Patients, staff, and families of the mental health campus at Stobhill Hospital in north Glasgow will soon benefit from hands-on 'Music Jams' thanks to the efforts of Music in Hospitals & Care. These fun, interactive sessions will offer an opportunity for self-expression and social interaction, building confidence and supporting patients’ mental health recovery. Music in Hospitals & Care (MIHC) is a charity dedicated to improving the health and wellbeing of children and adults through the healing power of live music. Every year, their professional musicians share live music with people across the UK who may not otherwise get to experience it. This includes individuals living with dementia, mental health problems, and other serious illnesses. The charity believes that live music should be part of everyone’s health and social care regimen. Research has shown that music can soothe and relieve stress, isolation, frustration, and even reduce the perception of pain. The Music Jam sessions at Stobhill Hospital are designed to provide an emotional and creative outlet for people with mental health problems. Participants have reported that jam sessions help to restore a sense of identity and remind people of their passions and interests beyond their illness. There is never an expectation for people to just sit and listen; instead, the charity’s musicians actively encourage engagement with the live music in whatever way feels natural. The impact of this work has been phenomenal, with participants experiencing significant improvements in confidence and social interaction. One patient from the Orchard Clinic, a medium secure forensic unit, regularly attended Music Jams sessions at the Royal Edinburgh Hospital and eventually asked if he could join in with the musicians. Staff knew he was an accomplished singer and guitarist but also knew the man to be quite anxious and lacking in confidence. MIHC musician Charlie Gorman gently supported the patient as they shared live music together and he returned each week, gradually starting to sing and play guitar by himself. After realising how much his confidence had grown, staff invited the patient to perform at Hivefest, a small festival held in the hospital grounds, where he successfully performed by himself to an audience of 150 staff, patients, and members of the public. To support these Music Jam sessions at Stobhill Hospital, the Allied Vehicles Charitable Trust has donated £1,000. This funding will help the charity expand and develop their programme, which has already seen success at the Royal Edinburgh Hospital. Kirstyn Knowles, Live Music Manager Scotland and North of England for Music in Hospitals & Care, said: “These funds will allow Music in Hospitals & Care to bring participatory Music Jams to patients, staff, and families on the mental health campus at Stobhill Hospital. By encouraging participation and interaction, the live music experiences provide an opportunity for self-expression, social interaction and confidence building to support mental health recovery. Importantly, they also give patients a chance to have fun away from the clinical environment of the wards.” David Facenna, Corporate Culture Director at Allied Vehicles Group, added: “The power of music as a force for recovery has been long-established, and the work of Music in Hospitals & Care has put that to tremendous use. We’re delighted to help this excellent charity strike a positive note in the lives of patients at Stobhill Hospital.” This funding will make a significant difference in the lives of those at Stobhill Hospital, helping to transform their mental health recovery journey through the power of live music.

Family Business United is delighted to announce the launch of our third Global Family Business Think Tank Report which summarises the thoughts of over 120 leading family business owners, experts and advisers from around the world on specific topics that will help to shape family business discussions and strategies going forward including thoughts on the relevance of the three-circle model, trust, next generation engagement and the potential for conflict to impact family business growth ambitions. Key Findings : As well as the top level statistics that highlight areas that need to be on the family business agenda, we have included quotes from some of the global participants and a number of articles too. 86% of respondents think that the three-circle model is still relevant today. 94% of respondents believe that family conflicts can significantly hinder the growth of a family business. 92% think that family businesses struggle to separate family and business matters. 86% of respondents feel that family businesses are more likely to prioritise long-term stability over short-term profits. 87% of respondents think that the involvement of multiple generations in a family business can create more innovation. Emotional ties in a family business can lead to biased decision making according to 97% of respondents. 100% of respondents feel that building trust within the family is critical to the success of the family business. Only 14% of respondents feel that family businesses spend enough time on long-term strategic planning. Only 24% of respondents think that we have adequately defined what it means to be an effective owner of a family business. As Paul Andrews, Founder and CEO of Family Business United who published the report explains, "We hope that the report enables conversations to take place to bring the family business community together to further innovate, drive changes as a force for good and helps provide further support for families in business to continue to flourish for generations to come." "The aim of the report was to harness the collective voice of the family business community around the world and share their thoughts and comments on areas that are certainly being discussed in family business board rooms and there is certainly plenty to think about and for family firms that are looking to plan for the next stage in their journey, areas that they should, if they are not already, be considering." "This is the third of our Global Family Business Think Tank Reports and not only does it highlight key areas for family businesses to consider, it will prove useful in helping us to develop and deliver further resources, insights and thought leadership pieces to address the areas discussed and enable family businesses to continue the conversation." "We could not have compiled the report without the assistance and participation of our friends around the world and we are immensely grateful to everyone who took the time to share their thoughts with us, contributing to a document that will certainly make a difference too," concludes Paul. Download and read the full Summer 2025 Global Family Business Think Tank here: Furthermore, if you would like further details about the report, wish to supply your insights for the 2025 campaign or are interested in sponsoring the next report, please do not hesitate to contact us .

