The Family Business UK Magazine. Featuring articles on the return of Boddingtons cask beer, a review of the 2025 Autumn Budget, innovative family businesses and preparing for new employment legislation.
FBUK The Family Business UK Magazine - December 2025
ALSO IN THIS ISSUE
Innovation in family business
Exporting family success
What was in the Budget
BODDINGTONS “BY ’ECK IT’S BACK”
Member news // Advocacy // Employment Rights Bill
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Welcome from FBUK CEO
Neil Davy CEO, Family Business UK
In the meantime, I and the team at FBUK want to thank you for your continued support and we look forward to seeing you next year.
speak with a single unified voice. To be heard. To be championed, supported, and celebrated. Next year, we will celebrate our 25th anniversary. At our Annual Conference next June we will be reflecting on legacy and focussing on how family businesses from all industries showcase leadership. It will be a call-to-action as much as a celebration. If you have not yet booked your tickets, you can do so on our website. Details are also included in this edition of our magazine. But we’ll also be looking forward to the new year and continuing our work to support and celebrate the contribution family businesses make to the UK, building Britain for generations to come. “As we approach the holiday season, we’ll reflect on the past year. We’ll focus on family and friends.”
One of my priorities since becoming CEO in 2022 has been to champion, support and celebrate the unique attributes of family ownership: taking a long-term view, investing in local communities, providing valuable employment and security and always keeping an eye on the interests of the next generation. Against the backdrop of a challenging year and considerable uncertainty, it’s fantastic to see those threads running throughout this latest edition of our magazine: the rebirth of a great family business brand, the innovation in traditional family businesses and the stories from our Members who are finding success both here and internationally. 2025 has also been a challenging year for us at FBUK, but one filled with opportunity. The changes to BPR and APR in the Chancellor’s first budget have galvanised our membership and many family firms and farms across the country. The support from within our ranks, from businesses across the UK, and fellow trade bodies, has given us the platform to stand-up and
CREDITS:
The FBUK magazine is designed and printed by Linney.
If you have news about yourself or your family business, or if you have an idea for a topic which you think we should cover, contact the team at press@familybusinessuk.org To advertise your brand or services in the FBUK magazine contact Martin Greig at martin.greig@familybusinessuk.org
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Contents
Steve Rigby Chairman of Family Business UK
Rethinking what “export” means in a service-led economy
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Welcome from FBUK CEO
Securing Britain’s future from FBUK Chair
I recently sat in a meeting with a government minister where the topic of exports took centre stage. Rightly so, exporting our products and goods is vital to the UK economy. But when over 80% of our GDP comes from services, it’s clear that the path to “exporting” for many British firms looks different. In this context, international growth is more complex and is often less understood by policymakers.
FBUK Corporate Partners
The Cream of Manchester is back 10 Advocacy – party conferences 11 Advocacy – Westminster 12 Six Budget takeaways 14 Communities 18 Family business exporting showcase 20 UK Trade Minister – Sir Chris Bryant MP 21 FBUK Member news 22 FBUK new Members 24 FBUK Member anniversaries 26 Ripping yarns in innovative family firms 29 Employment Rights Bill
“When you export physical goods, the jobs and gross profits remain in the UK. This provides a straightforward win for UK plc”
But, if your business operates in the services sector,
exporting services or reselling goods in international markets, you probably rely on overseas subsidiary companies that own assets locally, employ local people and pay local taxes. Despite this, the long-term benefit still flows
back home through dividends, investment, and reinvestment.
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To secure Britain’s future we must support family businesses to expand globally
The power of the multinational model
is based overseas, yet these operations provide the rocket fuel for ongoing investment and tax contributions here at home. This multinational mindset has allowed us to grow from a British family business into a top ten global technology provider. Countries like the US and Germany have long understood this. The Americans have mastered international “It’s proof that ‘exporting’ doesn’t have to involve shipping boxes: it’s about building businesses that compete, win, and invest globally.”
business structuring to ensure long-term domestic benefit. The Germans take pride in their global Mittelstand champions: family-owned firms that expand worldwide without losing their identity or values. The UK could and should learn from this. The unique role of family businesses Family businesses, in particular, have a unique role to play. They combine deep-rooted purpose and long-term thinking with the agility to expand abroad without losing sight of their heritage. When they succeed globally, they bring home not just profits but pride, resilience, and opportunity. If we are to achieve long-term economic growth, the UK government must do more to celebrate and support the global ambitions of family-led firms so that they can take on the world. We should be building overseas networks, investing internationally and flying the flag for British excellence. Because if we’re serious about growth, we need more global champions: private companies that start here, succeed everywhere and help secure a stronger, more confident Britain for the generations to come.
