale Trail, launched by St Austell Brewery to celebrate the 25th anniversary of its flagship pale ale, rewards participants for exploring pubs across Cornwall, Devon, Somerset and Dorset, with prizes ranging from free pints to a complimentary overnight stay. From cosy village locals and coastal inns to countryside favourites, pub-goers can enjoy one of the region's best-loved cask ales while collecting rewards and visiting new destinations along the way. Trail maps are available from any participating pub. Purchase a pint of Tribute to receive that venue's exclusive location sticker, with only one sticker available per pub. To progress through the trail, participants must visit different venues across the region. The more pubs visited, the bigger the rewards: Collect stickers from 10 different participating pubs and receive a free pint of Tribute Visit 50 different pubs and earn a £50 St Austell Brewery voucher Reach 100 different pubs and receive a further £50 voucher Complete the entire trail by visiting all participating pubs and win a one-night stay at a St Austell Brewery managed house worth £200 It's the first ale trail to span St Austell Brewery's pub estate in more than a decade, encouraging people to explore the region, support local pubs and celebrate its thriving cask ale culture. The trail launches during a landmark year for both Tribute, which turns 25, and St Austell Brewery, which is celebrating its 175th anniversary. To mark the occasion, a special commemorative Tribute glass has also been created, showcasing the beer's heritage, quality ingredients and the people behind its success. Georgina Young, Brewing Director at St Austell Brewery, said: "The South West is home to some of Britain's best pubs, so we wanted to create something that gives people a reason to get out and experience more of them." "The Tribute Trail is part pub adventure, part celebration of cask ale and a chance to support the brilliant pubs and communities that make this region so special. Whether you're aiming for 10 pubs or all 150-plus, it's a great excuse to explore somewhere new, find a new favourite pub and enjoy a pint along the way." Tribute began life as an experimental brew created by former Head Brewer Roger Ryman to mark the solar eclipse of 1999 before becoming a permanent beer in St Austell Brewery's portfolio in 2001. It is one of Britain's best-known cask ales and remains closely associated with the South West. Over the years, the brand has supported a number of sporting organisations across the region, including Cornwall County Cricket Club, Cornish Pirates and Bath Rugby, and is currently the official beer partner of Plymouth Argyle. To find out more visit here.

A major new report from professional services firm Deloitte has found that most Scottish workers are now using GenAI at work, with those who have adopted it making clear productivity gains. However, while Scottish adoption and usage is broadly in line with the rest of the UK, a clear gap with London remains. The findings come from Deloitte UK’s inaugural GenAI Workforce Survey, the largest study of workplace GenAI use conducted in a single country. Based on responses from 25,000 workers across the UK, collated between 7th May and 10th June 2026, the research reveals how employees are really using GenAI* in their jobs and how organisations are responding. The survey will be repeated every six months to monitor how usage evolves as the technology becomes more widely adopted. Adoption trails London, but Scotland is no outlier Almost six in 10 Scottish workers (58%) have used a GenAI tool for work, compared with 76% in Greater London. Scotland sits slightly below the 61% average across the UK outside the capital, however. In Scotland, 36% of respondents said they use GenAI at least weekly (compared to 55% of those in London), while 21% said they used it at least daily (with London sitting at 37%). Over seven in ten (71%) of Scottish GenAI users say that they use AI tools that they have permission to use. However. one in five Scottish (21%) said that they use tools at work without their employer’s knowledge, believing they would approve, while a further 9% do so believing they would not, indicating around three in ten don’t have explicit employer permission. Sentiment is broadly positive across the country. Over a third (37%) said that they see their use of GenAI for work as a positive, against 23% that see it negatively. A quarter (26%) remain neutral. A fifth (22%) of Scottish GenAI users said that their work is more enjoyable because they’re using it, against 8% that said it is less enjoyable. The majority, 63%, said that enjoyment levels remain the same. Time saved, but not yet transformation Just under half of Scottish GenAI users (49%) say the tools save them time. Of those, almost six in 10 (59%) save up to three hours a week and almost one in ten (9%) save more than 10 hours. That time is coming from routine tasks rather than complex work. Scottish users most commonly turn to GenAI for looking up information (42%), writing or editing emails (41%), summarising documents (32%) and fact-checking (31%). Almost three in ten (28%) of Scottish GenAI users said they complete ‘some’ of their work by using GenAI. A tenth (12%) said they complete ‘most of it’ by using the technology. However, 22% said that they complete ‘hardly any / none of it’ with GenAI. Training: an opportunity to boost usage and impact Fewer than three in ten Scottish employees (29%) have