Their names rarely appear above the door or in the board minutes. But in many of the world's oldest family businesses, it is the matriarch who has kept the family – and the firm – from coming apart. Walk into the reception of almost any long-established family company and you will meet the founders first. They are there in oils or in sepia, gazing down from the wall: the grandfather who opened the first shop, the son who built the factory, the grandson who took it national. The corporate histories are written in their names, and so, usually, is the story the family tells about itself. Ask the same family a different question, though – who held everyone together when things went wrong? – and a different name tends to come back. Often it belongs to someone who never held a job title, never sat on the board and never signed off a set of accounts. She is the matriarch, and her influence over Britain's family firms is one of the least examined forces in business. It does not show up on the organisation chart. It is rarely written down. Yet for many families it has shaped who runs the company, what it stands for and whether it survives the passage from one generation to the next. The Power Behind The Boardroom The roles she plays are varied, and most are invisible from the outside. She is often the family's memory – the person who knows why the business was started, what was sacrificed to keep it going and what it was meant to stand for. In retelling those stories at the kitchen table, she passes on an identity that later generations absorb long before they ever set foot in the office. She is frequently the peacemaker. Family businesses are crowded with strong personalities and competing claims: siblings with different ambitions, in-laws with different loyalties, a generation impatient for change and another reluctant to let go. The matriarch is commonly the one who listens to each side, takes the heat out of an argument and keeps people talking when they would rather not. She is, in many cases, the most trusted adviser in the building – even when she is not in the building. Founders and chief executives have long leaned on the judgment of a wife or mother whose instincts they rate above anyone's. A decision that appears to have been reached around the boardroom table has often been tested first over supper. And she is frequently the quiet architect of succession. Matriarchs tend to see the next generation with unusual clarity: who has the talent, who has the hunger, who needs more time. Her view can decide who takes over, and how gracefully the old guard steps aside. Beyond the family, she is often the one who notices the long-serving employee going through a hard time, remembers the birthdays and keeps alive the sense of belonging that people inside family firms say sets them apart. From The Kitchen Table To The Chair For generations, that influence was exercised almost entirely in the background. Tradition, and, in plenty of families, the unspoken assumption that the business would pass to a son, kept capable women away from formal leadership, however much they contributed. That is changing. More women now lead British family companies as chair, chief executive or major shareholder, and a growing number of today's matriarchs combine the old role of family anchor with real executive power. Daughters are increasingly regarded as natural successors on merit, and the assumption of male inheritance that shaped so many family firms is fading fast. The shift matters for more than reasons of fairness. Influence that is formal can be exercised in the open, scrutinised and deliberately handed on. Values that a matriarch has always championed can be written into a family charter, reflected in board decisions and modelled in plain sight for the generation that follows. It also matters commercially. A family that considers every one of its members for leadership, regardless of gender, simply has a bigger pool of talent from which to choose its future. The Cost Of Looking Away Informal power has its strengths. But when it goes unacknowledged, it carries risks that families tend to discover only when it is too late. The first is accountability. When the big calls are shaped in private conversations, boards can find themselves rubber-stamping conclusions they never actually debated. Other family members, and the independent directors brought in precisely to provide challenge, can be left feeling like spectators. The second is what happens when she is gone. If the matriarch is the glue holding a family together, her death or illness can expose fault lines nobody knew were there. Rivalries she quietly kept in check can surface within months, and the family may realise it has no other way of settling its disputes. The third is fairness. Many matriarchs have given decades of unpaid work to the family business – keeping the books in the lean early years, entertaining clients, looking after staff. When that contribution is taken for granted, it can breed quiet resentment and, sometimes, genuine injustice in how ownership and rewards are eventually divided. And there is the toll on the woman herself. Cast as the permanent peacemaker, a matriarch can find herself pulled between children, siblings and in-laws, carrying an emotional load that no one person should be expected to bear. Building On Her Legacy None of this is an argument for diminishing her role. The task, rather, is to give it the structure and recognition it has long deserved. One answer is a family council, a forum, separate from the board, where questions of values, education and communication are thrashed out. Chairing or sitting on it gives the matriarch's influence an open, legitimate home rather than a backstage one. Another is to capture what she knows before it is lost. Recording the family's history, drawing up a family charter and involving her in mentoring the next generation turns private wisdom into something that can outlive any individual. Families also need to be honest about contribution. Where a matriarch has helped build the business, that should be reflected properly in ownership, reward and recognition – and talked about openly, not assumed. The burden of keeping the peace should be shared, too. Clear governance, regular family meetings and, where needed, independent facilitation all mean disagreements do not always land on the same pair of shoulders. And succession planning should cover the family roles as well as the corporate ones. Who will carry the values forward? Who will bring everyone together at Christmas, or after a falling-out? Those questions deserve as much thought as who will be the next chief executive. For families willing to look honestly at themselves, a handful of questions are a useful starting point. Who really holds influence among us, and is it recognised? Have the contributions of the women in our family, past and present, been properly acknowledged? Where are our most important decisions actually made? If our matriarch were no longer here, how would we resolve our disagreements? And do we consider every family member for leadership on merit alone? Where The Strength Lies Matriarchs have always been at the heart of family business. They have held families together, carried values across generations and shaped decisions for which history has too often credited someone else. Today, more of them are leading from the front, and that is worth celebrating. But whether her influence is felt in the boardroom or around the family table, the lesson for every family firm is the same: recognise it, value it and build the structures that will allow it to endure. The families that thrive over generations tend to be the ones that understand where their strength really lies. In a great many cases, it lies with her.

