Sybron, a leading supplier to some of the largest names in UK hospitality has announced its certification as a B Corporation (B Corp™), making the company the UK’s largest B Corp certified cleaning, hygiene & catering distributor. Certification as a B Corp sees family run Sybron join a growing movement of companies that are reinventing business for the benefit of all people and our shared planet. The achievement demonstrates that Sybron meets high standards of social and environmental performance, transparency and accountability, alongside a commitment to goals beyond shareholder value. “We are thrilled to announce that Sybron has achieved B Corp certification,” says Sybron’s sales & marketing director, George Mason. “We’re incredibly proud to join the global B Corp community, marking a major milestone in our journey. Achieving B Corp Certification reflects our commitment to building a business that creates a positive impact for our people, our customers, our communities and the planet.” This latest news follows the recent announcement of Sybron’s joint venture with B Corp-certified Lime Sustainable Supplies (LSS), a data-driven supply chain business, to bring unrivalled service, support and sustainability initiatives to the cleaning supplies market. As part of this, Sybron’s group head of ESG, Matt Burtinshaw says: “I very much look forward to leading the business’ sustainability and ESG strategy moving forward, building on the progress already made and helping create even greater measurable impact across the business and wider supply chain.” Sybron – which is headquartered in Harlow, Essex - is now part of a growing community of over 10,000 businesses globally certified as B Corps. The B Corp community in the UK is the largest and fastest growing in the world, with over 2,600 companies spanning a range of different industries and sizes. “This is about much more than adding a certification to our name,” says George. “It’s about continuing to challenge ourselves, improve the way we do business and make sustainability a bigger part of how we operate every day. This achievement says so much about our loyal and talented team, as well as our clients and the industries we serve.” Verified by B Lab, the not-for-profit behind the B Corp movement, B Corp Certification assesses the entirety of a business’ operations and covers impact areas related to practices around governance, workers, community, the environment and customers. The certification process is rigorous, with companies required to provide evidence on performance while legally embedding their commitment to purpose as well as profit in their company articles. Chris Turner, CEO of B Lab UK, says: “We are delighted to welcome Sybron to the B Corp community. Its commitment to doing business differently will be an inspiration to others and will help spread the notion that success in business is as much about people and planet as it is profit.” https://www.sybron.co.uk/

HMG Paints, the UK’s leading independent paint manufacturer, has supported Manchester-based employment and skills organisation YES, with a donation of decorative paint to help transform its community space and support its wider transformation. As part of Yes’ project to renovate their original centre located in Newton Heath, the charity approached HMG Paints for support. The project has brought together volunteers from across the local area to help create an environment that is welcoming, positive and supportive for the people who access YES's services. Samantha Bridge-Tonner, Operations Manager at YES, said: “YES is a well-established and well-used community venue in the heart of North Manchester. We're incredibly grateful to HMG Paints for their generous donation of paint to help us refresh our community venue.” “At YES Manchester, our centre is much more than a building. It's a place where people come for support, confidence, connection, opportunities and a sense of belonging." Thanks to HMG Paints' kindness, we can create an even brighter, more welcoming space for the local people who walk through our doors every day.” The existing space previously featured bright pink walls, reflecting YES's branding. As part of the refurbishment, the team wanted to create a more calming and inviting environment while retaining a strong sense of colour and character. With its long-standing connection to North-Manchester and the local community, HMG was pleased to support the project through a donation from its decorative paint range. The colours selected for the project come from HMG Paints' Essential Colour Collection, a collection inspired by the history, landscape and character of Manchester. Bringing a local connection to the new colour scheme, the team at YES selected Brook, a soft powder blue inspired by the brook running through HMG’s historic Collyhurst site, which was used alongside Irk Valley, a distinctive green-grey inspired by the River Irk. The selected colours were applied over HMG Paints' Contract Matt Emulsion, providing a obliteration coat for covering the existing pink walls and preparing the space for its new colour scheme. HMG’s Vinyl Matt emulsion was then used by the volunteers on walls and ceiling to renovate the rooms in the chosen colours. HMG Paints have a long-standing history of supporting local charities, as well as assisting community groups and initiatives with a variety of paint donations, fundraising activities and volunteering. Alyssia Thorburn of HMG Paints said: “HMG Paints is proud to have played a part in supporting YES, helping to create a brighter, more welcoming space where individuals can continue to develop their skills, build confidence and work towards achieving their ambitions." "The project is another example of how HMG are able to support great charities and the work they do in the communities in and around our local area to make a real difference.” "The transformation of YES has also been supported by volunteers, whose time and effort have helped bring the project together and create a refreshed environment for the YES community." Samantha Bridge-Tonner from YES also added: “We love seeing local businesses give back to their communities, and this donation is a wonderful example of how working together can make a real difference and for communities to feel proud of their local space." "From everyone at YES Manchester, thank you, HMG Paints, for helping us make our venue feel fresh, welcoming and ready for the future. We can't wait to share the transformation with you all!”

