50 per cent say money feels like a taboo subject in the UK, and an estimated 2.8 million adults would rather “do anything” than talk about it The impact is heightened during times of volatility as 29 per cent avoid conversations about finances even if it would help their situation These perceptions form at an early age – 59 per cent say how they learned about money as children shaped their financial behaviours today Achieving financial milestones in adulthood can overcome these barriers – paying off debt or starting to invest are shown to significantly boost long-term financial confidence To support consumers navigate the current geopolitical climate, Barclays is sharing practical ways to strengthen financial confidence during uncertain times New Barclays research shows that a long‑standing reluctance to talk about money continues to affect how confidently UK adults manage their household finances. While many avoid financial conversations – often reflecting attitudes shaped in childhood – there is growing recognition that being more open can make a real difference. With six in 10 UK adults (59 per cent) are concerned about the potential impact of the conflict in the Middle East on their household finances, greater confidence and openness around financial challenges could help people feel better supported and more able to navigate periods of volatility. Three in 10 (29 per cent) say they avoid talking about money even if they know it would help their situation, including four in 10 Gen Zs (39 per cent). Half of all adults (50 per cent) say it feels rude to discuss money, one in three (33 per cent) say talking about their finances makes them feel uncomfortable, and 5 per cent would rather “do anything” than talk about it, which equates to 2.8 million people. Money norms form in childhood Early experiences play a powerful role in shaping how comfortable we feel with money as adults. Analysis from Barclays’ and National Numeracy’s recent Nurturing number confidence report3 estimates that 2.1 million children in the UK have at least one parent with low number confidence, which shapes their relationship with numbers. Nearly six in 10 (59 per cent) say the way they learned about money as children has shaped their financial behaviours today. Almost a third of adults (31 per cent) say the children they know are already thinking about the lifestyle they want in the future and what they will need to do to financially achieve it – underlining the necessity of early education and support. The confidence to talk grows after positive financial moments The research also shows that achieving positive milestones or life events, such as buying a house or career changes, consistently strengthen financial confidence and encourage people to open up. Half (53 per cent) of those who experienced a positive event say it made them more willing to talk about money. Paying off a major debt boosted confidence for 70 per cent of people, while 56 per cent reported the same after starting to invest. Conversely, financial shocks, such as an unwanted reduction in working hours (44 per cent), a long-term illness or injury (43 per cent) and job loss or redundancy (41 per cent) are most frequently cited as having had a negative impact on financial confidence. Fraud concerns also persist, with 68 per cent saying that being scammed would significantly damage their confidence. Vim Maru, Chief Executive of Barclays UK, said: “Everyday conversations with friends and family can play an important role in shaping how we feel about our finances. Yet for many, a fear of judgement – or the sense that money is simply ‘not talked about’ – still holds them back." “During periods of volatility, household finances can come under real pressure, but clear and accessible support can help people feel more confident navigating these challenges. Our research shows that when people feel able to talk about their money and seek support, they are likely to make more informed choices. Over time, these benefits are felt not just by individuals, but, by the wider economy too.”

Demand for bicycles across Europe rises sharply within a small window each spring. For manufacturers and retailers alike, timely product availability is critical during this peak season. To reliably manage these seasonal surges, international children’s and youth bicycle manufacturer, woom relies on Gebrüder Weiss for its European logistics operations. Gebrüder Weiss transports woom bicycles and accessories such as helmets, baskets, and water bottles from production sites in Poland, Lithuania, and Romania to the Gebrüder Weiss logistics hub in Vienna. There, shipments are consolidated and subsequently distributed to retailers throughout Europe. Key sales markets include Austria, Germany, and Switzerland. Tanja Stätter, Senior Manager Transport and Logistics at woom says: “Especially in spring, bicycles and accessories must be available across Europe within a very short time frame. This requires a logistics solution that is reliable and capable of handling peak volumes. With Gebrüder Weiss, we have a partner that understands our requirements precisely.” Gebrüder Weiss operates a Europe-wide logistics network with daily scheduled line services and has been working with companies in the bicycle industry for many years. This enables the company to handle increased volumes at short notice, even during peak season. Using the myGW customer portal, shipments can be tracked digitally at all times, with real-time status updates and estimated arrival times available to woom as well as its retail partners. About woom woom is an international manufacturer of children’s and youth bicycles headquartered in Vienna, Austria. Founded in 2013 by Christian Bezdeka and Marcus Ihlenfeld in a Vienna garage, the brand quickly evolved from an insider tip to market leader in Austria. Today, woom is recognized well beyond Austria’s borders, with children and teenagers riding woom bikes in more than 40 countries worldwide, including the United States, the Middle East, and China. In the 2025 financial year, woom achieved record results, generating revenue of 149 million euros and selling 392,000 bicycles.

