Britain’s manufacturers believe the introduction of an Industrial Strategy and individual sector plans will have the biggest impact on their growth prospects in 2026, with a majority of companies believing the opportunities for their business to succeed outweigh the risks this year according to a major survey published today. The findings come from the annual Make UK 2026 Senior Executive survey, in association with PwC UK, which looks at the opportunities, risks and challenges for manufacturers in the year ahead, as well as the outlook for the UK and international economies. Key Findings: Majority of manufacturers believe opportunities will outweigh risks in 2025 Industrial Strategy to have biggest impact on manufacturing growth Almost nine in ten companies expect their employment costs to increase And warning signals for UK as a place to manufacture and invest New products, markets and digital technologies focus of new investment Warning lights flashing red in response to cost increases As well as the benefits from an industrial strategy and sector plans the survey shows that, despite the current challenges from rapidly escalating costs, a majority of companies believe that overall, the UK remains a competitive place in which to manufacture. However, Make UK warned the survey also signals that the significant increases in business cost that manufacturers are facing, especially on employment and energy, are threatening to reach a tipping point whereby investment plans will be cancelled or shifted overseas. In response, Make UK is urging Government to speed up the pace of delivery on industrial strategy, as well as bringing forward the much vaunted business energy support scheme and expanding it to cover the broadest possible range of companies. In addition, Make UK is calling for greater stability and clarity regarding future employment legislation and costs given the impact on recruitment of the increase in NICs and Employment Reform Bill. Stephen Phipson, Chief Executive of Make UK, said: “Manufacturers have demonstrated their resilience over and over again in recent years and those that remain innovative and are prepared to invest in new technologies, expanding markets and, most crucially, their people will continue to thrive." “But, they can only do this if they are operating in the most favourable business environment and, despite the commitment to an industrial strategy, not only is growth anaemic but the warning lights are now flashing red on the UK as a competitive place to manufacture and invest. The Government promised significant change, now is the time to deliver it.” Cara Haffey, Leader of Industrials and Services at PwC UK, added: “The UK’s manufacturers are ambitious in their mission to drive growth. The Industrial Strategy is front and centre of this optimism but, it will take time to reap the rewards from its implementation. Nonetheless, the industry can’t afford to sit still." "Those shifting their focus to product innovation, embracing technology and investing in marketing will be the winners in the battle for growth.” According to the survey, more than half of companies (57%) say a long term industrial strategy and sector plans will have the biggest impact on growth this year, with almost two thirds (63%) saying they will bring forward investment in response. The top priorities for investment are new product development for 4 in 5 companies, with more than three quarters (76%) investing in digital technologies, AI and automation. More than half of companies (55%) are set to expand their product portfolio and 4 in 10 companies (42%) planning to export to new countries. The increased use of AI in particular is linked to more than a third of companies (37%) saying their key area for growth is increased marketing of their business. The biggest challenges companies face are significant cost increases across the board with almost 9 in 10 companies (86%) expecting increases in employment costs, a similar number (79%) seeing increases in material/input costs and two thirds (67%) business rates. In response, Make UK warned that while some increases are a result of global factors, domestic employment and, other business costs, are threatening a tipping point whereby investment plans will either be cancelled or shifted overseas. As an indication of sentiment within the sector, almost two thirds of companies (60%) said they would have decreased or cancelled investment plans if business tax increases had taken place in the Budget, with a similar number (57%) they would have shifted investment overseas. Furthermore, while more than half of companies (57%) believe the UK to be a competitive place to manufacture, more than a quarter (26%) view the UK as uncompetitive. In addition, an equal number of non-UK businesses view the UK as an unattractive location to invest (39%) compared to those who view it as an attractive destination (41%).

