Perdue Farms today recognized Mike Levengood, Chief Animal Care Officer, for being named the USPOULTRY Workhorse of the Year, one of the poultry industry’s highest honors recognizing ‑long-term service, steady leadership, and meaningful contributions to both the industry and the U.S. Poultry & Egg Association. The award was presented Monday evening during the Chair’s Reception, part of the International Production & Processing Expo (IPPE) in Atlanta. Levengood brings more than 40 years of service in the poultry industry, including four decades at Perdue Farms, where he has built a career grounded in operational excellence, animal care leadership, and strong partnerships with the farmers and associates who raise Perdue’s chickens. He began his career with the company in 1984 as a flock advisor and advanced through nearly every level of live production and operations at the company, including Area Coordinator, Plant Manager, Complex Manager and Vice President, before assuming his current role. Jim Perdue, chairman of Perdue Farms commented: “Over more than four decades of working together, Mike has demonstrated the steady leadership and dedication that keep Perdue Farms and our industry moving forward. He has earned the respect of farmers, associates, customers and peers by living Perdue’s values each and every day.” As Perdue’s Chief Animal Care Officer, a role established for him in 2016, Levengood has played a key role in advancing the company’s industry ‑leading Commitments to Animal Care, influencing more than 100 animal care initiatives, helping position Perdue as a leader in responsible poultry production. His work has also helped thousands of associates and customers gain a deeper understanding of poultry production — from hatchery to farm to processing — reinforcing the care, accountability, and responsibility at the heart of Perdue’s approach. In his current role, Levengood is also responsible for Perdue’s relationships with farmers and has strengthened Perdue’s engagement with the farmers who raise its chickens, helping foster open communication, regional farmer councils, and new tools to gather and act on farmer feedback. Beyond his work at Perdue Farms, Levengood has been a longstanding contributor to the poultry industry. He has served on the USPOULTRY Board of Directors since 2022, including as board chair, and has held leadership roles with the National Chicken Council Growout Committee and the Delmarva Land and Litter Collaborative, supporting research, education, and sustainability efforts across the industry. Nath Morris, president of USPOULTRY commented: “Having worked at Perdue under Mike’s leadership and having him serve as our board chair at USPOULTRY, it is indeed a great honor to present this distinguished award to Mike in recognition of his dedicated service to both the poultry and egg industry and USPOULTRY. Through steadfast service and a genuine commitment to supporting others, Mike has made a lasting and meaningful impact on both the industry and USPOULTRY.” Last year, Levengood was recognized by his alma mater, Penn State University, where he was named the 2025 Outstanding Alumnus by the College of Agricultural Sciences and inducted into the Armsby Honor Society. The USPOULTRY Workhorse of the Year Award honors individuals whose careers exemplify enduring dedication, servant leadership, and meaningful contributions to the poultry industry. Levengood’s career reflects those values through his focus on people, animals, and shared responsibility.

The Munnelly Group has announced strong annual results for the year ending 2025, with the business demonstrating ‘resilience and strategic discipline’ in what continues to be a challenging market environment. One of the UK’s leading construction and infrastructure delivery partners, the multi-brand group has continued to deliver stability, growth and exceptional value to its clients, despite sustained margin pressure and industry-wide uncertainty. Key figures from the annual results for 2025 include: Turnover: £167m. Profit Before Tax: £1.55m. EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation): £2.26m. Cash Reserves: £7.3m, representing a 35% increase year-on-year. No third-party borrowing. Last year, the business moved to ensure future continuity with a leadership transition, which saw long-term CEO Phil Munnelly move into the new role of Chairman and be replaced by his son, Paul David Munnelly. Throughout 2025, the Group has continued to expand into new markets, deepen client partnerships and invest in technology and ESG initiatives to future-proof the business. This strategic repositioning has strengthened the Group’s role as a delivery partner across the built environment, supporting projects from early engagement through to completion. With a healthy order book, strong liquidity and a diversified operating model, the Munnelly Group now enters 2026 well-positioned for continued growth, investment and expansion. Phil Munnelly, Chairman of the Munnelly Group, commented: “These results reflect more than financial performance. They demonstrate the value of diversification, disciplined decision-making and a relentless focus on operational excellence. In a difficult market, the Group has remained resilient, adaptable and well-positioned for the future.” Graham Fisk, Group Finance Director, added: “Maintaining a strong balance sheet with no third-party borrowing has been a key priority. This financial discipline gives the Group the flexibility and confidence to invest, adapt and pursue growth opportunities as markets evolve.” Paul David Munnelly, Group CEO, added: “The Munnelly Group enters 2026 from a position of strength. With a strong balance sheet, diversified service offering and clear strategic direction, the Group is focused on continued investment in people, systems and capability." “Alongside organic growth, the Group will also actively explore selective, disciplined acquisition opportunities that align with its long-term, sustainable and risk-managed strategy, as we further strengthen our position across the built environment.” Established in 1982, Munnelly Group has evolved into a leading multi-business organisation, delivering innovative solutions across technology, geospatial surveying, preconstruction consultancy, access control, security, resourcing, payroll and construction logistics. Photo: CEO Paul David Munnelly and Group Chairman Phil Munnelly.