Two decades after Anne Marie and Paul Cairney took on a tired pizza factory in Glasgow, the Victor Pizza Company has a new home in Coatbridge, a national family business title on the wall and a succession plan that most firms would envy. Family Business United looks at what sits beneath the crust of this entrepreneurial Scottish family firm. From A Darnley Bakery To A Scottish Institution Every great family business story has an unlikely beginning, and Victor Pizza's starts with a request most bakers would have politely declined. In the 1970s, a small shop fronted bakery in Darnley on the south side of Glasgow was asked by an Italian friend, a chip shop owner called Victor, for a pizza that could survive the fryer. That backroom experiment became the Pizza Fritto, better known across the west of Scotland as the pizza crunch. Demand grew so quickly that by the end of the decade the bakery needed a bigger factory, and the new premises were named after the man who had started it all. Today the company says it supplies the vast majority of Scotland's chip shops, and the pizza crunch has become as much a part of Scottish food culture as the fish supper itself. A Janitorial Business And A Leap Of Faith Anne Marie and Paul Cairney did not set out to make pizza. In the early 2000s they ran a janitorial business, part owned by an angel investor. When he wanted his money back, they sold up entirely and went looking for a business they could truly call their own. A friend mentioned a small pizza factory on the south side of Glasgow. Paul, who wanted something repeatable and familiar, was firmly against even viewing it. One visit changed his mind completely. What they found in 2005 was a business that had stood still for decades. Staff were paid in cash, delivery vehicles were broken, training was non-existent and young workers were taken on at 16 and let go at 18 to avoid paying higher rates. The Cairneys saw past all of it. They fixed the building, trained the team, put people on proper wages and set about building a modern manufacturer. Knowing Where The Profit Lies One of the most telling decisions came early. Within a year an approach from a potential buyer forced the couple to look hard at the numbers. The business was really two businesses: pizza production, and a distribution arm selling chips and soft drinks to the same takeaways. They concluded that the value lay in what they made, not what they moved, so they exited distribution and doubled down on pizza. It is a lesson many family firms learn the hard way: growth is not the same as profitability, and focus is often the braver choice. By 2014 the business had outgrown its original premises and moved to a 12,000 sq ft site in Possilpark. Putting The House On It The next leap was bigger still. With interest from larger customers, including national retailers, Victor Pizza needed capacity it simply did not have. The answer was a 27,500 square foot factory in Coatbridge, North Lanarkshire, backed by a seven figure funding package from Bank of Scotland and a £750,000 grant from Scottish Enterprise. The Cairneys also put their own home up as security, a decision Anne Marie admits left friends questioning her sanity. It is the kind of personal commitment that rarely appears in corporate case studies but is woven through almost every family business story. Their son Ryan led much of the work to establish the new site. Officially opened in May 2026, the factory has more than doubled production capacity, created at least 17 new jobs and taken the team to more than 50 people. It has also opened the door to new lines, including high protein pizza, pizza wraps and mini buffet bites, alongside preparations for solar panels and work with Scottish Enterprise to cut food waste and carbon emissions. Adrian Gillespie, chief executive of Scottish Enterprise, described Victor Pizza as "a fantastic example of an ambitious Scottish family business" which reflects seven years of support from the agency. People Before Production The new factory can turn out around 1,000 pizzas an hour, yet Anne Marie is clear that Victor Pizza will never be a lights out operation. Where many continental producers are almost fully automated, Victor keeps people at the heart of the line, believing that human hands produce a better, more premium product. Her philosophy is disarmingly simple: "The more we look after our staff, the better our quality is." The evidence is in the tenure. Five managers have been with the business for 15 years, and three of them were there before the Cairneys arrived. People who started on the factory floor with no formal qualifications now hold technical, production and people management roles. The workforce includes mothers and sons, husbands and wives and whole families, and Anne Marie herself is affectionately known as the Chief Soup Maker for the home cooked lunches she brings in. It is no surprise the company has also been named Employer of the Year. Feeding The Next Generation, Quite Literally While the pizza crunch made Victor's name, its future is increasingly built in school canteens. Working with Donnie Maclean of Scottish food brand Eat Balanced, who developed a nutritionally