Leading British spring and comfort technology manufacturer, Spinks, has announced the launch of a new range of innovative pocket cores, marking a significant step forward in environmentally conscious mattress component design.   Following its recent award wins at Interzum - including the highly sought-after Best of the Best Award - Spinks has introduced three exciting new innovations:   • ECORE – a new family of pocket cores engineered with recyclability and performance at its core. Available in Polypropylene nonwoven with a polypropylene bonding agent, and Polyester nonwoven with a polyester bonding agent, ECORE is offered in multiple heights, coil counts, and wire gauges, with standard boxed or nested constructions for increased coil density and enhanced support. Options for zoning, firm-edge reinforcement, flexible gluing, and framed or unframed configurations give manufacturers the flexibility to create high-performance, customised mattress cores.   • ECORE AIR – engineered to deliver exceptional airflow and improved temperature regulation for a cooler, more breathable sleep experience, ECORE AIR features a perforated polypropylene nonwoven that enhances ventilation throughout the mattress core, combining high-performance comfort with a climate-conscious design for manufacturers and consumers alike.   • INDECORE – a patented pocket spring innovation entering commercial rollout for the first time. Featuring a fully elasticated top sheet, each coil moves independently, overcoming the limitations of traditional pocket cores that rely on top and bottom sheets for stability. The result is superior responsiveness, greater conformity, and a more authentic pocketed-coil experience- helping to minimise filling materials falling into the cavities created by centre-glued cores.   Steve Moffatt, UK & Ireland Sales Manager at Spinks, commented: “The innovations introduced in these exciting new launches mark a significant step forward not just for us, but for the industry. We are introducing viable, sustainable alternatives for the UK and Irish markets, while also bringing forward new innovations that manufacturers will be keen to integrate into future designs."  “Last year was a big year for us, which started with the granting of our 100th patent, winning various industry awards, and now the launch of three innovative new products."   “With these developments, we continue to deliver products for high-quality sleep and comfort, engineering excellence, and genuine product innovation – continuing to reinforce our position as industry pioneers while giving manufacturers practical and customisable solutions to differentiate their offerings in a competitive market.”   These new developments add to a list of over 100 granted patents by the company, including Spinks’ long-standing offering of its innovative spring technology, trusted for years by many manufacturers across the UK and beyond   For more information, visit here .

The family business sector has existed in practice for millennia, yet it was only recognised as a distinct academic and professional field in the latter part of the twentieth century. While families have long formed the backbone of commerce and trade, the systematic study and management of family enterprises emerged much more recently. To understand how this came about, it is helpful to consider both the historical origins of family businesses and their eventual recognition as a specialised area of research and practice. Family Businesses Through History Family businesses represent the oldest and most enduring form of commercial organisation. In ancient civilisations such as Mesopotamia, Egypt, China, and Rome, trade and craftsmanship were typically family affairs. Merchants, artisans, and farmers passed their skills and enterprises down through generations, ensuring both the continuity of expertise and the preservation of wealth within the family unit. During medieval Europe, the guild system further reinforced the centrality of family in economic life. Craft workshops—such as those of blacksmiths, bakers, and weavers—were often run by families, and their names frequently became synonymous with the quality of their work. Notable examples include the Medici family in banking and the Fugger family in trade, whose legacies still symbolise early forms of family enterprise. Beyond Europe, family-based commercial structures have been integral to economies across Asia and the Middle East for centuries. In Japan, the keiretsu and zaibatsu networks, in India the great business houses, and in China the influential family conglomerates and qiaoxiang networks have all played vital roles in shaping economic development. In short, family enterprises have been the norm throughout history, even if they were not explicitly recognised as a distinct sector. The Emergence of the Family Business as a Distinct Field The notion of the family business as something worthy of professional study, management, and advisory services began to take shape during the 1970s and 1980s. Several factors contributed to this evolution. In the post-war period, large corporations and managerial capitalism came to dominate Western economies. Yet by the 1970s, researchers began to recognise that family firms, despite often being smaller in scale, remained powerful drivers of economic activity worldwide. As these enterprises matured, they faced new challenges such as succession planning, governance, and the management of family dynamics. These issues prompted both academics and practitioners to consider family business as a unique organisational form requiring its own frameworks and expertise. The 1960s and 1970s saw pioneering studies published in the Harvard Business Review, exploring the intersection between family relationships and business performance. In 1975, Harvard Business School established the first dedicated Family Business Programme, marking a significant milestone. The 1980s brought further momentum, with the launch of the Family Business Review journal in 1988, providing a formal platform for academic research. By the 1990s, organisations such as the Family Firm Institute (FFI) and European Family Businesses (EFB) helped to professionalise the field, fostering global collaboration among scholars, consultants, and family owners. Today, the family business sector encompasses a broad range of professional services and disciplines, including consulting, education, wealth management, and governance, dedicated to supporting family enterprises through generational transitions and strategic development. Geographic Roots and Global Spread While the academic field of family business management largely originated in the United States, through institutions such as Harvard, Wharton, and Kellogg, its influence quickly spread across the globe. In Europe, particularly in Italy, Germany, and the UK family firms have long been integral to national economies, and the 1980s and 1990s saw the rapid growth of research centres and advisory networks devoted to their study. In Asia and Latin America, powerful family-owned conglomerates such as the Tata Group in India, Samsung in South Korea, the Ayala Corporation in the Philippines, and Indonesia’s Salim Group spurred the creation of regional institutions focused on family enterprise models during the 1990s and 2000s. These developments contributed to a truly global understanding of family business as both a dominant economic force and a distinct field of professional expertise, a sector that continues to be recognised for the significant contribution it makes and gain the reputation and respect that it deserves.