received formal GenAI training, against 47% in London and 33% across the UK. Where it has been given, it is valued, with eight in ten (81%) Scottish recipients rating it as helpful. A quarter (25%) of Scottish respondents said that training on how to evaluate/fact-check GenAI would be helpful. A fifth (20%) want more GenAI skills training at an advanced level, 21% would like more cybersecurity training specific to AI. A third of Scottish employees (32%) said their employer has a GenAI policy, the same amount (32%) that said their employer does not, 36% do not know, or aren’t sure whether one exists. A lack of trust remains in Scotland More than half of Scottish workers (51%) are concerned about the misuse of personal data, a third (34%) cite bias or discrimination in AI outputs, and 26% worry that managers will overestimate what AI can achieve. Additionally, nearly six in ten Scottish workers (56%) worry that essential workplace skills will suffer because of generative AI, slightly ahead of the UK figure of 55%. Turning to leadership, 22% of workers say leaders at their organisation talk about GenAI and have a good understanding of it, while 29% say leaders do not talk about it at all. Angela Mitchell, practice senior partner at Deloitte Scotland, said: “Scotland is embracing technological change, supported by a skilled workforce and world-class universities. Our survey points to where businesses can go further to better support their people in harnessing GenAI to deliver lasting productivity gains and economic growth." “Adoption rates across Scotland are strong, and workers want to learn about the technology, and understand how to use it in a responsible and impactful way. Firms across the country have an opportunity to build genuine workforce capability that moves beyond providing access to tools and focuses instead on capability, confidence and trust. Doing so will enable employees to spend more of their time on the activities that create value for firms, customers and the wider economy." Nationally, the survey found that British workers are spending close to £1 billion a year from their own pockets on GenAI tools they use for work, with Deloitte estimating annual personal spend at £958 million. One in six (17%) UK GenAI users pay for at least one tool themselves. In Scotland that figure is 14%, against 24% in London, while 46% of Scottish users rely on free tools. *In this press release, GenAI refers to generative artificial intelligence: AI tools, including chatbots, that can generate content such as text, images, video and audio in response to user prompts.

Green-fingered allotmenteers in the north of Glasgow will soon have a new central space to come together, thanks to improvements planned at Hamiltonhill Allotments. Since the 1920s, Hamiltonhill Allotments has been a welcoming space where local people can grow their own food and connect with their neighbours through shared gardening. These days the Hamiltonhill Allotment Association operates as a not-for-profit, volunteer-led organisation. It aims to promote environmentally responsible growing practices, provide access to fresh produce, improve physical and mental wellbeing, and help people find social connections and a sense of belonging. The allotments are made up of over 40 plots and 10 raised beds, providing growing space for over 60 members and their families, a local Afghan community group and an autism group. Members also benefit from a range of shared facilities on site, including a kitchen, polytunnel, orchard, wildlife garden and pond. Everything is set up to support learning, biodiversity, volunteering and seasonal activities which take place throughout the year. After speaking with their members, Hamiltonhill Allotment Association is now planning to improve the communal shelter and tool storage at the site. The project will provide a much-needed functional focal point where the allotment community can meet, hold seasonal gatherings and shelter from the weather throughout the year. Repairs will also be made to the facility used to house gardening equipment, and a notice board will be installed to help members to stay informed and support greater participation in communal activities. The has all been made possible thanks to a £1,088 donation from the Allied Vehicles Charitable Trust. Kyle Taggart, Secretary of the Hamiltonhill Allotment Association Committee, said: “This support from Allied Vehicles will have a huge impact on our allotment community. It will allow us to deliver a new, much-needed, outdoor space where we can get together and hold allotment events throughout the year." "It will also help us make repairs to a vital storage container where we keep our gardening equipment, so that it will last for years to come.” David Facenna, Corporate Culture Director at Allied Vehicles, said: “Hamiltonhill Allotment Association provides a fantastic space for local people to come together, learn new skills and enjoy the benefits of gardening. We are delighted that this funding will help create a new central area for members while also improving facilities on site. The allotments have served local people for over 100 years, and it our hope that these improvements allow it do so for many, many more.” The improvements will strengthen the allotment and its facilities and will help community members come together to continue growing and connecting with nature, and each other, for a long time to come no matter what Glasgow's weather throws at them.