balanced pizza with health experts from the University of Glasgow, Victor Pizza manufactures the Pizza Power slab for schools, colleges and universities. Children, as Anne Marie discovered, are the toughest critics in food. An early version finished with a sprinkle of oregano was rejected outright by pupils convinced the herbs were midges. The topping was simplified, and the pizza is now a firm favourite. Customers today range from local authorities to attractions such as Legoland, and while conversations with major retailers continue, the family is determined to walk before it runs. A Succession Plan Written In Plain Sight What stands out most for anyone in the family business community is how openly Victor Pizza talks about the future. When Anne Marie and Paul step back, the roles are already mapped out: • David Corish, Anne Marie's cousin, will become CEO • Ryan Cairney, their youngest son, will become Managing Director • Matthew Cairney will lead finance • Melissa Cairney will lead marketing and social media Separating the CEO and Managing Director roles, and allocating clear responsibilities to each sibling, is a thoughtful way to avoid the ambiguity that derails so many transitions. Anne Marie is already spending time with Ryan visiting key customers, transferring relationships rather than simply handing over a job title. She is even looking a generation further ahead. Her first grandchild, Maggie Mai, has already visited the factory in a tiny hairnet, and Anne Marie hopes she might one day be the next woman to lead the business. Recognition and Ambition In December 2025 Victor Pizza was named Scottish Family Business of the Year (Small/Medium) at The Herald Scottish Family Business Awards, sponsored by Virgin Money. The judges described it as "a family business with heart, humour, and huge ambition", praising its people first culture, continued investment, a new factory designed around people as much as production, and the next generation stepping up. Turnover now stands close to £6 million, with a target of £9 to £10 million within the next couple of years. Yet Anne Marie insists the numbers are not the point. The company counts three major customers whose weddings and christenings she attends, and relationships with customers and suppliers sit at the centre of how the business operates. As Anne Marie explains, “We have been on a real family business journey and the new factory is the future of the business and gives the next generation the opportunity to continue the journey." "It has not been easy but we have a shared vision for the future and are excited for the next chapter. Personally, I am delighted that there are roles for the next generation which play to their strengths and the future of Victor Pizza is in safe hands.” Victor Pizza began with a favour for a friend and has grown into one of Scotland's most recognisable family manufacturers without losing the warmth that made it special. The Cairneys turned around a business stuck in the past, made a brave call on focus, backed themselves with their own home and built a culture where people stay for decades. Above all, they have done something many family firms put off for too long: they have named the next generation, defined their roles and started the handover while there is still time to get it right. It is all about the base, and at Victor Pizza the base is family.

A historic Staffordshire Moorlands village church is building firm foundations for the future with support from digger giant JCB. Cheddleton’s Church of St Edward The Confessor, has been awarded £7,500 towards vital renovation work on the Grade II* listed building which dates back to the 13th Century. The church discovered its porch roof needed extensive repairs while both porch and interior walls needed damp-proofing at a total cost of £30,000, so parishioner and JCB employee Carole Ball approached the company for help. An ancient Anglo-Saxon gravestone used as a slab on the porch roof will be preserved as part of the restoration, while the work will also secure the future of important stained glass windows designed by renowned Victorian artist William Morris. One of the windows features the designer himself wearing red socks and another depicts three trumpet-playing angels which went on to become a classic Morris design motif. Vicar The Revd. Dr. Henry Hope said: “The church is an important part of the village; we hold regular services and host community groups including bellringers and a choir. We also have a close relationship with the local school as well as holding events like flower festivals, concerts and even a wedding fair in the church “We are hugely grateful and delighted to have received the donation from JCB. It takes us three-quarters of the way to our target and we can now plan the work for early in the New Year. It will mean we can offer a warm welcome for generations to come.” For details of services and events at the church visit here. Photo: Pictured outside St Edward’s Church are (left to right): JCB Group Transport and Garage Manager Carole Ball with parishioners Pam Kinshott, Rosie Yardy, Kevin Pointon, Paul Wagg, Roy Copper, and vicar The Revd. Dr. Henry Hope.