Bagnalls, a national painting contractor with a Head Office in Cleckheaton, understands more than most that the world of sustainability is always evolving. Thanks to the company’s commitment to reducing its environmental impact, it has become a positive example of progress for other businesses within the painting and decorating sector. This is just one of the many reasons why Bagnalls’ Sustainability Coordinator, Ben Featherstone, was asked to speak at the World Sustainability Congress 2025, alongside professional partner CBRE. We caught up with Ben to get his insights into sustainability and how things are set to change for businesses operating in 2026 from an environmental perspective. An ongoing commitment to the environment “We recognise that Bagnalls has an ongoing commitment to the communities that we work within, as well as the natural world as a whole,” Ben says. “This commitment has brought about a number of changes within the business over the years, not least my own qualifications. “Bagnalls has made it possible for me to study for a Sustainability Business Specialist Level 7 MSc. My specialist knowledge in this area allows me to keep abreast of the regulatory changes coming up, which will impact both our suppliers and us." “For example, responsibilities around ensuring sustainable products and packaging are set to extend. Bagnalls is preparing to make sure we’re on hand to help our suppliers with this transition as much as we can." “Ultimately, this change will help to bring our levels of waste down. We recycle a large proportion of our waste, but we will be seeking to limit our incineration waste even further in the future by developing systems that our suppliers – and potentially other companies within the sector – will be able to benefit from.” The future is collaborative Collaboration and partnerships are extremely important for Bagnalls when it comes to lowering carbon emissions and encouraging other companies in the industry to think about their own sustainability credentials. Ben explains: “We have just completed an effective year of collaboration with CBRE, showcasing our success with decarbonisation in line with their carbon reduction plan." “Bagnalls was shortlisted alongside CBRE at the World Sustainability Awards, thanks to the work we completed after engaging with CBRE’s Carbon Trace Programme and reducing Scope 3 emissions.” Ben travelled to Amsterdam to speak alongside CBRE’s Vice President of Responsible Procurement, Alexandra Delval Faure, for a joint session describing the partnership and goal of reducing carbon emissions. “It was really exciting to tell Bagnalls’ story in front of global leaders in the sustainability field,” he continues. “It was also great to hear about the challenges they themselves are facing in terms of supplier engagement. I was able to offer guidance so they can go back and further engage their supply chain, which felt really productive.” Why should companies care? Sustainability is becoming ever more important to the average consumer: buyers are now willing to pay 9.7% more for a sustainably sourced product, with 85% of people dealing with the first-hand effects of climate change day-to-day. It’s clear that all businesses, whether B2C or B2B, need to place their sustainable credentials front and centre to remain a company of choice for the increasingly climate-conscious customer. Ben recognises this demand: “Providing sustainability credentials to customers is becoming increasingly important. That’s just one of the reasons why I’m extremely proud that Bagnalls has reduced our Scope 1 and 2 emissions by 10% since 2022. Our initiatives are clearly working well!” "Beyond customer demand, the government is also getting involved, cracking down on company emissions. “There is set to be more emphasis on sustainability reporting regulations in 2026 and beyond, as well as further planned focus on EV vehicles,” Ben explains. “Bagnalls will be looking to upgrade our fleet of vans to increase our EV provision, helping to protect our planet. We’re also committed to Net Zero by 2048, a really important focus for both our team, but also our customers and the local communities we work within. What should businesses aim for? Collaboration is key. If your company is looking to enhance its environmental credentials, follow Bagnalls’ example and start partnerships with relevant schemes in your industry. Ben explains: “We have a number of sustainability-focused partnerships that I’m very proud of. I’m particularly looking forward to continuing our collaboration with The PDA and its Paint Green pledge throughout 2026 and beyond, helping to drive environmental improvements within our industry as a whole." “We are also part of Crown Trade’s CanBack scheme, allowing us to recycle our metal and plastic paint cans so that they don’t end up in landfill. With only 2% of all paint in our sector successfully recycled, it’s really important for us to help boost this statistic." “Our industry has an ambitious target of recycling 75% of our paint cans by 2030, which means it’s essential that we get the word out there about schemes like CanBack!" “Bagnalls also has an extremely beneficial relationship with Paint 360, a fantastic organisation that converts waste paint back into brand-new paint. Each litre of this new paint has a percentage of recycled content. I’m thrilled that Bagnalls gets to be a part of this exciting new development in terms of sustainable paint manufacturing!” It’s clear that collaboration with change makers in the industry has helped propel Bagnalls’ sustainable policies forward and shape Ben’s goals for 2026 and beyond. Whether you’re a big player in the painting and decorating sector, or a small company with fewer than 100 team members, there is always something you can do to become more sustainable. Make 2026 the year of green policies and sustainable methods for your business. Credit: Bagnalls with this link .

