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

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

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

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

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

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

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

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

A Poole storage facility is investing more than £500,000 to increase its footprint by a third. Store & Secure in Hamworthy opened four years ago and has been so successful it applied for permission to expand. It is now preparing the site so work can begin on extending the premises at the back, providing hundreds more units. The family-owned business is run by ‘storage sisters’ Lucy and Sophie Maidman and the facility is named Joyce House after their late mother. Lucy said: “We opened four years ago and the 40,000sqft included hundreds of storage units of varying sizes as well as serviced offices. We are in the fortunate position of requiring more units and have been able to secure permission to increase the facility by around 30 per cent." “Already the new units which will be at the back of the facility are being allocated. We cater for domestic and commercial clients and we have many online retailers who store their stock with us." "We take in deliveries for them and it enables them to have a second income – it’s a trend that began during the pandemic." “Being a family business we really do focus on excellence of service and people are always welcome to pop in for a cup of tea – you can’t miss the facility because it’s bright yellow and next to Lidl.” Photo:   Kavan Wood of Store & Secure

Regal Food Products Group has officially opened a new multi-faith room at Leeds Bradford Airport, reinforcing its ongoing commitment to creating inclusive and welcoming spaces within community and public environments. Guests joined representatives from Regal Foods, ISSE (Inspire Support Sports Empower) and Leeds Bradford Airport on Friday 6 February to mark the official opening of the new facility. The landside multi-faith room has been thoughtfully designed to provide a calm and quiet space for prayer and reflection. It is available to passengers arriving at or departing from Leeds Bradford Airport, as well as airport staff and business partners working on site. The space features newly installed flooring and furnishings, including seating and dedicated footwear storage. Prayer mats and a qibla compass have also been provided to support faith practices. Regal Food Products Group Plc has a strong track record of delivering multi-faith facilities in public venues. Previous projects include Valley Parade, home of Bradford City Football Club (February 2023), and Headingley Cricket Ground, home of Yorkshire County Cricket Club (August 2016). Faz Ali, Sales & Marketing Director at Regal Food Products Group Plc, commented: “We are proud to continue our work in creating safe, inclusive spaces for people of all faiths in places where communities come together.” “The new multi-faith room at Leeds Bradford Airport provides a welcoming environment not only for prayer, but also for quiet reflection, offering passengers and staff a calm space. We look forward to developing our partnership with Leeds Bradford Airport as we work together to support wellbeing, inclusion and community needs.” Humayun Islam, Chief Executive of charity ISSE (Inspire Support Sports Empower) Ltd, commented: "Access to calm, respectful spaces for prayer and reflection in public settings is an important part of creating genuinely inclusive environments. The opening of the multi-faith room at Leeds Bradford Airport is a positive step that recognises the diverse needs of passengers and staff alike.” “Initiatives like this help people feel seen, respected and supported, particularly in high pressure environments such as airports, and demonstrates how practical design choices can make a meaningful difference to wellbeing and dignity." Kunaal Wharfe, General Counsel and Company Secretary and DEI Executive Sponsor at Leeds Bradford Airport, commented: “This new multi-faith room is an important step in ensuring people of all faiths and beliefs feel supported when travelling through Leeds Bradford Airport. We’re grateful to Regal Food Products Group for their support in delivering a calm, welcoming space for passengers, colleagues and business partners.” “This comes ahead of the delivery of a purpose-built airside multi-faith room, due to open in early 2027 as part of LBA:REGEN, which will also include dedicated ablution facilities. “These investments reflect our ongoing commitment to inclusion, wellbeing and improving the experience for everyone who travels through and works at LBA.”