Becoming an international or multinational business is the model adopted by almost all successful companies in the world, and the government is missing a trick by not promoting and supporting more UK businesses to look abroad. At Rigby Group, we’ve seen first hand how going beyond UK shores can deliver sustained value. Our technology business, SCC, holds a market-leading position in France and a top five position in Spain and the UK. Last year, SCC France was the technology provider for Paris Olympics and Paralympic Games. Around 70% of our revenues come from outside the UK, and around half our workforce
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FBUK Corporate Partners
KPMG – to support the unique needs of family businesses, KPMG Enterprise manages a global network dedicated to offering relevant information and advice to family-owned businesses Hymans Robertson – we’re an independent partnership helping to build better financial futures for millions of people across the UK. With over a century of history, we provide services to organisations and individuals across pensions, investments and insurance LGT – a UK-based wealth management firm that is part of LGT, the world’s largest private bank and asset manager owned by a single family, the Princely House of Liechtenstein, for over 80 years Lockton – the world’s largest privately owned insurance broker and risk advisory firm whose personal approach delivers boundary-pushing solutions for individuals, families and businesses all over the world Redgrave – a leading executive search firm offering search and interim support, board- level recruitment, talent assessment and development, transition planning and advisory Western Pension Solutions – a specialist pensions consultancy owned by the Vestey family, providing strategic advice to family businesses on how to manage their legacy-defined benefit pension schemes Saxton Bampfylde – the UK’s first employee- owned search firm that understands the nuances and importance of ownership regarding talent, leadership and transitioning between generations Farrer & Co – a specialist family business whose lawyers take pride in protecting, supporting and nurturing the clients it represents. Farrer & Co has been working with business families for generations Deloitte Private – connects leaders of privately held businesses, family enterprises and emerging growth companies with ideas, knowledge and experience
FBUK Corporate Partners are critical allies of our work, supporting Members in building a more prosperous, sustainable and inclusive Britain for future generations.
Gold Partners
NatWest – a leading UK bank and provider of retail and commercial banking, growth capital and advice on equity investment and support on finding new markets
Silver Partners
PwC – the UK arm of the firm with more than 160 years of experience and 5,000 people serving family businesses with advice on topics including business growth, governance, succession planning and wealth management S&W – a leading accountancy and advisory business that serves the mid-market. S&W is one of the UK’s fastest growing accountancy firms with around 1,800 employees and more than 120 part- ners operating from 15 towns and cities in the UK and Republic of Ireland Julius Bär – for more than 130 years, we at Julius Baer have managed our clients’ wealth and served them as trusted, truly personal and holistic advisors. With our roots as a family business, we know the value of long-term relationships.
Bronze Partners
Boodle Hatfield – a law firm which has partnered with individuals, families, property owners and businesses for 300 years, providing advice on property, business and private wealth issues
Boyden – a premier global leadership and talent advisory firm that can serve client needs anywhere it conducts business
Clarion Solicitors – a Leeds-based law firm offering family businesses a range of services from finance and dispute resolution to data, family and private wealth advice
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FBUK Issue 5
The Cream of Manchester is back!
“When I returned north to join the family business in 1994, Boddingtons was the most popular beer in the North West. It was a massive brand.” says William. The thing that changed William’s mind was a focus group with drinkers in their 20s and 30s, a generation of Despite never having drunk it, they loved the idea of a creamy pint of Boddingtons Cask Bitter, in much the same way Guinness is finding a whole new generation of drinkers. Family history Boddingtons Brewery was founded in Manchester in 1778 as the Strangeways Brewery. It was a modest operation serving the cotton workers of the city. consumers who’ve grown up alongside the craft beer boom. Henry Boddington joined the brewery in 1832 before taking it over in 1853. Over the next 25 years, he increased output tenfold, making Boddingtons Manchester’s largest brewery, and one of the largest in Northern England. During the Manchester Blitz, the brewery’s water tanks were badly damaged, closing the brewery for several months, and production was temporarily moved to Hydes Brewery, in the Moss Side area of Manchester. “Boddingtons is to Manchester what Fuller’s London Pride is to London.”
Boddingtons captured the zeitgeist of Manchester in the 90s and noughties. It was made famous across the UK with the advertising campaign from Bartle Bogle Hegarty which featured the model and actress Melanie Sykes and phrases like “By ’eck” or “Would you like a flake in that?” At the time, Boddingtons was arguably the city’s most iconic brand alongside Manchester United and Coronation Street. It gave Manchester a voice, put it on the map and played a role in the regeneration of the city. It is so much part of the city that since 1900 the Boddingtons logo has featured two worker bees – the symbol of Manchester. So, when William Lees-Jones was approached by Budweiser, two years ago, to ask whether he would bring back Boddingtons as a cask beer, he was nervous.
Boddingtons is a brand that’s synonymous with both Manchester and family business. Having disappeared as a cask beer years ago, after the Boddingtons family brewery was sold, it is back and being brewed by Manchester’s oldest family brewer, JW Lees. Martin Greig spoke to William Lees- Jones about the fall and rise of the Cream of Manchester. “We can’t brew enough of it,” says William as we talk at JW Lees’ Greengate Brewery in Middleton, about 6 miles from the centre of Manchester. “Pubs are putting it on their bars and it’s selling out almost as soon as it goes on the bar.”