Willmott Dixon has started a £30m programme of regeneration at Barnes Hospital. Willmott Dixon joined patients, carers, NHS staff, teachers and local leaders across health and education in marking the start of works to develop an NHS mental health facility and a new Special Educational Needs (SEN) school. This major investment in health and educational provision across the borough has been made possible by funding from South West London and St George’s Mental Health NHS Trust and LocatED, an arms-length body of the Department for Education. Reflecting on the project’s importance, Richard Poulter, Willmott Dixon’s managing director in the South: "We are excited to have been chosen to deliver this vital project, procured via the Southern Construction Framework (SCF), that will deliver modern centres of excellence for mental health and education. This will see sustainable, inclusive, and high-quality spaces created that will help shape a healthier future for people living in Barnes.” NHS Trust Chief Executive, Vanessa Ford: “This marks the next step in our journey to deliver modern, community-facing mental healthcare for the people of Richmond. We want to create inclusive new spaces to deliver better environments and better care for our patients, now and in the future. Our Better Communities programme is driving important changes across our estate and we are excited to see construction begin here at Barnes as we strive to create environments that improve patient experience, reduce mental health stigma, and bring care closer to home.” The new NHS facility will provide accommodation for a range of community mental health services, which relocated from Barnes to the Trust’s Livingston House facility in Teddington in 2023. When Barnes reopens in 2027, the Trust’s expanded community services will continue to operate from both sites, supporting accessibility across the borough. James Wright, Head of SCF (South East and London): "We’re delighted to have supported the procurement of Barnes Hospital regeneration, which will provide vital support for mental health and special educational needs in the community. Projects like this are especially significant for us as a framework, as they reflect the high-impact, community-focused projects we are committed to supporting. The collaboration shown by all teams involved has been outstanding and we’re excited to see the positive impact the project will have." The school, the London River Academy, will provide 90 places for children with social and emotional mental health (SEMH) needs and will be operated by the Beckmead Trust. Lara Newman, Chief Executive of LocatED: “By working closely with our NHS partners and the Beckmead Trust, we're demonstrating how collaborative approaches can transform public services and deliver exceptional facilities for the communities we serve. We're proud to be contributing to the wider regeneration of this historic site, creating a purpose-built environment where children can thrive for generations to come.” Patient advocate Kathy Sheldon, Chair of the Friends of Barnes Hospital: “We have really enjoyed being part of co-designing the new Barnes over a number of years and look forward to continuing to support the Trust in the final stages of this. Replacing Victorian-era buildings with this modern, purpose-built facility will mean so much to the patients, carers and staff that we support. The Friends have been an integral part of Barnes Hospital for decades and we look forward to engaging with the new community here as it comes to life.” Barnes’ redevelopment has been informed by consultations with staff, patients and the wider community over several years, with a residential development led by LS Estates also due to come forward on the remaining part of the site. Barnes’ transformation is part of a major programme of rebuilding mental health facilities across South West London. This started with the £150m redevelopment of Springfield University Hospital in Wandsworth in 2022/23 and will be followed by the opening of the new Richmond Royal Wellbeing Centre this summer and the opening of Barnes Hospital in 2027. The programme will conclude with the £110m redevelopment of Tolworth Hospital in Kingston, due to be delivered in 2028. In all this represents a £280m investment in local mental health services and makes up a key part of Trust’s ‘Anchor’ work. This aims to use NHS resources strategically and deliver investments that support communities to be healthier, happier and greener.

