The UK Agri-Tech Centre is excited to announce its dedicated Growth Week from 2-6 February, as part of its ‘Grow Your Own Way; We Mean Business When it Comes to Agri-Tech’ campaign. The campaign aims to champion pioneering and innovative agri-tech businesses that are redefining the agricultural industry with new solutions, ideas and products to drive economic growth for the agri-tech sector. As part of the campaign, the UK Agri-Tech Centre recently announced its new FASTA initiative, giving businesses access to a network of technical specialists, industry leaders and sustainable advisors to gain insights and guidance to refine MRV solutions, accelerate commercialisation and grow their business—all through one programme. In addition, the Centre is introducing its Agri-Tech Solution Sprints, which deliver specialist, expert support to tackle business growth challenges and move innovation closer to market more quickly. Registrations for the Agri-Tech Solution Sprints open on 9 February for forward-thinking micro, small and medium-sized businesses. The Growth Week programme combines in-person events, virtual networking and expert-led discussions designed to tackle the challenges and unlock the potential of agri-tech innovation. It will demonstrate the role of agri-tech in the supply chain as well as exploring international markets, providing insights and practical steps to help businesses succeed. One element of Growth Week is the opportunity to explore export strategies, focusing on opportunities in the Middle East and New Zealand and sharing practical advice on scaling technology globally. James Kayam, International Business Development Manager at the UK Agri-Tech Centre, said: “International demand for high impact agri-tech has never been stronger." “The Centre provides UK ventures a unique platform to showcase solutions that can also scale globally, opening the door to new export pathways in markets that are actively seeking sustainable, data driven technologies." “We’re particularly excited to welcome a Canadian delegation to the UK during Growth Week through the Twin Pastures programme; their visit highlights the strength of UK–Canada collaboration and the real opportunity for businesses on both sides to accelerate knowledge exchange, collaboration and commercial growth internationally.” As part of Growth Week, the UK Agri-Tech Centre will be hosting a networking breakfast at the Dairy Tech event on Wednesday 4 February from 9am, which will include a session on ‘Global Dairy Innovation: Emerging Technologies and Trends from Canada’, from 1.15pm, as well as a session on how to ensure agri-tech is fit for farms at 1.30pm. Join us online or in person across the week. Helen Brookes, Engagement Director at the UK Agri-Tech Centre, said: “We really do mean business when it comes to agri-tech. Our ambition is to help the sector to grow through supporting agri-tech businesses; ensuring technology solutions are tested and trialled on-farm to be robust and relevant to meet industry challenges." “This campaign celebrates the ingenuity and ambition of those in agri-tech who are committed to creating a resilient and sustainable agricultural sector.” For those who wish to learn more about the new campaign and how the UK Agri-Tech Centre has supported businesses to grow, visit here.

For the first time in its 135 year history, Harrisons, a leading UK manufacturer of nonwoven wipes, has launched a set of fully in-house manufactured wet wipes. The expanded offering bolsters Harrisons’ support for key sectors of the economy, including foodservice, janitorial, facilities management, industrial, aerospace, automotive, and printing. The new products, each of which is available in a variety of formats, include: Surface Disinfectant Wipes that disinfect hard surfaces easily. They are highly effective against bacteria and viruses and fragrance-free. Probe Wipes that deliver quick, effective disinfection of temperature probes and small food-contact utensils. Food-safe, they are being made available with 70% Alcohol or as Alcohol & Quat Free. Hand Sanitising Wipes that provide quick, convenient hand hygiene in busy environments. Highly effective against viruses and bacteria and dermatologically tested for skin-friendliness, a plastic-free version of the wipes is available. Hand & Tool Wipes that tackle oils, grease, paint, adhesives, and grime, making on-the-spot cleaning simple without the need for water or harsh chemicals. Enriched with Aloe vera, they clean effectively while caring for skin, and are available with both smooth and dual-textured material. All Harrisons wet wipes are manufactured in Britain, rigorously tested in-house, and independently audited to multiple relevant EN standards in a UKAS-accredited laboratory to ensure consistent, compliant performance across applications. Commenting on the launch, Managing Director Stephen Harrison said: “Having invested in improving our manufacturing capabilities in the past year, we are confident that our wet wipes will provide our customers with the same high levels of quality that they expect from Harrisons – alongside the customer service and expertise that come with our products.” The launch follows Harrisons’ acquisition of the business and assets of Ecotech (Europe) Ltd last year, which added full wet wipe manufacturing capability to the business and expanded overall production output. Across its two UK facilities, Harrisons now has a total wipe manufacturing capacity exceeding 100 million m² per year. The new product launch will also be supported by Harrisons’ recent logistics upgrade, whereby the business now has access to 8,000 pallet spaces in a BREEAM-certified sustainable warehouse. This has bolstered Harrisons’ guarantee to distributors of 12 weeks of stock availability. For more details about Harrisons’ wet wipe products and wider range, visit here.