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go into a can and on keg. We wanted to make it a premium product at 4% ABV but even so, it’s really important that it tastes like it comes from the same family of beers.” On the face of it, the recipe is fairly simple with just four ingredients: • Manchester tap water (from Thirlmere in the Lake District) • British malted barley • A new hop called Jester, which didn’t exist when Boddingtons was being brewed • JW Lees yeast, which is thousands of generations old
Getting the balance right is less straightforward.
So brewing Boddingtons with the same flavour profile as before was critical. The problem was that nobody had the recipe! Not even Budweiser, which now owns the Boddingtons brand. “It’s not been brewed [in cask] for a while,” says William. “Budweiser is brewing Boddingtons at 3.5% ABV to “The challenge with any drink is getting the flavour right. Everyone will remember when Coca-Cola changed their recipe and it was an absolute disaster.”
In 1963, Whitbread bought a 13% stake in Boddingtons and in subsequent years, helped to fight off several hostile takeover attempts until, in 1987, Ewart Boddington finally sold Strangeways Brewery and the Boddingtons brand to Whitbread in its entirety, ending 200 years of family ownership. In 2000, Whitbread was subsequently bought by the international beer giant Interbrew, which ultimately became Anheuser-Busch InBev (AB InBev). In 2007 the famous Strangeways Brewery was demolished and turned into a surface level car park. The area is now a focal point for residential regeneration in the city. No recipe Having agreed to bring back cask Boddingtons the first challenge for JW Lees was the recipe.
JW Lees spent a long time talking to former Boddingtons employees to make certain everything was right, including being contacted by the son of Peter Laws, the old Boddingtons headbrewer. After a huge effort, and when the beer had finally passed all the quality checks of Budweiser, William insisted on one final step before launch. He invited about 30 regional committee members from CAMRA (Campaign for Real Ale), and Roger Protz, arguably the most important beer writer in the UK, to a tasting session at the Greengate Brewery. “It was incredible,” says William, “they turned up with all their tasting notes from the 70’s, 80’s and 90’s! But more importantly they gave it the thumbs up as a faithful rendition of
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Boddingtons as much for the flavour as the creaminess and mouthfeel that we had created with the new recipe.” The future In September 2025, Cask Boddingtons, brewed by JW Lees, was relaunched at the brewery’s iconic Founder’s Hall bar in the centre of Manchester. Sales went from from zero to 15,000 pints a week in each of the five weeks since launch. As we speak in “Knox’s Cottage”, a small bar area in JW Lees’ Greengate Brewery, William reflects on how they have deliberately taken things slowly, ensuring they maintain absolute quality over both the product and the distribution. But, when the “brakes come off”, 15,000 pints a week will increase fivefold to 75,000. So, has JW Lees been surprised by the appetite for Boddingtons? “Yes, we have,” says William, “and surprised by the level of positivity too. It’s a brand that people associate with Manchester for all the right reasons. “When I came back to Manchester in 1994, fewer than 1,000 people lived in the city centre. Now it’s 100,000 and Manchester is one of Britain’s most exciting cities. “There was a time when we used to go off to London or Newcastle as a team to see what was exciting in the pub and bar sector. Now everyone wants to come to Manchester and Boddingtons is, again, one of the city’s most iconic brands, and it’s great for JW Lees to be part of that success.”
Brewed by JW Lees & Co (Brewers) Ltd in the United Kingdom, under licence. Boddingtons is a registered trademark of AB InBev UK Ltd.
©2025 ABInBev Limited
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Advocacy party conferences
Tom Ridgway Public Affairs Manager , FBUK
During September and October, FBUK was busy visiting various political party conferences. Policy and Public Affairs Director Matt Jaffa and Public Affairs Manager Tom Ridgway spent time at Reform, Labour and Conservative conferences, ensuring policymakers across the political spectrum are hearing the voice of family business. Whilst it is tempting to dismiss party conferences as little more than tub-thumping, they tell us a lot about how the parties are positioning themselves for the months and years ahead. For Reform, the narrative was one of how the mainstream parties are failing to deliver on key promises, whilst the other parties were keen to put clear blue water between them and Reform. Prime Minister Sir Keir Starmer mentioned either the Reform party or Nigel Farage more than a dozen times during his conference speech. That was trumped by Sir Ed Davey, the Liberal Democrat leader, who mentioned Mr Farage 31 times during his 49-minute speech. The Conservative leader Kemi Badenoch instead chose to position her party as just being tougher on the key issues. As all parties jostle for position ahead of the next General Election, you can be sure FBUK’s policy and public affairs team will be at the heart of the matter.