Johnsons Nurseries Ltd proudly marks a significant milestone with the successful completion of its fourth in-house Plant Identification Training Program since the initiative began in 2023. The Spring 2025 session, which concluded on June 19th, continues the company’s strong commitment to employee development and horticultural excellence. As one of the UK’s largest commercial nursery growers, Johnsons has been growing for over a century and supplies 5 to 6 million plants every year from its five sites across the Vale of York. This seasonal training—now firmly established within Johnsons annual development calendar—forms part of a structured, year-round learning journey. Alongside previous autumn, winter, and summer sessions, this spring/early summer edition reinforces the company's dedication to building horticultural expertise across its workforce. A total of 21 employees from a range of different departments completed the spring/early summer program, which focused on expanding plant knowledge across seasonal varieties. In a ceremony held to celebrate their achievement, certificates were awarded by Production Director Robert Richardson. Those completing the 9-week course included: Molly Buckle, Florence Marsden, Louise Roberts, Aaron Ferraioli, Henry Greaves, Jack Woodworth, Harry Helman, Tom Laws, Matt Falokun, Kayleigh Shaw, Jordan Riley, Levi Riley, Ben Gannon, Josh O'Brien, Mark Swallow, Simon Maddison, Moshtaq Miri, Kobe Williams, Chris Pitwood, Shelley Pawson, and Joel Constanza. Florence Marsden, Louise Roberts, and Ben Gannon achieved a perfect score of 10/10 in every session they attended, demonstrating outstanding consistency and dedication. Graham Richardson, Johnsons Group Managing Director, commented: “With four successful plant ID programs completed since 2023, we’ve built a strong foundation for continuous learning at Johnsons. We’re proud of the progress our team has made and excited to continue this momentum. Our 2025 plans include further development of these training sessions, along with expanded Plant Health and bespoke horticulture training later in the year.”

Following the government’s costly partial reversal of its welfare reforms, Family Business United is urging it to abandon plans to change inheritance tax relief for family businesses across the UK and to listen to the voices within the family business community to drive the growth agenda. A recent survey by the CBI and FBUK revealed that proposed cuts to inheritance tax relief for farmers and family-run businesses could backfire, leading to a significant drop in Treasury revenue. The report estimates the policy could result in over 200,000 job losses during this parliamentary term, a £1.9 billion net loss to the Treasury, and £14.9 billion in lost economic activity. Paul Andrews, Founder and CEO of Family Business United, comments: "The Government, through the action of the Chancellor, Rachel Reeves, now faces the challenge of funding the government’s U-turn on welfare." "There is clearly a straightforward solution—stop penalising family farms and family businesses by abandoning the proposals which will then allow family businesses in all sectors to pursue their growth agenda." "The result would be the sector employing more people, investing in their people and the infrastructure to grow and pay more taxes accordingly, rather than cutting back and looking at ways to fund future inheritance tax liabilities." “As it stands, the proposed inheritance tax changes won’t raise revenue—they’ll cost £1.9 billion and jeopardise 200,000 jobs. It’s a policy the Chancellor simply cannot afford to pursue and we strongly recommend that consultation with family businesses is pursued to identify ways that will actually result in a growth agenda being developed and delivering positive growth outcomes for the economy." "Family businesses are the engine room of the national economy contributing significantly in terms of wealth creation, employment provided and income generated, not forgetting their impact on communities the length and breadth of the nation and the significant amounts they already pay in taxes too." "We urge all family businesses to continue to shout about the consequences of the proposed changes and to contact their local MP so that they are aware of the impact. Furthermore, we are happy to share details of a post on LinkedIn from the newly appointed Alexandra Depledge, MBE, who is the Entrepreneurship Adviser to the Chancellor of the Exchequer," continues Paul. "In her own words - 'I love taking risks. Usually the bigger the better, but this new role is unprecedented even for me... our community is strong, it has heart and most importantly it offers solutions better than any other I know. So my ask is this..." "If you have a good idea, a way of unblocking what’s standing in your way of building a fast growing business, or a lens you think I should be looking at entrepreneurship through then let’s hear it. I don’t need to know what’s wrong. I need to understand how to fix it." You can see the full post here In the post she provides here email address asking for input via her email - Alex.Depledge@hmtreasury.gov.uk "So, feel free to email explaining the ways that you feel might help to create a better playing field for family firms and how the removal of APR/BPR would provide the incentive and opportunity for further investment and growth in businesses that care and make such a significant contribution each and every day." "We have seen a number of U-turns on matters including the Winter Fuel Payments and now with the Welfare Reforms and MPs are rightly expressing concern for some of the changes in their constituencies and it is important to keep the messages and concerns for the family business sector on the agenda." As Paul concludes: "We need to continue to amplify the voice of the family business sector to drive for change and encourage consultation to make a difference and enable the focus to be on the future growth and contribution of family firms to the UK economy."