New data from international recruitment firm Robert Half reveals a sharp rise in demand for IT and technology professionals as UK businesses respond to the challenges of the technological revolution and the rapid growth of AI. According to the firm’s latest research, 56% of organisations plan to expand their permanent IT and technology teams in the first half of next year, marking an 11-percentage point increase on H2 2025. Contract hiring is also strengthening, with 39% of employers set to boost flexible technology resourcing to meet rising project and transformation demands. This uptick in tech hiring reflects wider national trends. According to research from the London School of Economics (LSE), the UK technology sector is now valued at £1.2 trillion, with AI attracting nearly 30% of venture investment in 2025, driving rapid expansion in fields such as cybersecurity, cloud engineering and data analytics - all areas where skilled professionals are in short supply and high demand as businesses accelerate digital adoption and transformation initiatives. Craig Freedberg, Regional Director at Robert Half, comments: "The rise in IT and technology hiring reflects the critical role these functions now play at the centre of business strategy." "Organisations are accelerating digital transformation, embedding AI, upgrading legacy systems and strengthening cyber resilience, all of which require highly skilled technical professionals." "As demand rises across infrastructure, data, cybersecurity, software, and cloud engineering, companies are investing in both permanent teams and flexible project-based support to ensure they can deliver at pace." "Demand for tech talent in the UK is showing signs of regaining momentum and employers are already responding." "The companies that prioritise attracting and retaining the right IT talent now will be best positioned to navigate regulatory change, manage organisational risk and unlock competitive advantage in 2026."

Biddenden, Kent's original vineyard established in 1969, has unveiled a comprehensive rebrand of its premium fruit juice range. The refresh introduces three new flavours alongside completely redesigned packaging with new labels and bottle shapes that reflect the vineyard's heritage and commitment to British provenance, appealing to families and consumers seeking quality non-alcoholic alternatives for Dry January and beyond. The rebranded collection marks a significant evolution for this Kent family success story, who have been crafting exceptional wines, ciders and juices for nearly six decades. For over half a century, the Barnes family – now in their third generation – has been perfecting putting fruit behind glass, capturing Kent in every bottle, creating juices enjoyed by families in Kent homes and with friends at pubs and restaurants. Two decades on from their last rebrand, they're bringing a modern twist to their popular juice range. "This rebrand represents the natural evolution of products we've been perfecting for years," says Tom Barnes, who runs Biddenden alongside his father Julian. "We always apply the same rigorous standards to our juices as we do to our wines – flying the flag for British farmers and producers, never using concentrate, creating drinks the whole family can enjoy. Now our packaging fully reflects what's been inside the bottle all along." "We're thrilled to launch at the start of the New Year, as people seek premium alternatives during Dry January and throughout the year." The rebrand represents careful consideration, from packaging design and flavour development to ensuring every detail reflects Biddenden's Kent roots. The refreshed range features six distinctive juices, with apple serving as the golden thread throughout the entire collection – a tribute to Kent's orchard heritage and Biddenden's deep understanding of this quintessential English fruit. Three new additions showcase the vineyard's expertise in crafting sophisticated flavour profiles: Sparkling Apple, Strawberry & Mint Juice (NEW): English apples meet summer strawberries with a subtle mint freshness – sophisticated enough for celebrations but delicious enough for everyday enjoyment. A refreshing addition to the collection Sparkling Apple & Grape Juice (NEW): Crisp apples paired with estate-grown English grapes. An elegant sparkling option for sophisticated entertaining and those seeking a premium non-alcoholic alternative. Apple & Pear Juice (NEW): An evolution of Biddenden's beloved Pear Juice, now harmoniously pairing Kentish apples with orchard-ripe Kentish pears for a smoother, more rounded flavour profile. Alongside the existing favourites, each one refined and beautifully presented: Apple Juice: Gently pressed from hand-selected, orchard-ripe Kentish apples – a family favourite Sparkling Apple Juice : Pure apple juice with an added gentle sparkle, perfect for