There is something quietly enchanting about a family business. Unlike impersonal corporations or online conglomerates, these family businesses carry with them stories, values, and traditions that span generations. Walk down any high street in Britain, and the magic is palpable in the small, independent shops, the bakeries that have been handed from parent to child, the artisanal workshops where craft and care are inseparable, and the family businesses that have stood the test of time, passing from generation to generation. Family businesses offer more than products, they offer continuity, trust, and a sense of belonging that cannot be bought. At the heart of this magic is the weaving together of family and work. For many family-run enterprises, the lines between home and business blur, creating a unique environment where dedication is personal, and success is shared. Children often grow up behind the counter, learning not just how to serve customers but how to embody the values of diligence, honesty, and respect. Skills are passed down alongside stories, recipes, and techniques, making the business itself a living extension of the family’s history. As Paul Andrews, Founder and CEO of Family Business United explains, "Every transaction, every interaction carries a human touch that reminds customers they are dealing with people, not just a brand." "This is what makes family businesses special. They care and want to do business authentically." Family businesses also have a remarkable ability to nurture community. Unlike large organisations, these firms often invest in relationships rather than just revenue. Shopkeepers remember regular customers’ names, bakers know their patrons’ favourite pastries, and artisans create bespoke products to meet individual needs. In towns and villages across the UK, family businesses are pillars of social life, sponsoring local events, supporting schools, and helping neighbours in ways that money cannot measure. As Paul continues, "The magic lies in this human connection, the sense that business can be kind, personal, and socially meaningful." The resilience of family businesses is another source of their enchantment. Generations of families have weathered economic storms, shifts in taste, and technological change, often relying on ingenuity and mutual support rather than scale or capital alone. This endurance gives them a depth and stability that is rare in modern commerce. Customers are not just buying a product; they are buying into decades of experience, a commitment to quality, and a tangible sense of continuity that spans time and circumstance. "It is the story that perhaps resonates the most," continues Paul. "People trust the name above the door, the business that has always been around and continues to be a constant present in every day lives." "These businesses become part of the fabric of the community and that is what makes them special." Perhaps the most captivating aspect of family businesses is the way they embody values in action. Integrity, care, generosity, and stewardship are not abstract concepts; they are lived daily in the way products are made, customers are treated, and staff are valued. During festive seasons or times of community need, family businesses often go above and beyond, reinforcing the idea that business can serve a higher purpose than profit alone. It is in these gestures, large and small, that their magic truly shines. In a world increasingly dominated by impersonal chains and rapid convenience, family businesses remind us of what commerce can aspire to be. They are storytellers, tradition-keepers, and community-builders rolled into one. Their magic is subtle but undeniable: it lives in the smile of a familiar shopkeeper, the aroma of a freshly baked loaf, the precision of a handcrafted product, and the legacy carried forward from one generation to the next. Family businesses are not just part of the economy; they are part of the fabric of life, weaving warmth, trust, and humanity into the everyday.

JCB has secured a massive deal to supply the United States armed forces with more than 500 machines in a deal worth up to $205 million, the company announced. The contract for 535 militarised versions of JCB’s 437HT wheeled loader has been secured with the United States Marine Corps (USMC) and will be supplied over the next decade. The contract is the third to be signed by the USMC, which five months ago placed a $45 million order for a militarised version of JCB’s 4CX backhoe loader. That followed a $39 million deal in 2024 for Multi Terrain Loaders, a militarised version of the JCB Teleskid compact tracked loader. Chris Giorgianni, Vice President of JCB Government & Defense said: “We are delighted to have secured our third contract in a row from the U.S. Marine Corps as it is testament to the reliability, robustness and suitability of JCB machines in military applications worldwide.” JCB will supply a number of test machines to the USMC later this year and it is anticipated that full production will begin in 2027. This latest contract with the USMC, which was secured after an extensive evaluation period, is part of JCB’s long-standing support of defence organisations around the world. JCB’s defence business has grown significantly over the last decade with almost 10,000 machines sold to militaries around the world. JCB has been awarded the latest defence contract as part of the Tractor, Rubber Tired, Articulated-Steering Multi-Purpose (TRAM) vehicle programme.