It’s no secret that the retail industry is going through a big shift – one that started prior to the pandemic. Changing consumer buying habits and new technologies are revolutionising the retail space. Consumers are increasingly price-conscious and are seeking value for money more than ever before. There’s also growing demand for sustainable and ethically sourced products, which means people are shopping with more intention. For traditional brick-and-mortar stores, not only do they have to navigate these changes, but they also need to find a way to attract people back to stores– a challenging feat as high streets across the nation shrink. To tackle these challenges, and keep consumers happy, there needs to be a clear focus on staff upskilling. But in the midst of all of this, there’s also an ongoing skills shortage and a battle to attract and retain retail workers. Why Is Upskilling So Important? Ensuring retail employees are equipped to adapt to these changes is vital. Something which Poundland has recently acted on. The popular variety store chain, Poundland, recognises their employees need to possess a wide range of technical skills to remain competitive. They need to be able to provide exceptional customer service, understand emerging trends and be agile enough to adapt to changing consumer preferences. Upskilling can help retailers, like Poundland, to differentiate themselves, by equipping their employees with the latest knowledge and skills. This not only helps with attracting new people to the business, but it also makes sure those within the business stay and support company growth. As Dean Barker-Rogers, Leadership Development Manager at Poundland, explains: “It’s a win-win situation. Upskilling not only benefits the business, but it also helps to keep up staff morale, knowledge and purpose.” Flexibility is Key Dean explains how all staff at Poundland have the opportunity to upskill, with some of its employees being onboarded onto the Level 7 Senior Leadership Apprenticeship plus MBA, offered by Arden University. Dean explains: “My top advice for other retailers is to make sure you are partnering with a credible institution." "For us, that was Arden University – they are well respected in the industry for the courses they offer – especially for senior leadership." “Arden University is not only an established provider with experienced coaches, but their blended and flexible approach to learning suits our fast-paced environment.” Flexible learning is key in the retail space. It allows employees to manage their studies in line with other life commitments. As Stacey Hayes-Allen, Director of Corporate Partnerships at Arden University , says: “Learning as an adult has been shown to help learners maintain a greater sense of purpose, improving overall happiness and therefore, enhancing, engagement and retention. This means that offering personal development opportunities remains a key factor in helping employee wellbeing." “But managing a job, education and home-life commitments can be challenging. Which is why flexible learning is so important. Being able to work through your studies at a pace that suits you will ensure a better chance of success.” Employee Impact Speaking to Dillon Heffernan, who has recently completed the Level 7 Senior Leadership Apprenticeship, and is now Head of Business Optimisation and Change at Poundland, he explains how his whole career has been in retail operations, and he embarked on his degree apprenticeship as his role began to change. “The synergies of learning and my role collided at the same time – almost perfectly,” says Dillon. “I’ve gone strength to strength – academically and in my career. And graduating with this degree and an MBA is a personal milestone for me." “When you get into your routine and realise that no one's going to earmark this time for you, you learn your own time management skills, which also helps you to develop professionally. And those hours I give myself to study and personally improve, naturally gives back to the business, too.” Another employee, Georgie, who has been a Store Manager with Poundland for nine years and has worked in retail for most of her adult life, is studying for a Level 6 Chartered Manager Degree Apprenticeship in Business Management at Arden University. She had already noticed developments in herself as she progressed through her studies. On a Chartered Manager Degree Apprenticeship (Business Management), employees gain knowledge and skills in important cross-functional business and management disciplines, while they continue to work in their current role. This helps them to build and develop the abilities required to be a successful manager. Georgie said: “I really enjoy being in a store; that fast-paced environment; coupled with the interaction on the shop floor with the customers, with my staff and with my team." “As a store manager, I think you get very tied into your store. You don't actually realise why decisions are made. This