Productivity has long been a defining strength of successful family businesses, many of which have thrived for generations by working smarter, not harder. Yet in today’s environment of rising costs, labour shortages, technological change and increasing competition, improving productivity has become both more complex and more critical. For family firms, the challenge is not simply about extracting more output from people or processes, but about creating the conditions in which individuals, teams and the business itself can perform at their best over the long term. Roles & Responsibilities One of the most effective ways family businesses can boost productivity is by clarifying roles, responsibilities and decision-making authority. In many family firms, informal structures evolve naturally, particularly in earlier generations. While this can encourage flexibility, it often leads to duplication of effort, blurred accountability and decisions being delayed or revisited. Productivity suffers when people are unclear about who is responsible for what. Establishing clear job descriptions, agreed reporting lines and defined decision rights helps reduce friction, speeds up execution and allows family members and non-family employees alike to focus on delivering results rather than navigating internal complexity. Alongside clarity of roles, strong governance plays a critical role in improving productivity. Well-run boards, advisory councils and management forums provide a structured space for strategic thinking, allowing operational teams to get on with the day-to-day running of the business. When strategic debates are confined to the boardroom rather than spilling into daily operations, businesses are able to act more decisively. Governance also helps separate family issues from business decisions, reducing emotional interference that can slow progress and undermine performance. People Matter Investment in people remains one of the most powerful productivity levers available to family firms. Businesses that prioritise training and development consistently outperform those that do not. This applies equally to family members and non-family employees. Providing opportunities to upskill, whether through formal qualifications, mentoring or on-the-job learning, builds capability and confidence across the organisation. Productivity improves when people feel competent, valued and trusted to make decisions. For family businesses in particular, developing the next generation early helps avoid bottlenecks later and ensures leadership capacity keeps pace with growth. Opportunities With Technology Technology adoption is another practical and increasingly unavoidable route to improved productivity. Many family firms are cautious adopters, preferring proven systems over cutting-edge solutions. While this prudence has its merits, under-investment in digital tools can hold businesses back. Cloud-based accounting systems, customer relationship management platforms, workflow automation and, increasingly, artificial intelligence can dramatically reduce administrative burdens and free up time for higher-value work. Productivity gains are often realised not through large-scale transformation, but by removing small, persistent inefficiencies that drain time and energy. Process improvement is closely linked to effective use of technology. Family businesses that take the time to map how work actually gets done are often surprised by the complexity and duplication that has crept in over time. Reviewing processes with a fresh perspective allows firms to simplify workflows, eliminate unnecessary steps and standardise best practice. Importantly, involving employees in this process not only improves outcomes but also strengthens engagement, as people are more committed to changes they have helped to shape. The Role Of Culture Culture is a less tangible but equally important driver of productivity. Family firms often benefit from strong values, loyalty and long-term commitment, all of which can enhance performance. However, productivity can be undermined if loyalty turns into tolerance of underperformance. High-performing family businesses strike a careful balance between being supportive and setting clear expectations. Regular performance reviews, objective targets and honest feedback create a culture where improvement is continuous rather than confrontational. The Need For Clarity In Communication Communication also has a direct impact on productivity. In many family businesses, information is shared informally or selectively, leading to misunderstandings and inefficiencies. Establishing consistent communication channels, regular team meetings and clear reporting helps ensure everyone is aligned. Transparency around priorities and performance enables teams to focus their efforts where they will have the greatest impact, reducing wasted time and rework. Getting Appropriate Work-Life Balance Work-life balance, often overlooked in discussions about productivity, is particularly relevant in family firms where boundaries between home and work can be blurred. Fatigue, stress and burnout reduce effectiveness and increase the risk of errors. Businesses that encourage sustainable working practices, respect personal time and lead by example tend to benefit from higher energy levels, better decision-making and stronger retention. In the long run, productivity is as much about pace as it is about output. The Long-Term View Finally, family businesses that maintain a long-term perspective are often best placed to improve productivity sustainably. Short-term cost cutting may deliver immediate gains, but it can undermine morale, capability and resilience. By contrast, investing steadily in people, systems and culture builds a platform for consistent performance over time. Productivity in a family business is not a one-off initiative, but a continual process of refinement, learning and adaptation. In an increasingly demanding business environment, productivity will remain a key determinant of success. For family firms, the opportunity lies in combining their inherent strengths, trust, continuity and commitment, with professional structures, modern tools and a willingness to evolve. Those that do so will not only work more efficiently today, but also create businesses capable of thriving for generations to come.