Shadow Housing Secretary Sir James Cleverly MP
Matt Jaffa meets Reform Mayor of Greater Lincolnshire, Dame Andrea Jenkins
FBUK Chair Steve Rigby discusses mid-size family firms during the Labour conference
Tom Ridgway with Conservative Party Chairman Kevin Hollinrake MP
Claire Coutinho MP Shadow Energy Secretary
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Advocacy Westminster
As MPs returned from party conferences, so did we – championing the voice of family businesses across Westminster. FBUK Chair, Steve Rigby, took centre stage at the House of Lords Sub- Committee on the Finance Bill, warning of the unintended consequences of proposed BPR reforms, reinforcing sector-wide calls for a pause and full consultation. Our new FBUK Patrons joined a roundtable in Parliament with the Shadow Business and Trade Secretary, Andrew Griffith MP, informing and influencing the Conservative Party’s policy renewal process. And we followed this with a fast-paced pre-Budget speed briefing, bringing together more than 20 MPs with FBUK Members from around the UK. New policy platform Next year, FBUK will launch a bold new policy platform – and we want you to help shape it. This is more than an update. It’s a chance to set the direction for the next phase of our advocacy, ensuring that family businesses are heard loud and clear by policymakers. Your involvement will ensure our voice is authentic, ambitious, and impossible to ignore. Now is the time to get involved. Find out more by emailing me on tom.ridgway@familybusinessuk.org, or Policy and Public Affairs Director, Matthew Jaffa, at matthew.jaffa@familybusinessuk.org
FBUK Members Inez Cooper, James White and Sarah Naghshineh meet John Lamont MP
FBUK Patrons meet the Shadow Business Secretary
FBUK Patrons Sir John Timpson CBE and Sarah Noble meet Lord Andrew Lansley
Tom Ridgway meets Baroness Arlene Foster, DBE
Matt Jaffa meets Julie Minns MP
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Six Budget takeaways
Relief, there was no material policy change or agreement to consult.
contributions do not exceed the annual allowance of £60,000). But, from April 2029, the amount of salary that can be sacrificed will be capped at £2,000 a year. The scheme is attractive to employees and companies alike by delivering savings on National Insurance (15% for employers and between 2%-8% for employees) and Income Tax. The new rules mean businesses will incur an additional cost of 15% above the £2,000 cap but, in reality, this is just removing a previous saving. It will be important to revisit salary sacrifice schemes before April 2029, especially for those currently sharing some of the 15% NIC saving with the employee, by paying more into the pension than salary actually sacrificed. Income tax on investment income Some of the most intense pre- Budget speculation focused on whether or not the Chancellor would break a manifesto commitment and put 2% on income tax rates. Ultimately, she chose not to. Instead increases were restricted to income earned through dividends, interest and property rental.
Chris Romans Chair of the FBUK Tax Committee
There was, however, one minor win for smaller family businesses (something FBUK had pushed for) to allow the £1 million allowance for 100% BR to be transferable between spouses. This brings the policy into line with the existing ability to transfer the nil rate and residence nil rate band. For a married couple in a family business, this means they should benefit from £2 million of BR allowance, without the need for more complex structuring. While this is a small step, and one we welcome, failing to consider more material concessions on BR is a missed opportunity to drive growth. Furthermore, by pushing out the point at which the £1 million allowance will be linked to inflation to April 2031, the value of the relief will be further eroded. Pension Salary Sacrifice True to pre-Budget leaks, the Government will cap the amount of money employees can ‘sacrifice’ from their salary into a pension. Currently there is no limit on this (provided
Let’s start with some good news. After one of the longest build ups to a Budget and some of the greatest speculation I can remember, we can all breathe a sigh of relief that it has finally happened.
But, despite some of the more worrying rumours failing to
materialise, this Budget will leave the UK with the highest overall tax take since the second world war - at a time when government should be laser- focused on growth and productivity. While there are many areas I could explore at length, I wanted to offer you my six initial takeaways from Budget 2025. No real change on IHT Business Relief Notwithstanding all the hard work of my colleagues at FBUK, other trade bodies, farmers and family businesses lobbying to amend last year’s bombshell changes to IHT Business
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Fiscal Fiasco As well as the sheer level of tax raising, this Budget will be remembered for the almost non-stop speculation, leaks, pitch rolling and kite flying in the lead up. Even the Deputy Speaker, Nusrat Ghani, was moved to give the Government a good telling off in The House. Even worse, for the first time ever, the entire Budget was accidentally released 30 minutes before the This trumps the leak of George Osborne’s budget in 2013 when the Evening Standard Newspaper tweeted an image of its next-day’s front page containing many of the Budget measures. And 1996 when a substantial part of the Budget was leaked to the Daily Mirror. Rumour and speculation lead to uncertainty and that is the enemy of business. It saps confidence and investment falls. I sincerely hope that next year’s Budget is less of an omnishambles and gets back to what the Government keeps promising – a laser-focus on policies that create growth. Chancellor’s speech by the Government’s own spending watchdog, the OBR.
Paying fairly lies at the heart of family businesses. But, when you add on the additional 15% NI cost, the latest increases make it harder and harder for firms to justify the cost of taking on more people. This is especially true for young people and FBUK is increasingly concerned that year-on- year increases are pricing young people out of the jobs market, depriving them of the opportunity to join the career ladder. Most tax rises are down the line increases do not kick in immediately and some only in 4 years’ time. The biggest tax increases in the meantime are the “stealth” tax rises due to the continued freeze on Income Tax and NIC bands, which will continue for three years beyond 2028. Despite us talking about the Budget being tax raising, many of the The latest date the Government can call the next General Election is summer 2029, just as some of the changes come in or have provided additional revenue. So, it would be no surprise to see the Government cheering good news and potentially offering us a give-away Budget in Autumn 2028.
