John Good Group, a purpose-led group of businesses, which put people, planet and performance at the heart of its operations, have joined Hull Business Angels to help support and promote the continuation of regeneration within the city. Committed to the city's regeneration, John Good Group is proud to support the Hull Business Angels by supporting large and small events across Hull that raise awareness of the city’s culture and talent. The first event is the upcoming Humber Street Sesh in August. Adam Walsh, Chief Executive Officer at John Good Group, shares his enthusiasm, “It was a privilege to be asked to join other local businesses who share a passion for our community, in supporting this event. It was an easy call to make for the John Good Group. The Hull Business Angels foster both enthusiasm and passion for the city of Hull, bringing local businesses together to promote growth within the city, and that aligns well with our commitment to investing in our local community and helping businesses thrive and grow." "The Humber Street Sesh is a two-day event, filled with live music and people attending from across Hull and the UK. It’s set to be an incredible event, attracting around 40,000 people, and ultimately promoting the city together. We’re looking forward to being involved.” RSM UK, a fellow Hull Business Angel, comments, “We are thrilled to welcome John Good Group to the Hull Business Angels. Their commitment to the local community and sustainable practices aligns perfectly with our values. Having John Good Group join the group of businesses who originally brought Hull City of Culture 2017 to Hull not only strengthens our collective impact but also brings fresh energy and innovativeness." "Our combined support, alongside Neill and Brown, The Deep, Gosschalks Solicitors, F&T Vending, Keepmoat, Hull Citywide Partnership, and other new Angels, North Atlantic Fishing Company, for the Humber Street Sesh, is a testament to their dedication to fostering creativity and culture in Hull. Together, we are excited to continue building a vibrant and thriving community.” Humber Street Sesh was launched in 2001 in a pub in Hull and still takes place every year. An additional event in the old warehouses of Humber Street soon attracted tens of thousands of people and became an annual event. In 2018, it expanded to the Hull Marina and became a two-day event. John Good Group are now unified with other local businesses supporting Humber Street Sesh, reinforcing Hull as a visitor destination and providing a platform for emerging artists and creatives.

A Cumbrian based manufacturer of artisan fragrances and skincare products is helping a prominent North West hotel to improve sustainable practices and the skincare of its guests. Dent based Bath House has struck up a new supplier arrangement with Lancaster House Hotel to provide a range of its products with sustainable, natural ingredients and packaging. Guests and staff at the hotel are now enjoying an array of Bath House products in their rooms and public areas around the venue, including body lotions, shampoos, hand soaps and shower gels. The hotel has set up a mini shop display featuring the new products too. The partnership between the two businesses came about as a result of an introduction at a Lake District hospitality show. And two members of the Lancaster House team, reception and housekeeping managers Lizzie Milner and Gail Atkinson-Barlow, were invited up to the Bath House factory to see its product manufacturing processes. Lancaster House Hotel general manager Emma Underwood says: “We’re always on the look out for ways to improve sustainability and working with Bath House seemed opportune. It means we’re partnering with another local supplier and using more natural ingredients in our skincare and hygiene products." “We were impressed by their depth of knowledge in terms of ingredients, their experience of fragrances and ways to improve health and wellbeing through natural skincare. And their smaller artisan batches of products are an ideal fit for the needs of the hotel and great for our guests.” The Bath House team has worked closely with formulators and perfumers to make its products, overseeing the whole process from sourcing raw ingredients to final formulation and packing. With its packaging also carefully redesigned, it aims to take a more minimalistic, durable and functional style using recyclable materials, many of which can be refilled and reused. Pauline Marshall from Bath House says: “It’s always great to find new local customers and supplying Lancaster House Hotel with our products gives us the chance to work with a like-minded business." “Our aim is to make the whole business, including our supply chain, as ethical and transparent as possible, encouraging our customers to join us on a journey towards better sustainability.” Bath House now has stores in York, Ilkley, Kirkby Lonsdale, Knutsford, Ambleside and Bowness. For further information visit here .

