Hendy Group has extended the number of people who have been with the business for 25 years or more with the addition of three new colleagues from Portsmouth to its ‘25 Year Club’. This takes the total tally across the business to 170 colleagues – more than 11% of the total workforce – cementing the Group’s position as an employer of choice across the south of England. Joining the Club in 2025 are Ian Lush, Parts Team Leader at Hendy Portsmouth Renault; Neil Restorick, Service Desk Engineer from Hendy Portsmouth Car and Van Store; and Harry Pearson General Manager from the Hendy Portsmouth Ford and Kia dealership. On 12th September, Hendy Group Chief Executive and fifth-generation family member, Paul Hendy hosted a dedicated event to celebrate the careers and achievements of the new members and welcomed them to the exclusive ’25 Year Club’. The celebratory event featured presentations and speeches from the Hendy leadership team, as well as an award ceremony where each inductee was presented with a commemorative carriage clock. Speaking on the day, Paul Hendy commented: “The ’25 Year Club’ is crucial for highlighting the success and dedication of our long-serving employees and showing our gratitude for their commitment to the Group’s success. It is also a chance to inspire the next generation of Hendy colleagues by demonstrating the range of long-term career opportunities we have to offer.”

One of Dartmouth’s most iconic buildings, the Royal Castle, has reopened this week following a transformational renovation by St Austell Brewery. The 17th century pub, which sits proudly on the harbourfront, has been sensitively restored over the past nine months. St Austell Brewery has worked meticulously to preserve the site’s historic features while giving it a new lease of life which will help secure its continued success for generations to come. Andrew Turner, Chief Operating Officer at St Austell Brewery, said: “We are thrilled to be reopening the doors of the Royal Castle. This much-loved building needed significant investment, and we are delighted to have been able to sensitively restore it to its former glory, while respecting its rich heritage." “As a business, we are committed to continued investment into all of our pubs across the South West, providing beautiful places for our guests to eat, drink and stay." “Our exceptional team, led by General Manager, Matthew McKinley-Booton have returned to deliver memorable experiences for the local community and welcome new faces from near and far.” The renovation has seen key elements of the pub reused and repurposed, including existing timber wall panelling, the reupholstering of existing furniture and timber listed floorboards. The site’s Victorian windows - previously hidden behind partition walls - have also been restored and its new pale-plaster coloured frontage pays homage to its likely original stone façade. All 24 bedrooms at the Royal Castle, many of which have views overlooking the Dart Estuary, have been given a fresh look and feel inspired by the site’s waterside location. Guests can enjoy a variety of bar areas and dining experiences, tailored to suit every occasion. On the ground floor, the Dory Lounge offers a cosy space ideal for informal drinks and light bites, complete with a dedicated area for sports viewing, while the Ketch Bar features comfy nooks and open fires. Towards the rear, a more traditional pub atmosphere awaits. Upstairs, the Sloop serves everything from coffees to cocktails, from breakfast through to bedtime. A private dining area is also available to hire. Original artwork of the local area - including prints by contemporary artist, Kim Carlow - are displayed alongside historic oil paintings, fusing tradition with modern design. The materials and colour palettes - soft sandy pinks, deep earthy reds and oceanic green blues - have been inspired by the Dartmouth landscape. With a dedicated kitchen team at the helm led by head chef Iain Aldous, the pub’s refreshed menu champions local suppliers. Dishes such as pan-roasted pigeon breast, steamed cider mussels and mushroom bourguignon pie feature alongside a catch of the day, landed locally. St Austell Brewery crafts award-winning beers including Proper Job, korev, and Tribute at its breweries in St Austell and Bath. In addition to its 45-strong managed estate, the company operates 123 leased and tenanted pubs across Devon, Cornwall and Somerset. The Royal Castle’s transformation marks the seventh major refurbishment in the company’s managed pub estate in the past three years, following projects at the Wellington in Boscastle, the Pier House in Charlestown and most recently, the Pedn Olva in St Ives.

Munnelly Support Services has appointed Meg Reed to the role of Managing Director as part of a new strategic focus on growth and innovation. With a wealth of senior leadership experience from across construction, logistics, aviation and infrastructure, Meg has been tasked with leading the business into an exciting new era with key goals in digitalisation, sustainability, client partnerships and service excellence. The leading UK provider of construction logistics services, Munnelly Support Services, has provided innovative solutions to some of the most prestigious construction and infrastructure projects in the UK, including Heathrow Terminals 2A and 2B, the Olympic Athletes Village, Lord’s Cricket Ground, and the ‘Walkie Talkie’ building in London. Having delivered complex operational programmes and driven business transformation at some of the UK’s most high-profile projects, Meg’s work in brand, strategy, business growth and bids makes her the ideal person to lead the business as it looks to build on its impressive growth, strengthen its market position and secure long-term partnerships with major clients. She takes on the position of Managing Director for Munnelly Support Services following the sad passing of Andrew Rhodes earlier this year. Munnelly Group CEO, Paul David Munnelly, said: “What stood out most in our selection process is Meg’s combination of strategic vision, commercial acumen and hands-on operational expertise. She is also known for her inclusive, energetic leadership style, building high-performing teams, driving innovation and creating real value for clients." “This is an exciting step forward for Munnelly Support Services. Meg will be looking to build on our reputation as a trusted market leader as we continue to innovate and develop our services to provide even greater value for our clients.” Meg, who started in the role on October 1, said: “I am excited to be given the opportunity to lead Munnelly Support Services into its next phase of development and look forward to working with the team on what is an already strong pipeline of projects, clients and future work." “The MSS team has a strong heritage, having supported the delivery of some of the biggest and most complex projects in recent history. I will be looking to build on those foundations as we continue to deliver high-quality and client-focused solutions.”

