Search Results

Yorkshire-based Duvalay has been successful at this year’s Family Business of the Year Awards after winning the Family Business of the Year Award in the Homes & Gardens category. Duvalay, which sells sleep products globally to both the leisure and homes markets, has had its most successful year to date, with the award win recognising the significant growth the company has experienced. Turnover has increased to over £12.5m, as well as acquiring Nursery Connections – the UK’s leading manufacturer of cot mattresses in a pre-pack administration deal that safeguarded over 35 jobs. The awards, which were held at Royal College of Physicians Museum, are hosted by Family Business United (FBU), a leading global family business community. Their aim is to provide resources as well as helping to raise the profile of the family business sector. Elizabeth Colleran, Sales & Marketing Director at Duvalay, says: “We’re over the moon to have won this award as it recognises and celebrates the success stories of family businesses throughout the UK.” “Duvalay is currently undergoing a period of significant growth through product launches including new mattress collections for the home and through acquisitions of similar businesses. This award win is testament to the work that not only the leadership team are currently doing, but also the wider Duvalay family of employees who all play a vital role in our continued success story.” Having been founded in 2003 by husband-and-wife team, Alan and Liz Colleran, the business leadership team has grown to include their sons, Thomas and William, who hold the roles of Commercial Director and Finance Director respectively. For more information, visit www.Duvalay.co.uk

Johnsons of Whixley have been supplying the nation with millions of quality plants and trees for over 100 years from their nurseries in Yorkshire. Paul Andrews went to visit them to find out more. Johnsons of Whixley is a three-generation family business located in North Yorkshire, equidistant between York and Harrogate, with over 100 years experience in growing and supplying trees, shrubs, and plants to UK-wide planting schemes. 12 members of the family have an active role within the business, from senior leadership positions and administration to more hands-on roles on the shop floor. The team is made up of 130 full-time staff, which can increase by up to 50% during peak seasons. From those in the office, on the shop floor, or on the ground tending to the plants and trees, this is a family business that puts people first. They strive to nurture and develop all their staff and are proud to say that each staff member plays an important role in the growth of the business. Spread over five production sites covering 200 acres across North Yorkshire, they are one of the longest-established and largest wholesale commercial nursery businesses in the UK, annually growing and supplying millions of plants, shrubs and trees to the UK trade for 100 years. As a business they supply in excess of five million plants and trees annually, which enables them to operate across three channels to market, providing plants and trees to the wholesale commercial sector for amenity and civil engineering projects, direct to garden centres, and wholesale direct via an on-site professional trade outlet supplying landscape gardeners, garden designers, tree surgeons, estates, caravan parks and Universities, with a large variety of stock all year round. The journey for the current family owners dates back to 1964 when John Richardson had just got married, had their first child and then bought this small nursery. But even prior to that there was a long family history in the sector, with hard work and entrepreneurial spirit at the heart of all that he did. Growing up, his mother’s family had been growers for generations with their main crops being rhubarb, vegetables and salads, and from the age of 12 he spent every spare minute helping out on the farm, being paid for the work he did. “My wage at this time (aged 15) was £3.20 for a 47 hour working week which was paid to my mother in return for all my food and clothing and I kept the money that was paid for any overtime that I did,” John explains. “I then got a place at the local agricultural college, but was encouraged to do a two year course in Essex, which resulted in a big move down South. It was a thoroughly enjoyable time in my life as I was working hard and building up a good amount of capital too. I then moved back to the East Riding of Yorkshire with work with the Bean family in their horticultural business whilst at the same time earning extra money by doing gardening projects at weekends.” Entrepreneurial spirit and a desire to be successful was evident from a young age. Balancing jobs with extra work in the community helped to build up savings and John was never shy of trying something new. Working for Secretts in Surrey provided more opportunity too as he was driving lorries to Covent Garden with produce from the farm and then stopping off on the way home at Buckingham Palace to collect horse manure on the return journey! His career continued, and when he was considering his future, a role in Scotland as a commercial grower advisor arose, which he took, moved to Scotland, and it was here that he met his future wife. As a rep on the road life was busy but John loved it, clocking up about 25,000 miles a year back in the late 1950’s and he was happy. It was whilst he was based in Scotland, away on a business trip to Aberdeen and staying in a hotel, that John received a call from his Uncle back in Whixley. A Mr Johnson, who was 67 years old had a nursery business that he wanted to sell, and his Uncle asked John if he was interested in taking it on. 17 trips between Scotland and Whixley and the deal was done, and the journey to begin the business that it is today, had begun. For John, looking back today, he recognises the effort that has been put in to build the business and for him one of the proudest moments is the fact that it provided an opportunity for his three sons to join the business and to work together building it. “I worked with my kids and that was fantastic,” adds John, “but they had to work for the benefits and make a real contribution, which they did, and over time they took on more and more of the responsibility too,” adds John. Graham, one of John’s sons adds that “I learnt a lot from my Dad and he led by example, as we do now, doing it the family way. There was no ‘big stick’ and there was no pressure to join the business, but it is in the blood and part of the ‘working the land mentality’ that we have as a family. We have never had a family