Check out the film from the annual Family Business United dinner where the Family Business Lifetime Achievement Awards were presented. During the course of the evening 10 incredible individuals were crowned winners and at the end of the evening, John Lawson of Lawsons was crowned the ultimate winner as Supreme Family Business Lifetime Achievement Award Winner for 2026. An incredible evening once again. Check out the full list of winners here

There is something quietly remarkable about a family business that has spent more than six decades doing one thing very well. In the Kent village of Rolvenden, the Hoad family has done exactly that, and in doing so has built one of the county's most cherished food brands on the back of a single recipe, a strong sense of place and a willingness to let each generation leave its mark. Paul Andrews spoke to India Hoad to find out more. "I'm third generation, and my role is Head of Sales and Marketing," India explains. "We're a small team, so everyone gets involved. I also help across other areas of the business and in the factory whenever I'm needed." Asked what the family business means to her, her answer is immediate. "Family. It's something my grandad started and our family has worked hard to build. Being part of that history means a lot to me, and I'm proud to help carry it forward for the next generation." A Humble Beginning The Korker story starts with a young man learning his craft. Jim Hoad trained as a butcher with Sainsbury's in 1954, and five years later he took the step that would define his family's future. In August 1959 he bought the butcher's business from his godfather for the princely sum of £5, on the understanding that he would clear its existing debts, while the previous owners stayed on to help with the daily running of the shop. "My grandad founded Korkers in 1959 after buying a small butcher's business for just £5, in the same village where we're still based today," says India. "He started by selling cuts of meat, then spotted a gap in the market and began making sausages. He also established a delivery round that's still running today." That recipe has its own long lineage. The original sausage was made to a recipe that had already been in the Hoad family for four generations, and for India it remains the heart of the brand. "Our history and heritage are what make Korkers, Korkers," she says. "Our bestselling product still uses the recipe my grandad created, and we have customers who have supported us for decades. That loyalty means so much and reflects the consistency and quality we work hard to maintain." Adapting to Survive Every enduring family business faces a moment when the market shifts beneath its feet, and Korkers was no exception. When a larger corporate competitor arrived in the area and customer habits began to change, Jim chose to concentrate on sausage production, with John Hoad becoming the company's first distributor and taking the product out to local retailers and customers. It proved an inspired decision. The reputation for quality spread so far that the little shop simply could not keep up, and in 1981 Jim built a dedicated factory for wholesale production. Rather than being threatened by a bigger rival, the family found its niche and leaned into it. How many family businesses today would have the courage to close the shop front that built their name in order to pursue something new? Raising the Next Generation What stands out in the Korker story is how naturally each generation has been brought into the fold. Jim's children would often help out at the factory during the school holidays, learning the business as young apprentices, and in 1981 his son Robert joined full time. Ed followed in 1986 and went on to build experience across every part of the operation, equipping him well for his role as Managing Director. The product range grew alongside the family. Handmade sausage rolls were introduced in 1989 in response to demand, a Chilli seasoning followed in 2000, and the Korker Burger arrived in 2010. India's own route in followed a familiar pattern at first, before taking a detour. "As soon as I was old enough, I worked in the factory during school holidays to earn some pocket money. But I never planned to join the business full time," she admits. "I studied Property Development and Planning at university, with the aim of becoming a property developer. In 2021, I moved to Dubai to work as a real estate agent. When I returned home, I took another estate agency role, but it didn't work out. I came back to Korkers and never left!" She sees real value in that time away. "I believe everything happens for a reason. So much of what I learned elsewhere has been transferable, and I've discovered how passionate I am about working in our family business." Is there a stronger case for encouraging the next generation to gain experience outside the family firm before they commit to it? Passing the Baton Succession is where so many family businesses stumble, yet at Korkers it appears to have been handled with care. Jim retired in 2014 and passed the business to his children, with Ed and Robert taking charge of production and day to day management. Five years later, the company's 60th anniversary was marked with sadness when Jim passed away in February 2019. In 2022 Robert retired, leaving Ed as Managing Director, and India formally joined the following year. So what has allowed Korkers to endure where others have faltered? "Communication and trust are key," India says. "Being family doesn't mean working together is always easy, and running a business with relatives comes with its own challenges. You need to talk openly, listen to each other and trust one another's judgement. We all care about the business and want it to succeed. Keeping that shared goal in mind helps us work through challenges together." Values That Look After People For India, the values that underpin Korkers extend well beyond the product. "Quality, trust, and looking after our people are really important to us," she says. "Since joining Korkers, I've focused on developing our marketing and social media, but also staff