UK consumers are the most likely to think that fraud will become a bigger issue for banks and insurers in the next five years, compared to other European countries. The new findings from CRIF, Europe’s leading provider of consumer and credit information, shows that four in five Brits (84%) expect the scale of fraud to become an even bigger issue between now and 2030, with the level of expectation higher than in Germany (80%), France (77%), Italy (76%), and Poland (76%). Brits are also the most likely to expect a major cybersecurity incident in the next five years, with a similar proportion (81%) predicting that a significant data breach at a major bank will compromise personal information in the coming years. This compares to an average of 74% across the rest of Europe. As well as leading Europe in terms of fraud concerns, the research also reveals sharp divides between age groups around attitudes and behaviours towards financial fraud. Nine in ten Baby Boomers (92%) and Gen X (88%) now believe financial fraud will become a bigger issue, compared with a lower – but still significant – three in four Gen Zs (75%) and Millennials (76%). However, when asked about what they are most worried about negatively impacting their finances in the next five years, just a quarter of Gen Zs (24%) and millennials (26%) ranked fraud as one of their top concerns, compared to nearly half (49%) of Baby Boomers. Despite having overall lower levels of worry around the threat fraud can pose to their finances, UK Gen Zs are currently at significantly greater risk from scams, with young adults more likely than older generations to fall victim to financial fraud and lose larger sums of money. Sara Costantini, Regional Director for the UK & Ireland at CRIF, said: “Fraud may not be a new phenomenon, but the digital age has undoubtedly created more sophisticated ways for criminals to exploit consumers and businesses." “UK consumers clearly feel the most pessimistic about the situation, with expectations for fraud to get worse by 2030 and a widespread belief that major cyber breaches are inevitable. These concerns send a clear signal that fraud prevention and cyber resilience must remain top priorities for the financial services sector." “At the same time, there are striking generational differences. Older consumers are the most concerned, yet it’s younger generations who are more likely to fall victim – and lose more when they do. This underlines the need for greater collaboration across the sector to improve security, raise consumer confidence and ensure we reduce the impact of fraud in the years ahead.” Despite efforts to tackle it, the scale of financial fraud continues to generate major losses for the sector and its customers. Last year, fraud cost consumers and financial providers over £1.1 billion, according to UK Finance. As financial services continue to digitise, the pressure on banks, insurers and other providers to safeguard consumers will intensify. Nearly three-quarters of Brits (75%) now believe government and regulators will need to step in more forcefully to control the use of data and tackle fraud as a result. The new data forms part of CRIF’s upcoming Banking on Banks report – the second of 2025. The first report, published in June, looked at the biggest changes to the financial services sector across Europe over the last decade, drawing on the views of both consumers and senior financial services professionals working in the UK, and serving European markets. The second report, to be published in October, will look at the trends and issues that are expected to shape European financial services in the decade ahead.