Hendy Group continues to strengthen its position as one of the UK’s leading automotive retail businesses, combining significant scale with the enduring values of a fifth-generation, family-run organisation. Operating across the South Coast from Devon to Kent, the Group represents 26 different marques across over 70 sales and aftersales locations and employs more than 1,500 colleagues. Under the leadership of Paul Hendy, the company has expanded significantly, growing sixfold since 2016 through a combination of acquisitions and organic development. That sense of continuity is reflected not only in leadership but in the relationships the business builds over time. A recent example saw the Hendy family reunited with a pristine Ford Anglia originally sold by Percy Hendy Ltd in Chandler’s Ford more than 75 years ago. The vehicle has returned to the very area where the business remains based today. It is now displayed at Hendy Ford showrooms, offering customers a tangible link between the company’s past and present. Paul Hendy, CEO at Hendy Group, commented: “As a family business, we see ourselves as custodians of something that’s been built over generations. That comes with a responsibility, not just to grow the business, but to look after our people, support our communities and maintain the standards our name stands for.” This philosophy is reflected in Hendy’s continued investment in skills and development. The Group has secured a top 20 position in the national Family Business Apprentice Employers Report 2025, underscoring its continued commitment to nurturing future talent. Alongside its focus on developing local talent, Hendy Group has long embedded charitable giving into its culture, with a commitment that spans more than 165 years. As the business has expanded across the South Coast, so too has its ambition to deliver a more coordinated and meaningful social impact. This is delivered through Hendy Foundation, the Group’s dedicated charitable arm, which provides ongoing funding and support to a wide range of local charities and grassroots initiatives. Its work spans youth development, health and wellbeing, and wider community support, ensuring that Hendy’s growth translates into tangible benefits beyond the business. The Group’s impact has also been recognised internationally. Ford Motor Company recently honoured Paul Hendy at its global “Salute to Dealers” event for his leadership and dedication to community service, naming him as one of just eight recipients worldwide. Alongside this community focus, Hendy remains committed to delivering world-class customer service across its multi-brand, multi-site operation. By combining operational scale with a relationship-led approach, the business continues to build long-term connections with customers across the region. While the automotive sector continues to evolve, Hendy’s approach remains consistent: growth driven by strong foundations, with family values embedded at every level of the organisation. It is this combination of sustained growth and family-led values that defines Hendy Group today.