fall-out, and every decision has always been made by consensus.” As a family they grew up on the nursery, in the house that was previously owned by Mr Johnson. As John explains, “he built another home next door which my brother now lives in. When we took on the nursery and bought the business we took out a loan to help pay for it and at the time there was £2,000 left to pay with two years to go. Mr Johnson and his wife, both veterans of World War I, were so pleased with the way that we had taken on and run the business, feeling that it was in safe hands to such an extent that they wrote off the balance of the loan.” The family business has grown from an 11 acre site with 11 staff and a turnover of around £30,500 to what it is today, 200 acres, multiple sites, turnover of around £17 million and a full time staff of 130 with a further 50/60 added to cope with seasonal pressures. The business has grown under the Richardsons and there are now seven of the third generation actively involved in the business. As John explains, “My great satisfaction is that the family have become so engaged in the business and are taking it forward, something that gives me so much pleasure and pride, knowing that it is continuing into the next generation. Graham has developed the business elements of the company, whilst Andrew concentrated on sales and promotion, and Iain controlled physical expansion and production.” As Graham adds, “It is fantastic for us to be working together, each and every day, coming together as a family, as one, and building on the legacy that has been created by our parents. It is a pleasure to be taking it forward and continuing to build something for the future with an engaged family, core values, and a great team of staff too.” John is the first to admit that the business has changed a lot since he acquired it back in 1964. “So much has changed and yet so much remains the same. The way things are grown and the need for sustainability is high on the agenda but the passion that we have as a family to continue to invest in the business is still evident for all to see. We work together as one and continue to invest in the future of the business and I am truly proud of the business that we have created today, and delighted that it is passing safely into the hands of the next generation.” Johnsons of Whixley continues to grow and develop new routes to market. As Graham concludes, “We are proud of the business and our family values that shape our growth. We are also proud of our low staff turnover and ability to identify, recruit and develop staff members who go on to give 20, 30 or even more than 40 years’ service, and endeavour to recognise and reward long service.” This is a great family business, a great ambassador for Yorkshire and a business that is proud of its’ heritage, the plans for the future, and one that continues to successfully build on the entrepreneurial spirit of the generations that have gone before. We look forward to seeing their continued growth and development in the years to come.

The roots of Econ Engineering date back to the late 1950’s and the entrepreneurial vision of the late William George (Bill) Lupton. Bill was the youngest of four children from a farming family in Otley, West Yorkshire. As was the tradition at the time, it was always going to be the eldest son who inherited the family farm, so Bill knew that he would have to make his own way in the world. Bill was an inquisitive individual who was far more interested in tackling and solving technical challenges and less interested in the world of farming. It was this curious mind that led to him spotting an opportunity which he pursued, and which ultimately has resulted in Econ becoming the business that it is – the leading manufacturer of gritters, spreaders and road maintenance vehicles in the UK today. Jonathan Lupton is the second generation of the family in the business and as he explains, his father was the real embodiment of entrepreneurial spirit: “He (Bill) was working with machinery and came up with a concept to merge a mower with a hedge trimmer to enable the automation of cutting hedgerows. It all started with the purchase of a welding kit and after a few false starts, the first innovative hedge cutters and flail mowers had been created.” Interest in the business grew until the day when Bill was approached by someone who wanted to buy his business and the business was subsequently sold to an agricultural machinery manufacturer, Bamlett’s. Bill joined as part of the deal which meant commuting to Thirsk from West Yorkshire, which was not ideal and so, he and his wife Helen, looked to move house. Helen wanted to remain close to family and friends and was reluctant to move south of the A1, so they settled on Ripon. Three sons were born after the move, Andrew in 1966, Jonathan in 1968 and David in 1972. Unlike many family firms, Bill was an entrepreneurial founder with a plan. His long-term plan was the creation of a business that would provide jobs for all three sons. At the time he was still working for Bamlett’s but had realised that he wanted to be his own boss and circumstances were such that as his contract was soon to expire, he could begin formulating his own plans once more. Lucky circumstances and perfect timing led to the creation of Econ Engineering. After leaving Bamlett’s, Bill needed to find premises in Ripon and a chance conversation with the town clerk saw him directed to the site owned by Vaux Brewery who were keen to sell. Soon after moving to the brewery, Bill was searching for heaters for the premises which took him to a Bradford-based business called Econheat. As Jonathan continues, “Bill visited and found that the business was on the verge of liquidation so rather than just buying some heaters, he bought the business, stock included. So, back in 1969, Bill’s plan was to start production of the flail mower, as well as to move into industrial heating through the acquisition of Econheat.” Initially, business centred on making a success of the heater business and to grow the agricultural side of the business too. Business was good and developed a national profile across the UK but there was a strong seasonal pattern of business between April and August. It was here that Bill decided to create products that could do well over the winter months. “Following the impact on the UK with the big freeze in 1963, he came up with an idea for a salt spreader,” explains Jonathan. “A blueprint was developed and resulted in two initial designs, a bulk hopper that was mounted on a lorry chassis, much like the ones we make today, and a trailer that could be pulled behind a tractor, which