A popular Indian restaurant is saying thank you to its most loyal customers by throwing a VIP anniversary party to mark a quarter of a century in Warwick. The team at Warwick Spice are hosting the special ticketed event to celebrate 25 years of serving local curry lovers in the same month as National Curry Week. (October 6th-12th) It is the fifth in a series of Indian restaurants to have occupied the Smith Street premises dating back almost 90 years, following Veranda and, before that, Ashas, Baratam and Assam Bengal. In the building’s most recent chapter, the popular family-run restaurant has accumulated a host of culinary awards, including Top 10 Indian Restaurant in UK two years running, in 2017 & 2018 – and won the affections and loyalty of thousands of customers. Looking back, manager Hosoun Miah said: “Those 25 years have gone by so quickly. I remember my first day vividly when I had to tip a large bucket of water over my head because I was so hot. I didn’t rest a single minute." “It was extremely hard in the initial weeks months and years to survive. Wages were building up week by week and we were running out of funds and ideas when it came to marketing the business." “One of the biggest challenges we faced was Covid which forced our business to close for several weeks and the newest challenge is trading in a climate of constantly increasing costs. But we are sure, with the support of our loyal customers and all the locals, we will get through." “There was a point where we thought we’d possibly have to close down because sufficient business wasn’t coming in, but we kept on believing in our menu and our service and, with suppliers’ help, we pushed on. And here we are today.” The carefully selected menu has been specially crafted to offer a wide variety of Indian and Bangladeshi cuisines, including Chef’s Specials. It has also accumulated a host of culinary awards over the years, including Top 10 Indian Restaurant in UK two years running, in 2017 & 2018. Open 365 days a year, it is once again offering a special Christmas Day Menu. Houson said: “It is our belief in what we are doing, the consistently high level of food and service, that has kept us going this long, even seeing off competition along the way." “Every Warwick Spice meal is individually cooked to order so that it accurately captures the flavours and aromas of the food from our own home region. This means the dishes can vary slightly each time they are cooked and can be adjusted to suit personal taste and preference. Our experienced chefs are always willing to create a special dish for our diners using quality ingredients.” The restaurant has played host to many events across the years, including Bollywood and Elvis nights as well as their regular ‘An Evening With’ events with former snooker champions Steve Davis and Dennis Taylor. Special guests at the 25th anniversary event, on Wednesday, November 12th will also be treated to entertainment including live sitar music and a table magician. There will also be a raffle to raise funds for one of the restaurant’s most supported local charities, Molly Ollys. Molly Ollys works to support children with terminal or life-limiting illnesses and their families and help with their emotional wellbeing. As well as providing more than 4,300 wishes to date, they donate therapeutic toys and books to both children directly and to hospitals throughout the UK. The charity is just one those to benefit from fundraising support across the years, others including Myton Hospice, British Red Cross and Warwick Hospital.

In the ever-evolving landscape of Australian commerce, one pillar remains remarkably steadfast: the family business. Often passed down through generations, family-owned enterprises are more than just economic units – they are cultural institutions that blend tradition, resilience, and community-mindedness. From sprawling agribusinesses to retail giants, family businesses underpin a significant portion of Australia's economy, while fostering long-term thinking, local employment, and social cohesion. Economic Significance Family businesses are integral to Australia’s economic fabric. According to the Family Business Association (FBA), family-owned enterprises account for approximately 70% of all businesses in the country. These firms contribute to around half of Australia’s GDP and employ over 50% of the workforce – a testament to their ubiquity and importance. Unlike publicly listed companies beholden to short-term shareholder returns, family businesses often prioritise sustainability and intergenerational stewardship. This approach has helped many such businesses endure economic downturns, market volatility, and global disruptions – including the COVID-19 pandemic – with notable agility and resilience. Cultural and Social Impact Beyond numbers, family businesses have deep roots in local communities. Their success is often tied to the places where they began, leading many to reinvest profits locally, support community initiatives, and maintain a sense of responsibility towards staff and stakeholders. This blend of personal values with corporate governance distinguishes family enterprises from their corporate counterparts. Moreover, family businesses often embody Australia’s entrepreneurial spirit. They reflect the journey of migrants, pioneers, and visionaries who built enterprises from the ground up, shaping not just industries but the identity of modern Australia. The Challenge of Succession Despite their strengths, family businesses face unique challenges – the most significant being succession planning. Transferring leadership across generations can lead to internal conflict, governance issues, and even business decline if not managed effectively. However, an increasing number of Australian family businesses are adopting professional governance frameworks and seeking external advisory boards to navigate this delicate transition. Some of Australia’s Most Prominent Family Businesses Several Australian family businesses have grown from humble beginnings to become national and global players. Below is a list of some of the most successful and enduring family-run enterprises in the country: 1. Hancock Prospecting Founded by: Lang Hancock One of Australia’s most profitable private companies, Hancock Prospecting is a major force in the mining and resources sector. Gina Rinehart has transformed the company into a mining powerhouse, continuing the legacy of her father. 2. Visy Industries / Pratt Industries Founded by: Richard Pratt A global packaging and recycling giant, Visy is one of the world’s largest privately owned packaging companies. The Pratts have championed sustainability and innovation in the manufacturing sector. 3. Linfox Founded by: Lindsay Fox Linfox is one of the largest privately owned logistics companies in the Asia-Pacific region. The business continues to evolve with a strong focus on safety and environmental responsibility. 4. Westfield (Now part of Scentre Group) Founded by: Frank Lowy Frank Lowy, a Holocaust survivor and immigrant, co-founded Westfield, which became a globally recognised shopping centre empire. While the retail arm has since merged into larger corporate structures, the Lowy family legacy remains deeply embedded in the business world. 5. The Gandel Group Founded by: John Gandel A major player in property investment and development, the Gandel family’s business interests span retail, property, and philanthropy. Chadstone Shopping Centre – the largest in the Southern Hemisphere – is part of their portfolio. 6. Coopers Brewery Founded by: Thomas Cooper in 1862 As Australia’s largest locally owned brewery, Coopers remains fiercely independent and family-controlled, resisting numerous takeover attempts while expanding its national footprint. Looking Ahead: Innovation Meets Tradition The future of Australian family businesses lies in their ability to adapt while preserving the values that define them. Increasingly, younger generations are bringing digital innovation, sustainability, and diversity into the fold. This synthesis of modern thinking and traditional wisdom positions family businesses to thrive in a rapidly changing world. As Australia continues to navigate global economic shifts, the enduring values and economic clout of family-owned enterprises ensure they will remain not just relevant, but essential.

