The Cyber Security and Resilience Bill passed its second reading, and has progressed through to the committee stage. This fast-moving legislation marks a significant step forward in the government’s efforts to strengthen national cyber defences. The legislation is designed to modernise existing cyber laws to reflect the scale of today’s digital threats, improve resilience across businesses, and to better help protect the public. Rob Rees, Divisional Director at Markel Direct, the business insurance specialist, explains what the Bill is proposing, how this will affect UK SMEs and what actions should be taken in 2026. What does the Cyber Security and Resilience Bill propose? The Cyber Security and Resilience Bill’s primary aim is to strengthen the UK’s cyber security framework by expanding who is expected to manage cyber risk, tightening incident reporting and giving regulators stronger enforcement powers. It looks to build on existing Network and Information Systems (NIS) regulations and brings additional sectors, such as data centres and managed service providers, into scope, placing greater emphasis on supply chain security. While the Bill is primarily targeted at larger organisations whose disruption could have widespread economic or societal impact (such as the NHS and transport operators), it signals a broader shift in cyber resilience expectations, making cyber security awareness and action a basic requirement for doing business rather than a “nice to have”. Does the Bill directly impact SMEs? Largely, if this Bill becomes law, it will not directly impact most SMEs in a regulatory way. The Bill is not designed to impose the same proposed compliance burden on small businesses as it does on operators of essential services or large digital providers. However, SMEs could instead feel the impact of the Bill indirectly in several different ways: Increased scrutiny of supply chains: The large organisations and regulated entities that will be impacted by the Bill will be required to assess and manage cyber risk across their suppliers, meaning SMEs are more likely to be asked to demonstrate ‘reasonable cyber security’ to win or retain contracts. Stricter requirements within contracts: There will likely be an increase in cyber security clauses, assurance questionnaires and minimum-security standards within contracts, becoming more common in commercial agreements with larger clients. Higher expectations around resilience: Even where there is no formal compliance requirement, SMEs will face a knock-on effect of rising expectations around data protection, incident response and business continuity. This means that if cyber security hasn’t been a consideration by SMEs to date, it will need to become so. Commercial risk of non-compliance: For SMEs that cannot show evidence of having cyber security measures or considerations in place, it may be that they are at risk of exclusion from tenders, experience delayed onboarding, or be viewed as higher-risk partners. Greater reliance on third-party IT providers: As larger organisations face tougher cyber rules, many SMEs will need to rely more on external IT support to meet basic security expectations without the cost of building or hiring in-house expertise. What ‘reasonable cyber security’ looks like for SMEs One of the biggest challenges for SME owners is uncertainty about what is expected of them and the potential attached cost. ‘Reasonable cyber security’ means taking sensible, practical steps that match the size of the business, what it does, and the type of data it works with. For most SMEs, this simply includes: Keeping systems and devices updated with the latest security patches Using strong passwords and multi-factor authentication Regularly backing up critical data and testing recovery Restricting access to sensitive systems Training staff to recognise phishing and social engineering attacks Having a basic incident response plan These measures help to significantly reduce SME exposure to common threats and demonstrate a responsible approach to cyber risk. How soon do SME owners need to act? Despite the fast pace of this legislation (moving from a first reading on November 12th 2025 to a second reading on January 6th), there is no ask of SMEs to invest in expensive, enterprise-grade security tools or in-house cyber specialists; the only request is that there is an awareness of risk and evidence of reasonable effort and preparation to mitigate cyber threats. Small and medium-sized businesses that can demonstrate an understanding of the risks that could affect their operations and the proportionate steps they have taken to manage them are far better placed to meet client expectations and withstand disruption. Practical next steps for 2026 With the Bill moving quickly through Parliament, now is a sensible time for SMEs to stay ahead of the curve. Simple actions include: Carefully reviewing contracts for any cyber security obligations Identifying what data is held by your business and where it is stored, making improvements where necessary Checking backups, access and updating your own data protection policies Arranging cyber insurance to protect against the impact of a targeted cyber-attack on your business Assigning responsibility for cyber risk at leadership level Carrying out a basic cyber security review and considering the ‘reasonable cyber security’ steps, implementing anything that is currently missing. For more information and tips on cyber security for SMEs, visit the Markel Direct website.