incorporated a spinner attachment,” he continues. “There was plenty of testing and eventually, in 1971, the very first Econ salt spreader was ready to be launched to the world. The business was up and running and the orders started to come in, Econ moved to a new state-of-the-art factory in 1978.” Econ is proud to be a British manufacturer based in Yorkshire. Constant investment has taken place throughout the journey to date, something that has continued today, with another location added in the shape of a new, super service site at Sowerby near Thirsk. This building houses 24 service bays to maintain and service the fleet. More products have been added to the range to enable them to perform year-round tasks on Britain’s roads, including pothole and surface repairs. New ways of working were also introduced to help councils who were struggling to purchase sufficient gritters to keep roads moving during the winter period, and Econ introduced a rental scheme. The introduction of the hire fleet was a transformative business strategy from Jonathan and his brother Andrew. As Jonathan adds, “We are an entrepreneurial family and it made sense to offer the hire fleet solution. It worked out well and continues to help the business grow.” Innovation is on the Econ agenda and state-of-the-art production is evident for all to see. Mobile technology has been integral to recent developments and across all departments, improvements have been introduced to increase productivity and efficiency. From starting out on the family farm to where the business is today, is a monumental accomplishment and a real family business success story. Bill would be delighted with how the business looks today but could not possibly have imagined that it would be the size it has become. Econ vehicles are used all over the UK to keep the roads clear and are iconic in their livery of bright yellow with the letter ‘E’ firmly on display too. Annual turnover is now over £40 million and the business has become an integral part of the Ripon community, not least through the employment of staff, generation of income and creation of wealth, but also through the direct impact the business has on the local community. As Jonathan concludes, “As a family business we have come a long way and have created something that as a family we can be rightly proud of. Dad would be ‘gobsmacked’ to see where the business is today and really proud of the work that the family and our broader team have done to make it successful.” “Strong family values are part of the culture here at Econ – honesty, reputation, reliability and service are all integral to what we all do day-in and day-out. We are proud manufacturers based in Yorkshire. We are proud of what we do and the products that we make. Being a family business is special too. Above all, we are committed to continuing the legacy of my father, and the family to continue to build and invest in our future and continue to make products and services that we know will keep Britain on the move, today, tomorrow and long into the future.”

The history of British railways is a fascinating journey through time, filled with innovation, challenges, and milestones that have shaped the nation's transportation infrastructure. From the humble beginnings of horse-drawn wagons on wooden tracks to the high-speed trains of today, the evolution of British railways is a testament to human ingenuity and progress. Early Days The story of British railways dates back to the early 19th century when industrialisation was rapidly changing the landscape of the United Kingdom. The first public railway, the Wagonway, was constructed in the early 17th century to transport coal from mines to nearby rivers. However, it was George Stephenson's locomotive, the Rocket, built in 1829, that marked the true beginning of the railway age in Britain. This pioneering steam engine played a pivotal role in the expansion of the railway network. The Age of Expansion The 19th century witnessed a rapid expansion of railways across Britain, fuelled by the Industrial Revolution. Railways became a vital mode of transportation for goods and people, connecting cities and towns previously isolated from one another. The Railway Act of 1844 laid the groundwork for standardising railway systems and fares, making travel more accessible to the public. The Great Western Railway, under the leadership of Isambard Kingdom Brunel, stands out as one of the most remarkable achievements of this era. Brunel's innovative engineering feats, such as the Great Western Railway and the Clifton Suspension Bridge, showcased the power of British engineering and ingenuity. The Golden Age of Steam The mid-19th century saw the heyday of steam locomotives, with iconic designs like the Flying Scotsman and the Mallard setting speed records and capturing the public's imagination. The Flying Scotsman, built in 1923, remains a symbol of British railway history and is still operational today. World Wars and Nationalisation Both World Wars had a significant impact on British railways. During World War I, railways played a crucial role in transporting troops and supplies to the frontlines. In World War II, the railways were once again vital for the war effort, moving troops and evacuees across the country. After World War II, the British government nationalised the railway system in 1947, creating British Railways. This period saw a shift from steam to diesel and electric locomotives, modernising the network. However, the era of nationalisation also witnessed a decline in passenger numbers and the closure of branch lines, which sparked debates about the efficiency of state ownership. Privatisation and Modernisation The 1990s marked a new chapter in the history of British railways with the privatisation of British Rail. This move led to the creation of numerous private train operating companies (TOCs) responsible for various routes. The privatisation aimed to increase competition and improve service quality. Today, British railways continue to evolve. High-speed trains like the Eurostar demonstrate ongoing investments in modernisation and expansion and offer the opportunity to travel outside of the UK by train too. The history of British railways is a rich tapestry of innovation, challenges, and transformation. From its humble beginnings in the 19th century to the complex and interconnected network of today, railways have played a vital role in the development of the United Kingdom. The story of British railways is not just a historical account but a reflection of the nation's progress, engineering prowess, and the enduring importance of efficient transportation in modern society.