Another big name is set to make Wakefield’s City Fields it’s new home as Aldi confirms plans to open a store at the site’s District Centre. Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth, said: “Aldi will be another great addition to City Fields and the local area. The new store will give residents more choice about where to shop and create job opportunities for local people." “It’s great to see global brands showing confidence in our district as a place to invest and do business. Residents have waited patiently for new facilities at City Fields. I’m pleased that we’re seeing them start to come through and look forward to more announcements very soon.” Aldi currently operates 1,052 stores across the UK and employs in the region of 45,000 staff, making it one of the largest supermarkets in the country. Mark Stringer, Aldi Real Estate Director, said: “We’re delighted to confirm our plans to open a new Aldi store at City Fields, building on our strong existing presence in Wakefield and our long-term commitment to serving customers across the city." "City Fields is an exciting development and we’re pleased to be part of the vision for the new District Centre. We are working closely with the developers of this scheme to progress our new store as the wider project moves forward." "We’re proud to continue investing in Wakefield and to bring even more residents access to the high-quality, affordable groceries they expect from Aldi.” The City Fields Site is currently being prepared for construction to start, with more announcements from prospective new leisure and retail businesses expected to follow. Daniel Newitt, Director at Stirling Investments, said: “We’re really pleased to be able to bring forward the new District Centre at City Fields, as we know how important this is for local people. And Aldi is another great addition to the site.” With groundworks already underway it’s expected the site will be ready for new businesses to move into the new District Centre before the end of 2027. Photo : Councillor Jack Hemingway, Wakefield Council’s Cabinet Member for Regeneration and Economic Growth

For all the romance that surrounds family enterprise, the problem of engaging the next generation is best understood in pragmatic terms. Continuity is not secured by birthright or sentiment, but by incentives, institutions and credible opportunities. The most resilient family businesses recognise that younger family members will commit their talent and energy only if the enterprise offers purpose, competence and agency, rather than obligation. The task, therefore, is less about preserving the past than about designing conditions in which the next generation rationally chooses to participate. A shared and convincing sense of purpose sits at the centre of this calculus. Next-generation engagement is stronger when the firm’s objectives extend beyond the narrow pursuit of profit and are clearly linked to the family’s values and to the firm’s role in society and the market. Making the family story explicit, its origins, trade-offs, moments of risk and the principles guiding key decisions, reduces informational asymmetry and helps younger members understand the asset they are being asked to steward. Crucially, when next gens are invited to help update the long-term vision, incorporating contemporary concerns such as sustainability, technology and social impact, the business signals adaptability rather than nostalgia. Human capital, however, does not accumulate by osmosis. Families that rely on informal exposure tend to produce either underprepared heirs or disengaged spectators. More successful firms invest in structured development pathways that mirror professional talent pipelines. Early exposure through site visits or internships gives way to rotational roles and, later, to education in governance and ownership that is clearly differentiated from management training. Formal instruction in finance, strategy and digital capability, combined with mentoring from both senior family members and external advisers, raises competence while reinforcing the norm that learning is a permanent requirement, not a rite of passage. Equally important, though less easily quantified, is the emotional infrastructure of the family firm. Engagement is higher where communication is open and dissent is permitted without penalty. Psychologically safe forums, family councils, assemblies or well-run informal gatherings, lower the cost of participation and improve the quality of decision-making. Where families also invest in explicit rules for handling conflict, including facilitation and clear escalation processes, disagreements are less likely to metastasise into long-term disengagement. In economic terms, such arrangements reduce the transaction costs of working with one’s relatives. Responsibility, too, must be real. Symbolic titles and tightly constrained roles offer little return to ambitious younger members. By contrast, engagement rises when next gens are entrusted with meaningful mandates and measurable outcomes, particularly in areas of innovation. Many family firms now create controlled environments, pilot projects, spin-outs or dedicated investment funds, where younger leaders can deploy capital, test new models and absorb failure without threatening the core business. Clear objectives and feedback mechanisms ensure that autonomy is matched by accountability, aligning incentives with performance. Finally, clarity around succession, ownership and governance is not optional. Ambiguity in these domains acts as a powerful disincentive, encouraging passivity or exit. Families that address succession early and transparently allow younger members to form realistic expectations and to invest in the capabilities required for future roles. Separating the spheres of ownership, governance and management, and offering distinct pathways within each, helps match individual preferences with organisational needs. Codifying these arrangements through constitutions, shareholder agreements and family councils turns intent into enforceable structure. In short, next-generation engagement in family firms is not a matter of sentiment but of design. Where incentives are aligned, institutions are clear and opportunities are genuine, continuity becomes a rational choice rather than a moral burden.

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