Leon Paul, the world’s premier fencing equipment manufacturer, has transformed its warehousing and logistic operations and driven significant growth following its adoption of Forterro’s ERP and Warehouse Management Solution, Orderwise. The 100-year-old family-run business produces and distributes 90% of its products from its London manufacturing and warehousing facility and had previously relied on a paper-based system. This was highly inefficient and resulted in a warehouse environment best described as 'chaos' and an estimated £150,000 wastage every year in lost time and products, according to James Fay, Commercial Director, Leon Paul. "We had no control of ordering from stock to delivery, no barcoding technology in the warehouse, no form of KPIs to manage our performance. We couldn’t vet orders properly and weren’t even sure if products were being sent to the right places,” he said. “Morale was low amongst staff because they felt they couldn’t do their jobs to the best of their ability, and we were wasting money, time and products hand over fist. We were known for the quality of our fencing equipment, but our warehousing was far from Olympic standard. Orderwise was cost-effective and scalable, and it was actually recommended to me by a competitor, so it felt like the best fit for us right from the off." Since implementing Orderwise, Leon Paul has been able to automate many processes and see vast efficiency improvements. It has eased pressure on employees, improved order management and customer service, and delivered a ten-fold increase in order processing. Order shipping time went from an average of nine days to less than one day. In a complex manufacturing environment—Leon Paul makes more than 3,000 SKUs, which can then become any one of 98,000 SKUs—Orderwise has become integral. It allows the business to make quick and informed decisions, and it has meant that when the company turned over £3.5m, there were seven people in the warehouse, whereas in 2024 (turnover of £10m), there are five. Leon Paul has more than 75% of the UK market—including supplying the entire Team GB Olympic fencing team—and recently won the 2024 Kings Award for Enterprise in Innovation and Export, strengthening its recent strategy of focusing mostly on exports. "To further our global growth plans, we needed a modern warehouse and an ERP system to support our e-commerce engine, ensuring our customers all over the world get the right product in good time,” continued James Fay. "Orderwise has done exactly that and more. Our global agents are also connected to it, and we now all have the information to make smarter, data-based decisions about the business.” Orderwise is an ERP solution that provides wholesalers, distributors, retailers and manufacturers with a platform for growth. It was initially deployed by Leon Paul in operational logistics, sales, and customer service, followed by accounts, and is currently being implemented in the manufacturing plant. “Leon Paul is an iconic UK manufacturer, rightly celebrated for its quality, longevity and commitment to fencing,” said Jon Roberts, Director, Forterro. “Our ERP solutions are all designed with specific industries in mind, and we are very proud that Orderwise has played a role in Leon Paul’s success.”

Model and TV presenter Jodie Kidd has accepted a new role as a Director of the All England Jumping Course at Hickstead. Jodie is a close friend of the Bunn Family, owners of Hickstead. Her godfather was Douglas Bunn, who founded the showground in 1960, while Jodie’s mother Wendy Kidd is godmother to Douglas’s daughter, Chloe Breen, and her father Johnny Kidd is godfather to Douglas’s son, John. Like Douglas Bunn, Johnny Kidd represented Great Britain in showjumping, and Jodie has inherited his love of equestrian sport. She grew up competing in pony showjumping classes at Hickstead and is an accomplished polo player. Jodie is proud to take on the new role as a Director. She is the third generation of the Kidd family to hold the position, following on from her grandmother, Janet, and father, Johnny. Janet was the very first Patron of Hickstead and was instrumental in the early development of the showground, introducing Douglas to his first sponsor, W.D. & H.O. Wills in 1960. They went on to become almost the sole sponsor for the next 20 years, a period of growth that saw Hickstead quickly become established as one of the most famous showgrounds in the world. Recently, Jodie filmed a series of interviews with some of Hickstead’s best known riders, including John and Robert Whitaker, and Harry and Peter Charles. Jodie commented: “I have so many great memories of Hickstead when growing up – such as watching Buddy Bunn win the Hickstead Derby in 2004, which was one of my Godfather Douglas’s proudest moments – there wasn’t a dry eye in the house that day.” "I also remember this one day when John Whitaker and Milton rode over to one of the back rings to watch us jump our 13.2hh ponies – none of us could concentrate! Other teenagers had posters of Brad Pitt on the wall, but I had pictures of John and Milton.” As part of Jodie’s new role, she will be attending the Agria Royal International Horse Show and helping to promote Hickstead’s events to a wider audience. “There is so much on offer at Hickstead, and it doesn’t matter whether you’re horsey or not,” she added. “The shopping is fantastic, and children always love all the family entertainment during the shows – especially the funfair. If you just want to enjoy some excellent sport in the Sussex countryside, perhaps with a glass of Pimms or Champagne, then I’d definitely encourage everyone to head down to the showground for a brilliant day out.”