A new survey of 500 senior decision-makers within UK businesses, commissioned by Studio Graphene, has found: Almost half (48%) know or suspect that employees in their organisation are using AI tools that have not been officially approved. 64% are concerned unregulated AI use could lead to data security or compliance risks. 34% of businesses do not have formal policies or guidelines governing AI usage, and 37% have not communicated to staff their expectations for how AI should be used. Two thirds of business leaders in the UK are worried about potential data security and compliance risks stemming from employees’ unregulated use of artificial intelligence (AI) tools, according to new research from Studio Graphene. The digital product studio commissioned Censuswide to survey 500 managers, directors and C-suite executives within UK businesses. It found that almost half (48%) know or suspect that employees in their organisation are using AI tools that have not been officially approved – this rises to 54% for larger companies (over 250 employees). Shadow AI refers to the use of unauthorised AI tools and services, and 48% of the leaders surveyed admitted that managers in their organisation have limited visibility of how staff use AI in their day-to-day work. Just under two thirds (64%) are concerned, however, that unregulated AI use could lead to data security or compliance risks. Despite these concerns, Studio Graphene’s research also revealed just how many UK businesses have not formally created and communicated AI policies or guidelines. More than a third (34%) of organisations said they do not have formal policies or guidelines governing AI usage, while even more (37%) have failed to communicate to staff their expectations for how AI should be used. Elsewhere, the study showed that while three fifths (59%) of UK business leaders are worried that an over-reliance on AI could lead to employees making mistakes, 61% admitted that frontline staff are more comfortable with using AI in their day-to-day work than the organisation's senior leadership team. Ritam Gandhi, director and founder of Studio Graphene, said: “Shadow AI isn’t the result of malice or even carelessness. It’s often the result of a disconnect between senior leadership and their teams – if the organisation is sanctioning or investing in AI tools that are not working well or delivering value, employees will turn to unsanctioned alternatives that will enable them to do their jobs better." “It all comes down to precise strategy and effective integration. Businesses need a clear picture of where AI can make a meaningful impact and then, crucially, they have to embed it effectively into workflows so the AI can inform decisions or improve processes." "Without that, AI projects are doomed to fail, meaning employees will continue to source their own AI tools – and that undoubtedly creates risks where data privacy, security and regulatory compliance are concerned.”

A sustainable global packaging firm has demonstrated its commitment to responsible sourcing by joining the 25th anniversary of woodland protection celebrations of PEFC UK. Nottingham headquartered The Wilkins Group joined a tree planting event at Chitterman Wood, a 28.56-hectare National Trust site at Stonywell in Ulverscroft, Leicestershire to mark the milestone. PEFC is the world’s largest forest certification system. In the UK, the not-for-profit organisation is dedicated to promoting sustainable forest management through independent third-party certification. It plays a key role in supporting the UK timber industry’s sustainability commitments by working with stakeholders across the supply chain and providing a framework for businesses, forest owners, and consumers to ensure responsible timber sourcing. Justin Wilkins, joint managing director of The Wilkins Group, said: “Being asked by PEFC to join them in celebrating 25 years of woodland protection was an honour. Our team planted a tree to represent our commitment to sustainability, growth and the future.” PEFC certificate holders have been invited to a series of tree planting events across the country to celebrate the 25th anniversary. The organisation has donated over 1,000 trees, one for each certificate holder, to support new woodland creation. The Wilkins Group is a champion for sustainable packaging options, sourcing the board for its packaging products though PEFC members. Justin said: “We are committed to championing sustainability locally, nationally and internationally, dedicating resources and time to innovation and driving sustainable product development forward.” The Wilkins Group produces food packaging for the likes of Pukka Pies, Pizza Express, Harrods, and Cadbury. It is also credited with producing bespoke items such as eco-friendly coat hangers and, alongside Jospak Oy, the Greentrae oven safe cardboard tray for the food sector. The MAP-sealable ready meal tray is designed to make recycling easier. For more information on The Wilkins Group, visit here . Top photo: The Wilkins Group team members planting trees at Chitterman Wood. Photo: Packaging printed by The Wilkins Group displaying the PEFC logo.