wellbeing. We've introduced staff outings, an encouragement board, healthy snacks in the staff room, and toiletries in the women's toilets. These might seem like small things, but I want our team to feel appreciated, supported, and happy at work." When did you last ask your own team what small change would make them feel more valued? Investing for the Future A family business that is serious about longevity has to invest, and the Hoads have done just that. Plans to extend the factory were submitted in 2020 as the business pushed further into wholesale, and after three years of development the extension was completed in 2023. India counts it among her proudest moments. "There are two that are very close. The first is seeing our factory extension completed, increasing our production area by 50%. Seeing that investment in the future of the business become a reality was a proud moment. The second is winning the UK's Best Frozen Sausage award in 2025. We're finalists again this year and will find out the result in October, so we're keeping our fingers crossed!" Innovation has continued apace. Recent additions include Gluten Free Halal Chicken Sausages, Caramelised Onion Sausages and Sausage Rolls, and a Cranberry and Stilton variety. The chicken range shows heritage meeting modern demand: it is made with the original 1959 seasoning yet designed for coeliacs and health conscious shoppers. Rooted in Community Perhaps the most telling measure of Korkers' success is the loyalty it inspires. The business supplies independent retailers, pubs and restaurants as well as major wholesalers across Kent and East Sussex, and some of those relationships span generations of their own. One family running the Pepper Box Inn notes that their grandfather was Korkers' very first restaurant customer around 60 years ago, and they still serve the sausages today. "For most of our history, word of mouth has been our main form of marketing," India says. "Having people recommend us to their friends and family is something we're very proud of." The reach now extends well beyond the Weald. The company counts more than 500 UK stockists and runs a nationwide postal service, yet the factory remains in Rolvenden and the business is still owned and run by the Hoad family. Looking Ahead India is clear about where the business is heading. "We want to keep growing and introduce Korkers to more customers across the country. Our new Business Development Manager and I are travelling around the UK, exploring new business opportunities and spreading the word about the Korker brand." She also sees a chance to shift perceptions. "I want to explore more ways of reaching younger generations through social media and challenge misconceptions about frozen food. It's an opportunity to show people our products, the care that goes into making them and the family behind the business." Korker Sausages is a textbook example of what makes family businesses so resilient. A trusted recipe provided continuity, a willingness to pivot kept the business relevant, and open communication has allowed each generation to take its place without upheaval. In India Hoad, the business has a third generation leader who honours her grandfather's legacy while bringing fresh thinking on marketing, wellbeing and growth. With a newly expanded factory, an award to defend and ambitions to take the brand nationwide, the Hoads look well placed for their seventh decade and beyond. The lesson for others is simple: protect what makes you distinctive, look after your people, and never be afraid to change how you deliver it.

Family Business United (FBU), the UK's independent media, membership and advocacy platform for the family business community, is celebrating its 15th anniversary. Founded in 2011 by Paul Andrews, FBU has spent a decade and a half telling the stories of family firms, sharing their wisdom and making the case for their vital contribution to communities and the wider economy. Fifteen Years Of Championing Family Firms When FBU launched in 2011, family businesses were often overlooked in mainstream business commentary, despite their scale and enduring impact. Fifteen years on, FBU has become a trusted home for the sector, bringing together business owning families, next generation leaders and the advisers who support them, with a membership that continues to grow. Over that time FBU has grown its work across content, research, events, awards and membership. Its research and recognition programmes, including the Global Family Business Think Tank, annual surveys, research into the largest and oldest family firms and continuing drive to publish family business news and insights have shone a light on the people and companies driving the sector forward. Its practical guides cover the issues that matter most to families in business: succession, governance, the next generation, values and purpose, communication and family dynamics. FBU has also become a leading advocate for the sector on policy. Most recently it has campaigned on reforms to Business Property Relief (BPR) and Agricultural Property Relief (APR), making the case to government that family firms need stability and confidence to invest for the long term. Paul Andrews, Founder and CEO of Family Business United, said: "When I started Family Business United fifteen years ago, I wanted to give family firms the recognition and the voice they deserved. These businesses think in generations, not quarters. They invest in their people, stand by their communities and build value that lasts. It has been a privilege to share their stories and to stand alongside them, especially when times have been tough." "This anniversary is not about looking back, it is about the next fifteen years. Family businesses face real challenges, from succession and governance to the impact of tax reform on their ability to plan for the future." "FBU will continue to champion them, to make the case for policies that support long term ownership, and to celebrate the families who keep so much of the UK economy moving. To every family firm, member, partner and supporter who has been part of our journey, thank you."