Bechtel recently celebrated the official groundbreaking of the Natrium Demonstration Project. Bechtel is TerraPower's engineering, procurement, and construction partner on this first-of-a-kind project in Kemmerer, Wyoming. The project is part of the U.S. Department of Energy’s Advanced Reactor Demonstration Program. Natrium is an advanced nuclear reactor that uses a sodium-based technology to cool the reactor instead of water. This unique technology developed by TerraPower can provide clean, baseload operation at 345 megawatts with the capability to flex as high as 500 megawatts, generating enough energy to power 400,000 homes. Reflecting on the significance of today’s milestone, Craig Albert, Bechtel President and COO, shared the following: “The Natrium reactor’s innovative design will launch a new approach to nuclear plant construction that is designed to be safer, cleaner, faster, and more efficient than many energy source alternatives.” “Working together, the combination of advanced technology and streamlined constructability has the potential to diversify the U.S. power generation industry. The option of deploying smaller advanced nuclear plants that can work in concert with other clean energy sources will help speed our progress toward net-zero emissions.” Albert commended TerraPower on their approach and the significance of our partnership: “TerraPower extended their visionary approach to the building of the plant itself. Their involvement of Bechtel from the very beginning means the entire project lifecycle, including construction, has been optimized at every stage, making the entire process cost-effective, fast, and repeatable.” “Natrium will be the first nuclear project where the execution of those plans will benefit from Bechtel’s suite of digital tools and systems, which have been proven to deliver exceptional results on other large energy facilities.” As the nexus of TerraPower and GE Hitachi technology, the Natrium design represents a leap forward in clean, sustainable power generation. The project will bring a commercial, advanced nuclear reactor online that will deliver carbon-free, reliable power to the electrical grid and provide jobs in Wyoming for decades to come. For 70 years, Bechtel has helped customers deliver clean energy through nuclear. In that time, Bechtel has designed, built, or provided construction services on 150 nuclear plants worldwide, bringing more than 76,000 megawatts of new nuclear generation capacity to the world. Bechtel is proud to bring this trusted expertise to the Natrium Demonstration Project.

Family firms, often known for their deep-rooted values and long-term vision, possess unique advantages that can be harnessed to foster a culture of growth and innovation. However, leveraging these strengths requires deliberate strategies that align with both tradition and modern business imperatives. Embrace the Long-Term Vision One of the greatest strengths of family firms is their commitment to long-term goals. Unlike publicly traded companies focused on quarterly results, family businesses can afford to invest in innovation that may take years to bear fruit. This long-term perspective should be paired with robust succession planning to ensure continuity and stability, allowing innovative projects to thrive across generations. Leverage Family Values and Legacy The core values and legacy of a family firm are not just historical artefacts but powerful tools for driving innovation. These values—trust, loyalty, a strong work ethic—can be the bedrock upon which a culture of innovation is built. A compelling brand story, rooted in the family’s history, can inspire both employees and customers, creating an environment where new ideas are celebrated and nurtured. Encourage Entrepreneurial Spirit Fostering an entrepreneurial spirit within the firm is crucial. Family firms should encourage family members and employees to pursue new ideas through formal intrapreneurship programs. A culture that embraces calculated risks and views failures as learning opportunities can unlock significant innovation potential, taking advantage of the firm's unique flexibility in decision-making. Invest in Talent and Leadership Development Continuous investment in the development of employees is essential. Providing learning opportunities ensures that the workforce remains abreast of industry trends and innovative practices. Bringing in external expertise can also introduce new perspectives, further enhancing the firm’s innovative capacity. Foster a Collaborative Environment Innovation thrives in collaborative environments. Creating cross-functional teams that bring together diverse skills and perspectives can lead to ground-breaking ideas. Open communication channels across all levels of the organization ensure that ideas and feedback flow freely, fostering a culture of shared innovation. Embrace Technology and Digital Transformation In today’s digital age, technology is a key driver of innovation. Family firms should not shy away from investing in the latest technologies to enhance operational efficiencies and open new avenues for growth. Developing a digital-first culture where technology is seen as an enabler is critical to staying competitive. Strategic Partnerships and Networks Forming strategic partnerships can provide family firms with access to new ideas and technologies. Collaborations with other businesses, academic institutions, and innovation hubs can be instrumental in driving innovation. Active participation in industry networks and forums keeps the firm informed about market trends and emerging