Succession planning in a family business can be challenging, particularly when family members hold divergent views on the future direction of the business. These differences can stem from varied perspectives on growth, values, or risk tolerance, which, if left unaddressed, can jeopardise business continuity and family harmony. Managing these differences requires understanding, clear communication, and a strategic approach. Family business members discussion their vision for the future of their business From my experience working with family businesses, there are some key strategies to guide family businesses through succession planning when family members have conflicting visions. Start The Process Early And Have Open Communication The first step in handling differing visions is to start the conversation early—ideally, well before any transitions become imminent. Early conversations provide time to explore various perspectives without the pressure of impending deadlines. They also allow for thoughtful planning that respects every family member’s viewpoints. During initial discussions, create a space where all family members feel comfortable expressing their thoughts and concerns. The goal here isn’t to resolve differences immediately but to understand where everyone is coming from. A structured approach, such as setting regular family meetings or creating a family council, can help maintain momentum and ensure that all voices are heard over time. Define Your Shared Values And Goals Aligning on shared values and long-term goals can help create a foundation that unites family members despite different visions. Values are the principles that define how the business operates and its purpose, while long-term goals reflect the overarching direction of the company. Are family members more focused on maintaining family heritage and community service, or do they prioritise rapid expansion and market dominance? A facilitated discussion to identify these core values and goals can help family members find common ground. Documenting these shared principles can help guide decision-making even when specific strategies vary. These documents, often called family charters, constitutions or mission statements, can provide a strong reference point to keep the family aligned. Engage In Collaborative Vision Discussions Once you’ve identified shared values, encourage family members to envision the future of the business together. A vision exercise, ideally led by a neutral facilitator, allows each person to share their ideas for the business’s future without judgment. Questions that can stimulate productive discussion include: What do you see as the primary purpose of our business? How do you envision the company five, ten, or twenty years from now? What role should the next generation play in shaping our future? Using visual tools like mind maps, flowcharts, or vision boards can help make abstract ideas more tangible. The goal here is to create a space for collaboration rather than competition, opening the door to new ideas that combine different perspectives. An experienced family business advisor can facilitate these discussions and capture the thoughts and views of each family member as an impartial guide. Evaluate Roles And Responsibilities Based On Strengths In family business, it’s common for roles to be assigned based on family relationships rather than skills. However, this can lead to conflict, especially if members feel their talents aren’t utilised effectively. Instead, consider assigning roles based on individual strengths and interests. For example, if one family member is passionate about growth and innovation, they may be best suited for a role that focuses on expansion strategies. On the other hand, a family member who prioritises stability and tradition could focus on operational roles that protect the business’s core values. Matching strengths to roles can help family members see how their individual visions and skills contribute to the company’s success, fostering a sense of purpose and alignment. Create A Structured Succession Plan With Milestones A structured succession plan with clear milestones and timelines can help reduce ambiguity and ease tensions. This plan should include specific benchmarks for each stage of the transition, including when leadership responsibilities will be transferred, what role each family member will play, and how any ownership changes will be handled. By creating a timeline, you reduce the likelihood of misunderstandings or disagreements about the future. To ensure the plan remains relevant, consider revisiting it periodically. Changes in the business environment, family circumstances, or personal preferences can impact the plan, so it’s important to adapt as necessary. A flexible succession plan can accommodate evolving visions while still providing direction and stability. Involve A Family Business Advisor Sometimes, an impartial third party is essential for resolving conflicts and bridging differences. An experienced family business advisor can bring an objective perspective to the conversation. These professionals can also help family members navigate sensitive topics, provide insights on best practices, and keep discussions focused on the business’s best interests. An external advisor may also help manage emotions that can cloud judgment, such as fears about legacy or personal feelings about other family members. Neutral parties bring a wealth of experience in dealing with similar family dynamics and can facilitate discussions that otherwise might stall or devolve into conflict. Use A Gradual Transition Approach Gradual transitions can be particularly helpful in managing differing visions, allowing the business to incorporate new ideas without disrupting its core operations. This approach might involve transitioning leadership roles over time or testing new business strategies on a smaller scale before fully committing. Gradual transitions allow family members to witness the impact of each other’s ideas in action and adjust as needed. For example, if one family member envisions modernising the business, consider implementing these changes within a single department or on a limited scale. This gradual approach can help demonstrate the benefits of new ideas and give more traditional family members time to adjust. Focus On Family Harmony As An Overarching Priority A successful succession plan is one that not only preserves the business but also maintains family unity. Differences of opinion are natural, and it’s important to remind family members that a diversity of perspectives can strengthen the business if managed well. Protecting family harmony and supporting each other’s visions can benefit everyone in the long run, even if individual ideas need to be compromised along the way. Consider creating guidelines for conflict resolution that all family members agree upon. These can include processes for handling disagreements, conducting fair decision-making, and respecting each other’s boundaries. By prioritising family harmony, you’re reinforcing that the family’s legacy is about more than the business itself—it’s also about the relationships that sustain it. Handling succession planning when family members have differing visions requires patience, transparency, and a commitment to shared values. Succession is a process, not a single event, and with thoughtful planning, family members can find ways to honour both the business’s heritage and its future potential, ensuring a legacy that respects the diverse perspectives of each generation.