Audiology group The Hearing Clinic UK is strengthening its team across the North-West of England and Derbyshire in response to rising patient demand and continued investment in its English clinics. The Glasgow-based family-run firm, one of the UK’s leading independent hearing healthcare providers, has hired James Houlihan as a hearing aid audiologist to work across its Congleton and Poynton clinics in Cheshire, and Glossop store in Derbyshire. James has over twenty years’ experience in the health sector and will primarily be based at its award-winning Congleton Hearing Centre, which was acquired by the business earlier this year. He will support audiologist Anthony Berg, who founded the Congleton clinic, as the group responds to growing patient numbers across the three clinics following investment in its facilities and digital technology. James said: “I’m really pleased to be joining The Hearing Clinic UK at an exciting point in its growth. I’ve spent more than 20 years working in healthcare and have always been passionate about providing the best possible care and advice to patients." “The opportunity to work with an experienced team across three busy clinics was a real attraction for me and I’m looking forward to getting to know our patients across these areas.” Anthony Berg, who founded the Congleton Hearing Centre nearly two decades ago and works as an audiologist across the three clinics, said: “Since joining The Hearing Clinic UK, we’ve seen a real appetite for the level of personalised hearing care we provide in Congleton, and demand has continued to grow year-on-year here and in Poynton and Glossop." “Bringing James into the team gives us additional experience and capacity, while allowing us to maintain the time and attention we believe every patient deserves." “It’s particularly good to have another experienced audiologist on board, with James bringing a strong understanding of the latest hearing technology and how it can benefit patients.” The new hire comes after The Hearing Clinic UK enjoyed one of its most successful years on record, welcoming more than 7,000 patients across 2025. It employs nearly 40 people across Scotland and England and has cared for more than 50,000 patients across the UK. Chris Stone, Clinical Director at the company, added: “Our investment in our English clinics has already helped us reach more patients, and bringing James into the team is the next step in supporting that growth." “His experience will strengthen our clinical team across the North West and Derbyshire and give us the capacity to continue providing the personal, high-quality care that patients expect from The Hearing Clinic UK.”

Ask a family business owner what their company does and the answer comes easily. They make furniture, run hotels, farm the land, distribute food or build homes. Ask them why the business exists, and the answer often takes longer. Not because there is no answer, but because it has rarely been put into words. It lives in the founder's instincts, in stories told at family gatherings and in decisions that simply feel right or wrong. That unspoken sense of why is the purpose of the business. For many families it is the single most important thing they own, more precious than any asset on the balance sheet. Yet because it is so rarely defined, it is also one of the easiest things to lose. As businesses grow and pass from one generation to the next, an unwritten purpose can fade, fragment or be quietly replaced. Defining it clearly is one of the most valuable gifts one generation can leave the next. What Purpose Is, And What It Is Not Purpose is the enduring reason the business exists beyond making money. It answers the question: what difference do we want to make, and for whom? It is easily confused with other things. Purpose is not a mission statement. A mission describes what the business does and how. Purpose explains why it matters. Purpose is not a strategy. Strategies change with markets, technology and competition. Purpose should remain steady across decades, guiding which strategies are worth pursuing. Purpose is not profit. Profit is essential. Without it there is no business to pass on. But profit is the result of a purposeful business, not the reason for it. Purpose is not a slogan. Words on a wall mean nothing if they are not reflected in how the family and the business behave, particularly when choices are hard. In a family business, purpose often has two dimensions: what the business means to the world it serves, and what it means to the family that owns it. The strongest purposes weave the two together. Why Purpose Matters More in Family Firms It binds the family together. As families grow, shareholders multiply and fewer of them work in the business. What keeps a cousin in the third generation committed to an enterprise she has never worked in? Rarely the dividend alone. More often it is pride in what the business stands for. It guides difficult decisions. Should we sell? Should we accept outside investment? Should we close a loss making site that has employed local people for generations? A clearly defined purpose gives families a compass for these moments, helping them choose with confidence and consistency. It supports long term thinking. Family firms are often praised for thinking in generations rather than quarters. Purpose is what makes that possible. It provides a reason to invest patiently and resist short term temptations. It attracts and retains people. Employees, customers and partners increasingly want to know what a business believes in. Family firms with an authentic purpose have a powerful story to tell, and one that larger corporate rivals often struggle to match. It eases succession. When the purpose is clear, the next generation inherits not just shares but a sense of meaning and responsibility. They know what they are stewarding, and why it is worth carrying forward. How to Define Your Purpose Defining purpose is not an exercise in wordsmithing. It is a process of discovery, and the conversation matters as much as the conclusion. Look back. Start with the family's story. Why was the business founded? What problems did it solve? What were the moments the family is proudest of, and what lines would it never cross? The roots of purpose usually lie in history. Involve every generation. Purpose defined