UK manufacturers remain confident about their future prospects, despite rising energy costs and ongoing geopolitical uncertainty. Barclays Business Prosperity Index research among manufacturing leaders shows businesses are responding by investing in automation, taking a longer-term approach to planning and pursuing opportunities across defence, national security and critical infrastructure. Barclays’ anonymised client data from around 30,000 UK manufacturing businesses, comparing Q2 2026 to Q2 2025, shows a growing divergence between larger manufacturers and SMEs. Among larger manufacturers served by Barclays UK Corporate Bank, cash inflows fell 3.5 per cent year-on-year, while loan balances increased by 12.8 per cent. This suggests businesses are continuing to invest despite softer trading conditions In contrast, SME manufacturers served by Barclays Business Banking, recorded a 1.4 per cent increase in cash inflows. However, average loan balances fell by 17.7 per cent, despite the number of loans increasing by 1.1 per cent, while savings balances also rose by 1.1 per cent, suggesting smaller firms are prioritising financial flexibility Manufacturers remain confident and plan further ahead in response to uncertainty The vast majority of manufacturers surveyed (94 per cent) expect their business to prosper over the next 12 months, even as almost nine in 10 (89 per cent) say energy costs are constraining growth or investment to some extent. This confidence is supporting a longer-term approach to decision-making, with over three quarters (76 per cent) planning major investment, sourcing and supply-chain decisions further ahead than they were a year ago. The research shows that manufacturers expect to increase spending by an average of 32 per cent over the next 12 months, while two thirds (66 per cent) have borrowed to fund investment over the past year. Automation and storage transition drives resilience and investment Automation of robotics is becoming a key resilience tool for UK manufacturers, with 87 per cent saying it is helping them manage disruption and demand volatility across their operations. Manufacturers also report benefits ranging from improved order fulfilment and delivery performance (23 per cent) and better forecasting and decision-making through data insights (23 per cent), to stronger supply chain resilience (22 per cent). The next phase of investment is increasingly focused on AI and resilience. Over the next three to five years, more than a quarter (27 per cent) plan to invest in agentic AI or AI-driven planning, forecasting and decision-making systems, alongside cybersecurity and operational resilience technologies (25 per cent) and logistics automation (22 per cent). Businesses are also strengthening operational resilience through storage transition. More than one in 10 (13 per cent) have increased on-site storage or are holding additional buffer stock, while 10 per cent are actively expanding storage capacity. Growth in production volumes is the most frequently cited driver of additional storage needs (22 per cent), followed by geopolitical supply-chain uncertainty and increased customer stockpiling (both 19 per cent). Tom Horton, Head of Manufacturing at Barclays UK Corporate Bank, said: “Despite continued pressure from energy costs and a more uncertain global environment, businesses are responding by looking further ahead, investing with greater certainty and building more resilient operating models." “The opportunities ahead are significant. From advanced manufacturing and AI-enabled operations to defence supply chains and national infrastructure projects, businesses are positioning themselves to capitalise on long-term growth markets. Those able to invest, innovate and scale will be well placed to benefit from the next phase of the sector’s development.” Defence and critical infrastructure opportunities gather pace As manufacturers continue to invest for growth, opportunities in defence, security and critical infrastructure markets are becoming increasingly important across the sector. More than three quarters of manufacturers surveyed (77 per cent) view working with the defence sector more positively than 12 months ago. As governments and businesses respond to a more uncertain global environment, 72 per cent of manufacturers have reported increased demand from defence and security customers. Looking ahead, manufacturers are taking a longer-term view of emerging growth opportunities. More than a quarter (27 per cent) plan to develop or sell defence-related products over the next three to five years, with the same proportion targeting dual-use products with both civilian and military applications. This shift is already influencing investment decisions, with 81 per cent of firms saying they have made changes to support defence, national security and critical infrastructure. This includes planned investment in physical security upgrades (66 per cent), security clearances and specialist recruitment (63 per cent). Sarah Collins, Head of SME Industries at Barclays Business Banking said: “Manufacturers are showing a remarkable ability to adapt, whether that's embracing new technologies, strengthening their operations or exploring opportunities in emerging markets." “For smaller businesses in particular, balancing investment with day-to-day resilience remains a priority. Through the Barclays Business Prosperity Fund and our wider support offering, we're helping manufacturers access the finance, insights and networks they need to grow, improve productivity and unlock new opportunities.” To support businesses to invest for growth, the £22bn Barclays Business Prosperity Fund is available to provide lending and refinancing to eligible Business Banking and UK Corporate Banking clients across the UK.