For interest and rental income, a 2% increase from April 2027 broadly aligns the rate with that of earned income for higher rate taxpayers. For dividend taxes, a 2% increase will apply from April 2026 but only for basic and higher rate taxpayers (increasing the rate from 8.75% and 33.75% to 10.75% and 35.75% respectively). The highest rate of dividend tax, payable by additional rate taxpayers and trusts is not changing from 39.35%. But that will be little consolation for those family businesses which, when you add in Corporation Tax at 25%, leaves them with an effective tax rate of 54.5%. Minimum wage increases Less than 24 hours ahead of the Budget, the Government announced it had again accepted the recommendations of the Low Pay Commission to levy above-inflation increases in the National Minimum Wage. Having already added significantly to business costs through last year’s rise, the rates will go up again by 4.1% to £12.71 an hour (for over 21’s) and by 8.5% to £10.85 (for 18 to 20 year olds). 16 and 17 year-olds will get a 6% rise to £8 an hour.
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Communities
Casper Moran Communities Manager FBUK
At the heart of Family Business UK sit our Communities: lively, Member-led groups offering a trusted space for learning, conversation and meaningful connections. They are one of the most valued aspects of FBUK membership. Through our Communities, Members find trusted advice from those with shared experiences. They have access to exclusive, curated events, thought leadership and external expertise in networks designed to support them as they grow with and through their family business. New Communities will be coming in 2026 as the needs of our Members evolve. For further information and to get involved, contact our Communities Manager
We currently have six active Communities:
Chairs
Family Council
Non-Family Executives
Next Gen
caspar.moran@familybusinessuk.org or scan the QR code
Now Gen
Policy
FBUK Issue 5 14
In association with
A new coaching programme for family business leaders of the future
At the heart of this lies the space where leadership, legacy, and love collide. It’s where the most important and often the most difficult conversations and decisions take place. FBUK’s Future Leaders Programme, delivered in partnership with Alembic Strategy and sponsored by the Martin family, with five generations of family business experience, is designed to help navigate this complexity with more clarity, confidence, and support. This coaching-led, highly interactive programme, enables new and emerging senior leaders to bring their real, live situations into the room and work through them with expert coaches and carefully selected peers. Leading in a family business is uniquely demanding, balancing commercial pressures with family relationships, immediate challenges with long-term vision, and the needs of others with the kind of leader you want to be.
For more information on the programme, and to reserve a place, scan the QR code or visit www.familybusinessuk.org and search: Future or email info@familybusinessuk.org
Places are limited to a maximum of 12 delegates and will be allocated on a first come first served basis.
Building resilience in trade: a With recent global events exposing vulnerabilities in traditional supply chain models, it could be time to rethink how your family business manages sourcing, inventory, and risk.
For many family-run businesses and SMEs, international trade and supply chains are the lifeblood of operations – whether you’re a local manufacturer, a regional distributor, or a retailer dependent on timely deliveries. Recent disruptions have exposed the fragility of conventional supply and trade models, urging family businesses to reconsider how they manage sourcing, inventory and risk. From just-in-time to just-in-case The once-popular “just-in-time” (JIT) approach – holding minimal inventory and depending on smooth, predictable deliveries – has become increasingly risky. Family businesses often operate with tighter margins and fewer resources than larger corporations, making supply disruptions especially costly. “The once-popular just-in-tim e (JIT) approach – holding minimal inventory and depending on smooth, predictable deliveries – has become increasingly risky.” In 2024, 76% of European firms reported shipping delays caused by global disruptions, with many experiencing over 20 incidents in a year according to AP Moller - Maersk. For SMEs, such interruptions can delay production, frustrate customers, and damage reputations. These supply chain strains arise from geopolitical tensions, tariff disputes, and instability in key shipping routes. Conflicts in regions such as the Middle East have forced vessels to reroute, increasing costs and transit times. Meanwhile, trade tensions between major economies like the US and China have introduced tariffs and regulatory hurdles. For family businesses, these issues translate into higher costs, unpredictable delivery times, and difficulties in planning production or sales. While the pandemic triggered some challenges, ongoing geopolitical volatility continues to make “business as usual” difficult. Unique challenges for family businesses Compared to large corporations, family firms face distinctive supply chain and trade challenges: • Limited bargaining power : Smaller order volumes reduce leverage with suppliers and logistics providers. • Cashflow constraints : Holding extra inventory strains finances, yet stockouts risk losing customers. • Resource limitations : Dedicated supply chain or risk management teams are rare in smaller firms. • Supplier dependency : A narrow supplier base heightens vulnerability to disruptions. • Less access to advanced technology : Investment in AI or predictive tools may be beyond budget. Despite these hurdles, family businesses benefit from flexibility, close relationships and nimbleness – assets that can help adapt to new trade and supply realities.