by the senior generation alone risks becoming a monument to the past. Bring in the next generation early. Their perspective will test what still holds true and help the purpose speak to the future. Listen beyond the family. Ask long serving employees, loyal customers and the local community what the business means to them. Their answers are often revealing and sometimes surprising. Find the common thread. Look for the themes that recur across every conversation. Purpose is rarely invented. More often it is uncovered. Put it into words. Keep it short, clear and honest. A good purpose statement should be simple enough for every employee to remember and meaningful enough for every family member to believe in. Test it. Ask whether it would genuinely help you make a hard decision. If it would not change anything you do, it is not yet a purpose. Keeping Purpose Alive A purpose that is defined once and filed away will quickly lose its power. It needs to be lived. Embed it in governance. Write the purpose into the family charter and refer to it in board discussions. When major decisions are made, ask openly how they serve it. Lead by example. Family members in leadership set the tone. When they make choices that visibly reflect the purpose, especially costly ones, people believe it. When they do not, people notice that too. Tell the story. Share the purpose through induction, internal communications, family gatherings and the way the business presents itself to the world. Stories are how purpose travels across generations. Revisit it with each generation. The core should remain constant, but the way it is expressed may need to evolve. Each new generation should have the chance to examine the purpose, challenge it and make it their own. Measure what matters. Alongside financial results, consider how you track the impact your purpose promises, whether on employees, customers, communities or the environment. Questions to Reflect On Could every member of our family explain why our business exists? Is our purpose written down, or does it live only in memory? When did our purpose last shape a difficult decision? Does the next generation feel ownership of our purpose, or just inherit it? Would our employees and customers recognise the purpose we describe? If the business were sold tomorrow, what would be lost that money could not replace? Every family business has a purpose, whether it has been named or not. The danger lies in leaving it unspoken, because what is never defined is easily forgotten. A clearly articulated purpose gives the family a reason to stay together, the business a compass for hard choices and the next generation a legacy worth inheriting. It turns ownership into stewardship. Markets will change, products will come and go, and leaders will pass the baton. Purpose is what remains. Define it, live it and pass it on.

EMR has been awarded the Defence Employer Recognition Scheme (ERS) Silver Award, joining 331 organisations across the UK recognised by the Ministry of Defence for their commitment to supporting the armed forces community. The award marks an important milestone in a journey that began when EMR signed the Armed Forces Covenant and achieved Bronze Award status in early 2025. At the time, it was a commitment to do more. To create opportunities for veterans, support reservists and build a workplace where military families could thrive. Just over a year later, the Silver Award recognises the progress made and the people who have made it possible. The Defence Employer Recognition Scheme Silver Award recognises employers that demonstrate genuine support for the armed forces community through their workplace culture, policies and leadership. For EMR, that commitment is reflected in practical action. The company actively recruits armed forces service leavers and veterans, supports reservists with the flexibility they need to balance service commitments alongside their civilian careers and works to ensure military families feel welcomed, valued and supported throughout their time with the business. The award also reflects something EMR has long understood: the qualities developed through military service help build stronger teams and a stronger business. Veterans and reservists bring a unique combination of resilience, adaptability and leadership. They know how to solve problems, work under pressure and keep moving forward when challenges arise. Those qualities are invaluable in a business built around finding opportunity in complexity. Across EMR, members of the armed forces community are helping turn today's materials into tomorrow's products, applying the skills developed through service to careers that continue to make a difference long after military life ends. Ian Sheppard, EMR UK & Europe CEO said: Achieving the Silver Award is something we're incredibly proud of, not because of the recognition itself, but because of what it represents." "When we signed the Armed Forces Covenant, we made a commitment to strengthen our support for the armed forces community and ensure veterans, reservists and military families could build rewarding careers at EMR. This award reflects the progress we've made, but it is also part of our broader commitment to building a diverse and inclusive workforce that values different backgrounds, experiences and perspectives." "Veterans and reservists make an important contribution to our business, bringing skills and qualities that help our teams succeed every day. This recognition belongs to the colleagues across EMR who have helped turn that commitment into action and create an environment where people can thrive." As EMR looks ahead, the focus remains unchanged: creating opportunities, removing barriers, celebrating our people and ensuring talented people from the armed forces community can build successful careers long after their service ends. The Silver Award marks an important milestone, but not the end of the journey. EMR remains committed to building a workplace where veterans, reservists and military families can thrive, bringing their skills, experience and leadership into an industry helping to power a more circular future. Because tomorrow's products depend on today's materials. And behind every one of those materials are people whose experience, determination and commitment help make progress possible.