Workshop that shaped some of Scotland’s best-loved bars, hotels and distilleries and crafted the Commonwealth Games podiums, celebrates four decades in business. A family-run kitchen, furniture and interiors studio behind some of Scotland’s most iconic wood-based designs is celebrating four decades of craftsmanship and design as the business sets it sights on further long-term growth. Paul Hodgkiss Designs was launched in 1986 and has evolved over four decades into a business recognised for its distinctive approach to design, craftsmanship and a focus on sustainability, quality and longevity. Paul founded the business from a small workshop in Glasgow’s Southside, the base where he remains, alongside a team of 10 people. What started as a passion project has slowly evolved into an iconic brand known for sourcing sustainable wood of the highest quality from Scotland, with unmistakable, unique design language that has shaped the look and feel of some of the country’s most remarkable homes, bars and venues. Over the last four decades, the company has been commissioned to work on bespoke projects for Scottish bars and hotels, including Edinburgh’s W Hotel, Bowmore Hotel, Monkey Bar, Bouzy Rouge, Café Antipasti, Bar Bola, Meat Bar and Palomino. The reputation for distinctive, solid-wood craftsmanship and design has also carried the business into Scotland’s drinks industry, with commissions for distillers including Isle of Arran Distillers, Glenfiddich and Loch Lomond’s Luss Distillery and Ben Lomond Gin, alongside bespoke kitchens, staircases and architectural joinery for homes and businesses across the country and overseas. One of the defining moments in the company’s story came in 2014, when Paul Hodgkiss and his team were chosen to design and hand-craft the 96 wooden medal podium sets for the XX Commonwealth Games in Glasgow, along with the medal trays and 1500 wooden quaichs presented to winning athletes. The commission put a Southside workshop’s craftsmanship in front of a worldwide television audience and cemented Paul Hodgkiss Designs’ status as a genuinely national name. A more recent milestone came with the completion of the new Luss Distillery in 2025. Paul Hodgkiss Designs was commissioned to act as lead designer focused on a brief of ‘Scottish Contemporary’, ensuring the concepts maintained their original purity throughout the significant building project. The team designed the interiors and exteriors of the main distillery and discovery buildings, working collaboratively with award-winning experiential marketing agency Hot Pickle to maintain a consistent design language and managing a complex team of builders, architects and tradespeople. The team experimented with techniques and materials using ancient structural materials and finishing methods with local timbers while creating innovative modern designs, including placing the gin’s brand into the structural designs, resulting in supporting timber frames with frameless glass walls and the now iconic Beacon windows. Within a few months of opening, the distillery was awarded a five-star quality grading by the Association of Visitor Attractions. Paul Hodgkiss said: “The last four decades have been an exciting and amazing journey. I’ve always loved the challenge of design, working with wood and other natural materials. Forty years on, I’ve witnessed some highs and lows, but thankfully mostly highs and I’m particularly proud that, in that time, we’ve welcomed 26 apprentices who have become the next generation of experts in wood design." "To think I’d still be here, surrounded by a team of specialists blows me away. I’m incredibly proud to have remained loyal to the Southside of Glasgow and that’s rewarded me with such a talented team and loyal customers across the country that genuinely appreciates real craftsmanship, rather than the throwaway culture that is so present today." “The bespoke projects have tested my skills and have evolved real blood, sweat and tears, but I think I take the greatest pride in knowing that our kitchen and other interior wood-based designs have transformed the homes of our clients. There’s something quite humbling in knowing that you’ve played a small part in turning a house into a family home that will last for generations.” For more information on Paul Hodgkiss Designs visit here. Photo: Paul Hodgkiss Designs team picture

The business won Best B2B Website of the Year at the Ecommerce Awards 2026 and Food and Drink Ecommerce Website of the Year at the UK eCommerce Awards 2026. Both awards recognise the transformation of the business's digital offering into a modern ecommerce platform designed to better serve wholesale customers while retaining the personal service that has long been a hallmark of the 175-year-old independent, family-owned business. Delivered in partnership with digital agency true, the project brought together colleagues from across St Austell Brewery to create an enhanced digital experience for wholesale customers. Judges described the platform as "a brilliant example of a simple yet highly effective solution", praising St Austell Brewery's customer-first approach to reimagining the wholesale ordering experience. The judges also recognised the business's strong understanding of customer needs, noting the platform's ability to drive greater efficiency, deliver significant commercial value and achieve impressive results across multiple areas. Kerrie Crawford-Hackley, Head of Sales Operations at St Austell Brewery, said: "We're incredibly proud to receive this recognition and win two national awards in one week. This project has been a real collective effort, bringing together teams from across the business and our partners at true to create a platform that better serves our customers."