The modern workplace likes to speak the language of wellbeing. Employers talk about psychological safety, open cultures and purpose-driven leadership. Yet for many workers, the daily reality is far less enlightened. Behind the rhetoric sits a familiar figure: the toxic boss. They may not shout or swear. Some are charming, even celebrated. But their impact is corrosive, eroding confidence, distorting judgement and, over time, pushing capable people out of organisations altogether. Toxic management is not a fringe issue. Research consistently shows that poor leadership is one of the primary reasons employees leave their jobs. It cuts productivity, increases sickness absence and damages institutional memory. Despite this, individuals who find themselves reporting to a toxic superior are often left feeling isolated, unsure whether the problem lies with their manager or with themselves. The first challenge is recognising toxicity for what it is. Work can be stressful without being abusive. Deadlines, scrutiny and high expectations are part of professional life. Toxicity, by contrast, is defined less by pressure than by pattern. It shows up in repeated behaviour that humiliates, undermines or destabilises. A boss who routinely shifts blame, withholds information, sets people up to fail or rules through fear is not simply “difficult”. They are exercising power in a way that damages others. This distinction matters because many high-performing employees are inclined to internalise mistreatment. They assume that if they worked harder, communicated better or showed more resilience, the situation would improve. In reality, toxic behaviour is rarely about performance. It is more often driven by insecurity, poor emotional regulation or an organisational culture that rewards results without scrutinising methods. Understanding this is not about absolving bad managers, but about freeing employees from misplaced self-blame. Once the problem is named, the task becomes strategic rather than emotional. The uncomfortable truth is that confronting a toxic boss head-on rarely produces a satisfying outcome, particularly when power is uneven. Instead, employees often have to manage upwards with care and calculation. This begins with observing patterns rather than reacting to individual incidents. Most toxic managers are not chaotic all the time. They have triggers, preferences and blind spots. Learning when they are most volatile, what they value and what they fear can help reduce exposure to unnecessary conflict. Clear communication becomes a defensive tool. Following up conversations in writing, clarifying expectations and documenting decisions can prevent goalposts from being moved later. This is not about bureaucracy for its own sake, but about creating a paper trail that anchors reality when narratives begin to shift. In workplaces where gaslighting thrives, written records become a form of self-protection. Documentation, however, should be discreet. Keeping a private record of troubling incidents, including dates, language used and witnesses, is often essential. Not because every case will end up with human resources, but because patterns are difficult to dispute when they are recorded calmly and consistently. Memory is fragile, particularly under stress. Notes restore clarity. One of the most damaging aspects of toxic management is isolation. A boss who controls information and visibility can make an employee feel professionally dependent, as though their future rests entirely in one person’s hands. The antidote lies in building relationships beyond the immediate reporting line. Colleagues in other teams, senior figures who recognise good work, mentors who offer perspective: all of these dilute the power of a single manager. They also provide alternative narratives about performance, which can be crucial when blame is unfairly assigned. Human resources departments are often seen as the natural route for redress, but expectations need to be realistic. HR exists primarily to protect the organisation, not to arbitrate every interpersonal conflict. Approaching HR emotionally, or with vague claims about a manager being “toxic”, is unlikely to succeed. What carries weight is evidence of repeated behaviour and its impact on work, morale or retention. Even then, outcomes vary. In some cases HR intervenes constructively. In others, particularly where a manager delivers results, problems are minimised or quietly ignored. Knowing this in advance allows employees to decide whether formal escalation is worth the risk. Throughout all of this, the toll on mental and physical health should not be underestimated. Toxic bosses have a way of colonising inner lives. People replay conversations late at night, brace themselves before meetings, and begin to doubt their own judgement. Over time, this constant vigilance can lead to burnout or anxiety. Protecting wellbeing is not a luxury; it is a prerequisite for clear thinking. Setting psychological boundaries, seeking external support and maintaining a sense of identity beyond work can make the difference between resilience and collapse. There is, however, a point at which strategy gives way to realism. Not every toxic boss can be managed. In some organisations, bad behaviour is tolerated or even rewarded. In others, complaints lead to subtle retaliation or stalled careers. When health deteriorates, ethical lines are crossed, or professional growth becomes impossible, leaving may be the most rational option. This is often framed as defeat, but it is better understood as self-preservation. Exiting well matters. Securing references from others, maintaining professionalism and resisting the temptation to vent publicly can protect future prospects. The aim is not to erase the experience but to extract its lessons without carrying its damage forward. The persistence of toxic leadership raises uncomfortable questions about modern work. As organisations chase performance metrics and growth, too little attention is paid to how results are achieved. Until that changes, individuals will continue to shoulder the burden of managing those who manage badly. Surviving a toxic boss is not about martyrdom or grit. It is about clarity, strategy and self-respect. Sometimes that means staying and navigating carefully. Sometimes it means leaving. In both cases, the goal is the same: to protect one’s dignity, health and professional future in a system that too often fails to do so itself.