Family Business United is delighted to announce a new strategic partnership with Stafffinders, Scotland’s oldest recruitment consultancy that remains proudly family owned. This collaboration is set to provide family businesses across the UK with enhanced access to talent, expertise, and recruitment solutions tailored to their unique needs. Through this partnership, family firms seeking to recruit new team members can now benefit from a more comprehensive approach. Businesses can choose to advertise vacancies directly through Family Business United or leverage the extended reach and professional recruitment services offered by Stafffinders. For those looking for a fully managed solution, Stafffinders will oversee the entire recruitment process, ensuring the right fit for both employer and candidate. Family Business United continues to champion the distinctive advantages of working within a family business environment—where values, legacy, innovation, and community play a central role. Job seekers are encouraged to explore a diverse range of opportunities across the UK, from leadership roles to positions suited for emerging talent, and discover workplaces where their contributions can have a meaningful impact. Paul Andrews, Founder and CEO of Family Business United, commented: "This partnership with Stafffinders represents an exciting step forward in supporting family businesses with their recruitment needs. We understand the importance of finding the right people who align with the values and culture of family firms. By combining our platform with Stafffinders’ expertise, we are creating a powerful solution that connects passionate individuals with opportunities within outstanding family businesses across the UK." Jane Wylie-Roberts, CEO of Stafffinders, added: "We are thrilled to partner with Family Business United, an organisation that shares our commitment to supporting family enterprises. As a family-owned business ourselves, we understand the nuances and strengths of this sector. Together, we can support businesses looking to recruit new staff members and offer tailored recruitment solutions that not only widen the talent pool but also ensure businesses find candidates who truly fit their ethos and ambitions." Family businesses looking to recruit are invited to advertise their roles through Family Business United or take advantage of the enhanced services available through this new partnership with Stafffinders. You can find out all there is to know and check out the current job vacancies here .

The UK’s leading independent paint manufacturer, HMG Paints Ltd has become part of the growing Modular and Portable Building community by becoming an associate member of the Modular and Portable Building Association (MPBA). Founded in 1938, the MPBA play a key role in connecting all sectors of the modular and portable building industry. By promoting collaboration and partnerships the MPBA is driven to open the door to various opportunities and add significant value businesses within the industry. HMG Paints have a vast product portfolio which covers a wide variety of industries, with products supplied across the globe. The paints and coatings range from standard to highly specialised, superior performance products, but all have one thing in common, they are backed by the enthusiasm and passion that HMG has for producing the highest quality finishes, with the best possible service and technical know-how.   Paul Edwards, HMG Paints Sales Manager said: “Being part of the MPBA is a milestone for HMG as we look to grow our partnerships across the modular and portable building market. Our R&D Team have been working closely with key partners to develop a portfolio of products for OEM’s, Refurbishers and Renovators and we’re excited to increase our engagement with MPBA members as we showcase our products.” HMG’s range of paints for portable and modular buildings, steel containers and more consists of both solvent-based and water-based coatings. The range consists of 1K and 2K offerings which are designed to provide durability and protection in line with customer requirements. HMG has also focused on making them easy to apply, clean up and have a range which reduces environmental impact. All of HMG’s products are backed up by market leading technical support, which includes process audits, application training both on site and at HMG’s Riverside Training Centre and post application support. As a Manchester based manufacturer HMG Paints are proud that all of their products are Made in Britain accredited and produced under ISO 9001 and ISO14001 Management Systems. The company also boasts and unprecedented colour archive allowing designers and manufacturers of modular and portable buildings an expansive colour collection to choose from. A key component of this is the ColourBase Colour Box which consists of 2400 colour chips. The ColourBase Colour Box is a multi-function tool, in the sense that not only each colour has a chromatic code that identifies its position in the colour sequence, but it also corresponds to a colour existing on the market of reference. With a host of colours including British Standard, RAL, Agricultural and Commercial Vehicle the ColourBase Colour Box is the perfect colour selection tool. When it comes to paint and colour for the modular and portable building market, HMG Paints truly is one name that covers everything. To discuss your paint and coatings requirements you can contact the HMG team directly via sales@hmgpaint.com or alternatively find out more about the range of products and bespoke development services visit here .