course has given me a greater understanding of why we do things the way we do." “Previously I would have just done what I was asked to do – but now, I understand that we have different sources of revenue. For me before it was always just money in the till.” As Dean adds: “Learning and development is contagious. We’ve noticed that when other employees see the benefits, more want to get on board." “We’re eager to continue offering this as a benefit for our employees – not just for the betterment of Poundland as a business, but for the development of our people and staff.” As Stacey concludes: “Degree apprenticeship programmes, delivered through a flexible partner, can play an important role in ensuring employees have access to bespoke learning and development for their roles and industry." “This means employees will not only find themselves learning new things, developing their core skills, and finding solutions to the ongoing changes in consumer behaviour, but they’ll also find themselves continually applying their knowledge directly to your organisation.”

Family Business United is delighted to be compiling a report highlighting the UK's leading Family Business Apprentice Employers for 2025 to demonstrate the contribution that family firms across the UK are making to employing apprentices and their investment in the next generation of employees. This is the fourth year that the report has been complied to showcase the family business sector and their commitment to apprentices within their businesses. Family firms from all corners of the UK employing 5 or more apprentices are encouraged to complete and return the form for inclusion in the report which will be published later this year. The report will be used for a social media campaign to highlight the importance of apprentices to family businesses across the UK and those involved will gain media exposure too. As Paul Andrews, Founder & CEO of Family Business United explains, "It only takes a few minutes to complete the form to be part of the campaign which showcases the family firms that are committed to developing the next generation of workers with the skills needed to take the business forward." "Apprenticeships are seen as a rich source of craftsmanship, worthy of ongoing investment and it is great to see the number of apprentices in this annual report increasing year on year." "Furthermore, each year the businesses in the report represent sectors of the economy that include property and construction, manufacturing and engineering, motor retail, consulting services and food and drink mirroring the growth and availability of apprenticeships in sectors away from where they may have been more traditionally aligned in the past, and across a whole range of departments too." "We look forward to compiling the 2025 report which will shine a light on the apprenticeship programmes taking place in family businesses across the UK today." To take part, simply complete and return the details using the form by clicking on the button below:

Independent family brewer, Shepherd Neame, has introduced a refreshing new cask ale to its permanent range – Creekside Juicy IPA(4%). Creekside takes its name from Faversham Creek which runs through the heart of the medieval market town which has been home to Shepherd Neame for more than 300 years. The historic brewery is just a stone’s throw from the Creek, which played a pivotal role in Faversham’s success over the centuries as a trading port and shipbuilding hub. A pale golden Juicy IPA, Creekside offers bursts of tropical fruits courtesy of a combination of four hops - Challenger, Mosaic, Jester and Amarillo. With hints of orange and peach, it has a light, refreshing finish. Its eye-catching pump clip design features a hand-drawn illustration depicting a boat sailing down Faversham Creek, surrounded by the town’s distinct blend of industrial surroundings and natural landscape. Shepherd Neame Chief Executive Jonathan Neame said: “Creekside is a fantastic new addition to our portfolio, and I am particularly delighted to honour the heritage of our hometown with its name and design. Our brewing team have used their wealth of expertise to craft a refreshing beer which incorporates a collection of powerful hops while ensuring a well-balanced flavour and aroma." “This is an exciting time for Shepherd Neame, as we continue to invest in expanding our award-winning collection of beers, and we are confident that Creekside will prove popular with drinkers across our estate.” It is the third new beer to join the brewer’s permanent range so far this year, with First Drop (4.3%), a refreshing Session IPA, launching in February, and Iron Wharf stout (4%) following in April. Creekside is available now in Shepherd Neame pubs and hotels across Shepherd Neame’s estate of 289 pubs and hotels across Kent, London and the South East, with the full list here: snea.me/creekside. For more information about Shepherd Neame’s award-winning range of beers visit here.