As Rowlinsons marks its centenary, the story of the business stands as a powerful example of how a family firm can evolve, diversify and endure, while remaining true to its roots. The Rowlinson story begins with determination and hard work. James Rowlinson left school at the age of just twelve and found employment sweeping floors for a timber merchant. His work ethic and aptitude soon saw him rise through the ranks to become a timber salesman. By the early 1920s, he had made the bold decision to work for himself, setting up a small family business as a brass plate sales agent, buying and selling timber. Growth followed swiftly. Land was purchased alongside the Manchester Ship Canal on Trafford Park Industrial Estate, and in 1926 James Rowlinson & Sons was formally established. At the time, the British Empire was exporting capital goods such as steam trains, cars and large consumer items around the world. Aside from timber used in housebuilding, almost everything exported required crates or packing cases. With a sawmill and timber yard already in place, the Trafford Park site began manufacturing timber crates and cases, an operation that would underpin the business for decades to come. Expansion and Diversification As the years passed, Rowlinsons expanded significantly, importing timber from across the globe and supplying products ranging from construction carcassing to the finest veneers for high-end motor vehicles. Manufacturing capability grew too, encompassing prefabricated housing panels, wirebound containers, agricultural buildings, roof trusses, pallets, shuttering and more. With expansion came new locations. Sites were developed across the UK and Europe, and in the 1960s a major acquisition was made: a 20-plus-acre former RAF aerodrome at Wardle in Cheshire. Today, Wardle is home to the Rowlinson Group’s head office and the key manufacturing site for both Rowlinson Garden Products and sister company Rowlinson Packaging. The Birth of Rowlinson Garden Products By the late 1970s and early 1980s, the business faced another turning point. The move from conventional freight to containerised shipping, alongside the decline of softwood crates and boxes, meant Rowlinsons needed to identify a new manufacturing direction. The answer came through Britain’s growing enthusiasm for DIY. The launch of the Rowlinson 6×4 shiplap shed, the first of its kind, proved transformational. Manufactured from kiln-dried South African pine and retailing at just £99.99, it was robust, affordable and perfectly timed. Demand surged, further products followed, and Rowlinson Garden Products was born. Rowlinson Garden Products Today ws on generations of timber expertise, manufacturing excellence and a passion for innovation. It is now a leading UK manufacturer and importer of garden buildings, structures and storage solutions. The range has grown far beyond sheds to include garden furniture, grow-your-own products and landscaping solutions. With more than 400 products available, the portfolio caters for everything from traditional cottage gardens to modern, contemporary outdoor spaces. Many designs are developed in-house and protected by design rights, registered designs and patents, evidence of a business that continues to innovate. Leadership, Transition and the Next Generation The Rowlinson Group is led by Chairman Jimmy Rowlinson, working alongside the next generation of the family, Will Rowlinson. Supporting the family is a strengthened leadership team, including Alistair Sharman, who joined the board eight years ago at a crucial moment. Reflecting on that period, Alistair explains: “I joined the business at a critical point in its development, with Jimmy beginning to think about some sort of retirement and Will feeling that he was not quite ready to take over the helm." "My background in finance and IT was also fitting, as the Finance Director had just retired, so there was a clear business need for my skills. I was also able to help support the transition process.” Will’s journey within the family firm has been equally distinctive. Like many next-generation family members, he grew up alongside the rapid evolution of the internet and technology. Entering the business at a young age, he was keen to make his mark. He established an online garden products business, which grew quickly and allowed him to build a reputation in his own right. In 2024, he became Director of Consumer Products on the group board. As Alistair observes: “Will has done an incredible job, taking responsibility for pricing and commerciality, introducing new products and reshaping the range." "That is helping to drive the next phase in the journey of the family business.” Evolution with Purpose Rowlinsons is a strong example of a family business that has evolved and diversified while retaining core activities. Packaging remains one such cornerstone, with wooden crates still produced to transport products worldwide, from tall computer servers to automotive components. For Will, joining the family business felt natural rather than inevitable: “It was probably more likely for me to join because of my background in maths, economics and finance, but it has been a totally organic experience. It started with garden products, my interest in technology and the desire to get my teeth into my own project.” That project soon gained momentum. “We started with a few products, added more and the online business really began to take off. The pandemic accelerated that growth as people invested in their homes and gardens." "The business is still growing and my role continues to expand, with a greater need for product knowledge and a clear understanding of where we are going as a whole business.” Looking Ahead As Will steps further into leadership, learning and strategy have become central themes, “For me, the past 12 months have been about strategy, what products work, which channels we use, and identifying new opportunities. It’s about