Fifth-generation luxury British bedmaker, Harrison Spinks, will expand into China through one of the country’s leading manufacturers and retailers, Sleep Comfortably (Shanghai) Technology Co., Ltd – bringing over 185 years of British bedmaking expertise and innovation to the market. The award-winning bedmaker will make its debut in China through a dedicated flagship store, with additional locations and in-store galleries planned as part of an ambitious phased rollout, introducing Harrison Spinks’ renowned craftsmanship to China’s luxury sleep sector. Harrison Spinks’ expansion into China forms part of the company’s ambitious international growth strategy, with its luxury mattresses now distributed across several countries worldwide, including most recently Indonesia. Renowned for its expertise in launching and managing luxury sleep brands across China’s premium market, Sleep Comfortably (Shanghai) Technology Co., Ltd is one of the country’s leading manufacturers and retailers. Meticulously handcrafted in the UK, Harrison Spinks mattresses combine over 185 years of bedmaking expertise with innovative design. The British Luxury Collection blends traditional craftsmanship with responsibly sourced, natural fibres such as traceable British wool, cashmere, and flax to deliver a distinctive sleep experience and reflect the brand’s commitment to quality, innovation, and sustainable luxury. Nick Booth, Managing Director at Harrison Spinks, said: “Entering the Chinese market represents a significant moment in Harrison Spinks’ international growth. Partnering with Sleep Comfortably – one of the country’s most respected luxury sleep specialists – allows us to bring the British Luxury Collection to a new audience, marking another exciting step forward in our continued international growth." “We are thrilled to share our expertise and heritage with consumers in China, offering a quality sleep experience – with each mattress showcasing the expert craftsmanship, pioneering innovation and attention to detail that have defined us since 1840.” Stephen Wang, President at Sleep Comfortably (Shanghai) Technology Co., Ltd, said: “We are thrilled to introduce Harrison Spinks’ British Luxury Collection to the sleep market in China and Hong Kong." “Our customers are looking for unrivalled quality, and this exciting new partnership allows us to deliver a superior sleep experience that combines the finest British craftsmanship, innovative design and exceptional comfort.” The British Luxury Collection will launch in China through Sleep Comfortably (Shanghai) Technology Co., Ltd from the end of this year. Photo: Left to Right: Lu Chuan, Sales Manager of E-Commerce; Vivi Wu, HR and Operation Manager; Lee Hinshaw, Business Development Director at Harrison Spinks; Stephen Wang, President; Louis Houdart, Senior Partner and Marketing Director; Even Yu, Sales Manager; Sophia Zhang, Supply Chain.

Hybrid working In today's hybrid work environment, employees are extending their work from the office or home, and some are working from hotel rooms, cars, coffee shops, airport lounges, and train stations. While you may have invested significantly in ergonomic office setups, these efforts can quickly unravel when your team is on the move. The hidden costs of working on the go Consider this: after a long drive to a client meeting, your employee arrives feeling stiffness in their joints. Or picture a team member spending hours hunched over a laptop in a stylish but uncomfortable lobby chair, feeling increased tenseness in their shoulders. These scenarios are uncomfortable and productivity dampeners that can lead to long-term health issues. The reality is that even the most comprehensive ergonomic program falls short if it only addresses fixed workspaces. When employees travel, they're forced into environments designed for aesthetics or short-term use, not sustained productivity. Understanding the risks Poor posture remains one of the primary causes of workplace discomfort, and the problem intensifies in mobile work settings. Those elegant tub chairs in waiting areas? They encourage slouched backs and stiff shoulders. Hotel room desks are often too high or too low. Train station cafés offer cramped tables that force workers to hunch over their devices. The cumulative effect of these poorly designed temporary workspaces can include: Neck and shoulder strain from incorrect screen positioning Lower back pain from inadequate lumbar support Wrist and forearm discomfort from awkward keyboard angles Reduced circulation from improper seating Decreased productivity and focus due to physical discomfort Pain areas Practical solutions