Jevean Barryclough, a student in the Peter Jones Enterprise Academy (PJEA) at Leicester College, has been crowned Entrepreneur of the Year at the Peter Jones Foundation national awards. Jevean is in the second year of the Business Enterprise (Peter Jones) BTEC National Foundation Diploma level 3 at Leicester College. She runs her own ‘Da Goat Clothing’ sustainable clothing brand, championing ‘slow fashion’, ethical practices and re-purposing old clothes into new products. Focused on sustainable practises and unique garments, Da Goat is breaking boundaries in what a fashion brand should be by providing exclusive luxury fashion pieces, with an emphasis on a slow production process and minimising carbon emissions. As part of the judging, Jevean pitched her business ideas to Peter Jones CBE, Dragon on BBC’s hit series Dragons’ Den, along with a panel of celebrated business figures. Jevean wins the top prize of £5,000 and will now become a brand ambassador for the Peter Jones Enterprise Academy for the duration of the year-long title. With the £5,000 investment, Jevean aims to launch a unisex fashion collection and propel her design into the mainstream. Talking about her win, Jevean said: “I had a good feeling about the award beforehand and it felt right to win. The judging panel believed that I have a different take on clothing which makes my brand unique and stand out." “The award has provided me with a national platform to elevate and articulate my brand in the way that I want to. I’m delighted to have won and excited to see where the investment will take my business.” Peter Jones CBE, Chairman of Peter Jones Foundation said: “It was fantastic to meet our four finalists in person. I strongly believe that this country needs entrepreneurial young people more than ever, it is this generation that will incite positive social change and push forward the economy for years to come." “The quality of submissions we’ve received for this year’s award has been outstanding and selecting the winner was a true challenge. The high standard is testament to the depth of entrepreneurial talent that we have across the Peter Jones Enterprise Academy network.” Beena Ghattoraya, PJEA Programme Lead, Leicester College, stated: “The first time I spoke to Jevean, I instantly had a feeling she was perfect for the Peter Jones Enterprise Academy course and that she could be a contender for the National Entrepreneur of the Year competition. We first saw her products at the business surgery, she was already trading using Instagram. The staff and students here are a big fan of Jevean’s brand and the brand has been an instant hit here at Leicester College." “Jevean has passion, compassion and believes in making a difference, she demonstrates the values of the Peter Jones Foundation, and we are so proud of her at the college. She is a role model to all the students. We are very much looking forward to supporting her to scale up the business in the second year. Well done, Jevean!” The National Entrepreneur of the Year award is the highest achievement available to both year 1 and year 2 PJEA students. The competition was open to students in years 12 or 13 who are studying other courses at a school or college hosting a PJEA. Run by the Peter Jones Foundation, the Peter Jones Enterprise Academy is a network of schools and colleges that deliver courses in business and entrepreneurship. Leicester College became a Peter Jones Enterprise Academy in 2012 and the staff has served to champion enterprise education amongst their students. Last year, Leicester College student Cerys Andrew won the title with her business Little Leprechauns, later renamed Cullen Academy.

It’s no secret that remote working has become widespread in the UK. In fact, 16% of employees reported solely working from home between September 2020 and January 2023. There are many harmful misconceptions surrounding remote working, including the concern that employees may become less productive while working outside of the office. However, a study found that 51% of employees are more productive when working from home, and 20% suffer from burn out in the office. Here, employee engagement experts Weekly10 , explore five ways employers can motivate remote workers, and why commonly used time tracking software isn’t the answer. 1. Thinking ahead with realistic goals Employee engagement can be encouraged by setting professional goals. By thinking ahead and setting clear guidelines that coincide with personal development plans, managers and team leaders can help workers achieve their goals. That being said, these goals should always be realistic. If workers do not have enough resources to meet their targets, this can have the opposite effect and discourage hard work. They may also feel the need to work overtime, which can quickly lead to employee burn out. 2. Creating incentive programmes Once employers have established realistic goals, they can create incentive programmes for the workplace. It can be stressful to meet deadlines and targets, but financial and social rewards are sure to motivate remote employees. These incentive programmes can offer anything that aligns the company and its values, such as commission, wage increases, profit sharing, bonus payments and more. 3. Remember to recognise and celebrate success There’s no denying that a little recognition can go a long way. So, to continue motivating your remote workers, remember to recognise and celebrate their success. From passing probation to reaching monthly targets, there’s lots of things to highlight in the workplace. Employers can praise employees on video calls, in monthly catch-ups or during team meetings. And, whether they use Slack or Microsoft Teams, it’s also a good idea to create an achievements channel for this very purpose. By creating incentive programmes and remembering to celebrate success, employers are supporting intrinsic and extrinsic motivational factors. This is motivation that either comes from within an employee, such as happiness and fulfilment in their role, or beyond, including incentives and rewards. These keep the team driving forward while catering to every employee’s needs. 4. Practicing and encouraging transparent feedback Next, transparent feedback is important in the workplace. No matter the nature of the job, employees should understand the successes and potential pitfalls of their performance, thereby promoting constant growth for their remote workers. However, communication is a two-way street. Employees should feel comfortable voicing any praise or concerns of their own. By conducting frequent 1-2-1 meetings, team members are more likely to feel comfortable sharing their feelings, and understand the option is there for them to do so. With this clear line of communication, employers are better able to spot issues, find solutions and help the team develop. 5. Prioritising health and wellbeing The health and wellbeing of employees is paramount. If they are suffering from a physical or mental ailment, for example, it will inevitably affect their performance at work. That is why they should feel comfortable confiding in managers and taking sickness leave. To promote health and wellbeing in the workplace, employers can organise online mental health catch-ups, virtual guided meditation classes and more. Then, in turn, remote workers are more likely to engage with the business. Why time tracking software ISN’T the answer! It’s easy to consider businesses in a purely quantitative manner. However, these companies are made up of people from all walks of life with various personalities. This means that one method of encouraging engagement, such as time tracking software, does not always work. Time tracking software is a commonly used tool. It allows managers to oversee the daily activities of remote workers, including the level of work being completed at home. Despite the visibility it gives employers, time tracking software is actually harmful to the productivity of remote workers. Not only can it put unnecessary pressure on workers to complete tasks, but it can also foster a mistrusting environment that demotivates workers. A spokesperson at Weekly10 has commented: “Employee engagement is the driving force of success. There are multiple ways to encourage this, such as harnessing positive attitudes and encouraging personal development." "However, time tracking software is not the answer to improve business operations. While it tracks multiple factors – including the amount of time between actions – it is harmful to workplace productivity." "It’s also unrealistic to expect employees to stay at their desks all day. Employees cannot work at full speed all day, every day without experiencing burn out. Plus, regular computer breaks can prevent eyestrain, musculoskeletal disorders and circulation problems." "Alternatively, employees can measure outputs and inputs with regular meetings, use goal setting to establish clear expectations and build a culture based on trust, rather than using time tracking software.” Weekly10 is a performance management software that boosts employee engagement through weekly employee check-ins.