Contractor Henry Brothers Construction has started work on a major refurbishment scheme at Wolverhampton Central Police Station. The renovation on the Bilston Street site will take 16 months to complete. The station will remain open to the public throughout. Once the work is complete, the site will have better victim facilities, provide officers with a modern workplace and safeguard the long-term future of the city centre building. Managing Director of Henry Brothers Construction, Ian Taylor, said: “We are very pleased to be starting work on this scheme to refurbish Wolverhampton Central police station, as we take great pride in working alongside our bluelight clients. The creation of a more modern police station will provide improved facilities for West Midlands Police and allow officers to better service the local community.” Henry Brothers will employ a number of local people including apprentices on the refurbishment scheme, ploughing money back into the local economy. Speaking about the refurbishment, West Midlands Police Chief Constable Craig Guildford, said: “These essential works represent a major investment in policing in Wolverhampton and this iconic building. Every penny will be spent wisely, with local businesses and local people benefitting from this injection of cash into the local economy." “Policing has changed considerably since the station opened 33 years ago, especially our focus on victims - which is more important now than ever. The work which is underway includes improvements to victim care facilities as well as staff areas.” The building - which has not been updated since it was opened by Princess Diana on 31 July 1992 - requires substantial essential work including replacing windows, installing a new heating/cooling system, repairing leaks and damp, creating new victim care rooms, insulating the building, installing solar panels and LED lighting to reduce energy and more. Safety and security systems will be upgraded while an employee café will be built on site and managed by a local non-profit organisation. The aim is for the charity to provide training and work for people who have historically been excluded from the local job market, including people who have experienced homelessness, disabled people and people with no formal qualifications. It’s a model which has been successfully implemented in other areas of West Midlands Police and proven popular with officers. Chief Superintendent Anthony Tagg, responsible for policing across the whole of Wolverhampton, said: “I’ve been really clear that operational policing must not be affected while the refurbishment takes place. Our brilliant officers and staff will be going out of their way to make that happen." “To minimise disruption, some teams have been temporarily moved to Wednesfield and Bilston police bases, where they continue to serve the city’s communities while the remainder continue to work from Wolverhampton Central.” Cash for the £9 million critical works has come from making better use of West Midlands Police’s estate, reducing energy consumption and other cost savings that have made the service more efficient and more effective, such as the introduction of robotics to automate administrative processes and artificial intelligence to answer all non-emergency calls. Money for the works can only be spent on buildings and equipment, and not officers. Police and Crime Commissioner Simon Foster said: “I am pleased that we have secured the long-term future of Wolverhampton police station through this vital investment. This is a clear indication of my commitment to neighbourhood policing, to ensure officers and staff have the facilities they need, to provide the public with an effective and efficient police service." “By modernising the police station, we are not only improving working conditions for our hard-working police officers and staff but also enhancing the service we provide to victims of crime and the wider community." “This investment is part of my wider strategy, to ensure that West Midlands Police is fit for policing in the 21st century, with an accessible, reassuring and visible police presence, based in the communities it serves – preventing and tackling crime and keeping people, families, businesses and local communities safe and secure.” Henry Brothers Construction is part of The Henry Group, which comprises a number of manufacturing and construction sector companies, ranging from external construction through to interiors fit out. In partnership with its valued clients, it has a proven track record in education, defence, commercial, industrial, transport and healthcare sectors.