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 perspective that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come. Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is JW Lees Brewery, Manchester’s oldest brewery. Founded in 1828 by retired cotton manufacturer John Lees, the seventh-generation family business remains headquartered in Middleton, in the north-east of the city. Today, JW Lees employs more than 1,525 people across its operations, including 150 at the brewery and Middleton Junction site and over 1,375 staff working across its 49 managed pubs, inns and hotels, as well as The Alderley Edge Hotel, The Trearddur Bay Hotel and Willoughby’s Wine Merchants. A further 100 pubs are operated in partnership with pub partners, with sites stretching from Manchester to North Wales. Theresa Mitchell, Learning & Development Business Partner at JW Lees Brewery, said apprenticeships play a critical role in sustaining the business for the long term. “Investing in apprenticeships is beneficial for a family business like JW Lees Brewery because they support long-term skills development while preserving the company’s values and heritage,” she explained. “Operating a brewery, warehouse and a large pub estate across the North West of England and North Wales requires a skilled, loyal workforce with diverse knowledge. Apprenticeships support in-house training, allowing our team members to further develop skills and knowledge to meet specific operational needs.” She added that apprenticeships also provide a clear and cost-effective route to developing talent. “By utilising the Levy fund, apprenticeships give us a structured framework for building clear career pathways, helping us retain talent over time and reduce recruitment and additional training costs." "We continue to broaden the range of apprenticeships offered across all areas of the business to promote the passing on of traditional brewing and hospitality skills, embrace new technologies and ensure the business continues to thrive for future generations.” One of those benefiting from this commitment is Timothy McGaw, a Marketing Executive undertaking a Level 4 Marketing Executive apprenticeship with Apprentify. The programme covers fundamental marketing frameworks and how they are applied in the planning and delivery of successful campaigns. “An apprenticeship at a family business presents a unique opportunity not only to learn skills on the job, but to do so in a workplace steeped in real heritage,” Timothy said. “At JW Lees, I’ve been able to develop in my role while I learn, taking on meaningful projects with support from people who truly embody the vision and values of the business." "The knowledge, skills and behaviours I’ve developed during my training have also allowed me to share that learning internally, benefiting both the team and the wider business.” As National Apprenticeship Week 2026 continues, stories like this underline the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

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 perspective that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come." "Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is JW Lees Brewery, Manchester’s oldest brewery. Founded in 1828 by retired cotton manufacturer John Lees, the seventh-generation family business remains headquartered in Middleton, in the north-east of the city. Today, JW Lees employs more than 1,525 people across its operations, including 150 at the brewery and Middleton Junction site and over 1,375 staff working across its 49 managed pubs, inns and hotels, alongside The Alderley Edge Hotel, The Trearddur Bay Hotel and Willoughby’s Wine Merchants. A further 100 pubs are operated in partnership with pub partners, with sites stretching from Manchester to North Wales. Theresa Mitchell, Learning & Development Business Partner at JW Lees Brewery, said apprenticeships are central to the company’s long-term sustainability. “Investing in apprenticeships is beneficial for a family business like JW Lees Brewery because they support long-term skills development while preserving the company’s values and heritage,” she explained." “Operating a brewery, warehouse and a large pub estate across the North West of England and North Wales requires a skilled, loyal workforce with diverse knowledge. Apprenticeships support in-house training, enabling our team members to develop the skills and expertise needed to meet specific operational needs.” She added that apprenticeships also provide a structured and cost-effective route to developing talent. “By utilising the Levy fund, apprenticeships give us clear career pathways, helping us retain talent over time and reduce recruitment and additional training costs." "We continue to broaden the range of apprenticeships across all areas of the business to pass on traditional brewing and hospitality skills, embrace new technologies and ensure the business continues to thrive for future generations.” One of those benefiting from this commitment is Kyle Grimshaw, a Trainee Brewer undertaking a Level 4 Brewing apprenticeship with HIT Training. The work-based programme combines hands-on brewing experience with advanced technical knowledge of brewing science, quality control and production processes, equipping apprentices with the skills required to produce consistent, high-quality beer in a commercial brewing environment. “Being an apprentice at JW Lees means learning a skilled craft within a family business that genuinely invests in its people,” Kyle said. “It’s an opportunity to gain hands-on experience, develop professionally and build a long-term career while contributing to a tradition of quality that’s been passed down through generations.” As National Apprenticeship Week 2026 continues, stories like Kyle Grimshaw’s underline the message at the heart of Family Business United’s campaign: apprenticeships not only help individuals build successful careers, but also play a vital role in securing the future and legacy of the UK’s family businesses for generations to come.