opportunities. Align Innovation with Business Strategy For innovation to be effective, it must be aligned with the overall business strategy. Family firms should set clear, measurable goals for their innovation initiatives and regularly track progress. This ensures that innovative efforts are not just random acts but are strategic moves that support the firm’s long-term objectives. Preserve Agility and Flexibility Maintaining a lean organizational structure allows family firms to make quick decisions and implement innovative ideas rapidly. Processes should be designed to adapt to changing market conditions and new opportunities, preserving the agility that often gives family businesses a competitive edge. Encourage a Customer-Centric Approach Finally, innovation should always be customer-centric. Regularly gathering and analysing customer feedback helps identify unmet needs and opportunities for innovation. Involving customers in the innovation process through co-creation initiatives and beta testing can lead to products and services that truly resonate with the market. By embracing these strategies, family firms can create a dynamic environment that supports continuous growth and innovation while maintaining their unique cultural and value-based strengths. This holistic approach ensures that family businesses not only survive but thrive in today’s competitive landscape.

In the world of family businesses, lineage often dictates leadership succession. As the torch passes from one generation to the next, the challenge arises in nurturing the next-gen leaders who will steer the company into the future. The dynamics of family firms bring forth a unique set of opportunities and obstacles, making the process of grooming successors a delicate art. Let's explore the importance of nurturing next-gen leaders in family firms and delve into strategies that pave the way for a successful transition. Understanding The Essence Of Succession In Family Firms Succession planning in family businesses is not merely a passing of the baton; it is a strategic move that shapes the future of the company. The transition from one generation to the next involves more than just skill transfer; it encapsulates the values, vision, and legacy of the founding members. To ensure continuity and growth, it is imperative to groom the next-gen leaders from an early stage. Embracing Change And Innovation One key aspect of nurturing next-gen leaders is fostering an environment that encourages innovation and adaptation. As the business landscape evolves, so must the leaders at the helm. Embracing change and instilling a culture of innovation prepares the successors to navigate challenges and seize new opportunities. By empowering them to think creatively and embrace technological advancements, family firms can stay ahead of the curve. Balancing Tradition And Modernity Family businesses often have deep-rooted traditions and values that have contributed to their success over the years. While preserving these traditions is essential, it is equally crucial to strike a balance with modern practices. Next-gen leaders should be equipped to respect the legacy of the company while embracing contemporary business strategies. By harmonising tradition with modernity, family firms can evolve without compromising their core identity. Mentorship And Guidance Mentorship plays a pivotal role in the development of future leaders. Pairing next-gen leaders with experienced mentors within the family or externally can provide invaluable insight and guidance. Through mentorship programmes, emerging leaders can learn from the wisdom and experience of their predecessors, gaining a deeper understanding of the business nuances and honing their leadership skills. Encouraging Professional Development Investing in the professional development of next-gen leaders is crucial for their growth and the long-term sustainability of the business. Providing opportunities for training, leadership programs, and exposure to different facets of the business can broaden their skill set and perspective. By encouraging continuous learning and skill enhancement, family firms nurture leaders who are well-equipped to face the complexities of the modern business world. Building A Strong Governance Structure Establishing a robust governance structure is essential in ensuring a smooth leadership transition. Clearly defined roles, responsibilities, and decision-making processes help streamline operations and mitigate conflicts within the family. By implementing transparent governance practices, family firms can foster trust and cohesion among family members and stakeholders, setting a solid foundation for the next-gen leaders to lead effectively. Nurturing next-gen leaders in family firms is a multifaceted endeavour that requires a blend of tradition, innovation, mentorship, and structured governance. By instilling a sense of purpose, equipping them with the necessary skills, and providing a conducive environment for growth, family businesses can pave the way for a successful leadership transition. Embracing the duality of preserving legacy while embracing change is key to ensuring continuity and prosperity for generations to come. As family firms embark on the journey of grooming their future leaders, the delicate balance between tradition and modernity, mentorship and professional development, and governance structure will be the guiding compass that leads them towards a sustainable and prosperous future. Remember, the legacy we leave behind is not just in what we build, but in whom we build to carry it forward.