On a quiet industrial estate in east Leeds, among warehouses and ring roads, a familiar glow still flickers. It comes not from a screen but from polished chrome, curved glass and softly lit panels, the kind that once beckoned from American diners and British dancehalls. This is the home of Sound Leisure, one of the last companies in the world still manufacturing jukeboxes by hand. That such a business exists at all feels faintly improbable. That it thrives, exporting most of its products overseas and remaining family owned after nearly half a century, feels like a small act of cultural defiance. Sound Leisure was founded in 1978 by Alan Black, an electrical engineer with a fascination for the machines that once defined popular music culture. At the time, jukeboxes were already sliding into obsolescence, casualties of cassette tapes, home stereos and later digital media. But Black believed there was something enduring about the physical ritual of choosing a record, pressing a button and watching a machine come to life. Nearly five decades later, the company remains in family hands. Alan’s son, Chris Black, now runs the business alongside his wife, brother, eldest son and a workforce of skilled craftspeople drawn largely from the local area. From their Leeds factory, they craft wooden cabinets, wire electronics and polish metalwork that will end up in exclusive homes, bars, hotels and commercial locations across more than 45 countries. The machines themselves are unapologetically nostalgic. Many are modelled on classic American designs from the 1940s and 50s, complete with sweeping curves and glowing neon. But beneath the retro exteriors sit modern electronics, custom software and, in the majority of cases, the gentle crackle of vinyl. Sound Leisure was the first jukebox manufacturer worldwide to reintroduce a brand new vinyl playing jukebox, now its biggest-selling machine, a fact that neatly captures its willingness to lean into the past without becoming trapped by it. There is something quietly reassuring about the way the business operates. Apprentices learn traditional woodworking skills alongside newer technologies. Components are made and assembled on site where possible. Decisions are not rushed, and growth is measured rather than feverish. In an era of start-ups and scale-ups, Sound Leisure moves at a more human pace, concentrating on quality and honing its heritage. That rhythm has helped the company weather economic shocks, including the pandemic, which hit hospitality customers hard. While some orders dried up, demand from private collectors and overseas buyers continued. The resurgence of vinyl culture, driven in part by younger generations and custom builds for celebrities and world-renowned brands searching for tactile experiences, has also given the jukebox fresh relevance. Yet this is not simply a story about retro fashion. Sound Leisure’s machines are expensive, long lasting objects, designed to be repaired rather than replaced. In that sense, they stand in contrast to much of modern consumer electronics. They invite use, attention and care, qualities that feel increasingly rare. The family nature of the business shapes its tone. There is little appetite for relocation or outsourcing, despite the pressures facing British manufacturing. Leeds matters, not just as a base but as a source of identity and labour. Many employees have been with the company for decades, while others are second-generation workers themselves. Asked why jukeboxes still matter, Chris Black often returns to the idea of shared experience. Streaming services offer infinite choice, but they are private and invisible. A jukebox, by contrast, is communal. It announces itself. It turns music into an event. As Chris explains, “It is a real privilege to do what we do, manufacturing products that stand the test of time, creating memories for generations of families around the world that last a lifetime. I am really proud of what we do, our team and the quality of the products that we ship all over the world from our home here in Leeds.” “Being a family business is not always easy, and the uncertainty of the past few years has been tricky, but we continue to look to the future and have lots of exciting plans for 2026 and beyond." "As a family business, it is personal and I take immense pride in all that we do. Building on the legacy of the business my father founded, and continues to be a part of, makes it all the more special." "Family business matters to the UK economy in so many ways, as does manufacturing, and we will continue to be a Yorkshire manufacturing family firm, hopefully for generations to come.” In a world dominated by algorithms and earbuds, Sound Leisure’s glowing machines feel almost radical. They remind us that technology can be beautiful, that objects can have presence, and that family businesses, given time, patience and purpose, can still carve out space for themselves even when the rest of the world has moved on. To that extent, Sound Leisure is an iconic and powerful blend of past heritage, present drive and determination, and future ambition, continuing to create memories the world over. For more information on Sound Leisure the jukeboxes read more here .