Nearly 90% of rural family businesses have paused investment, and in some cases, are actively devaluing their businesses to avoid triggering tax bills they can’t afford, stark new polling by the CLA reveals. Respondents describe being forced to cancel the creation of holiday homes, put off buying new machinery, stop growing crops, delay building reservoirs needed to cope with drought, and even allow buildings and land to deteriorate. As one respondent says: “I am doing everything I can to devalue my business to reduce the tax burden for my children.” Of those who say they’ve cancelled investment, more than a third have shelved projects worth over £150K, while 64% have abandoned plans worth over £50K. While government says the updated £2.5 million relief allowance means most family businesses will not be affected, nearly 85% of respondents said the allowance is not enough to cover the value of their business, citing the rising cost of machinery, livestock and crops. Instead, the findings reveal family-run businesses, typically asset-rich but cash-poor – would be forced into a cycle of asset sales or debt to cover this tax, undermining the long-term viability of the rural economy, jobs and communities. Nearly 50% say they’d have to sell at least a quarter of their land to cover the bill, with one in four saying they’d have to sell over half. This comes as farmers face dwindling incomes after a string of poor harvests, with the average farm earning just £29,800 in 2025. Seven in ten now say they are worried their family business will not survive the next ten years, with 29% saying they are seriously considering leaving the farming industry in the next five years. As the budget looms, the CLA is calling on Burnham and Chancellor Healey to scrap inheritance tax reforms, warning that the current policy is forcing family businesses to shrink simply to survive and undermining growth and job opportunities across rural Britain. Gavin Lane, CLA President, said: “We’ve warned for years that the logic behind this tax is perverse and self-defeating. Now the data proves why. Families who’ve spent decades building up their businesses are being forced to shrink them down again just to keep hold of them. They are scaling back ambitions, letting buildings deteriorate, and stripping out value, all to pass on businesses that may no longer be profitable." “Burnham says he wants growth in every postcode. But this will be impossible until he reverses the tax actively destroying it. Family businesses want a leader who can help them invest and expand and drive forward the economy." At the next budget, Burnham has a chance to prove he’s more serious on growth than his predecessors. He must reverse the tax, deliver a proper rural reset, and get the countryside moving again.”

Cleanology has welcomed Leader of the Opposition Kemi Badenoch MP to its headquarters in Vauxhall, South-West London, for a discussion on employment, economic growth and the contribution of businesses such as Cleanology to the UK economy. Mrs Badenoch was accompanied by Shadow Work & Pensions Secretary Helen Whately MP who met with Cleanology’s Chairman & Co-Founder Dominic Ponniah to discuss getting more young people into employment. During the visit, Mrs Badenoch and Ms Whately met members of the Cleanology team and heard about the company’s growth, its role as a major employer and the career opportunities available within the cleaning and facilities management sector. The discussion focused on some of the key issues facing employers today, including the cost of employing people, creating sustainable jobs and attracting people into the workforce. Cleanology, one of the UK’s leading commercial cleaning companies, also highlighted the wider economic importance of the facilities management sector, which supports businesses and organisations across almost every part of the UK economy. Dominic Ponniah, Chairman & Co-Founder of Cleanology, said: “Whatever your political persuasion, creating good jobs and building a strong economy should matter to everyone. As a business employing more than 1,000 people, we see first-hand the difference that employment can make – not simply in providing an income, but in giving people opportunity, skills, confidence and the chance to progress." Our industry provides an important route into employment and career progression. I want to see that contribution recognised much more widely and demonstrate that successful businesses like Cleanology can deliver both economic and social value.” Cleanology recently announced it had become what is thought to be the first UK commercial cleaning company to become B Corp certified and holder of an EcoVadis silver medal, affirming its position as one of the most sustainable cleaning businesses in the UK; and earlier this year, Cleanology won a Living Wage Champion Award in recognition of its commitment to fair pay, with its entire workforce now receiving the voluntary Real Living Wage or higher. Next month Cleanology is hosting its annual fundraising event – now in its sixth year – in aid of The Hygiene Bank. The successful fundraiser has established itself as an unmissable industry event, attracting almost 200 guests each year, and raising in excess of £151,000 in its first five years. This year the showpiece event is being held on Wednesday 11 November at the chic art deco-style Bloomsbury Hotel in Central London, just steps away from Tottenham Court Road station. Cleanology has led the way in sustainable, chemical-free cleaning for over 25 years, pioneering microfibre cloth and bio-enzyme products. Committed to achieving Net Zero by 2035, it prioritises eco-friendly purchasing, zero landfill, and plastic-free alternatives. It was the UK’s first cleaning company to introduce 100% sustainable uniforms with each one made from organic cotton and containing 2.5 plastic bottles. It has also invested in a fully electric van fleet saving 5,000 litres of diesel per year. For more information on Cleanology, visit here.