Family Business United is delighted to announce a new addition to its 2027 events calendar, offering family business owners and leaders the opportunity to go behind the scenes at one of Britain’s most celebrated family-owned breweries. On Tuesday 6 April 2027, Family Business United will host an exclusive Family Business Tour & Insight at Hall & Woodhouse in Blandford St. Mary, Dorset, bringing together the story of a remarkable family business with a unique opportunity to experience the business from the inside. Founded in 1777 by Charles Hall in Blandford Forum, Hall & Woodhouse has grown from its Dorset brewing roots into one of the UK's best-known independent family-owned regional breweries. Today, the business is synonymous with its Badger Beers range and operates an estate of more than 180 pubs across the south of England. Yet, behind the beer and the pubs lies something even more enduring: a family business that has successfully navigated almost two and a half centuries of changing markets, generations, consumer tastes and economic conditions. The event will provide attendees with an opportunity to explore that story first-hand. 250 Years Of Family Business Heritage The event will include a behind-the-scenes tour of Hall & Woodhouse, followed by an insight session featuring Anthony Woodhouse, a seventh-generation member of the family, who will share his perspective on the family's journey, the evolution of the business and what it takes to sustain a family enterprise across generations. For family business owners, there will be plenty to take away from a business that has had to continually evolve while remaining rooted in its heritage and family ownership. Hall & Woodhouse's story is one of longevity, but also of innovation. Alongside its traditional country inns, the business has developed a reputation for creating ambitious, multi-million-pound, custom-designed destination pubs, demonstrating how a historic family business can continue to invest, innovate and create new experiences for customers. The company's achievements have also been recognised beyond the brewery itself. In 2025, Hall & Woodhouse was named Best Managed Pub Company at the Publican Awards, while 2026 marked a landmark year for the business as it celebrated 250 years of Dorset brewing heritage, including a visit from King Charles as part of the celebrations. An Opportunity To Learn From Another Great British Family Business Family Business United's Tour & Insight events are designed to provide family business owners and next-generation leaders with something that cannot always be captured in a case study or conference presentation: the opportunity to step inside another family business, see how it operates and hear directly from the people involved. The Hall & Woodhouse event promises to be no different. The day will combine a tour of the business, an informal insight into the family's experience of building and sustaining the business over seven generations, and the opportunity to meet and network with fellow family business community members over a buffet lunch. Paul Andrews, Founder and CEO of Family Business United, said: "We are delighted to be adding Hall & Woodhouse to our 2027 events calendar. There are few better examples of family business longevity than a company that can trace its roots back to 1777 and is still independently owned by the family today." "What makes these visits so valuable is the opportunity to go beyond the public story of a family business and hear about the decisions, challenges, opportunities and values that have shaped it over generations. Hall & Woodhouse has an incredible story to tell and we are looking forward to bringing our family business community together to experience it first-hand." Join Us At Hall & Woodhouse The Family Business Tour & Insight at Hall & Woodhouse takes place on Tuesday 6 April 2027, from 10.30am to 2pm, at Hall & Woodhouse, Blandford St. Mary, Dorset. Places for this exclusive event are limited and are expected to be in demand. For family business owners, directors, next-generation leaders and those with an interest in the dynamics of successful family enterprises, it represents a rare opportunity to step inside one of Britain's longest-established family businesses and learn directly from the seventh generation. Book early to secure your place and join Family Business United as we shine a light on another great British family business.