special occasions or elevating everyday meals Kentish Kiss Pink Apple Juice : With its naturally blush hue and clear finish, this distinctive juice remains as unique as ever Each flavour is available in two sizes: 1 litre bottles perfectly shaped to fit in your fridge door and for sharing at family meals, and 250ml bottles for individual enjoyment the ideal refreshment at a local pub, restaurant or for picnics. Each product maintains Biddenden's unwavering commitment to quality: 100% Kentish fruit, no concentrate, and no artificial ingredients. Every bottle supports British fruit growers and producers. Every sip tastes of Kent – natural, honest, and right for the whole family. The launch coincides with Dry January, offering a premium alternative to those seeking a more refined soft drink, whilst remaining accessible and appealing for everyday family enjoyment throughout the year. The low and no trend is in need of some flavour, and Biddenden's range delivers this - from one of your five a day at the breakfast table to a non-alcoholic sparkling alternative at your evening meal. To celebrate, Biddenden is offering free delivery throughout January on all juice orders purchased directly through their website (on full cases only, including mixed pack tasting boxes.) Established in 1969 by the Barnes family, Biddenden has become one of England's most respected wine producers. The vineyard's estate produces award-winning English wines, ciders and its premium juice collection, with three generations bringing their expertise to every bottle. The juice range has long been a valued part of the Biddenden offering, chosen by those who care about what they're drinking and where it comes from.

New data from international recruitment firm Robert Half has revealed that UK employers are entering 2026 with a strong appetite for growth, despite ongoing economic uncertainty. The research shows that 47% of businesses plan to increase headcount across key professional functions- including finance & accounting, IT, administrative, marketing and legal - in the first half of the year. This marks a significant rise from 36% in the second half of 2025, signalling renewed confidence and a focus on strategic expansion. Interim hiring is also surging, reaching its highest level since early 2024 with 47% of organisations reporting plans to ramp up recruitment to boost delivery capacity in finance, technology, and marketing in particular. This flexible model remains critical for advancing automation, regulatory compliance, and digital transformation initiatives, particularly within the finance, accounting and IT functions. Contract hiring continues to gain traction as well, with 36% of employers planning to increase their contract workforce in the New Year. This trend is particularly strong in legal, risk and compliance roles, where organisations are looking for agile solutions to meet evolving regulatory and operational demands. According to the data, demand for finance and accounting professionals is particularly acute, with 58% of employers planning to expand permanent headcount in this remit in the first half of 2026, up from 50% in the previous six months. Contract hiring is also rising, with 43% of businesses planning to add temporary support compared to 39% in the latter half of 2025. IT and technology roles are close behind, with 56% of organisations intending to grow their permanent teams, an increase of 11 percentage points on the previous period. Contract hiring in IT is also climbing, with 39% of employers planning to boost flexible resources. Legal and compliance roles are set for the most dramatic rebound, with permanent hiring intentions jumping from 26% in late 2025 to 42% in early 2026. Almost a third of businesses plan to increase contract support in these areas, up from 23% in the previous half-year. Matt Weston, Senior Managing Director UK & Ireland at Robert Half, comments: “Despite ongoing economic uncertainty, these figures show that UK businesses are entering 2026 with a promising sense of cautious optimism and ambition. The increase in permanent headcount plans, alongside the surge in interim and contract hiring, reflects a strategic focus on agility and resilience." "Organisations are investing in critical functions such as finance, technology, and legal to strengthen compliance, accelerate digital transformation, and maintain competitive advantage. Employers are clearly building future-ready teams that can adapt to change and deliver growth and, encouragingly, there seems to be a recognition that flexibility is key." "By combining permanent hires with interim and contract talent, businesses are positioning themselves to respond quickly to market demands while driving innovation across their operations. It will be interesting to see how this trend plays out in the coming months, but for now, it is a promising sign.”