understanding what garden products of the future will look like and where we need to be in the market.” Data, he believes, is critical. “The world we operate in today is very different from generations past. We need to use data to our advantage, to understand our customers, what they want now and what they will want in the future, as well as to manage the supply chain effectively.” Each generation, Will reflects, has played its part. “My great-grandfather started the business, my grandfather built the packaging services, my dad explored new products and markets and introduced many ‘firsts’. I’ve been able to develop our digital strategy as we futureproof the business for the next stage of our journey.” A Century Milestone Now employing over 300 people and generating around £50 million in annual turnover, Rowlinsons makes a significant contribution to the local economy and community. Family values are deeply embedded in the culture—people matter, long-term decisions are prioritised, and customer experience remains paramount. As the business celebrates 100 years in 2026, Will reflects: “This is a proud moment for us all. My dad sees himself as a steward of the business, ensuring its continued success and survival. While the history and heritage are incredibly important, my focus is firmly on the future, making sure we continue to thrive for generations to come.” “For us, it’s not only our products that define us. It’s also the people we are fortunate enough to work with and supply. We’re passionate about creating relationships that last and this will continue to be a key pillar to our future success.” A remarkable family business story, and one that looks well placed to flourish for the next hundred years and beyond.

Check out the short film from The Great British Family Business Conference 2026 where over 220 delegates from the world of family business came together to listen, share, learn and network. The film truly captures the essence of the day and the atmosphere throughout and provides a good flavour of the nature and content of the event as well as the underlying purpose of Family Business United too. Find out more about The Great British Family Business Conference 2027 and book your tickets to join us here

Award-winning brand Kent Crisps announced the launch of new Beef Brisket & Stout Flavour crisps, a mouth-wateringly rich and savoury hand-cooked crisp developed in collaboration with historic Kent Brewer, Shepherd Neame. Staying true to their ethos of working with local Kent producers and iconic destinations, the new flavour brings together three iconic Kent brands: Kent Crisps, one of the UK’s few remaining independent snack brands; Shepherd Neame, Britain’s oldest brewer based in Faversham; and The Historic Dockyard Chatham, a symbol of Kent’s shipbuilding heritage. The launch took place onboard HMS Gannet at The Historic Dockyard Chatham yesterday (Wednesday 29 April 2026) where they were joined by trade contacts, press and Dockyard Veterans and ambassadors to celebrate the launch. The new flavour has been crafted using one of Shepherd Neame’s newest beers, Iron Wharf Stout – a dark, ruby-tinted nitro stout inspired by Faversham’s historic shipbuilding industry. The stout’s roasted malt character complements the savoury notes of brisket delivering a bold yet reassuringly traditional flavour. Linking into the county’s rich shipbuilding past, the collaboration features HMS Cavalier at The Historic Dockyard Chatham as the front of pack partner, celebrating Kent’s maritime history and reinforcing the brand’s strong regional identity. This partnership creates a compelling story for retailers seeking premium, provenance led products with clear consumer appeal both in the UK and internationally. Laura Bounds MBE, Kent Crisps Owner says: “We’re thrilled to be launching our new Beef Brisket & Stout Flavour crisps which represents months of hard work by the team and our partners." "The launch marks one of our most significant and exciting partnerships to date. Our ethos has always been to champion the very best of Kent, from exceptional local producers to the county’s world-class visitor destinations and this launch brings all those elements together in a way that truly reflects our values – I couldn’t be prouder.” Shepherd Neame Chief Executive, Jonathan Neame said: “At Shepherd Neame, we’re passionate about creating beers that reflect both our heritage and our spirit of innovation, so collaborating with Kent Crisps on this new flavour has been a natural fit. Iron Wharf Stout was inspired by Faversham’s shipbuilding past, and it’s been exciting to see its rich, roasted character brought to life in a completely new way." "This partnership is a great example of how local producers can come together to create something distinctive that celebrates the very best of Kent.” Richard Morsley, CEO of Chatham Historic Dockyard Trust adds: "This partnership is a true celebration of Kentish pride. By linking The Historic Dockyard Chatham with two of the county’s most respected producers, we are showcasing the very best of what Kent has to offer." "We are delighted to see Medway’s maritime legacy celebrated in this way. We look forward to seeing the Dockyard represented on shelves across the country and welcoming crisp lovers to come and see the real HMS Cavalier for themselves." This is the eighth flavour in the Kent Crisp’s range and uses Red Tractor Assured British potatoes which are hand-cooked for premium quality and texture, whilst being free from MSG and the top 14 allergens, making the crisps suitable for a wide range of consumers. Kent Crisps has a highly loyal customer base and marks their first new product launch since 2021, making it highly anticipated by both consumers and the trade. Photo: (l-r) Veteran David Adams LREM, Shepherd Neame Chief Executive Jonathan Neame, Kent Crisps owner Laura Bounds, Chatham Historic Dockyard Trust CEO Richard Morsely veteran.