From one Staffordshire industry stalwart to another - digger giant JCB is showing its support for the pottery industry by placing a major order with a leading chinaware manufacturer. The order with Stoke-on-Trent’s Duchess China 1888 will see its fine bone china used at JCB sites across the globe and available to buy for the first time as a collectors’ item for JCB memorabilia fans. The order for around 1,300 cups, saucers, plates, teapots, and coffee pots will be used at the company’s World Headquarters in Rocester as well as JCB North America and JCB Brazil, and JCB dealerships across the UK, Europe and as far afield as Panama. The latest order is the largest ever placed in a relationship spanning more than 25 years and is the first order to take Duchess China products across multiple JCB sites globally. Duchess China ware plays a particularly important part in the JCB Visitor Centre experience at the World Headquarters which last year welcomed almost 57,000 guests, served 39,000 teas and coffees, 14,000 lunches and served dinner to more than 1,000 people on the JCB branded fine bone chinaware. In addition, JCB branded mugs embossed with 22ct gold are being produced for the first time and will be sold, along with JCB cups and saucers, at its Visitor Centre gift shop at Rocester as well as online via www.jcbshop.com by searching the word 'duchess'. JCB Chairman Lord Bamford said: “Flying the flag for great British business wherever we can is important to JCB and particularly so for fellow Staffordshire industries. The Potteries and its people have always held a special place in my heart and I’m pleased JCB can do its bit to support the ceramics industry in Stoke-on-Trent. I’m also delighted that some of our overseas factories and dealers will be using Duchess China products to showcase the area’s ceramics skills at JCB sites around the world.” Based in Uttoxeter Road, Longton, Duchess China 1888 lists Harrods, The Orient Express and fashion houses such as Burberry and Jimmy Choo among its clients. Co-owner and director Jason Simms said: “Every piece of chinaware made here goes through up to 30 pairs of hands and we are all proud to know that it is valued and used by an iconic and successful brand like JCB. Sustainability is at the heart of everything we do; our clay is made here in Stoke-on-Trent and our products are handmade from start to finish by local people who are among the industry’s most skilled artisans." "Ensuring their crafts - from gilding to hand painting - remain alive is vital for the industry and JCB’s support over the decades shows how much this artistry is appreciated." “We have much in common with JCB; we both have proud histories in this county, we both produce the highest quality products and we are both ambitious. It is a privilege to have been associated with the brand for more than a quarter of a century and long may our relationship continue.” Duchess China 1888 also runs factory tours in association with the nearby Gladstone Pottery Museum. For details email gladstone@stoke.gov.uk or telephone 01782 237777.

Family Business United is delighted to announce that Terry Peck has been recognised for a lifetime spent building Capital Roofing and giving back to the community with a Family Business Lifetime Achievement Award. Terry Peck, Managing Director of Capital Roofing Co Ltd, has been recognised at this year's Family Business United Lifetime Achievement Awards, honouring a career spent building one of the UK's most respected family-run roofing contractors. Terry has dedicated his working life to Capital Roofing, based in Bexley, growing it through decades of hard work, determination and visionary leadership into a business renowned across the industry for its quality, integrity and commitment to excellence. His nomination points to a clear and consistent thread running through that career: a genuine passion for the roofing industry, combined with a real ability to mentor and inspire the next generation of people coming into it. That combination has shaped Capital Roofing into a business that places equal importance on its employees, customers and suppliers, rather than treating any one of them as secondary to commercial success. Terry's unwavering commitment to maintaining the highest standards has, in turn, earned the company an outstanding reputation within the roofing trade and underpinned its continued growth. Beyond the business itself, Terry has always believed in giving back to the community around him. He has supported numerous charitable initiatives over the years and has personally sponsored a wide range of local sports, including boxing clubs, marathon events, Bexley Football Club and other grassroots football teams. That support for young people and local community organisations has, by every account, had a lasting and meaningful impact well beyond the roofing industry itself. In recognition of that charitable work and community service, Terry was awarded the Freedom of the City of London in 2015, an honour that reflects his dedication to helping others quite separately from the success of his business. Those who nominated Terry point to a combination of vision, resilience, generosity and family values that has created a legacy reaching far beyond turnover or growth figures. His leadership has shaped Capital Roofing into a thriving family business while inspiring those around him through his integrity, his commitment to doing things properly, and his consistent willingness to support both his industry and the wider community. Terry Peck's recognition reflects a career built on two things happening at once: a family roofing business grown the right way over decades, and a community around Bexley that has felt the benefit of his generosity for just as long.