Family firms sit uneasily between two magnets of modern capitalism. One pulls them towards profit, public markets and professional management; the other tugs them back to lineage, legacy and “the business as family estate”. That tension is where custodianship and stewardship live — the informal and formal practices by which families preserve the firm for future generations while trying to keep it commercially fit. The question for owners, advisers and markets is not whether families should behave like stewards — most do, in some form — but how culture, law and history shape what stewardship looks like in Buenos Aires, Mumbai, Riyadh or Helsinki. What We Mean By ‘Custodianship’ And ‘Stewardship’ At its simplest, custodianship is the mindset — and the set of routines — by which owners treat the firm as a thing to be kept, looked after and passed on rather than simply liquidated or cashed out. Stewardship describes a set of behaviours (long-term orientation, reluctance to extract short-term gains, emphasis on reputation and family mission) that tend to flow from that mindset. Both concepts are normative: they describe how a family thinks the firm ought to be treated, and they often underpin governance choices such as family councils, shareholder agreements, and formal boards. Research shows these attitudes can produce distinct advantages — resilience, a multi-generational horizon and loyalty — but also risks: entrenchment, nepotism and resistance to necessary change. The Broad Patterns Across regions a few patterns repeat themselves. First, many family firms combine informal, emotion-based governance with formal mechanisms — wills, shareholder pacts, family constitutions — to translate values into rules. Second, the stronger the family’s sense of socio-emotional wealth (the non-financial value attached to family control), the more likely it is that custodianship will dominate commercial logic. Third, professionalisation — hiring non-family executives, strengthening the board — is the most common remedy families use when custodianship risks suffocating growth. Fourth, the prevalence and form of those remedies vary with legal institutions, tax regimes and cultural norms. Fifth, multinationalisation and diaspora families complicate — and often accelerate the formalisation of — stewardship arrangements. These general claims are supported by cross-sectional surveys and the family-business literature. Asia: Collectivism, Clans And The Weight Of Continuity In many Asian contexts — particularly East and South Asia — stewardship often flows naturally from collectivist family norms and Confucian-influenced ideas about filial piety and duty. Scholars and practitioners note that trust, dense family networks and interlinked business holdings make informal stewardship effective: family members expect to subordinate personal ambition to the long-term survival of the family enterprise. That social capital lowers transaction costs and can support cross-generational continuity, but it can also entrench patriarchal succession patterns and resist meritocratic appointment. India and China provide contrasting emphases. In India, the archetypal family conglomerate historically combined strong founder authority with a preference for keeping control inside an extended kinship circle; more recently, public listing and regulatory pressures have nudged many groups towards clearer governance and external managers. In China, state relations, political connections and intra-family trust are powerful organising forces; the family often occupies a hybrid role between private owner and political actor, which colours how custodianship is practised. Both markets display a rising interest in formal family charters and succession planning as firms scale. The Gulf & Middle East: Patrimonial Control And Succession By Lineage In the Gulf and parts of the wider Middle East, large family groups often embody patrimonial ownership with a conspicuous emphasis on lineage and dynastic continuity. Control is concentrated and succession practices commonly favour male descendants, though those patterns are evolving under the influence of modern governance expectations and the need to attract foreign capital. Where stewardship is framed in dynastic terms, instruments such as family foundations, holding companies and trusts are widely used to preserve control while insulating businesses from personal liability and political risk. These structures can strengthen continuity but may also create opacity that worries minority investors. Europe: Institutionalisation, Shareholder Protections And The Professional Middle Way Europe presents a mixed picture. In parts of Northern Europe and the UK, longstanding traditions of family shareholding are balanced by well-developed corporate governance norms: independent boards, disclosure requirements and pressure from capital markets encourage families to professionalise while retaining strategic control. Southern and continental Europe, where family firms remain numerous, often show more complex ownership webs (holding structures, interlocking shareholdings) which both preserve control and create governance frictions. Across the continent, many families adopt formal constitutions, family councils and staged ownership rules to reconcile familial stewardship with institutional investor expectations. North America: Founder Stewardship And Market Discipline In the US, the archetype tends to be the founder or founder family that balances hands-on control with a willingness to use market mechanisms — public listings, outside directors, compensation tied to performance — to discipline management. Stewardship here often emphasises entrepreneurial legacy and brand stewardship rather than lineage per se. The market-oriented environment, strong investor protections and deep capital markets produce incentives for families to show professional governance if they