Strategies to boost trade and supply chain resilience 1. Diversify suppliers and sourcing regions Relying on a single supplier or country increases risk. Exploring alternative suppliers in different locations can help spread risk and avoid costly downtime during disruptions. 2. Adopt ‘just-in-case ’inventory management While maintaining larger inventories ties up capital, safety stock of critical items can shield against delays. Family firms can start small by identifying essential products and building buffers gradually. 3. Consider nearshoring and local sourcing Sourcing closer to home or within stable trade partners for example, UK firms looking to Europe or Commonwealth countries can reduce lead times and improve reliability. 4. Invest in supplier relationships Personal, long-term supplier relationships common in family businesses can improve communication and enable faster problem-solving when disruptions occur. 5. Use accessible technology Affordable tools like inventory management software, cloud-based order tracking, and supplier portals can enhance planning and responsiveness without large investments. 6. Build financial resilience Work with financial advisors to ensure sufficient liquidity to manage supply delays or cost spikes. Explore options like invoice financing, credit lines or government support schemes for SMEs. 7. Stay informed on trade policies Keeping abreast of geopolitical developments, tariffs, and regulations through industry bodies or government sources enables anticipation of risks and opportunities. Opportunities for trade amid disruption Challenging times in trade and supply can also open new doors for family businesses: • Reshoring and domestic production : Governments encourage local manufacturing to reduce reliance on distant suppliers. Family firms with production capacity may access grants or contracts through reshoring initiatives. • Sustainability and ethical trade : Consumer demand for sustainable, ethically sourced products plays to the strengths of family businesses rooted in local communities and responsible practices. • Niche, customised products : Supply chain uncertainty can hamper mass production, but family firms can capitalise on agility to offer high-quality, tailored products with faster lead times. • Digital adoption for competitiveness : Using affordable digital tools to provide real-time updates or flexible ordering can enhance customer experience and differentiate your business. ’ ‘ – –
FBUK PARTNER CONTENT
guide for family businesses Adapting with agility and resilience Family businesses face significant trade and supply
Reconfiguring supply chains is an ongoing process requiring patience and strategic thinking to balance disruption resilience with cost-effectiveness. Leveraging local networks, government support, and industry resources provides valuable guidance. Though the future of trade may be uncertain, family businesses are uniquely positioned to adapt through their resilience, close-knit teams, and commitment to long-term success.
chain challenges, from geopolitical shocks to rising costs and delays. Yet, through supplier diversification, strong partnerships, prudent inventory management, and appropriate technology use, they can not only survive but thrive. “Challenging times in trade and supply can also open new doors for family businesses.”
For expert insight on international trade and supply chain resilience, search NatWest Trade or contact your Relationship Manager.
Security may be required. Product fees may apply. Over 18s only. Subject to status, business use only. Any property or asset used as security may be repossessed or forfeited if you do not keep up repayments on any debt secured on it.
Celebrating family businesses Family businesses fuel the UK, employing nearly 14 million people¹. Our research shows that ‘Future Fit’ businesses are over 50% more likely to have optimised their supply chains² – a key driver of growth and resilience. Discover how we can help you take action. Search NatWest Business Family Business ‘ ’
¹ Family Business UK 2024 Manifesto: Taking the long-term view ² NatWest Future Fit 2025 Report
Family business exporting showcase
Family businesses going global Thousands of UK family businesses either export or trade internationally. But many thousands more don’t. For some, it’s simply not their business model. Others feel held back by challenges such as access to finance or logistics support. One of FBUK’s key asks of government in our Budget submission is to ensure export support and finance is better targeted to support family firms looking to take their first steps or grown their export business. During Family Business Week we held webinars and roundtables with government ministers, UK Export Finance, our Corporate Partner NatWest and Members, all designed for businesses to take those steps to international growth. Across the UK’s business landscape 11.5% of firms export their goods or services, selling to more than 200 countries in trade worth £838 billion. But it’s clear there are opportunities for growth. In these pages you can read comments from the UK’s Trade Minister, Sir Chris Bryant, and our Corporate Partner NatWest on supporting businesses on their international growth journey Here we showcase three FBUK Members trading internationally, sharing the tips and lessons they have picked up on their export journey. You
can read their stories in full, and those of other FBUK Members on our website by scanning the QR code below:
outstanding performance in overseas markets. Key export markets : Europe, North America, the Middle East, Australia and New Zealand.
Healeys Cyder Farm
Healeys is arguably best known for producing Rattler Cider – named after the Cornish Rattler apple. The company exploded onto the international market – literally! Having sourced plastic kegs to ship Rattler to Thailand, the heat in the ship caused the kegs to explode. Just one of the lessons Managing Director Joe Healey has learned along the way. Key export markets : Finland, Germany, Denmark, Thailand and other emerging markets across Europe and Asia.
Walker’s Shortbread A Scottish success story, Walker’s sells directly to around 80 countries and subsequently distributes to many more. It is rumoured that Walker’s shortbread is even available in North Korea! The company’s overseas success almost floundered at the first hurdle when, in the 1970s, Sir Jim and Marjorie Walker set off for their first international trade show. The family car was packed with shortbread only to get stuck in snow just five miles from the bakery in Speyside! Key export markets : Around 80 countries, notably Japan, the United States, Switzerland and France.