for every location The good news? Supporting your mobile workforce doesn't require expensive overhauls or bulky equipment. Small, portable ergonomic solutions can transform any space into a comfortable, productive workspace. Vehicle-based work When employees need to work from their cars between client meetings or during field assignments, the challenge is maximising limited space while maintaining proper posture. Equipping your travelling employees with portable ergonomic tools can make a significant difference: Recommended solutions: Portable lap desks with built-in support for stable surfaces Compact laptop trays to prevent hunching Hands-free headsets and voice-activated tools for safe, efficient task completion Document holders to reduce neck strain Transport hubs and public spaces Waiting rooms, airport lounges and train stations present unique challenges: crowded conditions, limited seating options, and furniture designed for waiting, not working. Ergonomic accessories Recommended solutions: Compact, rollable keyboards and mice for natural wrist positioning Portable seat cushions and inflatable lumbar supports Lightweight footrests to improve circulation and reduce leg discomfort Hotel workspaces Hotel furniture is designed for short stays, not extended work sessions. Recommended solutions: Compact, adjustable laptop stands that elevate screens to eye level Foldable or inflatable lumbar supports for additional back comfort Portable seat cushions that fit easily into overnight bags These lightweight solutions are non-invasive and easy to implement, allowing employees to quickly optimise working on public transport, in any lobby, hotel room, or lounge area. Building a mobile ergonomics programme At Aston & James, we understand that comprehensive employee wellbeing extends beyond the traditional office. We can help you develop a mobile ergonomics programme that includes: Assessment: Identify which employees work remotely most frequently and their typical mobile work scenarios Equipment selection: Choose portable ergonomic solutions that align with your team's needs and travel patterns Travel kits: Create standardised ergonomic travel kits that employees can easily pack and use Training: Provide guidance on setting up ergonomic workspaces in various environments Ongoing support: Regular check-ins to ensure solutions are being used effectively A commitment to employee wellbeing A lack of space shouldn't mean sacrificing comfort, productivity, or long-term health. By extending your ergonomic considerations beyond fixed workspaces, you demonstrate a commitment to employee wellbeing that pays dividends in reduced discomfort, increased productivity, and improved job satisfaction. Good ergonomics doesn't end at the office door—it extends into every space where work happens. Let Aston & James help you ensure your mobile workforce has the tools they need to stay comfortable, healthy, and productive, wherever their work takes them. Ready to support your mobile workforce? Contact us to discuss portable ergonomic solutions tailored to your organisation's needs.

Hendy Foundation, the charitable arm of the family-run Hendy car dealer network, has donated over 200 Easter Eggs to local charities across the South Coast as part of a new appeal. The business invited colleagues to donate chocolatey treats to bring some Easter cheer to children and families, and the generous response has exceeded early expectations. Hendy Foundation has donated the Easter Eggs to Wimborne Food Bank, Hope for Food Bournemouth, Christchurch Food Bank, Eastleigh Basics Bank, Cosham Larder, Nourish Food Bank Tunbridge Wells and Love Works Redhill. Supporting food banks and food poverty charities across the South Coast has been a key theme in Hendy Foundation’s support over the past 12 months. Last year, Hendy Group Ambassador Rosemary Shrager participated in her ‘Two Wheels for Meals’ cycle challenge, where the TV chef raised over £35,000 for food poverty and welfare charities by cycling nearly 450 miles from Land’s End to Dover in June. Rebecca Hendy, Hendy Foundation Chair said: “Supporting children and families within our local area has been a core principle of the Foundation since it was founded in 2018. We hope these small gestures will make the holiday a little bit brighter for many families. I’d like to thank the Hendy Group dealerships that took in part in helping make this appeal such a success.” Following its latest round of funding in late 2025, the Foundation awarded grants totalling more than £61,000 to support 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. For more information, visit here .