JCB and a group of employees have dug deep to help transform a village playground where the company has its World Headquarters. The Rocester-based digger giant funded, project-managed and carried out work on a new JCB themed playground in High Street, Rocester - completing the entire makeover in just nine weeks. The playground was officially opened by JCB Chairman Lord Bamford along with project leader David Wheeldon’s six-year-old daughter Amelia, who helped cut the ribbon on the new £58,000 park. The striking new JCB yellow and black themed recreation area features slides, swings, climbing frames and a roundabout, refurbishing decades-old facilities which local parents said had seen better days. New sit-on springers, face-in-the-hole diggers and talking tubes have also been added. At the opening, Lord Bamford said: “This playground is a wonderful facility. It shows that marvellous things can be achieved when the community and our company come together. You have all created something very special for the community and you should all be very proud of your efforts.” He paid tribute to the JCB Site Services team, including Tim Needham, Mark James and Dan Thomas as well as employees from JCB’s Wardlow Quarry who volunteered their own time to bring the project to fruition. JCB supplier Mark Wareham’s AMW Services, Rocester Parish Council and nearby Cedar Nursery were also praised for their involvement and support. For JCB Site Services Mechanical Group Leader David, of Meir Park, Stoke-on-Trent, the project has special meaning. He said: “My dad, Terry, grew up in Rocester and remembers playing there when it was just wooden play equipment so it felt important to give something back. I also have two young children and I know that if they had a playground like this and lived in the village they would be visiting every weekend." “Transforming the playground has been a very special project for everyone. I’ve worked at JCB for 15 years and it’s been one of the best things I have been involved in because it’s been a real team effort. None of this would have been possible without the support of many, many people.” And not content with project managing the new venue for local families, David is keen to ensure it is maintained for the future, by arranging for JCB apprentices to do an annual maintenance check on the site. Photo: Pictured at the opening of the new Rocester village playground are, left to right, Thea (5) of Dove Academy, Rocester, JCB Chairman Lord Bamford, JCB Project Leader David Wheeldon and daughter Amelia (6) of Saint Filumena’s, Caverswall, Riley (10) and Bobby (10) both of Ryecroft Middle School, Rocester and Demi (5) of Dove Academy, Rocester.

Rathbones, one of the UK’s leading wealth and asset management groups, warns that the country cannot tax its way to prosperity and should instead focus on supporting business, investment and economic growth in the Budget. Rathbones argues that the UK cannot rely on further tax rises or short-term fiscal measures alone to improve public finances. In its new report, Building Prosperity, published, it says the sustainable route is stronger growth, supported by policies that give businesses and individuals the confidence to save, invest, expand and plan for the long term. Drawing on its experience of working with clients across the UK, including business owners, professionals, investors, charities and families, Rathbones warns that uncertainty and rising costs risk creating a generation of stagnation, without the enterprise and investment needed to strengthen the economy. Camilla Stowell, CEO, Wealth, at Rathbones, said: “The central challenge facing the Chancellor is how to restore sustainable growth; the answer cannot simply be to keep asking businesses and individuals to pay more. Economies need to grow out of high debt burdens, and that means backing the people, businesses and investment that create jobs, generate tax revenues and build prosperity across the country." “Our clients include business owners, professionals, investors and families whose ambition and success support businesses, organisations and communities throughout the UK. Many are ready to invest, expand and plan for the future, but they need stability, confidence and a policy environment that rewards enterprise rather than constrains it.” The group’s new analysis, Building Prosperity, examines five policy areas facing the Chancellor and argues that a stable, investment-led approach is needed to break the cycle of weak growth, rising debt and pressure for further tax increases. Among its recommendations are to: 1. Reform business taxation Improve business rates relief and move towards taxing commercial land rather than investment in buildings, while maintaining the current corporation tax and capital allowances regime and strengthening incentives for buildings, software and R&D. 2. Make devolution work for growth Treat increased local power as part of wider growth programme that will not deliver growth unless it works as one aspect of national prosperity. 3. Boost investment through the pension system Use pension capital to help promising UK firms scale and remain in Britain, while avoiding further measures that discourage pension saving and weaken long-term domestic investment. 4. Resist taxes on wealth Reject an annual wealth tax and avoid further capital gains tax rises without reforming the tax base, to protect investment incentives and those that invest for the long term. 5. Reinvigorate the housing market Reform Stamp Duty Land Tax to encourage housing mobility, potentially increasing transactions by 16%, supporting almost 11,000 additional homes a year and lifting GDP by around 0.2%. Stowell added: “As one of the UK’s leading wealth management groups, we see the contribution that businesses, investors and individuals make to communities and the wider economy. We urge the Chancellor to put growth and investment first, creating the conditions in which businesses can build, people can prosper and the country can meet its long-term commitments.” Adam Hoyes, Senior Asset Allocation Analyst at Rathbones and lead author of the analysis, said: “The UK’s fiscal challenge is fundamentally a growth challenge. With debt interest, defence, and an ageing population putting more pressure on public spending, increasing investment to drive productivity growth is the most sustainable way to strengthen the public finances." "Stable and sensible business taxes and regulation, better-directed pension capital, a more mobile housing market can all raise the economy’s productive capacity and grow the tax base, reducing the need for increases in tax rates to set the public finances back on the right track.”