The Config Team Founded by husband and wife team Andrew and Carolyn Moses in 1990, the Config Team is a tech company specialising in the supply of SAP supply chain software.
The company was awarded a King’s Award for Enterprise in 2025 for
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Joe Healey’s top tips 1. Choose the right export partner. Managing international sales in-house can be a major distraction. A specialist partner understands local markets, paperwork and logistics, allowing you to focus on making and selling your product. 2. Start small and learn fast. Early mistakes are part of the process. Begin with small shipments, refine your systems and build confidence before scaling up. 3. Lead with brand and heritage. Your story is your strength. Healeys’ Cornish roots and family values resonate abroad because authenticity and provenance stand out. Stay true to what makes your business distinctive. Carolyn Moses’ top tips 1. Invest in relationships, not just sales . Overseas success is built on trust. Visit your markets, listen, and show that you’re in it for the long term. 2. Start with what you know. Your first international opportunities often come through existing customers. Support them well, and they’ll take you with them into new markets. 3. Keep your culture at the core. Whether you’re hiring in Cumbria or Canberra, make sure people understand your values. That’s what makes your business stand out abroad.
Joe Healey Managing Director Healeys Cyder Farm
Rattler Cider
Carolyn and Andrew Moses At Windsor Castle for the King’s Award.
Carolyn and Andrew Moses Founders of The Config Team
Alastair Walker’s top tips 1. Be patient, building markets takes time . Success rarely
happens overnight. Focus on long-term relationships rather than quick wins.
2. Choose partners who share your values. Find people who believe in your product and understand your ethos – those partnerships last the longest. 3. Stay authentic. Don’t change who you are to suit the market. Quality and consistency travel better than compromise.
Alastair Walker Head of International Sales, Walker’s Shortbread
Walker’s Shortbread
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Let’s show the world what UK family businesses can do
for Business and Trade is working hand-in-hand with organisations like Family Business UK to ensure firms have the tools and knowledge they need to seize these opportunities. We’ve published over 140 practical guides to help businesses understand and use our new trade agreements including CPTPP and, in time, the UK–India FTA. And, as we strike further agreements, from the Gulf Cooperation Council to South Korea, we will be helping family businesses find their next export opportunity. Our Small Business Plan sets out a bold ambition: accelerating SME growth by just one percentage point could add £320 billion to the UK economy by 2030. That’s the size of the prize and family businesses are key to unlocking it. With government support, new trade deals and a world of opportunity waiting, there’s never been a better time to export. Let’s show the world what UK family businesses can do – today and for generations to come. “So, my message to family firms is simple: don’t just think big, think global.”
Small Business Plan, which together form the foundation of our Plan for Change. It is through these strategies that we are putting in place the policies, support, and services needed to drive export-led growth. Exports are vital to delivering the government’s mission of sustained economic growth, increased productivity and prosperity, and the creation of good jobs right across the UK. For the first time, we have integrated support for small- and medium-sized enterprises in a single, accessible place – the Business Growth Service – designed to help businesses across the UK start, scale and succeed globally. It offers support from tailored market advice to free Export Academy training, access to UK Export Finance and support from our global network of trade advisors. It’s all available at www.business.gov.uk. We’re also backing businesses through our trade agreements. These deals are more than just paperwork – they’re tools for growth. Take the UK– India Free Trade Agreement, signed earlier this year. It’s the most comprehensive deal India has ever signed, and the most economically significant bilateral agreement the UK has struck since leaving the EU. It’s forecast to increase bilateral trade by £25.5 billion, boost UK GDP by £4.8 billion and raise wages by £2.2 billion annually. Tariff cuts worth over £400 million will kick in immediately, doubling to £900 million over the next decade. But these gains won’t realise themselves. Government and industry must work together to turn paper into pounds. That’s why the Department
Sir Chris Bryant MP Minister for Trade
There’s hardly a business in the world that didn’t start as a family business and there’s not a town in Britain that doesn’t rely on its family businesses. They embody the values of resilience, innovation and sustainability. They exemplify the best of British. These businesses don’t just pass down ownership through generations – they pass down ambition. And nowhere is that ambition more evident than in their approach to exporting. “We know it is the businesses that export that grow faster– often twice the rate of those who don’t. Yet only around 10% of UK businesses export. That’s a missed opportunity and one this government is determined to change.” That’s why I was delighted to see this year’s theme for Family Business Week focus on growing through exporting. It’s a theme that aligns perfectly with our Trade Strategy and
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FBUK Member news
FBUK Member HMG Paints has played a pivotal role in restoring a significant piece of automotive history. As part of a unique project, HMG has identified perhaps the first use of metallic paint on a rare 1935 Aston Martin Mk2 Sports Saloon. The project was led by HMG’s Chairman John Falder, who is well known in classic Aston Martin circles. “The panels on this car have some of the very earliest we’ve seen finished in a metallic colour,” says John Falder. “It’s really rather exciting, not at all what I was expecting to see!” The discovery was made through detailed analysis at HMG’s Manchester facility and, following a full restoration, the car has gone on to win the prestigious Montagu of Beaulieu Trophy at the 74th Pebble Beach Concours d’Elegance, in California – widely considered to be the world’s premier celebration of the automobile. The Charitable Trust of FBUK Member St Austell Brewery has donated six specialist waterproof jackets to its local West Cornwall Search & Rescue Team. The high-performance jackets will protect recruits who, once qualified, will be on call around the clock to assist in search and rescue operations. Established in 2003, the Trust has raised over £1 million to support charities and individuals across the South-West. In 2024 alone, it donated more than £150,000 to local causes, including air ambulances and hospitals.