Family Business United is delighted to announce that Mark Rutter, Co-Founder and Chairman of Open Study College, has been recognised as part of this year's Family Business United Lifetime Achievement Awards, honouring nearly two decades spent turning an ambitious start-up into one of the UK's leading online education providers. Mark co-founded Open Study College in 2007, recognising early on the opportunity to make high quality education more accessible and affordable through flexible online learning. In the early years he was involved in every aspect of building the organisation, from developing the business model and establishing partnerships to creating a culture centred on learners, quality and innovation. That groundwork laid the foundations for sustained growth. Under Mark's leadership, the business has grown from a start-up into a nationally recognised online education provider, now supporting more than 150,000 learners across over 250,000 course enrolments, built on an outstanding reputation for quality, accessibility and learner support. Colleagues describe Mark as approachable, commercially astute and genuinely passionate about creating opportunities for others. He has fostered a culture built on integrity, innovation and accountability, empowering leadership teams to take ownership while remaining actively engaged in setting the business's strategic direction. His entrepreneurial vision saw the potential of online learning long before it became mainstream, and he backed that belief with real investment, at a time when it was far from a safe bet. In 2018, Mark handed the role of Chief Executive to his daughter and co-founder, Samantha Rutter-Bryant, moving into the role of Chairman while continuing to provide strategic guidance and ensuring the business stayed focused on innovation and sustainable growth. Mark has long believed that education should be a force for social mobility, creating opportunities for people regardless of their background, age or circumstances. That philosophy has shaped a business model built around removing traditional barriers to learning for working professionals, parents, career changers and those returning to education after many years away from it. That same belief in giving back extends into the local community. Open Study College donates to Birmingham based Help Harry Help Others Cancer Charity for every enrolment the business receives, a cause the Rutter family describe as close to their hearts, alongside a wider culture of charitable fundraising and community engagement across the organisation. Those who nominated Mark point to a leadership style defined by humility and authenticity, one focused on developing future leaders and creating an environment where people are trusted to innovate and take ownership, so that the organisation's success is shared rather than resting on any one individual. On his nomination, Mark said: "When Sam and I founded the business, our ambition was simple: to make education more accessible and give people the opportunity to change their lives through learning. I never imagined how many learners we would go on to support or the impact the business would have over the years. I have always believed that education has the power to transform lives, and I remain immensely proud of what we have achieved together." Mark Rutter's recognition reflects nearly two decades spent proving that a flexible, learner-focused business model could scale nationally, while handing leadership to the next generation of his own family without ever losing sight of why the business was founded in the first place.