90% of family business owners are confident they understand the value of their business, yet as little as a third (32%) have had a recent professional valuation, showing there’s a distinct gap between confidence and certainty, according to a finding in, Protecting what you’ve built: family business resilience, a report by Hymans Robertson Personal Wealth . The gap between perceived understanding and verified insight could affect financial planning, resilience, and long-term family strategy, it warns. Valuations are the basis of key business decisions such as tax and succession planning. As the survey found that over half (52%) of owners were concerned over tax and policy change, and around three quarters (74%) are planning for succession, the lack of recent valuations is reason for concern. An informal understanding of the value of their family business, can limit business owner’s ability to foresee the size of implications of change and may negatively impact the future longevity of the business, warns the financial wellbeing firm. The report explores the challenges to family business resilience in the UK and highlights where confidence is strongest and uncertainty is felt the most. The firm wanted to understand key barriers, from balancing commercial growth with family values, to planning succession and managing wealth across generations. Commenting on the importance of understanding the value of their business, Jeff Simpson, Head of Wealth Management, says: “Family businesses play an essential role in the UK economy. Yet many owners are navigating extended periods of growing uncertainty. Shifting tax policy, rising operational costs, and the complexities of succession and intergenerational wealth transfer mean owners are being asked to make bigger decisions, often faster than they would like." “Our report shows that while confidence in understanding business value is high, this confidence isn’t always backed by a recent professional valuation. Relying on informal or outdated assumptions risks leaving owners exposed to sudden change." "Without an accurate, up to date view of what their business is worth, it becomes much harder to anticipate the scale of potential tax liabilities, manage wealth effectively across generations, or plan for the future stability of the business." “Understanding the business value sooner provides an important reference point that can act as an anchor for decision making when uncertainty arises. It can similarly allow for proactivity in planning rather than reactive decision making under pressure, especially as more than half (52%) express trigger points to be sudden policy change." “With succession clearly on the agenda, as three quarters (74%) are putting plans in place, the need for a formal reference point only grows. A strong valuation won’t only inform financial planning, it supports continuity, clarity in inheritance discussions, and helps ensure the business is best positioned to thrive for future generations." "In many ways, it is the foundation for resilience and brings some confidence in a landscape where the only constant is change.” You can read the full report here:

Owning a valuable art collection is a source of immense pride and personal satisfaction, but it comes with responsibilities that go far beyond curation and display. One of the most important—and often overlooked—tasks for collectors is ensuring their treasures are properly insured. In a market where works of art can be worth millions and provenance disputes are increasingly complex, having the right coverage is as essential as selecting the right piece for your gallery wall. Understanding the Risks Art collections face a range of risks, from physical damage to theft or natural disasters. Fire, flood, accidental impact, or even changes in humidity can irreparably damage delicate works, while high-profile thefts make headlines around the world every year. In addition, art is a uniquely illiquid asset: the time required to value, replace, or repair a damaged piece can be considerable, and in many cases, certain works are irreplaceable. Collectors must also be aware of less obvious risks. Loaning pieces to exhibitions, for example, increases exposure to damage or loss, while transporting art—even between private residences—presents its own hazards. Moreover, market fluctuations can dramatically alter the value of a collection, which makes periodic reassessment of insurance coverage vital. Types of Insurance Coverage When insuring an art collection, there are several types of coverage to consider: All-Risks Insurance: Often regarded as the gold standard, all-risks policies cover damage or loss from a wide range of perils unless specifically excluded. Policies can be tailored to cover individual items or entire collections. Agreed Value vs. Market Value: Agreed value means the insurer and owner agree on the artwork’s value at the time of underwriting, providing certainty in the event of a claim. Market value policies pay out according to the value of the piece at the time of loss, which can fluctuate significantly, especially for contemporary or emerging artists. Transit and Exhibition Coverage: Special policies are available to protect art while in transit or on loan to museums, galleries, or exhibitions. These policies often include coverage for packing, handling, and temporary storage. Legal and Provenance Protection: Some insurers provide coverage for legal disputes over ownership or provenance, an increasingly important consideration as the art market becomes more global and complex. Valuation: The Foundation of Good Insurance Accurate valuation is critical. Insurers typically require professional appraisals from recognised experts. It is not sufficient to rely on purchase price alone, as the market value can evolve quickly. Regular revaluation—every two to three years—is generally recommended to ensure that coverage keeps pace with changes in the market. Practical Considerations Insurance premiums are influenced by a range of factors: the type of art, total value, security measures, storage conditions, and even geographic location. Many insurers now offer guidance on risk mitigation, including climate-controlled storage, secure display cases, alarms, and CCTV. Such measures can reduce premiums and, more importantly, protect the collection. It is also wise to maintain meticulous records: photographs, invoices, provenance documents, and condition reports. In the event of a claim, thorough documentation can expedite settlement and strengthen legal standing. Working with Specialists Art insurance is a niche market. General household or commercial policies rarely provide adequate protection for high-value or rare items. Specialist art insurers, brokers, and independent valuers can provide bespoke advice, ensuring that coverage aligns with the collector’s objectives and the nature of the collection. A Balancing Act Insuring an art collection requires balancing protection with practicalities. Over-insurance can be expensive, while under-insurance exposes collectors to catastrophic loss. As with the curation of the collection itself, a considered, strategic approach is essential. In the end, insurance is about more than financial reimbursement; it is about safeguarding a legacy. Art connects us to culture, history, and creativity, and for collectors, the right insurance policy ensures that these treasures endure—secure, valued, and appreciated—for generations to come. Lee Boswell, Director of UK based insurers Alan Boswell Group shares five tips for consideration when insuring art: "An art collection is a prime example of why off-the-peg, one-size-fits-all insurance policies aren't always the most suitable. If nothing else, every art collection is different and the value of individual pieces can vary widely. An independent broker can offer a bespoke solution based on the items owned, the circumstances under which they are kept and so on." "Getting a personal one-to-one service with an insurance broker who knows something about the subject means that accurate valuations are more likely, and you can feel reassured that the value of your collection is appreciated and understood," adds Lee. Five considerations when thinking about insuring an art collection: 1. Choose the most suitable cover Some insurers might consider "an art collection" to be a homogenous thing covered by a standard policy, but art needn't always be paintings hanging on a wall. Your collection might include antiques, sculptures or even comic books. Finding someone who understands what you're talking about is the first step in arranging the right cover for your collection. 2. Re-value regularly It's important to have regular valuations of your collection and to be aware of what the most valuable pieces within it are. Ideally this should be done ahead of each year's policy renewal, to give the insurer and you plenty of time to agree on the levels of cover is required. 3. Automatically cover new acquisitions Some insurance policies will automatically cover you for up to 25% more when you buy new pieces, which is a good idea if you are actively buying. Of course, you should still keep your insurer informed of new additions and have them individually valued as soon as possible. 4. Increase on death Some insurers will apply an automatic increase to the sum insured of a piece, following the death of an artist. The amount of the increased cover can vary from insurer to insurer. You should arrange to have the piece independently re-valued in the wake of the death as well, to ensure the coverage is adequate. 5.Defective title cover As well as having your collection protected against theft or damage, you should also make sure you are insured against the risk of being sold a stolen piece of art, which is known as defective title cover. This will cover you if you are legally obliged to return this item to its rightful owner and will reimburse you up to the value of that item.