want growth capital or wider legitimacy. Latin America & Africa: Patrimonial Legacies And The Push To Formalise In Latin America and many parts of Africa, family firms frequently arise from patrimonial and entrepreneurial roots, with a strong founder influence and family ties to regional economic and political elites. Governance practices can be informal and personalised; where institutions are weaker, owners rely on family networks and reputation for conflict resolution. Internationalisation and access to external capital are drivers for change, prompting investment in boards, transparency and succession rules, but the pace of transition varies widely by country and by firm. Culture Matters Culture shapes the lenses through which families view stewardship, but it does not determine outcomes alone. Legal frameworks (taxation, inheritance law), market depth (availability of external capital), the size and sector of the business, and family composition (number of heirs, diaspora links) are equally powerful. For example, two family firms in the same city may adopt radically different governance if one pursues rapid, capital-intensive growth and the other prioritises lifestyle and local control. Scholarship emphasises this heterogeneity and warns against easy regional stereotypes: family firms are not a single species but a genus with many subspecies. Practical Mechanisms Families Use Across regions, families deploy a familiar toolkit to translate custodianship into practice: family constitutions that set entry/exit rules; shareholder agreements that lock governance choices; family councils that separate emotional family matters from business decisions; professional boards that bring external oversight; staged ownership or buy-out mechanisms to manage dilution; and philanthropic vehicles to express the family mission without exposing the firm to reputational risk. These instruments are being updated to address modern pressures — digital transformation, ESG expectations and cross-border family dispersal. The Governance Balancing Act Stewardship is not invariably benign. The same features that preserve firms — long horizons, concentrated control and a reluctance to sell — can calcify poor strategy, protect underperforming relatives and deter external talent. Families face a classic governance trade-off: preserve control to protect the family legacy, or cede some control to attract the skills and capital that will secure the legacy. Recent practitioner literature stresses clearer succession planning, independent boards and pre-agreed exit rules as ways to avoid the “interpersonal chaos” that can undo multigenerational enterprises. Emerging Pressures Reshaping Custodianship A few modern developments are reconfiguring how stewardship is practised globally. First, the diaspora effect: when younger family members are educated and live across multiple jurisdictions they often demand clearer rules and professional management. Second, ESG and stakeholder pressures: external stakeholders now expect family firms to show transparent governance and social responsibility if they wish to access premium markets. Third, technology and generational attitudes: younger heirs often combine respect for legacy with a readiness to disrupt incumbent business lines. Advisory firms and family educators report increased demand for programmes that teach “stewardship behaviour” rather than mere wealth preservation. Custodianship and stewardship remain core to how family firms see themselves. The expression of those ideals differs around the world because of culture, law and market structure, but the fundamental problem is universal: how to honour a past without being trapped by it. Families that combine reverence for legacy with mechanisms that invite accountability, a family constitution that coexists with an independent board, succession rules that reward competence as well as blood, are best placed to transform custodianship from a sentimental posture into a source of competitive advantage.

In an industry often driven by short-term contracts and shifting ownership, Bagnalls stands out as a rare constant. Founded in 1875 and still family-owned nearly 150 years later, the Yorkshire-based painting and decorating specialist has grown from a small Victorian enterprise into one of the UK’s most respected names in its field — without losing sight of its roots. Headquartered in Cleckheaton with operations spanning the length of the country, Bagnalls has built its reputation on quality, craftsmanship and long-term relationships. From heritage restoration and major infrastructure projects to commercial and industrial contracts, the business operates at scale while retaining a distinctly personal ethos. At the helm today is Group Managing Director Stephen Bagnall, representing the fifth generation of the family to lead the company. For him, stewardship is as important as strategy. Stephen commented: “We’ve always seen ourselves as custodians rather than owners. The business has been here for generations, and our responsibility is to leave it stronger for the next one.” A Yorkshire business through and through Though Bagnalls’ reach is national, its identity is firmly rooted in Yorkshire values: straight-talking, hard-working and quietly proud. That grounding has shaped the way the company operates, from its approach to clients to the way it treats its workforce. “Yorkshire has a strong tradition of doing things properly,” Stephen explains. “There’s an honesty about that which runs through our culture. We don’t overpromise, and we stand by the work we do.” That philosophy has helped Bagnalls weather economic cycles, industry disruption and changing procurement models. While many competitors have been absorbed by larger groups, Bagnalls has remained independent — a conscious decision that informs everything from investment choices to staff development. People at the heart of the