As part of the “next gen” of estate owners, do you get much insight from others in the same position?

As Chair of the Historic Houses Next Generation Committee, I help out with the next gen programme. We’re a group that convenes for partly social, partly networking, and partly education reasons. Any meeting with the next gen group involves comparing notes on planning challenges, EPCs (energy performance certificates), and all the other challenges that keep us awake at night.

In your opinion, what key skills should the next gen focus on building?

There’s still a lot about my family’s estate that I don’t know. However, despite time being one of the key resources an estate has, being able to set aside the time to plan and think about the longer term is actually quite difficult, especially if you’re busy with your day job.

A sentiment that comes from our committee meetings is that we’d like to develop our project management skills, because there’s always something on the ‘to-do-now’ list.

Managing the diverse aspects of the estate’s commercial arm must come with its challenges. What are the key priorities for Penshurst?

Keeping the business relevant. We can’t take it for granted that people want to come and visit, so we need to make sure we’re offering enough. Keeping our eye on the ball and remaining adaptable (where possible) is key.

The business side has been growing since my grandfather first opened the estate to the public on Derby Day in 1947. It currently sits on three legs: 1) visitors to the house and gardens, 2) weddings and events, and 3) rents and other income from the wider estate.

We have approximately 35 permanent employees, both full- and part-time, which seasonally expands to about 80! We also recently extended the space in our Porcupine Pantry café to double the number of covers.

How important is it to embrace contemporary approaches to estate management, such as investing in renewables and sustainability?

It’s important to recognise that as the world moves on, the estate has to as well, to keep pace with the changing times.

On a broader level, I think people are striving to be more environmentally conscious. However, a lot of changes can be reactive rather than proactive (eg responding to regulations around EPCs). With initiatives like rewilding or carbon credits, a lot of thought has to be taken into account about whether it’s the right thing for the estate – it’s easy to dive in but then catch a cold.

It’s also important to remember that a) not all historic houses have energy issues and b) not all of them are big estates. In the next gen committee meetings, we’ve been working with Saffery on putting together potential topic ideas to create education programmes that will be as helpful for as many people as possible.

Over 40% of respondents in the Saffery and Historic Houses survey currently have no plan or process in place to prepare the next generation, why do you think that is?

First of all, I think it’s maybe worrying, but maybe not surprising. From what I’ve seen, a lot of the next gens are raring to go in terms of succession, but it’s important to realise that it’s natural for the predecessors to not want to “let go” just yet.

I’ve sat on the estate’s Board of Management since I was 18, so I’ve had insight of the inner workings and various legal aspects in place for my family’s succession plan for a while. I wouldn’t describe it as a process, but more of a phasing that is evolving, unfolding, and developing over time rather than a one-off handover.

With almost 700 years of history, what do you think will help to ensure the future legacy of your family estate?

Since Edward VI gave Penshurst Place to my ancestor, Sir William Sidney, in 1552 it’s been a delicate balance between preserving our heritage while navigating the challenges of the present.

We’re incredibly fortunate to have a team that embodies the essence of Penshurst. Thanks to the remarkable culture fostered by my parents, we've cultivated a self-starting ethos that extends not only to our family, but also to the dedicated people we collaborate with and employ.

At the heart of our collective effort is the instinct to do the right thing by the estate. The team tell us that they ask themselves, “is this Penshurst?” when they’re thinking about new projects, and ask, "are they Penshurst?" when hiring new members into our team: the success of the estate hinges on the dedication of each person here. Our team has become an extension of the family, where some have devoted more years to Penshurst than I’ve been alive!

You’ve not yet become successor, but have you ever thought about an ideal time for when you’d handover the estate?

2052 is the 500th anniversary of the Sidneys living at Penshurst, and 2054 is the 500th birthday of my ancestor, Sir Philip Sidney. I’d probably look to hand over then, in my late 60s.