Leicester City can confirm that an agreement has been reached for Academy graduate Hamza Choudhury to extend his stay at King Power Stadium. The 25-year-old midfielder, who came through the ranks of the Club’s Academy and has made almost 100 appearances for the Football Club since his debut in 2017, has signed a new contract until the summer of 2027. Speaking to LCFC.com, Choudhury said: “It’s an amazing feeling for me and my family. This is my home. I’ve obviously spent the majority of my life here around the same people in the same environment." "I’m looking forward to cracking on now and hopefully helping the team get back to the Premier League. It's my home. To be staying here for another four years is exactly what I want.” Loughborough-born Hamza joined the Club at the age of seven and has since risen through the ranks to establish himself as a valued member of Enzo Maresca’s squad, having also been given the captain’s armband for this month’s win over Norwich City. Choudhury made his debut in in September 2017, coming on as substitute in a 2-0 win over Liverpool in the EFL Cup Third Round, and has subsequently represented the Foxes in Premier League and UEFA European competition. Loan spells have further helped his development, with the former England Under-21 youth international spending time with Burton Albion and Watford in the Sky Bet Championship over recent seasons. The midfielder was an also an integral member of the Leicester City squad that lifted the FA Cup and Community Shield in 2021.

Like many family businesses, Palmers Garden Centres has an authentic story behind the award winning business that exists today. Paul Andrews spoke to Caroline Palmer, Managing Director and one of the current generation now running the business. It began, all those years ago, on a small allotment on the edge of Leicester. George Palmer and his wife Julia grew fruit, vegetables and flower crops to sell to the local community. Five years later George and a friend bought a six acre field in Narborough, that came up for sale at auction. They planned to have half each, and tossed a coin to see who had which half, then planted a hedge down the middle to divide it up. George’s three acres became first a flourishing nursery which then grew into Palmers Garden Centre. Caroline explains, “The business really did grow from there and undoubtedly one of the reasons behind our success has to be the continued investment in the business over the years, something that very much continues today.” In the 1960’s, son Harold Palmer and Grandson Brian Palmer created a retail nursery and the transition to garden centre was made. Palmers is now in the hands of an incredibly proud fourth generation of the Palmer family; Caroline Palmer and brother Robert Palmer, Great Grandchildren of the founder. “The business passed to my grandfather who continued its development and my father joined the business once he had completed his military service at a time when the nation was beginning to support the developments that’s became the garden centres we know today. The business was continually evolving with more plants and other products available too,” she continues. Like many family businesses, Palmers have specific rules when it comes to the involvement of the next generation, especially in terms of their entry into the business. As Caroline explains, “I always wanted to get involved but it was my younger brother who joined the business first as at the time I decided it was not for me. I love plants and always knew that I would end up working in a business that I love. I remember working with my grandparents at the age of 8, both in the shop and on the till as the business grew. Even today, these memories remain strong.” Caroline is now the Managing Director. She moved from a busy life in London, back to Leicester in the late 1990’s. She had a vision to develop the garden centre and make it more than the ‘traditional ideal’ of what a garden centre should be. Palmers is a place to take the family for a day out; a leisurely walk amongst the beautiful flower displays followed by homemade, delicious goodies in the café. Having worked in the business for a number of years now, Caroline still gets a buzz every morning. “There is always something going on and the business is now much bigger than it was 25 years ago. It still surprises me how big it has become and both my brother Rob and I often look back and reflect on how far we and the business have come. The growth has always been organic and controlled as we take strategic decisions to reinvest in different aspects of the business.” Plants are clearly integral to the business but catering has also become a big part of the business today. The first café opened back in 1999 and has subsequently grown to around six times the size of the original kitchen, providing revenue throughout the year and helping footfall too. As with garden centres across the country catering has become a real draw and helps the business become a destination attracting visitors other than those just interested in the garden plants. As a family business, Palmers always have an eye on the future, taking the long-term view and when it comes to the next generation there are five members ranging in age from 20 to 28 years of age. They have already been involved and had a taste of the family business, working in holidays and gap years which like many other next generation is part of their rite of passage. As Caroline adds, “There are no guaranteed roles and we are not going to force involvement but there is already a lot interest amongst the fifth generation and some of them are certainly making the right noises and have skills that the business would benefit from.” Palmers is a business that is built on a culture of trust, empowered team members and integrated values such as teamwork, quality and service/care at the fore. All of these are underpinned by the pride of the owning family who are justifiably proud of their journey. A good example of this was the renaming of the café to Café 1911 to reflect their heritage and longevity and the inclusion of images from the past adorning the walls. When it comes to pride the family places a lot of importance on their longevity as a business. For Caroline this is part of their DNA. “We are really proud of what the business has become and that it is still going strong today. We are proud to have our name above the door and of our reputation in the community. We have a really strong, committed team in place and are very proud of how we continue to grow. We are also aware of the past and even today my father and I often ask ourselves what my Grandpa would say about the business today!” continues Caroline. It is clear that this is a family business that is not resting on the history but incorporating it into their ongoing journey. For Caroline, it is clear that plants are in the blood and a real part of her journey with the business over the years too. She is aware of the need to talk about succession and the roles for the next generation, but also to allow time to celebrate their successes. 