St Austell Brewery is marking its 175th anniversary with the release of 1851, a special edition commemorative ale brewed to honour the year the brewery was founded. Created using historic brewing records from the brewery’s archive, 1851 draws inspiration from a recipe first produced to celebrate St Austell Brewery’s 150th anniversary. The original recipe was recorded by former brewer Merv Westaway in handwritten brewing journals that continue to inform and inspire the business and its beers today. Georgina Young, Brewing Director at St Austell Brewery, said: “We wanted to create something that genuinely reflected our history - not just a beer to mark a milestone, but one that connects us directly to the brewers and practices that shaped the business.” Faithful to those historic notes, 1851 uses pale Cornish malt alongside amber malt, wheat malt and a small addition of Caramalt. The brewing journals also record that the barley was originally malted at Tucker’s Maltings in Newton Abbot, a respected regional malting that played an important role in the brewery’s past prior to its closure. Traditional Fuggles hops provide the beer’s characteristic earthy, piney bitterness, with the original records even noting the hop grower by name - Cooper’s Farm in Kent. Later hop additions include Styrian Goldings, now known as Celeia, sourced from Slovenia, adding soft floral notes that balance the malt profile. While deeply rooted in brewing heritage, 1851 has been produced using modern brewing techniques to ensure consistency and quality. The brewing team carefully translated the historic recipe into a contemporary process, preserving its character while meeting today’s standards. Pouring a deep mahogany colour, it is a 5.1% ABV ale, offering gentle biscuit notes from the wheat, subtle dryness from the amber malt and a rounded, balanced bitterness. “It’s a very honest beer,” Georgina added. “It reflects the way we’ve always brewed - with care, attention to detail and respect for the process.” 1851 forms part of St Austell Brewery’s wider 175th anniversary cask beer collection, which has revived and reimagined brews from the brewery’s archive. Drawing on recipes dating back to the 1800s, the collection celebrates some of the most well-loved beers in the brewery’s history alongside reworked versions of its current core range. Proudly independent and family owned since 1851, St Austell Brewery today supports more than 160 pubs across the South West, including 45 managed pubs, and is the region’s leading drinks wholesaler. Brewed exclusively for the anniversary year, 1851 is available for a limited time on cask only in select pubs across the South West. About St Austell Brewery St Austell Brewery was founded as a family-owned company in 1851 and has been fuelled by Cornish spirit and independent thinking ever since. Celebrating its 175th anniversary this year, it is the South West’s leading brewing, hospitality and drinks wholesale business.