Family businesses increasingly find themselves exposed to the same digital risks as large corporations, yet many still treat cybersecurity as a technical afterthought rather than a board level priority. The combination of close knit ownership, legacy systems, and a culture built on trust can leave these firms uniquely vulnerable. Putting cybersecurity firmly on the agenda is no longer optional; it is a matter of safeguarding continuity, reputation, and generational wealth. Why Family Businesses Face Distinctive Cyber Risks Family enterprises often operate with leaner structures and long standing habits that unintentionally create weak points. Several characteristics heighten exposure: High levels of trust — Family members and long serving employees are often granted broad access to systems, sometimes without formal controls. This makes insider threats—whether malicious or accidental—more likely to go undetected. Legacy technology — Many family firms rely on ageing IT infrastructure or bespoke systems built over decades. These can be difficult to patch, integrate, or secure. Informal governance — Decision making may be centralised among a small group, with cybersecurity falling between responsibilities or assumed to be “handled by IT”. Attractive targets — Cybercriminals increasingly view mid sized, privately held companies as lucrative: they hold valuable data, often lack robust defences, and may be more inclined to pay ransoms to avoid reputational damage. These factors combine to create a risk profile that is both underestimated and under managed. The Consequences Of Inaction A cyber incident can be existential for a family business. The impacts tend to be more personal and far reaching than in publicly listed companies. Operational disruption — Ransomware can halt production, logistics, or customer services for days or weeks, with no alternative systems to fall back on. Financial loss — Beyond ransom payments, businesses face recovery costs, legal fees, regulatory penalties, and lost revenue. Reputational damage — Family names are often synonymous with the business. A breach can erode trust built over generations. Succession challenges — Younger generations may be reluctant to take over a business perceived as technologically outdated or insecure. Loss of competitive advantage — Intellectual property, supplier terms, and customer data are prime targets for theft. For many family firms, the emotional toll can be as severe as the financial one. What Putting Cybersecurity “On The Agenda” Actually Means Elevating cybersecurity requires more than purchasing software. It demands cultural, strategic, and operational shifts. 1. Treat cybersecurity as a governance issue Boards and family councils should receive regular briefings, set risk appetite, and ensure accountability. Cybersecurity should be embedded into strategic planning, not treated as a technical footnote. 2. Invest in modern, resilient infrastructure Updating legacy systems, adopting secure cloud services, and implementing multi factor authentication are foundational steps. These investments protect not only data but also the long term viability of the business. 3. Formalise policies and access controls Clear protocols for password management, data handling, remote working, and device use reduce the likelihood of human error. Access should be granted on a “least privilege” basis, even for family members. 4. Build a culture of awareness Regular training helps employees recognise phishing attempts, social engineering, and suspicious activity. Cybersecurity becomes everyone’s responsibility, not just the IT team’s. 5. Prepare for the worst Incident response plans, backups, and crisis communication strategies ensure the business can recover quickly. Testing these plans is just as important as writing them. 6. Engage external expertise Specialist advisers can assess vulnerabilities, monitor threats, and support compliance with evolving regulations. For many family firms, this is more efficient than building large in house teams. The Strategic Upside Of Stronger Cybersecurity While the conversation often focuses on risk, there is a positive case too. Robust cybersecurity can: Strengthen customer and supplier confidence Support digital transformation and innovation Enhance valuation during succession or sale Attract next generation leaders who expect modern systems Reduce insurance premiums and regulatory exposure In other words, cybersecurity is not merely a defensive measure; it is a strategic enabler. A Shift In Mindset For Long Term Stewardship Family businesses pride themselves on stewardship, continuity, and resilience. Cybersecurity aligns naturally with these values. By elevating it to the agenda, leaders protect not only their operations but also the legacy they intend to pass on. How formal or informal is the governance structure in the family businesses you’re thinking about? That often shapes the most practical starting point

Family businesses are often described as the hidden architecture of the global economy. Quietly and persistently, they have shaped industries, sustained communities and preserved specialist skills long after more visible corporate names have faded. While family ownership can be found in almost every sector, certain parts of the global economy have proved particularly fertile ground for multigenerational endurance. What unites these sectors is not nostalgia, but a set of structural and cultural characteristics that reward patience, continuity and long-term stewardship. Food, Drink and Agriculture: Stewardship of Land and Craft Perhaps no sector is more closely associated with enduring family ownership than food and drink. From vineyards and distilleries to bakeries and breweries, success often depends on local knowledge, generational expertise and careful management of natural resources. Italy’s Barilla, founded in 1877, remains controlled by the founding family and has grown into one of the world’s largest pasta producers. Its longevity rests on a relentless focus on quality, cautious expansion and deep integration into agricultural supply chains that cannot be replicated overnight. In wine, families such as the Antinoris have stewarded vineyards for centuries, understanding