A Derbyshire based bakery has announced the launch of a limited-edition Spiced Apple Crumble Slice, offering customers a distinctly British response to the pumpkin spice trend. As pumpkin spice flavours return to coffee shops and stores across the UK, Stacey’s Bakery has put its own twist on the seasonal craze by combining warming spices with the comforting flavours of a traditional apple crumble. The new bakery item starts with a lightly spiced sponge made with Stacey’s own blend of cinnamon, nutmeg, ginger, cloves and allspice. Tart apple chunks add moisture and balance the sweetness, while a buttery brown-sugar crumble completes the bake. David Stacey, managing director and a fourth-generation baker in the family run business, said: “We were inspired by the excitement around all things pumpkin spice and wanted to create our own take on it. Now that autumn has arrived, it felt like the perfect time to make something comforting and warming. And who doesn’t love a crumble." “We experimented with several cake mixes to get the spice level just right. We wanted it to be noticeable without being overpowering.” He added: “The apple gives the sponge a lovely tart note and keeps it moist, while the buttery brown-sugar crumble adds that familiar flavour people look forward to at this time of year." “We knew we were onto something special when the final recipe was baking in the oven. It just smells amazing and that follows through into the taste." “This isn’t a ‘look at me’ cake with fancy icing. It is simply a good, old-fashioned bake that really hits the spot - especially with a hot drink.” The limited-edition Spiced Apple Crumble Slice is now available from Stacey’s Bakery shops in Ilkeston, Eastwood and Heanor. Founded over a century ago, Stacey’s Bakery has become a staple of the high street with generations returning to enjoy the traditional favourites and newly introduced bakery items, which are still made by hand. Loyalty card holders will get a 10 percent discount on the cake for a limited time period. Customers should check the Stacey’s Bakery app for full details.

Arkell’s Brewery Brewer and Quality Control Lead Jack Bridgman has graduated with distinction after completing his Level 4 Brewer apprenticeship. Jack joined Arkell’s in 2012 as a cellarman, following in the footsteps of his father, Graham Bridgman, who has worked for Arkell’s for 43 years. Having grown up around the brewery, Jack remembers visiting as a young lad at weekends with his dad and helping to wash barrels. It was a place he had always wanted to work, and he has since progressed from cellarman to Brewing Operative and then Brewer and Quality Control Lead. Achieving a distinction marks a significant milestone in Jack’s brewing career. The Level 4 apprenticeship ran from July 2024 to March 2026, covering every stage of the brewing process, from raw materials and brewhouse operations to fermentation, technical calculations and recipe design. Combining formal study with hands-on experience at Arkell’s, the course gave him a deeper understanding of the science behind brewing and the importance of every stage in producing quality beer. One of the key elements of the qualification was designing a beer from scratch, requiring Jack to apply his understanding of brewing science to create a recipe in which every detail was carefully calculated, from sugar extraction from the malt to colour and hop bitterness. The result was Jack’s Juicy IPA, a 4.5% ABV beer developed as part of his apprenticeship and brewed by Arkell’s as one of its seasonal ales in 2025. The beer marked an important step in Jack’s development, demonstrating how the knowledge gained through his qualification could be translated into a finished product. Reflecting on his apprenticeship, Jack said: “My favourite part was meeting all the other brewers on the course, but learning every process in depth has also given me a much deeper understanding of how important every step of the brewing process is." “Achieving a distinction was a feeling of pride and relief. It wasn’t an easy course, but hard work pays off.” Head Brewer Alex Arkell travelled to Nottingham to join Jack for his graduation. He said: “Jack has always been hard-working and committed, and we are delighted to see him achieve this distinction. He is an essential member of the team and thoroughly deserves this recognition." “His career at Arkell’s is a great example of how practical experience and formal training can work together to develop the skills and knowledge needed to progress in brewing." "We are incredibly proud of what he has achieved. Jack’s career is set to take another step forward in March, when he will take up the position of Brewery Foreman following Bob Mercer’s retirement. He has already accepted the role, and we hope he will enjoy the same long and successful career at Arkell’s as his dad.”