Family businesses have been the backbone of economies worldwide, blending personal relationships with professional pursuits. However, as these enterprises grow and evolve, there comes a pivotal moment when the focus shifts from being a family business to becoming a business family. This transition, although challenging, is essential for the longevity and prosperity of both the business and the family. The are certain key aspects of making this transition, including governance, succession planning, professionalisation, and maintaining family harmony. Understanding The Concepts A family business is typically characterised by the active involvement of family members in the day-to-day operations, with a strong emotional attachment to the enterprise. Decisions are often influenced by family dynamics, and the business culture is deeply intertwined with the family's values and traditions. On the other hand, a business family is one where the family maintains significant ownership and influence but adopts a more structured and professional approach to management. The emphasis is on governance, strategic planning, and ensuring that the business can sustain itself beyond the immediate family members. Governance & Structure The first step in transitioning to a business family is establishing robust governance structures. This involves creating a formal board of directors that includes non-family members with relevant expertise. The board's role is to provide strategic direction, oversight, and ensure accountability, which helps in making unbiased decisions that are in the best interest of the business. Family governance structures, such as family councils and constitutions, are also crucial. A family council acts as a forum for discussing family-related issues, ensuring that they do not spill over into the business. A family constitution outlines the family's values, vision, and rules for involvement in the business, serving as a guiding document for future generations. Succession Planning Succession planning is another critical element in the transition. In many family businesses, succession is often an informal and emotionally charged process, leading to conflicts and uncertainties. To move towards a business family model, it is essential to develop a formal succession plan that identifies potential leaders early on and prepares them for their future roles through training and mentorship. A clear succession plan should also address the transfer of ownership, ensuring that the process is transparent and equitable. This may involve setting up trusts or family holding companies to manage the distribution of shares and protect the interests of all family members. Professionalisation Professionalising the business is vital for its growth and sustainability. This involves hiring skilled non-family professionals for key management roles and establishing merit-based systems for recruitment and promotion. Family members who wish to join the business should meet the same standards and qualifications as external candidates to ensure competency and maintain morale among the workforce. Implementing standardised policies and procedures, adopting modern management practices, and investing in technology are all part of this professionalisation process. It ensures that the business can compete effectively in the market and adapt to changing economic conditions. Maintaining Family Harmony While the focus shifts towards business sustainability, it is crucial to maintain family harmony. Regular communication, transparency, and conflict resolution mechanisms are essential in this regard. Family retreats and meetings can help in fostering a sense of unity and keeping the family aligned with the business goals. Education plays a significant role in maintaining family harmony. Educating family members about their roles, responsibilities, and the importance of separating family and business issues helps in reducing conflicts and ensuring that everyone is on the same page. Transitioning from a family business to a business family is a complex and multifaceted process that requires careful planning and execution. By establishing robust governance structures, developing formal succession plans, professionalising the business, and maintaining family harmony, families can ensure the longevity and success of their enterprises across generations. This transition not only secures the business’s future but also strengthens family bonds, creating a legacy that can withstand the test of time.