that reputations are built over decades and destroyed in moments. The long maturation cycles of products like wine and whisky naturally favour owners willing to think beyond immediate returns. Manufacturing and Engineering: Mastery Over Generations In specialist manufacturing, family ownership has often provided a decisive advantage. These businesses frequently rely on accumulated know-how, incremental innovation and close relationships with customers rather than rapid scale. Germany’s Bosch, while now globally recognised, retains strong family influence through its ownership structure and founding values. Its endurance is rooted in reinvestment, technical excellence and a culture that prizes engineering rigour over short-term financial performance. Across Europe and Asia, countless mid-sized family manufacturers have thrived by becoming indispensable niche suppliers, often invisible to consumers, but vital to global supply chains. Retail and Luxury: Reputation as Currency In retail, particularly at the premium end of the market, family ownership has proved remarkably resilient. Here, brand, trust and consistency matter more than speed. French luxury group Hermès, founded in 1837 and still family-controlled, has resisted many of the pressures that have transformed its peers. By limiting production, protecting craftsmanship and avoiding overextension, Hermès has preserved both scarcity and desirability. Family control has enabled such businesses to say “no” to opportunities that might dilute the brand, a discipline that is harder to maintain under dispersed shareholder ownership. Hospitality and Tourism: Place, Experience and Continuity Hotels, restaurants and tourism businesses often flourish under family ownership, particularly where a strong sense of place is central to the offering. From alpine hotels to Mediterranean resorts, family operators bring continuity of service and deep local knowledge. Guests return not just for the facilities, but for a sense of familiarity and authenticity that chain operations struggle to reproduce. These businesses also benefit from intergenerational commitment. Properties are maintained with future custodians in mind, rather than optimised solely for near-term profit. Why These Sectors Favour Family Ownership Across these industries, common factors explain why family businesses have endured: Long investment horizons, suited to assets and reputations that take decades to build Embedded knowledge, passed down informally as well as formally Patient capital, allowing reinvestment through economic cycles Alignment of ownership and management, reducing conflicts of interest Strong identity and purpose, often tied to place, craft or community Crucially, these sectors reward consistency more than disruption. While innovation is essential, it is often incremental rather than revolutionary — playing to the strengths of family enterprises. Endurance, Not Immunity Longevity does not imply invulnerability. Family businesses fail when they resist necessary change, mishandle succession or confuse tradition with stagnation. Those that endure do so because they adapt continuously while remaining anchored to core principles. In an economy increasingly dominated by scale and speed, the continued success of multigenerational family businesses is a reminder that resilience is often built slowly. In the right sectors, with the right mindset, family ownership remains not a relic of the past, but a durable model for the future.

Six-week journey across the UK to celebrate and connect family businesses nationwide. Family Business United is delighted to announce the launch of its 2026 Family Business Road Trip, a six-week journey across the UK celebrating the innovation, resilience and community impact of family-owned firms. Commencing on 30 March 2026, the road trip will travel the length and breadth of the country, visiting a wide range of family businesses in locations including Preston, Leeds, Norwich, Cheltenham, London and many places in between. The initiative aims to shine a spotlight on the vital contribution family firms make to the UK economy while fostering meaningful connections within the sector. The journey will be undertaken in a vehicle generously provided by Hendy Group, the UK’s largest family-run car dealer business, enabling the Family Business United team to engage directly with business owners, hear their stories first-hand, and share their successes with a wider audience. Throughout the six weeks, the tour will feature business visits, interviews, networking opportunities and digital coverage, offering an authentic insight into the diversity of family enterprises operating across multiple industries and regions. Paul Andrews, Founder and CEO of Family Business United, commented: “We are incredibly excited to be taking to the road once again to champion family businesses across the UK. This road trip is all about celebrating the people behind the businesses, understanding their stories and highlighting the unique role they play in driving economic growth and supporting communities." "From long-established firms to the next generation of innovators, we look forward to engaging with many inspiring family businesses along the way.” Paul Hendy, Chief Executive of Hendy Group, added: “We are proud to support the 2026 Family Business Road Trip by providing the vehicle that will power this important journey. As a family business ourselves, we understand the values, challenges and opportunities that come with running a family enterprise." "This initiative is a fantastic way to recognise and celebrate those businesses that are the backbone of the UK economy, and we are delighted to play a part in making it happen.” The 2026 road trip builds on previous successful tours, further strengthening the Family Business United network and reinforcing its commitment to supporting and promoting family firms nationwide. Hendy Group represents more than 25 automotive brands across over 60 locations along the south of England and has been delivering a premium automotive experience for more than 165 years. Regular updates, stories and highlights from the journey will be shared throughout the tour via Family Business United’s digital platforms.