Derby’s award-winning Nicco Restaurant and Bar is celebrating its fifth anniversary this month, invoking the spirit and festivity of Diwali to mark the milestone. The Pride Park venue will celebrate on Saturday, November 14, with a grand event including three-course menu, Bhangra DJ and dancers, fire artists, and live dhol players. Co-owner of the venue, Bhav Kumar said: “We have a fantastic celebration evening planned that will really bring together everything we stand for… family, friends, great food and entertainment." “Combined with the Diwali celebrations it also signals a bright future for the restaurant, our customers and our community.” Tickets for the evening, the diner and celebration music and dancing are now on sale, but demand is already high. Bhav said: “We are so excited about the event and for our customers old and new to join us, but tickets are limited due to the capacity of the restaurant. Tickets are already being snapped up, and we are expecting a further surge in bookings as the date nears.” Amid the preparations for the Grand 5th Anniversary celebration, Bhav and co-owner Sanj Kumar reflected on Nicco’s first five years and their plans for its future. The city’s now renowned contemporary Indian -fusion restaurant and cocktail bar in Wheelwright Way opened on Tuesday, October 26, 2021. It was formerly the site of Chiquito restaurant which had closed when the chain went into administration in March 2020. Sanj, who also owns and runs NK Motors in Derby and Nottinghamshire, had spotted and bought the Pride Park property after seeing it for sale on his drive home from the motor dealership. After investing half a million pounds in the refurbishment of the building and its external landscaping, the couple opened the venue and named it after their son. Sanj said: "We always had ambitions to create a high-class contemporary restaurant. We set out to make Nicco’s an escape from the everyday chain restaurant." “We created the interior design from scratch as part of a huge renovation, installed a state-of-the-art sound system and developed a menu that reflected our Indian heritage with a modern twist.” Bhav says that she can pinpoint the key milestone that cemented the restaurant’s future success. She said: “While our original vision was always to create somewhere that was more than just a restaurant, it was our very first New Year’s Eve event in 2021 that showed us the potential of Nicco’s. It made us realise that we could create experiences that went far beyond a traditional restaurant, offering great food, entertainment, and atmosphere all under one roof.” Since then, the venue has held regular events including everything from bottomless brunches and beers to Salsa nights, After Hours events, school holiday kids eat free offers and even an upcoming New Year’s Eve Masquerade Ball. The Grand 5th Anniversary and Diwali Celebration will showcase the fun, sophistication and festive spirit Nicco’s brings to every occasion, whether that is an intimate or a milestone celebration with family and friends. Bhav said: “As a family-run business, it is important to us to create a welcoming environment. Seeing our events grow and sell out has been incredible and it is amazing to see people return time and time again not just to eat, but to celebrate important moments and make memories." “The community we’ve created around Nicco’s is one of the things I’m most proud.” The Nicco’s team has also grown rising from 30 employees in 2021 to more than 70 today. She said: “What is particularly special is seeing how many people have grown with the business, developed their skills, and taken on more responsibility." “Our success is a whole team effort. Everyone plays an important part in creating the experience our customers have.” The couple have also secured approval from Derby City Council to extend Nicco’s dining and function space, with work due to begin in early 2027. Sanj said: “We’ve had a record-breaking year in terms of bookings, parties and innovative event planning and execution. However, we were turning a lot of booking interest away because we couldn’t cater for everyone, which was disappointing for both customers and the restaurant. The extension will allow us to accommodate more diners and private events.” “We’re looking carefully at what the future could look like in terms of expansion. We don’t want to rush that, anything we do next needs to be right for the brand, our customers, and our team.” Nicco's has also worked with YMCA Derbyshire to showcase the charity’s work and has supported celebrations for International Women’s Day. “For us, success isn’t just about being busy, it’s about sharing our success with community ventures while creating somewhere that people value and want to be part of. The couple said: “This anniversary is a really special milestone. The last five years have shown us what’s possible, so we’re really excited about what the next five could bring.” Tickets for The Grand 5th Anniversary & Diwali Celebration on Saturday, November 14, cost £20 for entry followed by £35 for the three-course menu, £15 for children. Nicco Restaurant and Bar is open daily from 10am to 11pm. Further details about events and menus are available here.