Family Business United is delighted to announce that Gerald Bloom, has received a Lifetime Achievement Award in recognition of a lifetime, quite literally, spent building British manufacturing businesses from nothing. Gerald's story does not begin in plastics at all. He grew up the youngest of three brothers in a family built around Bloom's, a clothing company founded by his tailor grandfather, Loo Bloom. Gerald spent a year learning the trade at the high end clothing house Aquascutum in London, fully expecting to return to the family firm. But with his grandfather, his father and two older brothers already running the show, there was little room for a younger son's ideas. Gerald came to a conclusion that would define the rest of his working life: it was not a good idea for one family to all live off a single business. So he set out to build his own. He placed an advert in the local paper and talked his way onto the factory floor of a plastics company, running night shifts and learning every machine and process the business had. It was also where he learned, from a boss with a memorably poor way of treating people, exactly how not to run a team. That experience, he says, is what pushed him to go it alone. In 1961, with a small bank loan, Gerald converted a set of old horse stables off Birmingham's Broad Street into a factory of around 1,000 square feet, building much of his own equipment from scratch. He named the business Midland Industrial Plastics. What began with tinted Perspex sun visors and street lighting covers for local manufacturers grew, factory by factory, from Aston to Walsall to an 80,000 square foot site, and eventually to Stourport, as MIP became a major supplier to the trucking and then the automotive industry. Along the way, Gerald talked his way into designing and prototyping an entire truck interior for Leyland when nobody else believed a Birmingham plastics man could do it. He pioneered new materials and processes in the UK, including a wood and polypropylene composite called Woodstock and an injected foam process for door casings, work that ultimately made MIP a trusted supplier to Land Rover and Range Rover, producing components for a thousand vehicles a week. He talked his way past a legendarily gruff purchasing director at British Leyland to win an order on the spot. He steered the company through the collapse of British Leyland as a client in 1975, through the recession that followed, and through the tightening demands of just in time manufacturing. And in between all of that, in 1965, he found time to win the RAC British Rally Driving Championship. By 1998, MIP employed around a thousand people and turned over close to ninety million pounds. Recognising, in his own words, the importance of knowing your place and your capabilities in business, Gerald sold the company to the American industrial group Textron, seeing off more than one insincere buyer along the way with the lesson that a deal is only done when the money is in the bank. Most people would have called that a career. Gerald called it a beginning. Alongside his long time colleague Peter Raby, who had joined him nearly thirty years earlier, he started again from a factory in Droitwich, deliberately choosing a name nobody would forget: Big Bear. More than 25 years on, Big Bear Plastic Products employs around 80 people and is now, fittingly, a family business in its own right, run by Gerald's daughter Emma Hockley, who has led it through, among other things, the pandemic. What comes through every account of Gerald, from colleagues, customers and his own family, is not just the scale of what he built, but how he built it. He is described, without exception, as honourable, a man whose word is his bond. He is generous, having rescued his own brother's business, another automotive supplier from administration and turned it into a success. He is famously organised, never without the diary in which every promise, his own and everyone else's, is written down and kept. And he remains, even approaching his 90th year, restlessly ambitious for the business, still to be found on the shop floor most days, usually in a pristine suit and tie under his hi-vis. Gerald has employed thousands of people across two businesses over more than sixty years, some of them for over thirty years apiece, and by every account you would struggle to find one of them with a bad word to say about him. He puts much of that down to a lesson he has tried to pass on throughout his career: that the quality of the result is equal to the quality of the instruction, and that clear, respectful communication will take you further in business, and in life, than almost anything else. From a converted stable off Broad Street to two major British manufacturing businesses, from the rally stages of 1965 to the boardrooms of Land Rover and Leyland, Gerald Bloom has spent a lifetime building, employing, mentoring and, above all, doing right by the people around him and is totally deserving of recognition and a worthy recipient of this year's Lifetime Achievement Award.

Family Business United is delighted to announce that Matthew Pudney, a man whose career traces the entire journey from the post room to the boardroom has been awarded a Family Business Lifetime Achievement Award. Matthew's career at Princebuild spans nearly four decades. He joined in 1988 in the administration of term maintenance contracts, and from the outset showed the work ethic and drive to improve things that would come to define his career, quickly rising to lead the company's Maintenance Division and overseeing the opening of multiple branches across East Anglia. Recognised early for his forward-thinking approach, he went on to develop Princebuild's bespoke IT systems, transforming how the Group operated, before heading up its IT and Communications Department and extending his influence into Branding and Marketing too. Matthew became a board member in 2000 and a shareholder in 2003, taking on responsibility for the Group's strategic direction and long-term growth. In 2025, he was appointed Chief Executive Officer, continuing the Pudney family's leadership of the business founded by Derek Asplin and Stuart Pudney, while guiding it into its next chapter. It is, by any measure, a remarkable journey: from an administrative role to CEO, built over nearly forty years of operational expertise and strategic vision, helping grow Princebuild into the respected, multi-disciplinary construction business it is today. Those who work with Matthew describe a leader defined by character rather than title, someone who genuinely embodies Princebuild's values of building, sharing and caring. He builds strong foundations, whether that's robust systems, high-performing teams or long-term strategy. He shares knowledge and opportunity generously, creating a culture of openness and trust where directors support one another rather than compete. And above all, he cares, leading with integrity and humility and a real sense of responsibility to the people who make the business what it is. That sense of responsibility reaches well beyond Princebuild's own walls. Matthew was the creative force behind Blingo, a black-tie charity evening organised with the NSPCC Peterborough Business Support Group that has become a flagship fixture in the local calendar, raising over £100,000 for causes including the NSPCC, Macmillan Cancer Support and Helping Our Ukrainian Friends since it began. He has personally taken part in Princebuild's annual 10K Challenge for the past ten years, an event that raised £32,000 for Helping Our Ukrainian Friends in 2024 alone with over a hundred participants. And when that charity needed aid delivered directly, Matthew didn't simply write a cheque, he travelled to Poland as part of a convoy of Princebuild vans to help deliver it himself. Matthew has also played a defining role in guiding Princebuild through the transition from its founding generation, honouring the legacy of Derek Asplin and Stuart Pudney while shaping a modern, forward-thinking business fit for what comes next, a balance of heritage and progress that isn't easy to strike. Combined with his recognition as Business Person of the Year in 2024, his story is a genuine embodiment of what this award exists to celebrate. In his own words: "Princebuild has always been about building, sharing and caring, values set by those before us and carried forward by an incredible team. I've been fortunate to be part of that journey." Congratulations on receiving this year's Lifetime Achievement Award Matthew Pudney.