Faversham-based brewer and pub company Shepherd Neame has teamed up with fellow independent business Kent Crisps for a delicious new partnership. Kent Crisps will be available in selected Shepherd Neame pubs and hotels throughout Kent, London and across the South East from Monday, June 2. The award-winning range of hand-cooked, traditional British crisps showcase some of Kent’s finest food and drink, with flavours including Ashmore Cheese and Onion, in collaboration with Cheesemakers of Canterbury, and Sea Salt & Vinegar with Biddenden Cider. Some of the county’s most celebrated landscapes and landmarks are also promoted on the packets, including Leeds Castle and Canterbury Cathedral. It isn’t the first time that the Kent-based companies have worked together, as more than a decade ago, they came up with a popular flavour combining Roast Beef with Shepherd Neame’s award-winning Spitfire Amber Ale. Executive Chef Ellina Smith said: “As a business, we are passionate about supporting local producers, which is why we are delighted to announce our new partnership with Kent Crisps. In addition to creating incredibly tasty crisps, which are also gluten free and free from artificial flavours and preservatives, it is a fellow independent Kent business that shares our commitment to sustainability and local sourcing. We are confident that its award-winning range of products will prove popular with our customers.” In addition to offering customers the full range of Kent Crisps, which currently consists of seven flavours, Shepherd Neame is also offering award-winning Cambrook Nuts and Alf Turner Pork Scratchings, which will be distributed by local wholesaler Curd & Cure. Kent Crisps’ Owner Laura Bounds said: “We are delighted that Kent Crisps are launching in Shepherd Neame’s pubs, it’s a testament to the quality of our crisps and dedication from the team. As two iconic, independently owned Kent brands, this is a true Kent partnership, demonstrating our shared commitment to the local food, drink and tourism industry in Kent whilst also keeping food miles to a minimum. We’re looking forward to working with them and the fantastic opportunity it offers us to bring our award-winning crisps to new audiences."

A Poole storage business wants to become a charity champion and is offering space at a discount for good causes. Store & Secure in Hamworthy is a family business and wants to add to the number of charities using its facility. It is run by the ‘storage sisters’ Lucy and Sophie Maidman who were born and raised in the area. Lucy said: “We know that many small, independent charities are looking for low-cost storage solutions. We have a number of units of different sizes available which we will rent to them for a considerable discount. Our facility is huge and extremely secure which gives confidence to those using it." “Also available is a small office which we have available at the moment – and we can also offer that to a charity for a discount. Our motivation is to give back to the community. Over the years we have done many things for charity and want to do more." “So many small charities do incredible work in our communities and if we can save them a few pounds by offering discounted storage then everyone benefits.” Store & Secure is so successful that it has recently acquired permission to extend its bright yellow Hamworthy facility. Lucy added: “Having opened our business here just a few years ago we are so pleased with how its gone and are now extending it. We have clients of all kinds; from house movers to businesses storing stock and from charities to individuals whose hobby has grown out of their homes and they need extra space.” Photo: Lucy Maidman, Kavan Wood and Sophie Maidman - the Store & Secure team