Nestled in the heart of Paisley, a town just outside of Glasgow, lies one of Scotland’s most enduring names in recruitment: Stafffinders. It is the oldest, and arguably the most deeply rooted family-run recruitment agency in the country. Over a period of more than five decades, it has weathered economic shifts, changing attitudes to work, and the rise of digital technologies, all while remaining committed to people, place, and family values.  Beginnings In Paisley   Established in 1971 in St Mirren Brae, Paisley, by the father of the present owner, Jane Wylie‑Roberts, Stafffinders started life serving the local labour market, placing temporary, contract, and permanent staff across sectors as needed. Over the years, what began as a small neighbourhood agency grew, first by reputation, then by geography, now covering Scotland, the wider UK and Ireland.   Growth, Generational Change, And Expansion   In 2006, Jane became CEO after a management buy-out from her father and sister. Determined to honour her father’s legacy while modernising the company, Jane oversaw significant expansion and diversification into new industries. Today, Stafffinders recruits across a wide spectrum, from hospitality & catering to industrial sectors, IT & Digital, Property, Legal, Commercial, Office Support and Accountancy & Finance.   In addition to Stafffinders, Jane founded Kingpin International 11 years ago, a specialist recruitment firm focused on placing senior tax professionals with Big 4 firms and multinational companies worldwide.  Together, the two businesses now work with organisations across the UK, Ireland, and beyond, headhunting for senior appointments such as Operations Directors, Finance Directors, HR Managers, and niche specialists. Whether filling local roles or international executive positions, the Stafffinders and Kingpin teams are recognised as experts at solving “hard-to-fill” recruitment challenges.  Family Values At The Core   What truly sets Stafffinders apart is not just its longevity, but its values. Despite its national reach, the Stafffinders headquarters remains in Paisley town centre 55 years on.   Jane has always championed the identity of Stafffinders being a family business, actively supporting Scottish Family Business and highlighting the essential role family-owned companies play in local communities.  These values are reflected day-to-day, focusing on building long-term relationships, offering a personal service and ensuring continuity for staff, clients and candidates alike.   Supporting other family-run businesses in attracting and securing key talent has become a true specialty for Stafffinders. As these firms trust the team’s deep understanding of the unique dynamics of family-run enterprises and value their ability to identify people who will make a lasting, positive impact.  Adapting Through The Decades    To survive more than five decades in recruitment is to adapt; to changing labour laws, evolving markets and workplaces, changing expectations of employers and employees and to the rise of digital recruitment tools. Stafffinders has embraced many of these changes and makes clear that it remains modern and forward thinking.    Their accomplished Director, Tamlin Roberts, is the driving force behind their strategic vision and investment in innovation, automation and digital tools. With a background in Software Engineering his expertise in technology is unparalleled; he is constantly on the lookout for cutting-edge solutions to integrate into Stafffinders processes, ensuring they remain at the forefront of industry advancements.   In the last few years, they have accelerated the use of technology to significantly reduce the administrative burden on consultants, allowing them to focus on the service they provide to clients and candidates. Stafffinders has also invested in developing unique tools for candidate attraction and engagement, enabling more sophisticated profiling of both candidates and roles to improve job-matching.    Community And Recognition  Stafffinders has not operated in isolation. In its home region, it has become part of the business ecosystem: engaging with chambers of commerce, participating in awards (including Family Business of the Year), and contributing to local skills and employment initiatives. They work closely with the UK’s schools and colleges to provide support and jobs for the next generation of workers.   The team actively raises money for local charities. Currently, they support Beatson Cancer Charity, but in the past, they have also supported Alzheimer Scotland, MND Scotland, Motor Neurone Disease, Recovery Across Mental Health and Cash for Kids. They aim to do everything they can to support their chosen charities. As a team, they volunteer their time to organise regular fundraising events and promote the charity’s incredible efforts throughout their online channels.   Looking Ahead    In just a few months’ time; Stafffinders will mark over 55 years in business. They remain dedicated to balancing tradition with innovation, continuing to place staff in multiple sectors, for permanent, temporary and contract work.   Jane sums it up best: “Finding talented, resilient and hardworking people for companies and hearing how they have positively impacted growth is just one of the reasons I love leading our family business." "Our work has woven into the fabric of thousands of wonderful companies and working closely with them allows us to show them when usual talent comes onto the market so that they can have an opportunity to meet them first. It’s a privilege to play our part in identifying great talent." Significance & Legacy   Stafffinders represents everything people admire in a family business: longevity, stability, strong community ties and adaptability. In a sector that can often feel impersonal and transactional, Stafffinders is proof that businesses built on trust, values and relationships can endure and flourish.