Exclusive Collection has taken a further step in its sustainability journey with the introduction of Kress electric mowers across a number of its hotel and golf properties, reinforcing its commitment to responsible land stewardship. Following extensive trials at Lainston House and The Manor House, the group has begun rolling out Kress RTKⁿ robotic electric mowers across its portfolio, supporting a more efficient, lower-impact approach to managing its golf courses and surrounding landscapes. The move aligns with Exclusive Collection’s wider environmental ambitions, underpinned by its B Corp certification and, at The Manor House, GEO Certification® for sustainable golf operations. At The Manor House, where sustainability is embedded across both hospitality and golf operations, the technology has been tested over the past year on fairways and rough areas of the championship course. The trial period allowed the greenkeeping team to assess not only performance and quality of cut, but also how the system could integrate into day-to-day operations on a busy estate. The results delivered a consistently high-quality sward while reducing soil compaction and supporting healthier grass growth. The quiet, fully electric operation has also brought benefits for wildlife, golfers and guests, particularly during peak periods when traditional machinery can be disruptive. The shift supports broader sustainability objectives at The Manor House, which has been recognised with GEO Certification® for its approach to golf course management. Working closely with the Wiltshire Wildlife Trust, the estate has introduced habitat parcels to protect biodiversity, while recent initiatives have included water-saving irrigation upgrades, renewable energy generation and significant reductions in carbon emissions. Robotic mowing now forms part of this wider framework, helping to lower emissions, reduce noise pollution and make more efficient use of resources. Six robotic units are now operating at The Manor House, with further units introduced at South Lodge, Royal Berkshire, Lainston House and Ansty Hall, bringing the total to ten across the Exclusive Collection portfolio. During the summer months, the majority of rough at The Manor House will be maintained by the robotic fleet, allowing greenkeeping teams to redirect time and expertise towards detail-focused work that enhances playability, presentation and the overall golfing experience. Andrew Ryan, director of golf at The Manor House, said: “Sustainability at The Manor House is about making considered, practical choices that benefit the course, the environment and our members and guests. The trial period gave us confidence that this technology could support those aims while maintaining the standards golfers expect.” The partnership with Kress robotic mowers has been supported by premium distributor ATH Machinery in delivering tailored solutions across the properties. Nicola Jones, head of marketing at Kress, said: “Exclusive Collection is a perfect example of how robotic mowing can elevate standards while reducing environmental impact. The flexibility and precision make them ideally suited to golf courses and estate settings of this calibre.” Tim Lane, managing director at ATH Machinery, added: “Exclusive Collection have embraced innovation throughout the trial period and seeing the technology perform so well and then scale across such outstanding properties is something we’re really proud of.” The wider rollout reflects Exclusive Collection’s continued investment in responsible luxury. As a B Corp-certified business, the group has committed to measurable progress across governance, community and environmental impact, with land management playing a central role given the scale and setting of its estates. By integrating electric, autonomous technology into its grounds and course care, Exclusive Collection continues to evolve how its landscapes are managed - quietly, efficiently and with long-term environmental resilience in mind. About The Manor House The idyllic countryside retreat is like no other at The Manor House. Offering a fairy-tale setting for romance and escapism in the historic manor or mews cottages, with fine dining and gastro fare, as well as a championship golf course, all set in the picture-perfect village of Castle Combe. The hotel offers a choice of 50 luxurious rooms, suites, and cottages, all individually designed and full of historic character. Refined palates will appreciate the tasting menu offering British modern classics that never fail to delight at the Michelin starred Bybrook restaurant. For relaxed dining, local charm meets exceptional experience at The Castle Inn, an attractive 12th Century and top 50 gastropub. Offering golf on another level, the 18-hole, par-72, parkland course was designed by Peter Alliss and Clive Clark, and opened for play in 1992. The championship course measures 6,500 yards and is set within 365 acres of picturesque rolling countryside on the southern edge of the Cotswolds. For more information visit here.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution apprentices make within family-owned businesses across the UK. The campaign highlights the important role apprenticeships play in developing talent, building skills and supporting the long-term sustainability of family firms. Paul Andrews, Founder and CEO of Family Business United, said the initiative reflects both the depth of talent across the sector and the long-term mindset that defines family businesses. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” One of the family businesses featured in the campaign is KW Bell, where apprentices play an integral role across the organisation and represent the future of the business. KW Bell is a prominent third-generation family-owned construction and property development business based in Cinderford, Gloucestershire. Founded in 1968 by Keith Bell, it has grown from a local bricklaying outfit into a diversified group of businesses employing investing in and developing apprentices throughout the business. There are a number of apprentices currently developing their careers at KW Bell, including Quentin Gardner, a Trainee Quantity Surveyor undertaking a Level 4 Quantity Surveying HNC apprenticeship. Reflecting on his experience, Quentin said: “Working as an apprentice at a family business has allowed me the opportunity to learn valuable skills from my more experienced mentors, whilst remaining in my local area." "Working in a close-knit team has helped enhance my personal and professional growth, as we constantly work together to achieve targets.” Ollie Mason, who is undertaking the same apprenticeship, added: “Being an apprentice in a family-run business has helped me gain experience first-hand, learn from my mentors and build my pathway into a skilled role within the business.” Another Trainee Quantity Surveyor, Leisha Williams, values the balance apprenticeships offer between learning and earning. “My apprenticeship is a combination of lots of learning while earning at the same time,” she explained. “My responsibilities include measuring works, preparing valuations and pricing variations. I currently study at college one day a week for my Level 3 qualification and hope to progress to Level 4 and beyond.” “Being a Trainee Quantity Surveyor in a family-run business gives me the opportunity to gain real experience and contribute to future projects. My skills are improving, I’m paid while learning, and since working at Bells my confidence has grown significantly.” Joshua Tippins, an Apprentice Buyer and Quantity Surveyor, highlighted the long-term development opportunities available: “The apprenticeship with Bell Homes has provided many opportunities to improve my skills and knowledge over the last four years. Through workplace training and academic learning with AccXel, I’ve taken on increased responsibility.” He added: “I’ve been with Bells for six years now. It’s a brilliant business to work for, offering a wide range of pathways and opportunities within the construction industry in the Forest of Dean." "The company has decades of experience which I’ve benefited from greatly—it’s a privilege to work here.” For Lewis Hall, who is completing a BSc Quantity Surveying Degree Apprenticeship, the family business environment has been central to his development. “Working as an apprentice in a family business has allowed me to be mentored by those who excel in their profession, helping me gain valuable skills beyond the classroom,” he said. “The continued investment in my development demonstrates trust and motivates me to align with the core values of the business, contribute meaningfully and help build on the legacy already created.” Libby Brooks, a Buyer at KW Bell, described the breadth of her role: “My role requires me to procure materials ranging from brickwork to kitchens and internal finishes. This involves working closely with building merchants and subcontractors to negotiate pricing and control costs, while collaborating with sales teams to help bring customers’ visions to life.” “Working in a family business as a construction apprentice allows me to learn from people who genuinely want to teach the next generation the values and skills needed to do things the right way.” Apprenticeships also offer opportunities for the next generation of the family, including Amelia Bird, daughter of KW Bell Chief Operating Officer Nicola Bird. Amelia is a Trainee Buyer working towards a procurement qualification. “Gaining hands-on experience in buying, supplier management and cost control while studying is a fantastic way to develop a deeper understanding of the family firm,” she said. “Being an apprentice and a fourth-generation member of the family business means I’m learning my trade while helping to continue our family’s legacy." "I’m developing real skills, taking on responsibility early and seeing first-hand how our decisions impact the business and the people we work with.” As National Apprenticeship Week 2026 continues, stories like these reinforce the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.