Family Business United is delighted to announce that Elizabeth Rose has been awarded a Family Business Lifetime Achievement Award in recognition of her 25 years spent shaping not just a marketing function, but the very identity of a family business. Elizabeth has been part of Rose Calendars, a family business founded all the way back in 1908, since 2001, and for the whole of that time she has held the title of Marketing Manager. But that title has never really captured what she does. Over a quarter of a century she has been the company's voice on customer relationships, communications, product development, sales support and, in many ways, the public face of the Rose Calendars brand itself. One of Elizabeth's most significant achievements has been helping to establish promotional calendars as a serious, effective tool within the B2B marketplace, not a seasonal afterthought, but a genuinely valuable piece of a company's marketing armoury. Through consistent trade communication and direct engagement with distributors, resellers and corporate customers, she has spent 25 years making that case, and making it well. Along the way she has built the kind of relationships, with customers, sales agents, suppliers and colleagues, that simply cannot be manufactured quickly. Many of them have endured for decades, built on the trust that comes from someone who genuinely listens and consistently delivers. Colleagues describe Elizabeth as approachable and personable, but also exacting, with an attention to detail that has helped maintain the quality and professionalism of the Rose Calendars brand throughout her tenure. She has adapted the business through enormous change in the calendar industry, embracing digital marketing and new customer expectations while holding on to the personal, relationship-led approach that has always defined the company. As both a family member and a long-serving member of the team, she has been a source of continuity through all of it, helping the business evolve without ever losing sight of what makes it a family business in the first place. Elizabeth's influence reaches well beyond marketing campaigns and into the wider community Rose Calendars is part of. Since 2024 she has been a Freeman of the Worshipful Company of Stationers and Newspaper Makers, strengthening the company's ties to the wider printing and publishing trade. She has been the driving force behind Rose Calendars' long-standing support for St Helena Hospice in Colchester, turning corporate sponsorship into genuine staff participation through events like this year's Roses for Remembrance gathering at Beth Chatto Gardens and a company Bake Off that raised funds during the quieter part of the calendar season. She has also built a genuinely practical relationship with Sailship, a local organisation supporting adults with learning difficulties and mental health needs, ensuring the company's waste wooden pallets are given a second life as furniture, planters and fencing made and sold by Sailship in support of its work. And since 2021 she has championed Rose Calendars' Carbon Capture partnership with the Woodland Trust, a scheme through which the company and its customers have now supported new native woodland planting equivalent to around four football pitches, work Elizabeth has backed up in person, planting saplings herself on a Woodland Trust planting day in Nottingham. What makes Elizabeth's 25 years remarkable is not simply their length, but what she has built within them. She has shaped how Rose Calendars talks to its customers, how it presents itself within its industry, and how it shows up in its community, all while remaining as enthusiastic about the business today as she was when she started. In her own words, it has been a journey she has genuinely enjoyed every step of. Congratulations to our 2026 Family Business Lifetime Achievement Award winner, Elizabeth Rose.