On the outskirts of Glasgow, in the Hillington industrial estate, stands McAlpine Plumbing, a company whose name may not always appear in front doors, but whose work flows unseen through plumbing systems across the UK and beyond. Since its founding in 1907, McAlpine has quietly built a reputation not just for pipes, traps and fittings, but for innovation, integrity and a family culture that has endured through more than 100 years of change. A Humble Beginning Turned Into Lasting Legacy The story begins in March 1907, when James Barbour McAlpine, then works manager at Egerton & Co, seized an opportunity. Egerton & Co was in liquidation, and McAlpine purchased its assets—Thistle Works in Govan—borrowing from the bank and from his family to acquire what would become McAlpine & Co. It was a bold move: secure the means of production, take responsibility, and build something of one’s own. In the years that followed, McAlpine grew steadily. During the First World War it kept up orders—partly through work associated with the Govan and Clydeside shipyards. In peace time, and following global conflict, the company delivered plumbing fittings to prestigious projects such as the ocean liners Queen Mary and Queen Elizabeth I. A key turning point came in 1946 when McAlpine relocated part of its operation to a unit in Kelvin Avenue, Hillington. This move signalled a leap; it placed the company in the heart of post war rebuilding in Glasgow and positioned it for expansion across the plumbing trade. Perhaps one of the most significant developments was in 1957, when McAlpine became one of the first UK plumbing firms to adopt plastic extrusion technology, enabling them to produce plastic plumbing traps. It was a risk—new materials, new processes—but it turned out to be a decision that helped the business stay ahead of evolving market demands. Through the 1960s and 1970s, McAlpine continued growing. It acquired Wylie Redman in 1962, adding precision tool making capability. Lindvale Plastics followed in 1969, diversifying its portfolio of products beyond traditional plumbing pieces to include items such as traffic cones and other moulded plastic goods. With that expansion came exports, first in relatively modest numbers, then more widely. By the 1980s, McAlpine was producing thousands of components across multiple factories, exporting to many countries around the world. Values, Vision and What Drives Them From its earliest days, McAlpine has been a family owned business, and that fact still colours how it operates. Quality is never compromised. McAlpine sets high standards for its products: rigorous testing, even in cases where formal certification is not available, is undertaken locally. Even with automation, robotics and advanced machinery in their manufacturing plants, there remains a deliberate commitment to the human touch—in assembly, in finishing, in inspection, in doing the kind of adjustments or handiwork that machines cannot replicate. Another core value is innovation. McAlpine’s history is full of firsts: first in Britain to manufacture plastic traps in the 1950s, among early adopters of new materials, early exporters, novel product lines, continuous updating of product designs in response to what tradespeople need. They describe themselves as “providing better solutions for the trades,” a phrase that captures both utility and ambition. Straightforwardness is also central to their identity. McAlpine aims to make the complicated plumbing industry more accessible—products that are reliable, service that is honest, guidance that is clear. There is pride in working with the trade, listening to feedback, designing in ways that save installers time, reduce complications, limit waste. Standing the Test of Time, Staying Family led One of the striking things about McAlpine is not just its age—over a century—but that it remains owned by the family that founded it. Through two world wars, through decades of industrial change, shifting materials, fluctuating markets, McAlpine has retained its identity. It is not merely surviving, but evolving, adapting, renewing without losing its roots. The work culture reflects this history. Many employees stay with McAlpine for long periods; some start on the factory floor and rise through the ranks. There is a sense of loyalty, of shared endeavour, of caring for workmanship, and of caring for people. McAlpine invests in skills, in testing, quality assurance, in facilities, all pointing to more than short term profit. Purpose Looking Forward McAlpine’s purpose has never been static. While its early years were about taking over lead pipe and trap production, then shifting post war to meet the needs of housing, shipbuilding and infrastructure, the firm has constantly asked: what do plumbers need now? What materials, what products, what solutions? The world changes—materials change, regulations, sustainability, environmental demands—but McAlpine strives to lead rather than follow. Exports are now a major part of the business—products made in Glasgow are used in homes, commercial buildings and installations in over 100 countries around the world. This global dimension amplifies rather than dilutes their roots. Customers in the trade depend on McAlpine not just for a product, but for reliability, clarity and local in feel service even when orders span continents. Innovation remains central: new product lines, new material technologies, maintaining UK manufacturing even as many businesses offshore or scale back, investing in people, factory machinery and testing processes, all signal that McAlpine is thinking long term. And To The Future In a crowded market of plumbing products, McAlpine stands apart because it has earned trust. Tradespeople know that if a product bears the name, it will work, will meet standards, will perform under stress. It is trusted in everyday homes and in demanding commercial and export markets. But more than that, McAlpine matters because it is a rare example of a business that combines scale with integrity. It makes thousands of kinds of products, sells worldwide, uses advanced manufacturing, yet holds fast to family values, to honest communication, to innovation that serves, and to a strong, loyal workforce. A proud legacy with a commitment to the future.