2011 was a big year for Palmers as they celebrated their 100th year and also expanded the business. The Palmers family business now consists of two garden centres, one in Enderby and another in Ullesthorpe. As Caroline explains, “This was a massive milestone for the business and one that we took time to celebrate, reflecting on where we had come from and celebrating the success of the generations that went before us. It also reinforced our passion for what we do and how important it is for us to continue to do what we do, investing in our people and our business to ensure it continues to be a success for future generations.” Palmers now sells all you need for garden and home; plants, gardening accessories, gifts, homeware, furniture and outdoor features. There’s something for everyone. The loyalty of their customers, and dedication of their staff, have brought success to Palmers for 100 years. They have retained their reputation for unrivalled quality in the Leicestershire area, something that they are extremely and justifiably proud of. This is a family business success story, a journey that began with a small plot of land bought at auction that has blossomed with the guidance, nurturing, belief and investment of generations of the Palmer family and we look forward to seeing it to continue to flourish for many generations to come. Find out more about Palmers Garden Centres by visiting their website here

Northern Ireland company, Environmental Street Furniture (ESF) is bringing some of the UK’s most cherished TV characters, The Wombles, back to life through the launch of its latest innovative product range, which builds on the programme’s theme of boosting the idea of recycling and raising awareness of environmental issues. The Wombles Collection by ESF, which consists of themed bins, benches, picnic tables, planters, and activity games tables, was launched today (13th September) at the Resource and Waste Management (RWM) expo at Birmingham’s NEC – one of the UK’s leading events for promoting innovative solutions that address the world’s environmental challenges - reigniting nostalgia for many of those in attendance. First aired in 1973, The Wombles tells the story of a secretive group of creatures who live beneath Wimbledon Common. The original environmental champions, their adventures involved recycling and reusing the discarded things left behind by humans on the Common, and the show went on to become one of the most popular children’s programmes of all time. The characters were brought out of hibernation in 2020 and have since inspired a new generation with their sustainability and positive environmental messages, encouraging them to think about the impact littering has on their own environment. The Wombles believe that no action is too small to make the world a better place, which will be further enhanced by ESF’s latest collection. Managing Director of ESF, Alan Lowry spoke about the collection, saying, “Getting the opportunity to launch The Wombles Collection by ESF to a global audience as the show celebrates its 50th anniversary, is a very proud moment for our company. The Wombles were a staple part of my own childhood and I know that through the launch of this collection, many other people will be transported back to their early days. “Aside from the nostalgic aspect of the collection, primarily we want to continue to promote the message that the show is renowned for – encouraging recycling, reducing waste, upcycling items, and making good use of bad rubbish. “Now more so than ever when the green and circular economies are to the fore, it’s important that we maximise the opportunities for people to recycle and reduce littering, contributing to a low carbon economy. We’re confident that through The Wombles Collection by ESF, this can be achieved. The collection is ideal for locations including public parks or spaces, educational facilities, zoos, and theme parks, as well as for businesses or organisations that are investing in their ESG. I’ve no doubt the products will be extremely well received.” The Wombles Collection by ESF includes ‘The Tobermory Smart Bin’, a fully solar powered bin, equipped with an automatic compactor that reduces street litter collections by up to 90%; ‘The Wellington Solar Bench’, a solar powered bench offering wireless and wired phone chargers, and automatic LED lighting strips; and ‘The Orinoco Activity Picnic Table’, a customisable, wheelchair accessible picnic table with activities including Wombles Ladders or Wimbledon Common Maze. All the themed recycled products in the collection have been manufactured using Plaswood, a Berry Global Product, which is a long-established market leader in recycled plastic profiles and applications. Recycled post-consumer waste, the material is also recyclable if returned to the company’s recycling plant in Scotland. ESF is a member of Made in Britain, the trade association that brings together more than 2,000 British Manufacturers across the four nations of the UK, by their licenced use of the official Made in Britain collective mark. Speaking about ESF’s latest collection, Made in Britain CEO, John Pearce, said, “This collection combines British manufacturing innovation with the communication of vital messages around circularity, which have the potential to educate and empower young minds by way of the beloved Wombles. Congratulations to ESF on this launch, which epitomises the quality, creativity and commitment to sustainability that are the hallmarks of the very best of the UK manufacturing sector." Passionate about sustainability and tackling issues that impact the environment, ESF has also announced its recent affiliation with Leave No Trace Ireland, Ireland’s only Outdoor Ethics Education organisation. This partnership marks the beginning of a collaborative journey in the environmental sector, aimed at fostering responsible outdoor recreation through a series of actions and initiatives. Commenting on the membership, Maura Kiely, CEO of Leave No Trace Ireland said it was an exciting development for Leave No Trace Ireland. The partnership embeds the organisation’s ethos of sustainability into street furniture and bin facilities that will be used by outdoor recreationists. Ms Kiely said, “We are delighted to welcome Environmental Street Furniture as a member of Leave No Trace Ireland. The Wombles Collection encapsulates our shared vision with ESF, to protect the environment for future generations. Through our membership programme, we look forward to working with ESF to promote the responsible enjoyment of outdoor spaces.” Environmental Street Furniture is a global designer and supplier of street furniture and site furnishing products, which currently exports to over 27 countries worldwide. The Newtownabbey based company delivers exceptional products that integrate technology, innovation and modern, sustainable materials to customers, which includes many of the world’s leading theme parks.

