It is a great privilege to write to you in my new capacity as Chair of Family Business UK. I do so at a critical time for our sector, which is under pressure as never before. I am determined to do all I can to ensure your interests are represented by supporting the vital advocacy work of FBUK and strengthening its voice amongst policymakers.
I have a deep personal connection to our sector. I have witnessed first-hand the great things that can be achieved in the right environment. I know how important our businesses are to the economy, our regions and our communities. I know this as my own family business, Rigby Group, this year celebrates a remarkable milestone – its 50th year. Rigby Group is not just one of the UK’s largest private companies, it is also proudly part of the global 500 family business community. My hope is to help other great British family businesses realise their ambitions and achieve similar success.
Building meaningful, impactful businesses is at the core of everything I do. It all starts with having a bold vision and a clear direction, a North Star. Surrounding yourself with a great team and keeping focused on that ultimate goal is the key to success. In many ways, the journey we are on with Family Business UK is no different.
We are facing some significant challenges, none greater than the recent changes in Business Property Relief (BPR) introduced in the October budget. This is an issue that directly impacts our sector, and I believe the government has underestimated the long-term consequences of these changes. While the intention may have been to raise short-term revenue, the reality is that these decisions will have profound, lasting effects on family businesses across the UK. We can all play our part in trying to change this. I would encourage you to write to your local MP, speak to local media, use social media and encourage other businesses to join FBUK. We are stronger together.
That said, Family Business UK is not a one-issue organization. BPR is absolutely at the forefront of our efforts, but our vision is much broader. We have the next budget to influence the policy before the damaging changes to this relief and APR comes into force. We also continue to actively engage with both the Conservative Party and the Liberal Democrats, securing their commitment to reversing these changes when the next government comes into power.
The ambition for Family Business UK is clear: we want to be the leading voice for private and family businesses across the UK. But this is not just about words—it is about action. We are determined to ensure that we secure a seat at the top table with policy makers alongside organisations like the CBI, the British Chamber of Commerce, and the Federation of Small Businesses, ensuring our needs are understood, our value is appreciated and any unintended consequences of policy changes are avoided. Our relationships with policymakers have been growing stronger, and in 2025, we will build on this position with all political parties, especially the current government.
Under the leadership of FBUK’s CEO, Neil, we are building an even stronger team and collating the evidence we need to make our case. We have made key investments in our policy capabilities, engaged a new public affairs partner, and expanded our public relations efforts. Our board is evolving too, with new non-family members bringing fresh perspectives – people like Lord Iain McNicol, former General Secretary of the Labour Party, Alison Phillips, former Daily Mirror editor, and Chris Romans from EY who will lead our tax committee. We have also welcomed Rupert Heseltine and Sarah Naghshineh to the board. Charlie Field, a long-standing member of the Board, will become deputy Chair, whilst Thomas Martin, Chair of ARCO and longstanding FBUK Board Director, will continue in his role.
We all owe a deep gratitude of thanks to Sir James Wates CBE and the other board members who are stepping down. This includes Chris Bailey, Chloe Benest, Nick Linney and Alastair Macphie. Their invaluable support and dedication has been immense, giving up their valuable time to work on our behalf. They will remain important ambassadors for Family Business UK, and we will continue to build on the solid foundation they have laid.
Looking forward, to further bolster our financial position, we are strengthening the commercial side of the organisation. This will ensure we can continue investing in the policy and public affairs work that is so crucial to our mission. We are excited to welcome new Patron members, including some of the UK’s biggest businesses, and new tiered partnerships. I am pleased to confirm we are on track to our goal to have 500 direct family business members and our new trade association members will further strengthen our voice.
Of course, FBUK membership is much more than advocacy. We are here to support you, fostering collaboration and helping you to make connections to resolve shared challenges. There are a range of peer-led communities that you can tap into, from Chairs to NEDs, Non-family Execs and the vital Next Generation community. You can also benefit from access to expert digital resources, for instance to help navigate the “life-stages” of a multi-generational family business. A key date for your diary is FBUK’s Annual Conference, taking place in Manchester 4-6 June. You can find all the resources you need to sign up and attend on the website.
There is plenty of hard work ahead, and I look forward to working together to ensure that family-owned businesses remain the backbone of the UK economy for generations to come.