Nestled in the heart of Greenock, a picturesque coastal town along the River Clyde in Scotland, lies one of the country’s best-kept secrets in the world of confectionery. Golden Casket, a proudly family-run business has been spreading sugary joy to the nation for over six decades. Renowned as the home of iconic brands like Millions sweets, the company’s story is one of resilience, innovation, and an unwavering commitment to quality—all embraced by a distinctly Scottish sense of tradition. Founded in 1959 by Douglas Rae, the Golden Casket Group emerged from a vision and work ethic that would transform British confectionery. The business quickly earned a reputation for its high standards and personal touch. Rae’s passion permeated every decision he made, and his belief in family values laid the foundation for what has evolved into one of the UK’s leading independent confectionery companies. The real synergy in Golden Casket's story stems from the partnership between Douglas Rae, the master salesman, and his son Crawford, who has been instrumental in building the manufacturing side of the business from the ground up. He managed to build bespoke machinery and equipment initially from his garage, turning what started as a cottage industry producing boiled sweets and toffees, into an impressive factory capable of producing a huge array of confectionery products from their ever-expanding Greenock plant. This has set them apart, enabling the company to craft products in Scotland using time-honoured methods. While the confectionery market faced growing competition from mass-produced and imported goods, Golden Casket chose to prioritise authenticity and flavour over the quick and easy. It wasn’t just about making sweets; it was about crafting memories steeped in nostalgia and tradition. The company’s defining moment came in 1991 with the launch of Millions—tiny tasty chewy sweets bursting with flavour and personality. This brilliant innovation captured the imaginations of children and adults alike, quickly becoming a household name. Known for their distinctive tiny round shape and fun packaging, Millions offered something refreshingly different. Over the years, the brand has expanded into a vibrant spectrum of flavours, from classic strawberry and bubblegum to adventurous varieties like apple and cola. Today, they can be found in sweet shops, supermarkets, and corner stores across the UK and beyond. Yet Millions represents just one chapter in the Golden Casket story. The company boasts a diverse portfolio of confections under beloved brands such as Buchanan’s, Allrounders, and Fudgy Wudgy, each with its own rich heritage and loyal following. Whether it’s the buttery richness of traditional toffees or the sharp tang of old-fashioned boiled sweets, Golden Casket has preserved a varied and distinctly British range that appeals to both modern palates and those longing for a taste of the past. Despite the ever-evolving confectionery landscape, Golden Casket remains firmly anchored in its founding principles. Still family-owned and operated, the company is guided by Douglas Rae’s son, Crawford, who carries on the legacy with the same passion and dedication fully supported by his three children—Stuart (Sales), Martin (Manufacturing), and Carly (Marketing)—alongside a newly formed strong board of directors to guide the next generation along with their 150 loyal members of staff, many with 30+ years of unwavering dedication. Golden Casket remains committed to supporting its local community, providing employment and investing in initiatives in Greenock—a town whose identity is inextricably linked to the company’s success. The longevity of Golden Casket is not merely a result of sound business practices; it is a testament to the enduring appeal of quality, craftsmanship, loyalty and family pride. At a time when many companies have succumbed to the allure of global corporations, it is refreshing to witness a business that has stayed true to its roots while continually innovating and growing.

On the sunny and fertile east coast of Angus, where the fields gently roll down towards the North Sea near Lunan Bay, Arbikie stands as far more than just a distillery. It is the embodiment of a family’s deep-rooted connection to the land—a centuries-old bond now transformed into a bold, sustainable vision for the future of spirits production. A Legacy Cultivated Over Centuries The Stirling family have farmed this land for over 400 years. Across generations, they have cultivated barley, potatoes and other crops, while raising cattle on terrain shaped by the red sandstone soil, sea air, and ever-changing Scottish weather. This unique environment has long dictated what thrives here, shaping both the landscape and the family’s approach to working with it. In 2013, brothers John, Iain and David Stirling made the decision to turn part of their family farm—an old cattle shed—into a working distillery. Inspired by their heritage and the quality of their home-grown produce, they envisioned a truly “field-to-bottle” operation, where everything from grain to glass could be managed on site. The idea was first floated—fittingly—over a few whiskies one evening in New York, and has since matured into one of Scotland’s few true single-estate distilleries. Today, almost every ingredient used in Arbikie’s spirits is grown on the estate itself: barley, rye, potatoes, wheat, juniper, and even botanicals such as lemongrass, chillies and local herbs. The result is a distillery defined by authenticity and integrity, where provenance isn’t a buzzword—it’s a way of life. From Field to Bottle: A Philosophy with Purpose Arbikie’s founding ethos is simple, yet profound: control the entire process, from planting the first seed to bottling the final spirit. While many distilleries import grain, botanicals or spirit for finishing, Arbikie has stayed resolutely independent, growing and harvesting their own crops, distilling and maturing the liquid on site, and handling bottling and labelling within the estate. This closed-loop model ensures unparalleled traceability and consistency. It’s a system that delivers exceptional quality with a distinctive sense of place. Every ingredient used can be traced back to a specific field, crop or even weather season. One of Arbikie’s most acclaimed products, Highland Rye, is the first rye whisky to be distilled in Scotland in nearly 200 years. Made from Arantes rye grown on the estate, it exemplifies the farm's philosophy—drawing directly from the land while embracing a spirit of innovation. Sustainability in Every Sip While many in the drinks industry are only now turning their attention to sustainability, Arbikie has built it into the foundations of their business from day one. Their approach goes well beyond offsetting or recycling—this is sustainability in its fullest sense: ecological, economic, and social. The estate boasts its own renewable energy