Glasgow - People facing food insecurity in Maryhill will continue to receive emergency assistance and essential supplies during a period of rising need, thanks to the work of a trusted local foodbank. B.J.O Amara Association was set up in response to increasing food poverty in the area. It offers a welcoming environment where people are treated with dignity and respect, acting as a point of contact where local people can access wider support when needed. Founded in 2016 by Karen Amara and named in honour of her late father, what began as a small, community-led initiative has grown into a well established service supporting individuals and families experiencing financial crisis. In the decade since it was founded, the charity has built strong partnerships with local organisations, schools, and other charities, enabling a more coordinated approach to supporting local people in need. This collaborative work has helped extend the reach of the foodbank and boost community resilience, but demand has risen sharply in recent years. As the cost of living continues to squeeze household finances, more people are turning to the service due to low income, unemployment, or sudden changes in circumstances. To help B.J.O Amara Association meet rising demand, the Allied Vehicles Charitable Trust has made a donation of £2,000 to strengthen the foodbank provision in Maryhill and ensure essential food and supplies remain available to households who need them most. Karen Amara, founder of B.J.O Amara Association, said: “We are incredibly thankful for this support, which comes at a crucial time for our community. The £2,000 donation enables us to respond to rising levels of need, ensuring that no one in our community has to face food insecurity alone." "This funding will allow us to continue delivering essential support in Maryhill while maintaining a welcoming, dignified service for everyone who relies on us.” Gerry Facenna, founder and owner of Allied Vehicles Group, said: “Local foodbanks are under real pressure just now, and organisations like B.J.O Amara Association are doing everything they can to support people through very challenging circumstances. We are pleased to provide this funding to help them continue their great work in Maryhill and make sure practical support is there for families when it is needed most.” The funding from the Allied Vehicles Charitable Trust will help ensure that people across Maryhill can continue to access food and practical support close to home, at a time when many households are facing sustained financial pressure. Top Photo: Gerry Facenna, Allied vehicles Group

M&S has become the first UK retailer to launch its much-anticipated Jersey Royal potatoes, thanks to its longstanding 10-year relationship with the Le Maistre family. The family has been farming the soil on Jersey since 1841 and is led by sixth-generation farmer Philip Le Maistre, who works alongside son Phil Jnr and brother Peter, as well as a team of local experts. Despite one of the wettest and more challenging planting seasons on record, the team’s potatoes have this week hit the shelves across 80 M&S stores in the UK, with their signature unique and nutty flavour. Customers can also find the Jersey Royals in M&S stores across the island, including its King St St Helier, St Brelade, St Clement, St John, St Peter and St Martin stores – operated by Sandpiper. The Le Maistre family is one of eight Select Farmers M&S is working with across Jersey this season, spanning 2,500 fields. M&S has a dedicated team on-site on the island to ensure customers experience exceptional flavour and quality. Every field is sampled and only packed for M&S if it passes a rigorous taste panel test. To help guarantee the highest quality, M&S uses a unique hydro-cooling process to chill the potatoes within hours of being harvested. This rapid cooling locks in freshness, ensuring each potato reaches stores in peak condition. Philip Le Maistre Jnr said of the launch: “It’s a real tradition for us to get the first harvest of the season onto M&S shelves. While my dad, uncle and I have never seen a planting season with such continuous rain, we’ve taken great care, planting more by hand and using the same traditional methods my great-grandfather did, to ensure the potatoes get the best possible start." "Our team works incredibly hard to deliver the very best taste, and we’re proud that families across the UK will be able to enjoy a product that is as fresh as it can possibly be.” The Le Maistre farm is part of M&S’ Plan A Farming for the Future programme and are LEAF Marque certified growers, combining traditional and modern methods to grow potatoes more sustainably. Harry Wilder, Senior Agronomist at M&S, added: “The arrival of Jersey Royals in our stores is always a highlight for us, signalling that spring and the very best of British produce season is here. Our relationship with our growers is what makes this possible and the Le Maistre family's passion and expertise, passed down through generations, is remarkable. Their hard work means we can be the first to bring these delicious, seasonal potatoes to our customers." The new season Jersey Royal potatoes are now available in 80 M&S stores across the UK, extending to over 100 stores from 1st April, just in time for Easter. M&S also has a dedicated Jersey Royal recipe section on its website, available here, from Honey harissa roast salmon and Jersey royal roasties to Jersey Royal focaccia.