The Loch Ness Monster, often affectionately referred to as "Nessie," is one of the most enduring and famous cryptids in the world. For generations, people have been captivated by the idea of a mysterious and elusive creature inhabiting the depths of Scotland's Loch Ness. So let's delve into the history, sightings, scientific investigations, and the enduring allure of Nessie. A Mythical History The legend of the Loch Ness Monster has deep roots in Scottish folklore, with tales of water beasts dating back centuries. However, it wasn't until the 20th century that the modern fascination with Nessie truly took hold. The first widely publicised sighting occurred in 1933 when George Spicer and his wife claimed to have seen a large creature crossing the road in front of their car, heading towards the loch. This event sparked a wave of interest and subsequent sightings. Sightings And Speculations Over the years, there have been numerous alleged sightings of Nessie. Witnesses have described the creature as having a long neck, humps, and a serpentine appearance. Many photos and videos claiming to show Nessie have surfaced, but most have been dismissed as hoaxes or misidentifications of other animals, debris, or natural phenomena. The Scientific Hunt The Loch Ness Monster has attracted the attention of scientists and researchers from various fields. In the 1960s and 1970s, several scientific expeditions were launched to investigate the phenomenon. These investigations often utilised underwater cameras, sonar equipment, and other advanced technology to search for evidence of a large, unknown creature. However, these efforts yielded inconclusive results and did not provide definitive proof of Nessie's existence. Natural Explanations Sceptics argue that many Loch Ness Monster sightings can be attributed to various natural phenomena. Floating logs, waves, unusual underwater currents, and even large fish or seals have been proposed as explanations for some sightings. Additionally, pareidolia—the tendency of the human brain to perceive familiar shapes or patterns in random stimuli—may account for some of the alleged sightings of Nessie. The Enduring Allure Despite the lack of concrete evidence, the legend of the Loch Ness Monster persists. Nessie has become a beloved and iconic figure in Scottish culture, drawing tourists from around the world to Loch Ness in hopes of catching a glimpse of the elusive creature. Souvenir shops, museums, and boat tours dedicated to Nessie continue to thrive in the area. The Loch Ness Monster remains one of the most enduring mysteries of our time. While scientific investigations have failed to provide conclusive evidence of Nessie's existence, the legend continues to capture our imaginations and fuel our curiosity. Whether you believe in the existence of the Loch Ness Monster or view it as a product of myth and folklore, there's no denying the enchantment it brings to the picturesque shores of Loch Ness, where the line between reality and legend blurs in the depths of the dark waters.

With today’s increasingly connected culture, technology is playing a bigger role in our lives than ever before and has completely revolutionised the world of industry. Here, Stuart Dantzic, Managing Director of Caribbean Blinds UK shares his thoughts. Many businesses face the challenge of increasing productivity while simultaneously reducing costs. For manufacturers, this challenge is even more pressing, as manufacturing processes must become faster and more efficient to meet production requirements. Not only that, keeping track of everything going on in a modern manufacturing facility is incredibly difficult, and using Excel sheets and paper-based systems is highly inefficient and will undoubtedly lead to a multitude of issues down the line. Fortunately, with modern technology, there are a variety of solutions, such as Enterprise Resource Planning [ERP] software, which is available to help manufacturers balance lots of moving parts in the manufacturing process, without impacting the business or sacrificing resources elsewhere. As such, more manufacturers should be taking advantage of these systems and the benefits they offer to help businesses streamline their processes, keep pace with advanced technologies and get ahead of competitors. Efficiency Manual manufacturing processes can be tedious, time-consuming and prone to human error, not to mention they can create inconsistencies in a business’ customer experience. Dedicated manufacturing software can improve a company’s efficiency by automating its processes, furnishing integrated applications that share data to give employees instant access to the information they need, and providing business intelligence and analytics to improve decisions and planning. Automatic alerts can be set up to inform managers of any exceptions so issues can be addressed proactively, and businesses can automate processes across different departments, from accounting and finance to sales and customer service. Automating processes is even more useful for companies operating in multiple locations or divisions, with global offices, or working with an extended supply chain. A modern solution can allow these businesses to streamline their operations and processes across multiple locations, making it easier for multi-site companies to consolidate and share information. Improved Product Quality Quality is critical to the growth and success of every manufacturing business. Without a high-quality product to consistently attract and maintain a solid customer base, a company will lack a competitive advantage and likely fall behind others at the forefront of its sector. Manufacturing high-quality products consistently is impossible without accurate data and, typically, companies that are struggling to improve the quality of their products don’t have the data they need to troubleshoot complex production problems. By using technology to capture and coordinate information accurately, even as new data is being added, businesses can ensure they continually meet quality and regulatory standards, whilst recognising what they need to improve in the production process. When manufacturers have real-time data, it adds a sense of urgency to improving product quality by providing them with insights into how they can offer their customers the highest quality product. By accessing real-time data and feedback on the manufacturing process, firms can identify and address quality issues before they become significant problems. Reduced Costs Manufacturing software and its ability to help increase overall productivity can result in significant cost savings for companies. The need for overtime and related labour and payroll expenses is minimised, and enhanced precision in production floor processes also helps to reduce scrap and re-work that can drain a business’ financial resources. In addition, improved tracking of components and the turnover of finished goods, combined with more accurate demand planning, can eliminate costly excess inventory, whilst improved visibility into all financial aspects of production can help identify potential areas for savings and reduce cost of goods sold. Less Environmental Impact With manufacturers under growing pressure to decrease their environmental impact, manufacturing sustainably has become a widespread issue. In helping businesses optimise their supply chains, manufacturing software can reduce the need for transposition and logistics, lowering a company’s carbon footprint as a result. The real-time data and analytics provided by the software can also allow firms to make sustainable, waste-reducing decisions, reducing their environmental imprint and helping create a more sustainable and eco-friendly manufacturing industry. In concluding, with manufacturing gearing up for ‘Industry 4.0’ – the next phase in the digitisation of the sector - the pace of manufacturing has outgrown traditional techniques and procedures. By making the most of the powerful tools available and their wide range of features, manufacturers can stay competitive in today’s fast-paced market and position themselves well to achieve increased profitability and growth.