As the business landscape continues to evolve at a rapid pace, one of the critical elements for sustained growth and success is the cultivation of future leaders. Transitioning from traditional leadership paradigms to nurturing next-gen leaders is imperative to ensure organisational resilience and competitiveness in the dynamic marketplace. So what are the essential strategies and best practices to foster the development of the leaders of tomorrow. Embracing the Evolution of Leadership Gone are the days where leadership solely relied on hierarchical structures and authoritative directives. Today, leadership is about empowerment, collaboration, and adaptability. Next-generation leaders need to possess a diverse skill set that goes beyond just technical expertise. They must be adept at emotional intelligence, critical thinking, and innovation to navigate the complexities of the modern business environment successfully. Cultivating A Growth Mindset Central to nurturing next-gen leaders is fostering a growth mindset within the organisational culture. Encouraging a culture that values continuous learning, feedback, and resilience is pivotal in developing leaders who are agile and proactive in responding to challenges and opportunities. By promoting a growth mindset, organizations can instil a sense of curiosity and a drive for improvement that are vital qualities for future leadership roles. Mentorship & Coaching Programmes Effective mentorship and coaching programs play a vital role in shaping the leaders of tomorrow. Pairing emerging leaders with experienced mentors not only provides invaluable guidance and knowledge transfer but also creates a supportive environment for growth and development. Through mentorship, future leaders can gain insights, perspectives, and skills that are essential for their professional advancement. Encouraging Diversity And Inclusion Diversity and inclusion are not just buzzwords; they are fundamental pillars of effective leadership development. Embracing diversity in the leadership pipeline brings a variety of perspectives, experiences, and ideas to the table, fostering innovation and creativity. By creating an inclusive environment where all voices are heard and valued, family businesses can cultivate a new generation of leaders who are empathetic, inclusive, and culturally aware. Leveraging Technology For Leadership Development In the digital age, technology has revolutionised the way we work and learn. family firms can harness the power of technology to provide innovative leadership development programmes that are interactive, engaging, and accessible. Platforms offering virtual coaching, online courses, and leadership simulations enable next-gen leaders to develop skills in a dynamic and personalised way, keeping pace with the fast-changing business landscape. Building Resilience And Adaptability In an era marked by uncertainty and volatility, resilience and adaptability are indispensable qualities for future leaders. By exposing emerging leaders to diverse challenges, cross-functional projects, and real-world scenarios, businesses can build their capacity to thrive in complex environments. Encouraging risk-taking, experimentation, and learning from failure instils a mindset of resilience that is crucial for navigating the unpredictable waters of today's business world. Shaping Leaders for the Future Nurturing next-gen leaders is not just about preparing individuals for leadership roles; it is about cultivating a mindset, skill set, and ethos that align with the demands of the future. By embracing new paradigms of leadership, fostering a culture of continuous learning and development, and leveraging the power of mentorship and technology, family businesses can create a pipeline of leaders who are poised to drive innovation, growth, and success in the ever-evolving business landscape. The journey of nurturing next-gen leaders is not only an investment in the future of a family business but a commitment to shaping a generation of leaders who will redefine success in the years to come.

Three quarters of UK businesses are on the hunt for a new workspace, according to new research from NCG, which raises plenty of questions for family business owners across the UK to consider. Key Findings: 76% are actively considering changing their workspace or expect to do so in the next year. 59% feel that flexible or coworking spaces are the best fit for their business’ needs. 45% of businesses currently using flexible workspaces are unlikely to ever rent their own private office again. The digital infrastructure specialist commissioned an independent survey of 1,002 senior decision-makers within UK businesses. It found that 70% of businesses currently use an office or workspace on a hybrid (46%) or full-time (24%) basis. Serviced offices (37%) are the most common type of space businesses use. This is followed by office and meeting space hired by the hour or day (36%), private offices (35%) and flexible or coworking space (32%), with many businesses using more than one type of space to meet their needs. Of all the businesses that currently use any form of workspace, 76% said they are either actively searching for a new space or plan to start looking in the next 12 months. Most (59%) said they are regularly assessing the choice of different workspaces to see which best fits their needs. Speaking specifically to those who currently use a flexible or coworking space, nearly half (45%) agreed that they were unlikely to ever rent their own private office again, with 59% agreeing that flexible workspaces are the ideal fit for their business’ needs. Thomas Proctor, CEO of NCG, said: “The times have changed. Today businesses have so much choice of where their employees can work. Clearly, leased and serviced offices remain popular, but flexible and coworking spaces are on the rise, while pay-as-you-go spaces are also becoming an attractive option for businesses that are largely remote but meet in person on occasion." “There are significant knock-on effects for the entire office and commercial real estate sectors. Ultimately, choice is power, and our research highlights that businesses are constantly evaluating their options. This means that deliver great spaces and great experiences is imperative – otherwise, as our data proves, businesses will simply vote with their feet." “It’s critical that landlords and workspace operators remain agile if they want to successfully meet the changing demands of modern working – namely, spaces that are dynamic, attractive and tech-enabled. Doing so can simultaneously improve tenant retention and futureproof their assets.”