Families and school groups in Glasgow now have a literal window into the world of bees thanks to a new observation hive at The Children's Wood, helping more young people learn about biodiversity, pollination and the natural environment. Located in a densely built-up part of the city, The Children's Wood provides a unique urban green space where local people can connect with nature through free outdoor learning, community gardening, toddler groups and seasonal events. The charity also works with schools, nurseries and colleges, as well as young people with complex additional support needs, using the outdoors to promote wellbeing, education and community connection. The new observation hive builds on its innovative Beedookit project, which uses beehives as a hands-on educational tool to teach people about the importance of pollinators. Since the bees' active period runs almost completely opposite to the school year, learning opportunities were limited during colder months. As the weather turns chilly, bee activity is reduced and opening hives can be harmful to the colonies. The new observation hive allows visitors to safely view bees at work throughout the year, creating a more engaging and interactive learning experience. Custom-built by local woodworkers Alasdair Gauld and Finn Toohey, with Children's Wood beekeeper Katie Muir, the hive was stocked with its own colony and is already proving popular with visitors. Karen Stuart, Development Officer at The Children's Wood, said: "The observation hive has been an incredible addition to The Children's Wood and has captured the imagination of everyone who has visited. It's given people a unique opportunity to connect with nature in a way that's engaging, educational and memorable." "The response from the community has been overwhelmingly positive; we've seen children, families and local school groups completely fascinated as they watch the bees going about their daily lives and learn more about the important role pollinators play in our environment." The project was fully funded by a £1,680 grant from the Allied Vehicles Charitable Trust, which supports charities and community organisations across Glasgow and beyond. The funding covered the construction of the hive, the purchase of a nucleus colony of honeybees and the specialist equipment required to establish the project. David Facenna, Corporate Culture Director at Allied Vehicles Group, said: "The Children's Wood does outstanding work helping people of all ages engage with the natural world. The observation hive gives local children - and anyone visiting The Children's Wood - an opportunity to observe bees up close and develop a greater understanding of biodiversity and conservation." "It's safe to say we're 'buzzing' that the Trust has been able to support the creation of such a unique and valuable resource for the local community." Karen Stuart added: "It's wonderful to see so many young people developing an interest in bees and biodiversity as a result of visiting the hive." "We're extremely grateful to the Allied Vehicles Charitable Trust for making this project possible. Their support has helped us create a lasting resource that will benefit local people for years to come." As interest in nature and environmental education continues to grow, the observation hive is set to become a lasting feature at The Children's Wood, inspiring future generations of young conservationists across Glasgow. Photos: Beekeeper Katie Muir with the populated observation hive. Children's Wood beekepers take the hive to the beedookit The observation hive, front view

A new Brewers Decorator Centre in South Ealing will be opening on Monday 2nd November. Joining 35 other Brewers stores in London, the store is your ultimate destination for painting and decorating supplies. Great Location You can find the store at 152 South Ealing Road, London, W5 4QJ. Brewers takes over the plot from decorating brand Costello’s, carrying on the painting and decorating tradition in the local community. It’s well situated on the corner of a busy high street with a couple of free parking bays outside the store and lots of paid parking in the surrounding streets. A Wide Selection Of The Biggest Brands South Ealing store offers a wide range of products from the best brands including tinting machines from Benjamin Moore, Crown, Dulux, Farrow & Ball, Johnstone’s, Little Greene and TOR mixed specifically for you to take away the same day. The team are equipped with expert product knowledge and will be on hand to answer any questions you have about products in store. Exclusive Discounts There’s lots of exciting offers coming your way when the store opens. Sign up to email or follow @BrewersPaints on socials to be the first to know. ! The team can’t wait to welcome you to the new South Ealing store on Monday 2nd November. Pop in, say hello and pick up a treat or two. For more information, please contact here.