business Employing hundreds of people across the UK, Bagnalls places significant emphasis on training and long-term careers. Apprenticeships, many of them started by school-leavers, continue to be a cornerstone of the company’s workforce strategy. Stephen commented: "So many of our managers and senior people started on the tools, that creates a deep understanding of the job and a huge amount of loyalty. People feel this is a place where they can build a career, not just have a job.” That loyalty extends in both directions. The family ownership model allows Bagnalls to take a longer view when it comes to investment in people, equipment and safety — an approach that has paid dividends in retention and reputation. Balancing tradition with innovation While heritage is central to the Bagnalls story, the company is far from stuck in the past. Investment in modern coatings, digital project management and sustainable practices has ensured it remains competitive in a rapidly evolving sector. “Tradition doesn’t mean standing still,” Stephen says. “Our values stay the same, but the way we deliver has to keep moving forward. Whether that’s embracing new technology or improving our environmental performance, we’re always asking how we can do better.” Sustainability, in particular, has become an increasing focus, with the company working closely with suppliers and clients to reduce environmental impact while maintaining the high standards for which it is known. Looking to the next chapter Bagnalls celebrated its 150th anniversary in 2025, a significant milestone for the family and the business. Now the focus is firmly on the future. Growth remains important, but not at the expense of culture or quality. Stephen reflects: “Success for us isn’t just about turnover. It’s about reputation, about being trusted, and about knowing that we’re still a family business in the truest sense of the word." "Last year was an incredible year, celebrating our journey and remembering everyone who has played a part in it and it was emotional too. We moved into our new head office and built lots of references to the past in the design and refurbishment which adds our own personality and heritage to the offices but now we turn our attention to the future and the next 150 years and beyond.” In an age of constant change, Bagnalls’ longevity is a reminder that some business principles endure. Built on Yorkshire grit, family values and pride in workmanship, it is a company that continues to paint its future with the same care and attention that has defined its past

Johnston Carmichael has agreed a new partnership with STAC (Smart Things Accelerator Centre), underlining the firm’s commitment to Scotland’s innovation economy and supporting the next generation of tech entrepreneurs. Based in Glasgow, STAC is Scotland’s industry-led accelerator for product-focused tech startups. It provides an 18-month programme combining mentorship, investment readiness, and access to world-class facilities to help founders launch, build, and scale globally competitive businesses. It aims to position Glasgow as Europe’s leading hub for transformative technologies such as IoT, robotics, AI, and advanced materials, bridging the gap between academia and industry and driving sustainable growth for Scotland’s tech ecosystem. As part of the collaboration, Johnston Carmichael will provide extensive support to the 35 businesses enrolled in STAC’s current programme. This will include finance, tax and fundraising expertise that helps businesses navigate complex financial landscapes and secure the capital they need to scale; one-to-one mentoring, enabling STAC’s founders to address strategic and operational challenges; and specialist workshops, covering critical topics for high-growth businesses, such as investor tax reliefs and Enterprise Management Incentives (EMI). The group will also get access to the firm’s technology specialists, including partner Neil Wilson, who is an expert in working with high growth businesses, and Stephen Oates, partner and head of entrepreneurial taxes. Calum Purdie, Head of Technology and Life Sciences, Johnston Carmichael, said: “Partnering with STAC allows us to build on our growing role in Scotland’s tech ecosystem.    By sharing our expertise in finance, tax, and growth strategies, we aim to empower these businesses to scale successfully and contribute to Scotland’s reputation as a hub for technology and innovation.” To date, STAC has supported almost 90 early-stage companies, including Nooku, which has created a range of smart indoor air quality monitors designed to deliver healthier, happier homes. Since completing the STAC programme, Nooku has secured commercial collaborations with Dulux to showcase the measurable benefits of low-VOC paint and is joining with social landlord Wheatley Homes to install its indoor air quality technology in tenants’ homes. The Wheatley Homes initiative is part-funded by Innovate UK. Stefan Raue, COO and co-founder of Nooku, said: “Having access to Johnston Carmichael’s experts and network will be a huge boost for the founders taking part in STAC’s programme. Connecting with the right partners and receiving practical support is key to building a sustainable business.” Of the 35 businesses taking part in the current programme, 15 are spinouts from Glasgow University’s Infinity G initiative, several are spinouts from Strathclyde University, while the remainder were founded independently. Paul Wilson, CEO and co-founder of STAC, added: “Our mission has always been to create a centre of excellence for smart and connected technologies here in Scotland. Collaborations like this accelerate that ambition by giving founders access to the financial and strategic expertise they need to compete globally. Together, we’re building companies that will define the next era of innovation.” For more information about STAC and its programmes, visit here.