Manchester-based HMG Paints has continued to demonstrate its strong commitment to charitable causes and community projects through a series of fundraising events and paint donations, supporting both national charities and local organisations. As the business marks its 95th anniversary, it has taken the opportunity to reflect on its long-standing commitment to supporting charitable causes and giving back to the communities it serves, reinforcing the strong values that have remained central to the business over the years. A strong emphasis is placed on employee involvement at HMG, with staff playing a central role in shaping the company’s charitable activities. Employees are given the opportunity to vote on the charities the business supports, ensuring the causes chosen to reflect those that matter most to them. This inclusive approach helps to drive engagement across the organisation, whilst also reinforcing HMG’s identity as a 95-year-old family business, where community, collaboration and shared responsibility remain at its core. A key initiative saw employees take on the Yorkshire Three Peaks Challenge, with a team of 24 staff travelling to the Yorkshire Dales to complete the demanding route in under 12 hours. The challenge, which included climbs of Pen-y-ghent, Whernside and Ingleborough, raised over £1,500 for Macmillan Cancer Support. The event held particular significance for those involved, with participants pushing their limits while supporting a cause close to many across the business. In addition, staff also undertook the traditional Three Peaks Challenge, raising more than £2,500 for staff-selected charities including Cancer Research and Francis House Children’s Hospice. This challenge saw participants climb Ben Nevis, Scafell Pike and Snowdon over the course of three days, highlighting both individual determination and strong team collaboration. These fundraising efforts brought colleagues together to support causes that resonate personally across the business. The level of support received from the wider community further reflected the impact of these initiatives. Speaking on the fundraising efforts, Kate Puć, Fundraising Officer at Francis House Children’s Hospice, said: “We would like to say a huge thank you to HMG Paints for their fantastic fundraising efforts. The support shown by the team makes a real difference to the children and families we care for across Greater Manchester, helping us to provide vital services.” Alongside these challenges, internal initiatives have also played a role, including a charity Christmas bake-off that brought together employees from across the business to create and share festive treats, judged by volunteer staff members, as well as other various fundraisers held throughout the year. Beyond fundraising, HMG has continued to support local community projects through practical contributions. One such example includes involvement in the restoration of the Bromley Underpass as part of the Great British Spring Clean, where the company supplied products including C71 Speedline and Solvent Based Masonry Paint, working alongside the Central Neighbourhoods Team in Collyhurst. Further local support has been provided to the Lalley Centre, where HMG supplied HydroPro Garden paint and staff volunteered their time to help revitalise the charity’s allotment space, creating a more welcoming and vibrant environment for those who rely on its services. These initiatives highlight HMG Paints’ continued commitment to supporting the communities it serves, combining time, expertise and resources to make a meaningful impact beyond its day-to-day operations. The business looks forward to building on this work, with further fundraising challenges, community projects and partnerships planned as part of its ongoing commitment to social responsibility.

Bestway Wholesale has appointed Charles Abraham as Food Service Director, strengthening its senior leadership team as the business accelerates its growth across catering, foodservice and the on-trade markets. Charles has extensive senior leadership experience across the foodservice and wider food and hospitality related industries, delivering growth and transformation in commercial, operational and strategy roles. Most recently Charles had been working with Gate Gourmet, supporting growth and operational change in the UK. Prior to that he worked for Sodexo as the Director of Foodservices, where he was responsible for the food strategy and transformation programme in the UK&I business. Speaking of his appointment, Charles said: “I am delighted to join Bestway and excited by the opportunity to grow and develop the foodservice wholesale business, and after 30 years working in foodservice and hospitality, I understand the needs of the customer which is even more critical in these challenging times for the industry” Dawood Pervez, Managing Director of Bestway Wholesale, added: “We are delighted to welcome Charles to the Bestway team. His leadership and extensive industry knowledge will ensure we deliver greater value, insight, and strategic support to our catering customers nationwide.” Bestway Wholesale operates one of the UK’s largest independent wholesale networks, serving retailers, caterers and licensed operators through its nationwide 70-depot estate and delivered infrastructure. Charles’ appointment reinforces Bestway’s continued investment in specialist capability as it expands its presence in high-growth hospitality and foodservice channels.