In 2026, SimpsInns marks 30 years as one of Ayrshire’s leading family owned hospitality groups. Founded by Malcolm and Karen Simpson and now led alongside their sons, the business has grown into a collection of award winning hotels, restaurants, spas and golf destinations along Scotland’s Golf Coast. Paul Andrews spoke to the second generation, Lee Simpson, Managing Director, and Jack Simpson, Property and Development Director, to find out more. Thirty years is a significant milestone for any business. In hospitality, a sector that has faced more than its share of upheaval, it is an achievement worth celebrating. For SimpsInns, named Ayrshire’s Hospitality Business of the Year 2025 and SLTN Family Business of the Year 2026, the anniversary is a chance to look back and forward with real ambition. “Running a family business in hospitality is not easy,” says Lee. “But reaching 30 years is a real milestone, so we must have got something right.” Built on Entrepreneurial Foundations Both brothers are clear that much of today’s success stems from the way their parents built the business. Growing up with hard working, entrepreneurial role models, Lee and Jack learned from a young age, absorbing advice and building their knowledge along the way. “The way Mum and Dad built the business has helped fuel our success,” says Jack. “Irrespective of all the hours they put in, the diversity of the business has stood us in good stead and helped us navigate a number of storms successfully along the way.” Today the SimpsInns collection includes The Waterside Hotel & Spa in West Kilbride, The Gailes Hotel & Spa in Irvine, The Loans Inn near Troon, The Potting Shed and The Terrace in Irvine, and Gailes Golf: Leisure at The Gailes. Alongside hotels and restaurants sit two Si! Spa destinations, wedding and events venues, a leisure club and golf breaks within easy reach of some of the world’s most celebrated links courses. “We are a wee bit of everything when it comes to hospitality,” says Lee, “and there is always something to shout about.” Stepping Up: The Second Generation For Jack, joining the family business was always on the cards, but it was never a foregone conclusion imposed by his parents. “Joining the family business was always going to happen, but it was never forced upon us,” he explains. “We both went to university and then travelled, working for other businesses, some of them family owned. About ten years ago it felt like the right time for me to come back and start working in the family business.” Those years away proved invaluable. Much of Lee’s time overseas was spent in hospitality roles, building skills he still draws on today. “Apart from a stint on an avocado farm and some construction work, my roles were in hospitality,” he says. “But it was all good experience to bring back.” Jack’s journey followed a similar path. His travels included time in a commercial kitchen, where he found himself preparing dishes he had never attempted before, octopus among them, and truly learning on the job. Back home, the brothers have settled into clearly defined roles that play to their strengths. Lee is very much the public face of the business, while Jack prefers to work behind the scenes. Rather than competing, their roles complement one another. Malcolm and Karen remain actively involved, but the balance is shifting. As Lee and Jack take on more and more responsibility, their parents are gradually stepping back. Both brothers point to The Waterside development as one of their proudest achievements to date. It was a project where they were given greater input into the decision making process and helped shape the final product, a clear sign of the trust being placed in the next generation. Weathering the Storms Lee is candid about the pressures facing the sector. “Legislation keeps increasing, costs keep rising and margins are under constant pressure,” he says. “Recruitment isn’t easy either.” Part of the answer has been a consistent commitment to reinvestment. “Right from the start we have invested in the business, and we continue to do so,” Lee explains. “Investing in our properties, and our people is what attracts guests.” That investment continues to pay off, with the spa and wellness facilities and the leisure club drawing growing numbers of guests. The breadth of the business is also a deliberate strength. “We’re a diverse second generation business, with restaurants, weddings, events, leisure facilities and more besides,” says Lee. “That works well for us because all our eggs aren’t in one basket.” Yet growth for its own sake has never been the goal. “It’s about being profitable, delivering a great service and not being busy fools.” Family Values in Practice The Simpsons are a close knit family, aligned on their purpose and vision. They holiday together and dine out together, though inevitably the conversation turns to the business and the world of hospitality. Those family values permeate SimpsInns, right down to where the leadership sits. The main office is located above the spa, keeping the family close to the ground, on hand for the team and involved in what is happening day to day. “Ayrshire is our home, and we are fortunate that all five of our locations are in close proximity,” says Jack. “People see us leading from the front.” With almost 300 employees and growing, the group’s stated values of fairness, inclusion, integrity, teamwork, learning, passion and quality are designed to cascade from the owners through to every member of the team. Loyalty runs deep, too. “It’s a special place to be,” says Lee, “and we were delighted to share the anniversary celebration with a number of staff who have been with us on the journey from the start.” Proud of Ayrshire Place is central to the SimpsInns story, and the family champion their home region at every opportunity. “We are proud of the business, the venues and Ayrshire as a place where we live and work, and we shout about it as much as we can,” says Jack. “Ayrshire is beautiful, it has some real hidden treasures and it is a great place to visit.” The Next Chapter The past year has brought another milestone, with both Jack and Lee starting families of their own. There is now a third generation, albeit a very young one. “We are excited about the future,” says Lee. “Being a family business is so important. It is who we are, and the values we have make the business what it is today. They will help drive the next phase of the journey.” SimpsInns shows what can be achieved when one generation builds with ambition and the next is given the space to grow into leadership. Thirty years on, with continued investment, a diverse portfolio and family values that run through every venue, the Simpsons are not just celebrating the past. They are building the foundations for a third generation and the next chapter of their Ayrshire story.