An award-winning Leicestershire firm that supplies luxury brands such as Givenchy, Sisley, and LVMH, as well as High Street giants Boots, Superdrug, and Asda, has announced a major rebranding initiative and the appointment of a new Managing Director. Melita POS, headquartered at Leicester’s Meridian Business Park, has been a leader in end-to-end Point of Sale (POS) and merchandising solutions for over 25 years. The company, which unites the diverse services of design, manufacturing, warehousing, merchandising and installation under one powerful brand, is the result of the amalgamation of Display Logistics, DL Manufacturing, and KK Installations. Despite these changes, Melita POS remains a proud family-owned and operated business. This strategic move marks the beginning of an exciting new chapter for Melita POS, with an ambitious program of investment and growth being spearheaded by new Managing Director, Dan Jacques (pictured) alongside Company Director Emily Jacques, Operations Director, Rich Metcalf, Production Director Glynn Parker and Warehouse Director, Mark Jacques. New MD Dan Jacques said: "I am incredibly proud to take on this role and continue our family legacy. Our rebranding as Melita POS and the integration of our diverse services are pivotal steps in enhancing our ability to serve our clients more effectively. Melita is a name with significant personal connection to our family, making it the perfect choice for a business that values long-term relationships." Originally established as Display Logistics in 1997 by Shivena and Steve Jacques on West Avenue in Wigston, the company has built a stellar reputation with its commitment to excellence and innovation earning it numerous industry accolades and a trusted position within the market. Today Melita POS employees 35 workers and brings a turnover of over £6 million to the local economy, as well as a commitment to support growth and success within Leicestershire. An ambitious growth strategy accompanies the new company structure with Melita POS expecting to increase its workforce by 50 per cent and its turnover by over 200% over the next five years, as part of an international development strategy that will turn this family firm into a global heavyweight. Dan continued “As a company we are deeply committed to driving growth, ensuring sustainability, and fostering the development of our talented staff. Our future success hinges on our ability to innovate and adapt, while also nurturing a work environment that values and invests in our people. Together, we will not only meet but exceed our goals, creating a lasting impact for our clients and the community." For more information about Melita POS and its services, please visit here.

Wet conditions failed to dampen sprits at the popular JCB Lakeside 5 and Fun Run – which saw a bumper field raise thousands of pounds for the NSPCC. For the first time in the race’s 41-year history it rained – but that did not deter more than 360 competitors from around the UK and overseas from taking part. The event, which brings together some of the area’s best club runners with JCB employees and their families, also raised £4,150 for the NSPCC. Race organiser Mick Grindey, who has taken part in every Lakeside 5 since it was first run in 1983, said: “It is amazing to see such a big field and supporters, who have come along despite the wet conditions and created a really great atmosphere. When the Lakeside 5 started in 1983, just 95 competitors took part, which shows how far it has come.” The fundraising total was boosted by a sponsorship from Cheadle-based Ecam Engineering. First across the line was City of Stoke Athletics Club runner Chris Gidlow who completed the five-mile main course around JCB’s World Headquarters in Rocester, Staffordshire, in a time of 26 minutes 57 seconds. First female across the line was Chris’ fellow City of Stoke AC runner Chloe Hawkins in 32 minutes 28 seconds. First JCB Man was Jason Burgess in a time of 29 minutes, 32 seconds – for the second year running – and First JCB Lady was Liz Plant in 42 minutes and 26 seconds. Also in action was Charles Bevan, of Abbots Bromley, who has also taken part in every JCB Lakeside 5 race. The former JCB Electrical Engineer always runs in fancy dress and this year it was Charlie Chaplin. Charles, 77, said: “It is just great fun to keep coming back and taking part. I have no plans to stop any time soon – there is a great spirit surrounding this event.” Another in action was Ted Prince – a third-generation member of his family to work at JCB. The Sales and Marketing graduate was in his first ever Lakeside 5. He said: “It is just an amazing thing to be a part of and so pleased we have raised so much for the NSPCC.” There was a good international representation too. The field included JCB Netherlands employee Michel Jansen who was taking part in his seventh event. The finance expert flew over to the UK just to take part. He said: “I love coming back – and this one is special. It marks my 20th year working with JCB in the Netherlands, so this is my birthday present to myself.” Also running was JCB India employee Umesh Sakore, who is on a two-year-placement in the UK. He ran the two-mile fun route with his wife Smita and their daughter Asmi, 10, and three-year-old son Ansh. The Design Engineer said: “It is a brilliant family occasion so what better than to run it with my wife and children. We all thoroughly enjoyed it – a great JCB occasion.”