Investment will accelerate innovation, deepen customer and supplier partnerships and expand Arco’s reach across the UK, Europe and North America. Arco, the UK and Ireland's leading safety specialist, announced that global investment firm H.I.G. Capital has acquired the business, marking the beginning of a new chapter in Arco’s 140-year history. The transaction represents a significant investment in Arco’s future, providing the capital and strategic support to accelerate growth, expand its capabilities and further strengthen its position across the personal protective equipment (PPE), workplace safety and training markets. Since his appointment as Chief Executive Officer in December 2022, Guy Bruce and his leadership team have delivered 38.4% EBITDA compound annual growth over four consecutive years. During this period, Arco has undergone a significant transformation, creating a more scalable and resilient business while reinvesting in its operations, customer proposition, product range and innovation capabilities. The transformation has been underpinned by a clear commitment to responsible growth and ESG, culminating in Arco achieving EcoVadis Platinum status – the highest available rating – recognising the company’s approach to sustainability. Having established the platform, capabilities and infrastructure to realise its full potential, Arco now enters its next phase of growth from a position of strength. Its market-leading safety proposition, deep supplier relationships and specialist expertise provide a strong foundation for continued investment and expansion across the UK, Europe and North America. Investing in Growth for Customers and Suppliers The acquisition marks the beginning of a new phase of investment for Arco, with significant opportunities to broaden its market reach and further enhance the value it provides to customers and suppliers. Arco intends to invest in expanding its proprietary and Arco-branded product ranges, while significantly broadening its portfolio of specialist safety training and services. The business will also have greater scope to pursue strategic acquisitions that complement its capabilities, extend its geographic reach and create new opportunities for customers and supplier partners. Most importantly, the investment provides a foundation for Arco’s long-term ambition: to build an even stronger business for its customers, suppliers and colleagues while preserving the culture, values, expertise and commitment to safety that have defined Arco for more than 140 years. A Strong Foundation for the Future Thomas Martin, spokesperson for the Martin family, said: "For generations, my family has been proud to lead Arco and to help build the business it is today. We have always seen ourselves as custodians of the company, with a responsibility to protect and develop it for the generations that follow." "We have received unsolicited approaches from potential buyers in the UK and internationally over many years. However, this was never simply about finding a buyer. It was about finding the right partner for Arco’s next chapter – one who shared our ambition for the business and our commitment to its people, customers and suppliers." "Arco is a stronger business today as a result of the professionalisation of its strategy, governance, Board and Executive team. Having considered the options carefully, we believe H.I.G. is the right partner to support and guide the next phase of Arco’s development. I am confident that we are entrusting the business to good hands." Building a Market-Leading Safety Business Guy Bruce, Chief Executive Officer of Arco, said: "Over the past three and a half years, we have transformed Arco, strengthened our operations and built a scalable platform capable of supporting significant future growth. We now have the infrastructure, talent and capabilities to support a substantially larger business." "The decision to partner with H.I.G. reflects a strong alignment of both value and values. They bring significant investment capability, proven expertise in distribution and a track record of working alongside management teams to build businesses for the long term." "The safety landscape is changing rapidly, and our customers consistently tell us that they need a reliable, capable and compliant partner to underpin their safety strategies and help them achieve their own business objectives. Arco’s expertise, supplier relationships and understanding of workplace safety have never been more relevant." "With H.I.G.’s support, we have an opportunity to build on those strengths: to deepen our customer and supplier partnerships, broaden our proposition, invest in our capabilities and pursue opportunities that will extend our reach." "We have an ambitious vision for Arco. It is about growing and evolving the business while retaining the expertise, values and customer focus that have made it successful for more than 140 years. H.I.G.’s experience and commitment to the sector make them an exciting partner for the next stage of that journey, and I am energised by what we can achieve together." Shared Ambition H.I.G. Capital is a leading global alternative investment firm with a strong track record of partnering with businesses to support sustainable growth, operational excellence and market expansion. The newly constituted Board of Directors will be chaired by Meine Oldersma, who brings extensive experience with H.I.G., significant knowledge of Arco from his previous role as a Non-Executive Director, and a strong track record working with multi-million-pound distribution businesses. Having worked with Guy Bruce previously and more recently at Arco, Meine’s appointment as Chairman also provides valuable continuity as Arco enters its next phase of development. The Board will also include Adam Taylor and Elliott Robinson of H.I.G., who led the firm’s investment team on the transaction, alongside Guy Bruce as Chief Executive Officer and Dan Carr as Chief Financial Officer. Under the leadership of Guy and his management team, Arco will continue its transformation, with the support and investment of H.I.G., while remaining firmly committed to setting the benchmark for safety, service and training excellence across the industries it serves.