infrastructure, including rooftop solar panels and a 1MW wind turbine, significantly reducing reliance on external power sources. Arbikie is also pioneering the use of green hydrogen, generated from renewable electricity via an electrolyser, which then fuels a hydrogen-compatible boiler. The aim? To eliminate carbon emissions from the distillation process altogether. In the fields, the Stirling family employ regenerative farming techniques, such as a seven-year crop rotation that includes nitrogen-fixing legumes like peas and beans. This naturally enriches the soil and reduces the need for artificial fertilisers. Waste from the distilling process—spent grains and by-products—is either returned to the soil as compost or fed to their Highland cattle, creating a circular farming model where nothing is wasted. Planting for the Future Sustainability at Arbikie also means looking decades ahead. The estate has invested in replanting native hedgerows, juniper bushes, and oak trees to improve biodiversity. Over time, those very oaks will be used to make their own casks for maturation—decisions that will bear fruit not in years, but generations. Their juniper planting efforts are especially crucial. Native juniper in the UK is under threat from disease and habitat loss, and Arbikie is playing a leading role in its restoration, ensuring the long-term viability of one of gin’s most important botanicals. Climate-Positive Spirits In keeping with this ethos, Arbikie launched Nàdar Gin and Vodka, two of the world’s first climate-positive spirits. Made from peas grown on the estate, these spirits not only avoid carbon emissions—they actively remove more carbon dioxide from the atmosphere than is emitted during their production. It’s a remarkable achievement, marrying science, agriculture and distillation in a way that reflects the future of sustainable spirits. Recognition has followed. Arbikie has earned multiple awards for sustainability, and its “Our Impact” reports document real progress: reduced water usage, increased reliance on renewable energy, and commitments to employee wellbeing and gender equity. The distillery has also achieved B Corp certification, cementing its reputation as a business balancing purpose with profit. As Iain Stirling confirms, "Achieving the B Corp certification is confirmation of all the work that we have put into our sustainability efforts since we started, collated and recognised under a globally recognised badge." "It gives us recognition but also recognises our efforts, gives us authenticity and really does back up everything that we do here at Arbikie." A Slow, Considered Legacy Arbikie doesn’t rush its spirits—or its decisions. Its single malt whisky won’t be released until it is 18 years old, a rare act of patience in a world often tempted by quick returns. By remaining entirely family-owned and operated, with no external investors, the Stirlings can make choices based on legacy, land stewardship and quality—not shareholder pressure. What you taste in an Arbikie spirit is not just a flavour, but a philosophy. Their Highland Rye carries hints of the Angus landscape—the salty tang of sea air, the mineral edge of red soil, the warmth of late summer sun. The gins and vodkas reflect their homegrown botanicals: chillies, lemongrass, oats, peas and local juniper, all rooted in the estate’s ecosystem. Why Arbikie Stands Apart In an industry often defined by scale and marketing, Arbikie charts a different path—one grounded in integrity, craftsmanship and care for the environment. Their model shows that a family-run, farm-based operation can not only survive, but lead the way in sustainable spirits. It’s about more than what goes into the bottle—it’s about how it gets there: through responsible farming, renewable energy, and a belief in doing the right thing for the land and the future. For anyone with an interest in Scotland’s distilling heritage, or in the growing movement towards eco-conscious production, Arbikie is more than worth a visit. It offers authenticity in its purest form, and a glimpse of what’s possible when innovation meets tradition on fertile, windswept soil. Planning Your Visit Arbikie Distillery is open to visitors throughout the year and guest can now stay on-site in their OOD Mirror Houses. The Arbikie Distillery Experience provides a deep dive into their field-to-bottle process, guided tastings, and a rare opportunity to explore the estate that makes it all possible. From the crops in the ground to the turbines overhead, every element tells a story—one of family, place, and a spirit made with real purpose.

A Lake District based hotel group has introduced Bitcoin transactions to help expand its business into new markets. Guests with English Lakes Hotels Resorts & Venues now have the option to book and pay using Bitcoin for rooms and leisure services across its venues, which include Low Wood Bay Resort & Spa on the shores of Windermere. The rationale behind the move is primarily to tap into the Bitcoin market both in the UK and overseas where there is a wealthy potential client base, as well as helping the hotel group to increase international bookings. Using the Bitcoin digital currency exchange system provided by CoinCorner, the company is aiming to appeal to new customers and extend its global reach, especially to regular cryptocurrency users. English Lakes Hotels Resorts & Venues managing director Ben Berry explains: “There are sound business reasons for hospitality companies like ours to be embracing new technology and plugging themselves into the Bitcoin network." “There is significant wealth held by Bitcoiners, both in the UK and around the world, and these individuals tend to lean towards supporting businesses that support this cryptocurrency. So it makes sense to accept cryptocurrency payments using Bitcoin and offer our guests a secure system to book and pay for their stay." “A key benefit for our customers is that they can make bookings and payments from anywhere in the world with greater certainty in terms of protecting themselves from price volatility. They can also lock in on exchange rates and avoid unnecessary bank charges or processing fees. Speed and ease of payments is another business advantage.” English Lakes Hotels Resorts & Venues is also in the process of building up a treasury of Bitcoin. A key aim will be to offer the facility of paying suppliers who also accept Bitcoin. The ability to utilise cryptocurrency payment platforms is becoming increasingly popular with international travellers, and more hospitality venues with global booking profiles like Low Wood Bay are starting to offer the service. CoinCorner is an established provider of Bitcoin services which has been operating for over a decade. It serves over 350,000 users in more than 40 countries across the globe. Photo : Ben Berry has overseen the introduction of Bitcoin payment facilities at English Lakes Hotels.