Bagnalls has successfully completed an external decorating project at the Watling JCB Peterborough branch, continuing its long-standing working relationship with the global construction equipment manufacturer. The project involved a comprehensive refresh of the building’s exterior, with Bagnalls’ specialist team carrying out the careful recoating of key elements including the cladding, box guttering, downpipes, fire escape staircase and entrance shelter. All areas were finished in JCB’s distinctive corporate colours, ensuring a consistent and high-impact appearance. Health and safety was a central focus throughout the works. To safely access the building’s upper elevations, Bagnalls operatives utilised specialist access equipment, including a 34-foot electric narrow boom and a Skyjack SJ6832 RT, sourced from a trusted local supplier. All team members operating the equipment were fully trained, ensuring the project was delivered safely and efficiently. Prior to decorating, JCB undertook jet washing of the lower sections of the building to remove surface dirt. Bagnalls then completed further cleaning of all relevant areas using access equipment, ensuring surfaces were free from debris and contaminants and providing optimal conditions for paint adhesion. The decorating works were completed in line with a Johnstone’s paint specification. Steel and Cladding paint was applied to the main structure, while Johnstone’s Smooth Metal paint was used on the fire escape and railings to deliver a durable, high-quality finish. Windows and surrounding areas were completed using Zinsser Allcoat in a satin finish, combining strong weather resistance with a smart, professional appearance. Traditional brush and roller techniques were used throughout to maintain accuracy and achieve a flawless result. The project was delivered within a carefully planned two-week programme, designed to minimise disruption to JCB’s day-to-day operations. JCB praised the professionalism of the Bagnalls site team, noting that the work was carried out with minimal disruption and that the operatives remained polite and courteous at all times. In return, the Bagnalls team thanked the staff at the Watling JCB Peterborough branch for their cooperative and welcoming approach, which played a key role in the smooth and successful completion of the project.

After two years of experimentation, pilots and hype, businesses are entering 2026 with a more sober view of AI. The technology itself is no longer the constraint. The real challenge now lies in how organisations adapt their structures, decision-making models and ways of working to make AI genuinely useful. Drawing on work with product, innovation and insight teams across sectors, the founders of Quartz Labs , Jonathan Kahan and Danielle Jaffit, outline three shifts they expect to define the next phase of AI adoption. These predictions point to a move away from isolated tools and short-term efficiency gains, towards AI as a shared, strategic capability embedded across the enterprise. Jonathan believes the next phase of AI adoption will be defined less by technical capability and more by whether organisations are willing to change how they operate: “With 95% of AI pilots failing, the C-suite is entering 2026 with growing AI fatigue. But the issue is not the technology. It is organisational. Outdated habits, slow approvals and legacy decision-making models are blocking what AI now makes possible." “So far, most AI use has defaulted to a chat interface. But is chat the right medium for complex decisions, collaboration or creative work? Should AI behave as a tool, a co-worker, an assistant that moves across applications or something embedded directly into every workflow? And once you answer that, a second question emerges: how should teams work with AI together?" “Do organisations let every employee use AI as they see fit? Do they augment existing workflows? Or do they redesign the operating model entirely?" “Next year will not be about buying more AI, but about building a business that can actually use it.” Meanwhile, Danielle predicts that simulation, rather than automation, will become the most practical way for leaders to use AI in high-stakes decision-making: “Digital twins will become one of the most valuable executive tools in 2026." “Improvements in AI modelling mean teams can now simulate how customers might respond to new ideas, features or creative work, using the insight they already have. This turns research from a static archive into a working system inside the marketing and innovation workflow, allowing teams to test, learn and iterate before costly decisions are made." “For a C-suite facing rising pressure on speed, spend and certainty, simulation will become a key strategic capability over the next twelve months.” Jonathan concludes by saying he expects AI to shift from a personal productivity tool to a form of shared organisational intelligence that shapes how decisions are made: “In 2026, AI stops acting as a collection of isolated assistants and begins operating as a shared intelligence across the enterprise. Most employees will use AI to extend their thinking, but the real breakthrough comes when these individual interactions feed a collective decision layer that benefits the whole organisation." “As AI supports research, models behaviour, generates ideas or challenges assumptions, businesses will need systems that retain the evidence, logic and constraints behind those interactions. Without this shared context, knowledge becomes fragmented, and thousands of personal AI helpers pull the company in different directions." “This is why AI will increasingly function as core infrastructure. It will hold customer understanding, organisational memory and decision standards in one place, reducing rework, uncovering risks earlier and speeding up alignment across teams.”