F.Hinds, one of the UK’s longest-established family-owned jewellers, has reinforced its commitment to responsible business, community investment and long-term high-street growth following an impressive performance in 2025. Looking ahead, 2026 marks 170 years of trading for the business, which remains under the leadership of sixth-generation members of the Hinds family. Across its retail estate, including leading outlet brand Chapelle, F.Hinds raised £40,666 for charity in 2025, demonstrating a clear, measurable commitment to ESG values and community engagement alongside commercial growth. A key focus of the year was the delivery of two national charity partnerships, both of which exceeded fundraising targets. In the first year of its partnership with Dementia UK, F.Hinds surpassed its £10,000 target to raise £14,433, supporting the delivery of frontline dementia care. The business also exceeded expectations in its ongoing support of BBC Children in Need, raising £12,074 to fund essential projects for children and young people across the UK. Complementing national partnerships, F.Hinds and Chapelle continue to operate a decentralised, colleague-led approach to community giving. In 2025, 84 local charities were supported, all nominated by store teams to reflect the needs of their local catchments. Beneficiaries included hospices, schools, sports clubs, wildlife sanctuaries, and community organisations, delivering tangible social value in every location the brands trade. Further charitable contributions during the year included Save the Children (£364), Thames Hospice (£4,000) and the Retail Trust (£5,968), underscoring F.Hinds’ support for both national causes and the wider retail sector. Andrew Hinds, Chairman of F.Hinds, commented: “Supporting our communities has always been integral to how we operate as a business. I am extremely proud of our teams across both F.Hinds and Chapelle for delivering outstanding results in 2025 - not only exceeding our national fundraising targets, but also driving meaningful local impact chosen by our colleagues themselves. This approach strengthens our culture, our communities, and our partnerships.” Alongside its community initiatives, 2025 marked a period of continued portfolio investment. The second half of the year saw new store openings and relocations across the F.Hinds and Chapelle estates. F.Hinds saw a return to Aylesbury with a brand new store in Friar’s Square Shopping Centre, and the opening of the business’s second Scottish store in Livingston. In August, the thirteenth Chapelle branch opened its doors at the new Cotswolds Designer Outlet in Tewskesbury. Building on this momentum, relocation of F.Hinds stores in Bradford and at Lakeside are scheduled for the coming months, reflecting sustained confidence in physical retail and long-term partnerships with landlords and destinations. Andrew concluded: “As we celebrate 170 years as a family business in 2026, we remain focused on sustainable growth, responsible retailing and continued investment in our stores, people and communities. Our heritage gives us a long-term perspective, and we are committed to building value for partners, customers, and future generations alike.”

Young people across North Glasgow will soon enjoy upgraded facilities and resources thanks to the work of Lambhill Stables. The charity provides a safe, welcoming space where the community can come together to learn, play and socialise. Lambhill Stables runs a wide range of activities for local people, including youth clubs, family nights, art classes, employability groups and seasonal boat trips. Every youth and community club session is free and includes a healthy, hot meal and the charity partners with organisations such as the local Citizens Advice Bureaux and the Department for Work and Pensions to offer benefits advice and support. With food and fuel poverty rising, these services are a lifeline for many families. Vicky, a parent who attends the Friday Night Family Night with her kids, explained how important Lambhill is to her family: “We absolutely love Lambhill Stables family club, they always go above and beyond for everyone and make sure everyone’s needs are met. My kids go to a number of clubs during the week, but Family Night is the only one they count down the days to go. As a family with children who have additional needs and a hyper toddler, the staff are amazing with every one of them and my kids have grown a bond with them.” As well as the Family Night the organisation also runs the 6+ Club, which families are quick to praise, with one parent saying: “This club is amazing! The staff are so kind and tend to my child’s needs. She is quite anxious at times, and the staff know how to keep her occupied and entertained. For those moments when she needs space, they give her that without making it a big deal or allowing other children to notice.” With Lambhill Stables proving to be a popular and, in some cases, essential destination for local families, much of their resources have become outdated or worn down due to years of heavy use. The Allied Vehicles Charitable Trust has stepped in with a £4,000 donation to replace and upgrade heavily used equipment, from arts and crafts materials to gaming consoles, sporting gear and outdoor play structures. These will help young people aged 6-18 build confidence, develop practical skills and stay active, while creating opportunities for families to bond and engage within their friends and neighbours. Pauline McKenna, a Youth Coordinator at Lambhill Stables, explained the impact the refreshed equipment will have on the club, saying: “The money donated by Allied Vehicles Charitable Trust is going to be just incredible. £4,000 might not seem like a lot to bigger charities, but to us it's a lot. It will keep our clubs open. It’ll provide us the ability to give good, healthy food, teach cooking skills to young people and families, and show them how to make food on a budget. If we don't have a budget, we can’t show families how to live on budget and that's what's going to keep us going.” David Facenna, Corporate Culture Director at Allied Vehicles Group, said: “We’re proud to support Lambhill Stables in their efforts to provide young people and families with safe, engaging spaces and activities. By upgrading equipment and resources, the charity can continue to make a real difference in the lives of local people and help young people develop skills that will benefit them for years to come.” This funding will make a real difference to the lives of young people in North Glasgow, helping them learn, grow and thrive in a safe and supportive environment.