Jonathan Burke, partner and head of the industrial manufacturing leadership practice at executive search specialist, Berwick Partners , explores the skills and characteristics required by the next generation of family-run manufacturing business leaders. The post-pandemic era has seen a spike in the number of outgoing managing directors (MDs) and CEOs in family-run manufacturing and engineering businesses. The surge was fuelled by a combination of pandemic-induced burnout and reflection, as well as naturally timed succession. However, potential successors from within the family sometimes lack the capability, or the desire, to assume the mantle – assuming there is someone in the next generation to hand the role to. Despite this challenge, it presents an opportunity for family-run businesses to redefine their leadership and find individuals who can steer the organisation towards long-term success. What Does The Future Family Business Leader Need To Succeed? Family-owned and run manufacturing businesses often look for a custodian; someone in the image of the original founder, or current CEO, who can ensure the business continues to succeed. However, in today's dynamic business environment, marked by geopolitical shifts, rapid digital transformation, and the relentless pace of industry 4.0, this traditional approach carries inherent risks. To ride the wave of disruption, the future leader should embody three characteristics; the ability to embrace and effect change; experience of global markets; and a technology-oriented mindset. Specifically, they should be capable of fostering a culture of modern technology creativity within the leadership team. This type of individual is not only adept at nurturing innovative ideas, but also possesses a unique blend of technical engineering expertise, product development experience, and a deep understanding of the dynamics of family businesses. They can navigate the delicate balance between embracing the family-owned culture and cultivating a positive leadership environment that encourages entrepreneurship and the sharing of ideas. To effectively lead in a technology-driven landscape, the ideal candidate should ideally possess a solid technical engineering background. This foundation enables them to comprehend complex technological advancements and make informed decisions regarding their integration into business operations. Additionally, experience in product development and design equips them with the knowledge to align technological innovation with market demands, ensuring the development of innovative products that resonate with new and existing customers. Adaptability and exposure to diverse environments is also critical. Leaders with previous experience in large corporate environments often bring valuable exposure to diverse technologies, cultures, and markets. This equips them with the ability to navigate the intricacies of a rapidly transforming global business landscape and adapt to evolving industry trends. All of this must combine with the agility to work within the hierarchical structures often found in family-run businesses, ensuring a seamless integration of top-down decision-making with technology-driven entrepreneurial initiatives. How Can Family Businesses Find These Leaders? Traditionally, a family-run manufacturer would expect its CEO or MD to work within a commutable distance from its head office. But expectations among the next generation of leaders can often include a hybrid working arrangement, with the likelihood of declining an offer if these expectations are not met. Attracting these individuals therefore requires family-run businesses to consider broadening their previous recruitment parameters. Hybrid working may look like three or four days in the office, with the MD or CEO living near the site, working from home, and travelling, for the rest of the week. This expands the pool of potential candidates beyond the geographic location of the business and improves the chances of finding the most suitable leader, while also increasing the diversity of the shortlist. While flexible working will broaden the talent pool, offering development programmes will tap into a generation of ambitious and initiative-taking leaders. During the pandemic, most manufacturing markets saw a steep decline, with many careers, particularly at the director-level, stagnating. There is now a large cohort of driven young leaders, often from large corporate backgrounds, who are prepared to make riskier career moves and work in environments outside of their comfort zones, to broaden their experience and accelerate their career development. We are seeing increasing numbers of family-run business offering succession management opportunities, such as an extended on-boarding period to become familiar with the business, while shadowing the outgoing CEO, for up-to 12 months in some instances. This progressive strategy encourages successful candidates from outside of the organisation to make the step up, while the rest of the business accommodates the new leadership era. While succession may be a challenge for those businesses without a suitable candidate from within the family, it also provides an excellent opportunity to assess and appoint a high calibre leader from outside of the family who can successfully evolve the organisation. A large cohort of ambitious young leaders exists to fill these roles – attracting and harnessing their potential means embracing and adapting to the evolving dynamics of the new world of work. By doing so, family-run businesses can position themselves for a successful and sustainable future.