Alan Boswell Group (ABG) are delighted to have been awarded the ‘Large Business of the Year’ at the Eastern Daily Press Business Awards 2025. Held at the Norfolk Showground on the 27th November, the awards celebrate excellence within Norfolk’s business community. Across ten categories, they recognise a range of achievements: outstanding business performance (for small, medium, or large businesses), growth and innovation, customer service excellence, sustainability, employer practices, and positive community impact, among others. Within the ‘Large Business of the Year’ category, Alan Boswell Group was a finalist alongside well-respected Norfolk-based businesses Mills & Reeve, Norfolk Passport, and Blakely. As well as winning the ‘Large Business of the Year’ category, ABG was also named as runner-up for the ‘Norfolk Business of the Year’ award. Alan Boswell, Executive Chairman commented, "This award is a testament to the ethos of the whole company and the hard work our team put in every day to deliver excellent service to our clients." "It's an honour to be recognised alongside so many great Norfolk businesses; congratulations to all the finalists and winners." This follows other awards success for the Group this year, including ‘Insurance Broker of the Year’ at the British Insurance Awards 2025, ‘Best Landlord Insurance Provider’ at the National Landlord Investment Show Awards, and a third Which? Best Buy award.

Alan Boswell Group has been named ‘Insurance Broker of the Year’ at the prestigious British Insurance Awards 2025, held on the 9th of July at the Royal Albert Hall. The award recognises outstanding customer service, client retention, and excellence across the UK insurance industry. Alan Boswell Group stood out against the other finalists for its customer-first approach, continued investment in its people and communities, and commitment to providing friendly, expert advice. Speaking about the award, Alan Boswell, Executive Chairman, said, “We’re proud to be recognised as Insurance Broker of the Year." " This award is a testament to the hard work and professionalism of everyone across our Group and reflects our continued commitment to putting clients at the centre of everything we do.” Founded over 40 years ago, Alan Boswell Group is one of the UK’s largest independent insurance brokers, offering expert advice and tailored insurance, risk management, and financial solutions to individuals and businesses. The award follows the Group's continued growth and success, with the recent acquisition of three brokers further bolstering their presence across East Anglia.

A female industry leader, who was behind one of Harrods’ most successful marketing campaigns, is setting her sights on expansion after completing a £2m investment drive. Big Bear Plastics’ Managing Director Emma Hockley is looking to maximise installation of two CNCs, a new robot and a waterjet machine to cement its position as one of the UK’s leading vacuum forming and compression moulding specialists. She is targeting new opportunities in point-of-sale retail and the defence sector to complement existing high-profile contracts within the agricultural, construction and leisure industries. A focus on big service, big reliability and rapid response times will be driving the growth beyond £10m by 2027, with the new ERP system helping to optimise manufacturing processes and new product introductions. “There’s been a lot of change and consolidation in the plastics sector and that represents a big opportunity for us,” explained Emma, who marked five years at the helm this month. “We’ve invested heavily in new technology and getting experienced manufacturing specialists in place and feel we have the platform and capability now to overcome some of industry’s pain points, including speed of response, material innovation and achieving world class quality in both low and higher volumes.” She went on to add: “These are already delivering solutions for OEMs in automotive, agriculture and mobile home providers and we believe there are plenty of opportunities where we can deliver products to retail, as well as maximising a renewed focus on defence.” Big Bear Plastics was founded in 1998 by Emma’s father Gerald Bloom, who previously launched and developed major tier 1 automotive supplier Midland Industrial Plastics. Located in a 75,000 sq ft factory in Droitwich, the company has evolved from vacuum forming and trimming of plastic parts to offering customers access to high quality compression moulding and waterjet cutting of lightweight interior trim products. The firm delivers a full-service solution from initial design, development and tooling to the manufacture of medium to high volume moulded parts up to 3.5m x 2.5m. It works with a wide range of thermoplastic materials, including ABS, PMMA-ABS, HDPE, HIPS, PC and PE in a variety of colours, finishes and thicknesses. Emma, a recent inductee of the Great 100 campaign by the Made Group, concluded: “Our sales are growing steadily, and I genuinely believe we can achieve and sustain sales of £10m+ by 2027." “We’ve got the capacity, we’ve got the technology, we’ve got the experience and we’ve got a strong sales pipeline, featuring exciting opportunities in new markets. As we move towards our goal, I believe we’ll be able to create more than 20 jobs during this time, taking our total workforce to 100 people." “Thermoforming allies itself to multiple sectors and we’re starting to explore more of these. For instance, we’re producing parts ranging from children’s play equipment to highly technical panels for vehicle modifications and aerospace applications…we’re also in discussions with military and defence specialists.” She concluded: “Manufacturing is completely different to what I was used to as Perfumery & Cosmetics Buyer at Harrods, arguably the world’s biggest and most luxury retailer." “Here I came up with the Perfume Diaries, an exhibition charting the history of perfume, which generated more than £2m of press coverage and significant sales results. It’s this eye for ‘telling a story’ I want to bring into the world of industry; it will just need to focus on the benefits of vacuum forming plastics rather than high-end fragrance brands!” Big Bear Plastics, which is accredited to ISO 9001 and is recommended for certification to the ISO 14001 environmental standard, has started work towards being part of the JOSCAR register, a collaborative online platform for the UK aerospace, defence and security sectors. For further information, please visit here .

Independent family brewer and pub company Shepherd Neame is to reopen landmark Farringdon pub The Hoop and Grapes in February following a £1.8m transformation.   The historic Grade II-listed site, a few minutes’ walk from Fleet Street, has been closed since 2019 during redevelopment of the surrounding area. Shepherd Neame began a comprehensive restoration in October, carefully designed to enhance the pub’s appeal while celebrating its rich heritage.   Housed within a five-storey building, the renewed Hoop and Grapes will offer three distinct experiences. The ground floor will retain the atmosphere of a classic London pub, centred around its original long bar, with bi-fold doors opening on to a charming courtyard garden. The first floor will provide relaxed seating leading to a fully covered, heated terrace, designed to be enjoyed all year round. On the third floor, an intimate piano room will offer a private and elegant retreat, perfect for dining or special gatherings.   Built in 1721 on land that once formed part of St Bride’s Church burial ground, the Hoop and Grapes gained notoriety as a venue for illicit ‘Fleet Marriages’—clandestine ceremonies associated with nearby Fleet Prison in the late 17th and early 18th centuries. This colourful history is celebrated with a bespoke swing sign depicting a wedding scene from the period. Traditional hand-painted external signwriting will further enhance the building’s restored façade.   The refurbishment includes relocating the kitchen from the cellar to the second floor, allowing for the creation of new customer facilities below. In line with Shepherd Neame’s commitment to sustainability, the project incorporates energy-efficient fridges, smart cellar technology and LED lighting throughout.   A refined new menu will showcase locally sourced, seasonal produce with an emphasis on relaxed, shareable dishes. Oysters will be a speciality, served freshly shucked with garnish or grilled in the pub’s take on Oysters Rockefeller, featuring bacon, spinach, shallots, Ricard, Tabasco, cream and Parmesan. Small plates will include miso-glazed aubergine with sweet tahini yoghurt, creamy burrata, and grilled lamb koftas with smoky baba ganoush. Larger dishes will range from Whitstable Bay beer-battered haddock and chips to tandoori chicken skewers with warm quinoa salad, alongside a 5oz grilled sirloin finished with Parmesan and garlic butter.   The drinks offering has been completely reimagined, with a strong focus on quality and provenance. Guests will be able to enjoy an extensive range of Shepherd Neame’s award-winning Kentish ales and lagers, alongside premium English wines, including from Champagne Taittinger’s Domaine Evremond vineyard in Chilham, close to the historic Faversham Brewery. A curated cocktail list will complete the experience.   It is part of the Kent-based brewer’s ongoing investment in its premium London pubs, following recent major refurbishments at the Tom Cribb, Westminster Arms and White Horse and Bower, as well as the freehold acquisition of the Bishops Finger in Smithfield.   Operations Manager Ryan Torrie said: “We are really looking forward to welcoming customers back to the Hoop and Grapes after more than four years. As Farringdon continues its evolution, we have taken care to ensure our transformation celebrates the pub’s unique heritage while offering a refined, contemporary experience.”