In a world where business often prioritises quarterly profits and rapid expansion, family-owned enterprises stand out. They carry a legacy, a name, and a deep-rooted commitment to people and place. But this legacy brings with it a unique responsibility: the duty of responsible ownership. Responsible ownership goes far beyond holding shares or making strategic decisions. It’s about stewardship — caring for the long-term health of the business, the well-being of its people, and the values that underpin both. So, what does responsible ownership in a family business look like — in practice and principle? 1. Stewardship Over Control Responsible owners see themselves not as rulers, but as stewards. Their role is to protect and nurture the business for future generations — whether those generations are within the family or not. It requires thinking long-term, resisting the temptation of short-term wins that may compromise sustainability or values. It’s about asking: How will today’s decisions affect the company in 10, 20, or 50 years? That mindset reshapes everything from investment strategy to how staff are treated. 2. Embedding Values into the Business Family businesses often emerge from a set of values — hard work, trust, fairness, resilience. Responsible ownership means actively weaving those values into the fabric of the business, from how products are made to how people are managed. These values should not sit as vague words in a mission statement. They must be visible in action: in ethical sourcing, inclusive hiring, transparent governance, and a culture where employees feel respected and heard. 3. Accountability — Even to Family In some family businesses, decision-making is centralised around a founder or a senior family member. While that can bring speed and clarity, it can also lead to unchecked authority. Responsible ownership requires accountability — to the board, to employees, to customers, and, importantly, to other family stakeholders. That means clearly defined ownership structures, transparent financial reporting, and a commitment to fair governance. It also means being willing to hear criticism and make changes, even when it’s uncomfortable. 4. Balancing Family Interests with Business Needs One of the greatest challenges in a family business is balancing emotional ties with commercial decisions. Responsible owners recognise that the business must be managed on merit — not just familial loyalty. Employment of family members should be based on skills, not entitlement. Reward should be performance-based. And when conflicts arise — as they inevitably do — they should be handled with maturity, using formal structures like family councils or shareholder agreements to guide decisions. The best family businesses protect the company from internal politics. They know that family harmony is supported, not strained, when expectations are clear and fair. 5. Investing in People, Not Just Profits A responsibly owned business sees its people as its greatest asset. That means investing in their development, supporting their well-being, and creating opportunities for them to grow within the company. It also means leading with empathy. In a family business, a culture of care often starts at the top — and sets the tone for how every employee feels about coming to work. Responsible owners understand that strong businesses are built on trust, loyalty, and mutual respect. 6. Planning for the Future, Not Just the Present Without a clear succession plan, even the strongest family business can falter. Responsible owners understand that part of their duty is to prepare the next generation — and the business itself — for life beyond their leadership. That includes: Identifying and mentoring future leaders (family or not) Documenting the company’s vision and strategy Ensuring the business is financially robust and strategically relevant Creating structures that support continuity (e.g. trusts, governance boards) Succession isn’t just about passing the baton. It’s about equipping the next person to run the race — well. 7. Giving Back Responsible ownership often comes with a deep sense of place — a recognition that the business is part of a wider community. Many family enterprises are deeply embedded in their local areas and see giving back not as charity, but as duty. Whether it’s supporting local schools, funding environmental initiatives, or helping employees through difficult times, responsible owners lead with generosity and purpose. Because success, for them, is not measured solely in revenue, but in impact. In family businesses, ownership is not just a legal status. It’s a relationship — with people, with purpose, with the past and the future. To be a responsible owner is to embrace that relationship with humility, clarity, and commitment. It’s about building a business that not only lasts, but matters.