Audiology group The Hearing Clinic UK has announced two new hires and a key internal promotion as it prepares for its next phase of growth. The Glasgow-based company is planning for future expansion in 2026 after enjoying one of its most successful years on record and welcoming more than 7,000 patients across 2025. The Hearing Clinic UK is now one of the UK’s leading independent hearing healthcare providers, employing nearly 40 people across Scotland and England. Specialist paediatric audiologist Dominique Stone has been promoted to clinical governance lead to help drive forward The Hearing Clinic UK’s gold-standard care as it scales the size of the business. As part of The Hearing Clinic’s ongoing commitment to delivering a consistent high quality of patient care, it has hired two new hearing aid dispensers Stuart McConnachie, 42, and Debs Muir, 32, who will be based at the group’s flagship St Vincent Place clinic in Glasgow, and offices in Stirling and Edinburgh. Chris Stone, founder at The Hearing Clinic UK, said: “Welcoming Debs and Stuart as hearing aid dispensers, as well as the promotion of Dominique to this key role within the business, is a real boost to our clinics across Scotland, and to our wider team here at The Hearing Clinic UK." “This news comes at an exciting time for The Hearing Clinic UK as we continue to focus on expanding our presence across the UK, ensuring more communities benefit from our personalised, high-quality audiology care." “As a group we are committed to delivering the highest clinical excellence of audiology care, including navigating the challenges presented by lack of access to the right hearing solutions.” The family-run group currently cares for more than 50,000 patients across the UK, operating 10 practices – from Stirling, at the gateway to the Scottish Highlands, to Glossop in Derbyshire. The business specialises in world-leading hearing technology and audiology solutions, delivered with craftsmanship, warmth and integrity. In her new role, Dominique will oversee clinical governance, patient pathway consistency, and professional development across the group, ensuring the highest standards of audiology care as the business scales. Stuart McConnachie, 42, joined the practice in November, bringing more than 14 years of audiology expertise to the group. Initially qualifying as a dispensing optician, Stuart’s move into audiology has been driven by a keen interest in continually developing not only his skill set, but his approach to patient care. “The Hearing Clinic UK’s approach to patient care is second to none, and I’m proud to be a part of that,” said Stuart. “The team is so patient-focused; they take time to go through full assessments properly with each patient, make sure they have all the information they need, and conduct a full hearing assessment process over multiple appointments to find the right solution." He added: “The people here are all fantastic – it’s a lovely, relaxed atmosphere in the clinic, which has helped me rediscover my love for the job. A desire to help people will stand you in good stead – care and empathy is at the heart of all that we do.” And Debs Muir added: “ Having come from a fast-paced clinic previously, I really appreciate that at St Vincent Place I have time to get to know my patients properly and find solutions that genuinely work best for them. Areas like speech testing are so important and need that time investment to be completed properly.” Debs began her healthcare career as an optical assistant in the eyecare sector before moving into audiology. Over seven years, she progressed from Hearing Care Assistant to fully qualified Hearing Aid Dispenser, a milestone achieved two years ago. Her day-to-day role will involve supporting patients at every stage of their hearing journey, from first-time assessments to long-term care. Outside work, Debs is a passionate music fan and enjoys attending gigs. “Working in audiology, I know I’m giving patients the ability to listen to their favourite song, or to appreciate music in greater detail, is something really special. I never take that for granted.”

St Austell Brewery has announced a year-long partnership with renowned endurance athlete Nick Butter and the immersive running retreat company he founded - Run Weekends. The collaboration will see Proper Job 0.5% - St Austell Brewery’s first low-alcohol IPA - featured at running events globally. Run Weekends offers running retreats, trail running holidays and mountain adventures around the world. Each trip is designed for groups of relaxed, like-minded runners to explore new places, forge new friendships and connect with the great outdoors. It was founded by Nick Butter, who made a name for himself by becoming the first and only person to run a marathon in every country around the world. The partnership will see Run Weekends participants enjoy Proper Job 0.5% at their events, as well the opportunity for people to get involved in competitions and pick up exclusive giveaways - including the chance to win a spot on any UK or European Run Weekends trip. Since its launch in October 2024, St Austell Brewery’s Proper Job 0.5% IPA has already scooped four major awards, firmly establishing itself as one of the best-tasting low alcohol beers on the market. Brewed with the same care and character as the original Proper Job, it delivers bold, citrusy hop notes and a crisp, refreshing finish. It’s the perfect post run pint - all the flavour, none of the compromise, just without the alcohol. Matt Heal, Senior Brand Manager at St Austell Brewery, said: “We’re thrilled to team up with Nick and Run Weekends. Our shared values make it an incredibly organic partnership grounded in Cornish roots, all about championing connection and the joy of living adventurously - qualities that our award winning Proper Job 0.5% celebrates in every sip.” Nick Butter, founder of Run Weekends added: “Cornwall is where my love of running began, so partnering with St Austell Brewery - a like-minded company - feels very special. Run Weekends are all about community, curiosity and pushing your limits in a healthy, sustainable way. Proper Job 0.5% is the perfect fit as a great tasting low-alcohol IPA. We cannot wait to share the work that has been happening behind the scenes.” The collaboration began at the first two retreats this year in Cornwall and will continue globally - from mountain adventures in the Dolomites to the Pembrokeshire trails in Wales.