Scotland, has appointed Mark Geary as non-family Chief Executive. Having served as Interim Chief Executive, Mark will now lead the company’s international growth strategy and strengthen its commercial and marketing capabilities across brands including The Cairn and Benromach distillery. Mark Geary’s appointment follows a multi-million-pound warehouse expansion and marks a key step in Gordon & MacPhail’s long-term growth and leadership plans. Family Business UK Members have been celebrating award wins across the country recognising their excellence, innovation and community impact. Alan Boswell Group was crowned Insurance Broker of the Year at the British Insurance Awards, with judges praising the Norfolk firm’s customer-first ethos and investment in people and communities. John Good Group took home the Purpose Beyond Profit award at the Yorkshire HR Excellence Awards, recognising the firm’s commitment to making the business a force for good through the Matthew Good Foundation. Noble Foods claimed two accolades at the Co-op Pioneer Awards: Supplier of the Year and Pioneer in Membership, celebrating innovation, collaboration and sustainability.
The rare 1935 Aston Martin Mk2 Sports Saloon.
St Austell Brewery’s Procurement Manager Laura Murphy (left) presenting jackets to the West Cornwall Search & Rescue Team
Alan Boswell Group Insurance Broker of the Year
Do you have some news you’d like to share?
Gordon & MacPhail , the family-owned whisky specialist based in Elgin,
Get in touch with the team at press@familybusinessuk.org
Gordon & MacPhail’s CEO Mark Geary (left) and Chair Neil Urquhart
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C
John King Chains With over a century of history, the John King Chains Group is a fifth-generation family business built on trust, commitment and innovation. Led by Group Managing Director William Wadsworth and Oliver Wadsworth, President of USA operations, the company combines British manufacturing heritage with a truly global presence. John King Chains Group designs and manufactures conveyor chains, bucket elevators and mechanical handling systems, supported by
precision engineering, fabrication, and on-site service capabilities. Its products serve industries ranging from cement and power generation to food processing and timber. Proud recipients of the 2025 King’s Award for Enterprise: International Trade, John King Chains Group exemplifies family values, British manufacturing, sustainable growth and export excellence. The company’s success lies in long- term relationships, personalised service and an enduring commitment to quality, ensuring the legacy of engineering excellence continues for generations to come.
Rathfinny Wine Estate
Welcoming guests to their beautiful Sussex estate has evolved into an important part of the business, with on-site accommodation, Michelin-recommended dining and a range of Vineyard Tour & Tasting experiences available. Rathfinny achieved B Corp status in 2023, and its Sussex sparkling wines are poured in some of the world’s finest hotels, bars and restaurants.
Rathfinny Wine Estate is a family-owned vineyard founded in 2010 by husband-and-wife team Sarah and Mark Driver in the South Downs of East Sussex. Dedicated to crafting some of the world’s finest vintage sparkling wines, the estate occupies a single site on chalk soils just three miles from the iconic Seven Sisters cliffs. The business is a family affair as Mark and Sarah’s daughters, Millie and Faye, also work for the business. As Brand Director, Millie has led the marketing team for nearly a decade, and they were delighted to recently welcome Faye as Head of Wine Tourism in September 2025.
Material Proce Solutions Since
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blng studio
people and context through material intelligence, purpose, and care. As blng studio marks 70 years of continuous family practice, it continues to evolve the Bieling legacy into a forward-looking, globally minded design practice – one that translates ideas into work that endures, inspires and quietly elevates daily life.
Rooted in a family practice established in 1955, blng studio is an architecture-led, multi- disciplinary design studio led by Leo and Ariadna Bieling, the third generation of the Bieling family. Their combined cultural perspectives – German British precision and Mexican warmth – shape a design language that balances clarity and emotion, structure and generosity. Working internationally across architecture, interiors, and environmental design, the studio creates human-centred spaces that connect
Remark Group Remark Group is a specialist engineering firm designing and delivering integrated technology solutions across four core pillars: infrastructure (electrical and data), security and access control, renewables (solar PV and battery storage), and audiovVisual/unified communications. Led by James and Michelle McCallum, the business continues to grow with a focus on technical assurance, sector reach, and end-to- end delivery. Their son, William McCallum, began as an electrical apprentice and now serves as Technical Business Development Manager, supporting clients with tailored solutions across
sectors as diverse as manufacturing, healthcare, finance, legal and education.
Remark Group combines compliance and quality with agile project execution. From critical infrastructure upgrades to smart building enablement and managed services, the company positions itself as a single-source partner for complex workplace and estate technology requirements, anchored in family values and operational excellence.
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