In a typical boardroom, decisions are driven by data, profit margins, and shareholder value. In a family business, those same decisions might also be shaped by something more complex — memories of a founder’s sacrifices, loyalty to a sibling, a parent’s legacy, or the weight of tradition passed down through generations. Family businesses occupy a unique and emotionally charged space where the personal and professional intertwine. While this deep sense of connection can be a powerful asset, it can also cloud judgement, complicate choices, and create tensions between heart and head. So how exactly do emotional ties, family heritage, and tradition influence decision-making — for better and for worse? 1. The Power of Legacy Most family businesses are built on stories: a grandparent who started with nothing, a father who worked seven days a week, a mother who held the business together through adversity. These stories don’t just shape identity — they define purpose. Legacy can be a powerful motivator. It inspires pride, dedication, and a desire to preserve what previous generations built. For many owners, every decision is weighed against a silent question: Would they approve? This connection to the past can instil caution and care in decision-making. But it can also make it harder to embrace necessary change. When tradition becomes a constraint rather than a compass, businesses may find themselves resisting innovation or failing to pivot when the market demands it. Impact: Legacy encourages long-term thinking, but it can also make the past a prison. 2. Family First — But at What Cost? In many family enterprises, loyalty runs deep. It’s not uncommon to prioritise a relative’s job security or emotional well-being over financial performance or business needs. While this familial bond can foster loyalty and cohesion, it can also result in difficult dynamics: Underperforming relatives kept in roles they’re not suited for Strategic decisions delayed to avoid upsetting family members Resistance to bringing in external professionals who "don’t understand the family" The emotional need to protect relationships can override rational judgement — especially when conflict avoidance is prioritised over honest dialogue. Impact: Emotional loyalty can build a tight-knit culture but may undermine meritocracy and objectivity. 3. Conflict and the Family Dynamic Every family has its history — unresolved tensions, rivalries, alliances, and expectations. When these dynamics are transplanted into a business environment, they can influence everything from leadership succession to daily operations. A sibling who always felt overlooked may challenge decisions from a position of insecurity. A parent reluctant to let go might resist their child’s modernisation plans, interpreting change as critique. Without clear governance and boundaries, emotional undercurrents can create toxic work environments, leading to poor communication, internal power struggles, and eventually, a breakdown in trust. Impact: Emotional baggage can distort business reasoning and breed dysfunction without proper conflict resolution frameworks. 4. Tradition vs. Transformation Many family firms pride themselves on doing things “the way we’ve always done them”. That sense of identity and continuity is part of what makes them special — customers often value the personal touch, consistency, and values-driven approach. But in a fast-changing world, clinging too tightly to tradition can lead to stagnation. Responsible next-generation leaders often face the challenge of honouring their heritage while pushing for modernisation. This balancing act is deeply emotional. Updating the logo, rebranding the business, or pivoting the product line can feel like betrayal, even if it’s necessary for survival. Impact: Emotional attachment to tradition can preserve authenticity, but delay innovation. 5. Succession and the Emotional Hurdle Perhaps no moment in a family business carries more emotional weight than succession. Handing over the reins isn’t just about leadership — it’s about identity, legacy, and trust. For founders, letting go can feel like giving up a part of themselves. For the next generation, stepping up often comes with pressure to prove themselves, to respect the past while defining a new future. Succession planning must therefore deal not only with business readiness, but emotional readiness. Without open conversations, hurt feelings, unrealistic expectations, and avoidance can derail even the best-laid plans. Impact: Emotional reluctance to confront succession can leave the business vulnerable and unprepared. 6. The Emotional Advantage Despite the risks, emotional investment isn’t inherently bad — in fact, it’s one of the greatest strengths of a family business. Passion, loyalty, perseverance, and pride often drive a level of commitment and care that’s hard to find elsewhere. When managed well, emotional ties can humanise leadership, deepen employee relationships, and foster a culture rooted in shared values. The key is ensuring that emotion supports — rather than dominates — strategic thinking. Impact: Emotion is a powerful driver when combined with structure, clarity, and self-awareness. Navigating the Emotional Landscape To harness the benefits and mitigate the risks of emotional influence, family businesses can adopt a few key practices: Establish clear governance: Formal boards, family charters, and advisory councils can provide structure and accountability. Encourage honest communication: Safe spaces for discussion help prevent resentment from festering. Bring in outside perspectives: External advisors or independent directors can offer impartial advice and diffuse emotional bias. Separate family and business roles: Clear job descriptions and performance expectations maintain fairness and professionalism. Invest in emotional intelligence: Training in conflict resolution, leadership, and family dynamics can equip leaders to manage the human side of business. In family businesses, emotion is not a side effect — it’s part of the DNA. While it adds complexity to decision-making, it also brings heart, history, and meaning. The challenge isn’t to remove emotion from business, but to ensure it serves the enterprise — not steers it off course. When families manage emotional ties with clarity and care, they don’t just build successful businesses. They create enduring institutions rooted in both reason and love — and that’s a legacy worth preserving.