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 shines a spotlight on both the depth of talent emerging from family firms and the long-term outlook that defines the sector. “Family businesses are the engine room of the UK economy,” he said. “They take a long-term view, investing across their operations as they seek to build sustainable businesses for generations to come." "Investing in apprentices is a key part of that commitment, and it is a pleasure to share the stories of apprentices working in family firms during National Apprenticeship Week.” Among the businesses featured in the campaign is the Hendy Group, a family enterprise with a proud history dating back to 1859. Founded by Frederick Adolphus Hendy in Whitchurch, Hampshire, the business originally made and sold bicycles before moving 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 company 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 business is Izzey Moreland, a third-year apprentice based at the group’s Horsham Mazda dealership. Known within the business as Elizabeth, or Izzey, she is recognised as a people-focused technician who understands the importance of combining hands-on ability with strong academic skills. “My apprenticeship gives me real-world, hands-on experience and practical skills that help me grow every day,” she said. “The academy training is just as important. During my course I’ve been able to gain knowledge, turn it into qualifications and build the foundations for a long-term career in a growing industry. It also opens up opportunities to progress and train in specialised areas.” As a woman working in a traditionally male-dominated environment, Izzey believes her apprenticeship has been particularly empowering. “It’s opened doors and challenged expectations,” she said. “It’s given me the chance to prove my capabilities, become a role model and help pave the way for future generations. Being the only female apprentice in my workshop has been a positive experience. I’m treated no differently at all, and the support from everyone I work with makes it a great place to be.” As National Apprenticeship Week 2026 continues, stories like Izzey's reinforce 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.

Family Business United (FBU) is marking National Apprenticeship Week 2026 (NAW2026) by celebrating the vital contribution of apprentices working within family-owned firms across the UK. Paul Andrews, Founder and CEO of FBU, said the campaign highlights the depth of talent emerging from family businesses and the long-term mindset that sets them apart. “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,” he said. “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.” Among the companies taking part is the John Good Group, a sixth-generation business founded in 1833. What began as a ship chandlery in Hull has evolved into a diverse organisation spanning logistics, shipping, travel and e-commerce. Guided by its philosophy of Growing Businesses Together, the group prides itself on combining commercial performance with purpose-led initiatives, including a strong ESG focus and charitable work through the Matthew Good Foundation. CEO Adam Walsh said apprentices are instrumental to ensuring the company continues to evolve. “We invest in apprentices because they are the future of our organisation,” he explained. “In a family business with over 190 years of history, longevity relies on constant evolution. Sustainability in a family business isn’t just about the balance sheet or environmental responsibility; it’s about the talent pipeline. We embrace apprenticeships because they stop us from standing still. These young professionals bring a raw ambition and digital fluency that challenge our established ways of working in the best possible way." "Investing in them allows us to find and mould the future leaders of the John Good Group, ensuring they carry our core values forward while possessing the modern skills required to deliver on our ambitions." One of those shaping the company’s future is Andy Sison, Commercial Insight and ESG Manager at the John Good Group, who is undertaking a Data Technician Apprenticeship delivered by BPP, in partnership with Grant Thornton. The programme is designed to develop practical, workplace-ready data skills that support modern business decision-making, combining academic learning with hands-on application. “For me, an apprenticeship has always offered a genuine competitive edge,” Sison said. “It has significantly supported my professional development while strengthening the organisation I work for. Accessible at any career stage, I first embarked on an apprenticeship nearly three decades ago to start my journey in the travel industry. Today it remains just as valuable, especially in a strategic subject area that aligns with current business needs.” Sison said the family business environment amplifies the impact of apprenticeship training. “Being part of a family business fosters a profound sense of purpose and connection,” he noted. “The enduring stewardship and dedication to long-held family values create an environment where everyone is encouraged to grow, contribute and make decisions that yield long-term benefits for colleagues, customers and the wider community. This makes our group’s investment in apprenticeships particularly significant.” He added that the programme has sharpened his technical and strategic capabilities. “My apprenticeship has significantly enhanced my ability to adopt best practices and deliver more effective data-driven insights. It has improved my time management, critical thinking and problem-solving skills while boosting my confidence and broadening my perspective.” Sison believes apprenticeships are especially valuable within family businesses, where continuity and culture are essential. “These programmes enable organisations to cultivate talent from within, reducing the need for external recruitment at higher levels and fostering employees who are well-versed in the business culture,” he said. “They play a crucial role in nurturing future talent, particularly in a family business where long-term sustainability is vital.” As National Apprenticeship Week continues, stories like Sison’s reinforce the message at the heart of FBU’s campaign: apprentices are not only building their own futures, but also helping to secure the legacy of the UK’s family businesses for generations to come.

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

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

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

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

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