With the clocks going back on the 27th October and ‘seasonal affective disorder’ receiving 10,000 searches every month, Tim Brownson, a business coach for coaches , wanted to look into the impact SAD could be having on a business workforce and what can be done to support employees affected by it. How SAD Is Impacting The Workforce 1. Increased Absenteeism: Employees suffering from SAD may experience fatigue, low energy, and general feelings of depression, leading to more frequent sick days. As the days grow shorter, workers may find it harder to get out of bed, increasing absenteeism rates during winter months. 2. Reduced Productivity: SAD can cause lethargy, difficulty concentrating, and lack of motivation, directly impacting productivity. Affected employees may struggle to focus on tasks or maintain the same level of output. There may be delays in meeting deadlines, reduced creativity, and diminished problem-solving capabilities. 3. Lower Employee Engagement and Morale: Employees with SAD may feel disconnected from colleagues, experience irritability, or withdraw from team interactions, which could harm workplace relationships and overall morale. Reduced engagement can also affect the broader workplace culture, as affected employees may not participate as actively in group projects or company initiatives. 4. Flexibility and Remote Working Challenges: For workers with SAD, the lack of natural daylight can be more challenging if they are working remotely or indoors for long periods causing them to struggle with isolation which could exacerbate symptoms. 5. Seasonal Recruitment Issues: During the winter, recruitment and retention may become harder for organisations if job seekers or employees feel less motivated or experience SAD symptoms, making them more likely to avoid job changes or leave current positions. These are the ways in which your team could be impacted by SAD, below are the top tips on how to support your team during the darker months. 1. Flexible Working Hours Allowing employees to adjust their schedules enables them to make the most of daylight hours, which is critical in combating the symptoms of SAD. Offer staggered start and end times, or allow workers to shift their hours to better align with when natural light is available. 2. Improved Lighting in the Workplace Employees experiencing SAD often benefit from bright light exposure, which can mimic natural daylight and help regulate their mood and energy levels. Install full-spectrum or daylight bulbs, create well-lit workspaces, and provide light therapy lamps in communal areas. If your team are working from home mostly, it should be encouraged for them to adopt this at home too. 3. Encouraging Outdoor Breaks Exposure to natural light, even on cloudy days, can boost mood and help combat symptoms of SAD. Encourage employees to take short outdoor breaks, go for walks during lunch, or have outdoor meetings when possible. 4. Mental Health Support Programmes SAD is a form of depression, so providing access to mental health resources can significantly benefit affected employees. Offer Employee Assistance Programmes (EAPs), counselling services, or subsidise mental health apps and therapy sessions. Train managers to recognize SAD symptoms and promote open discussions about mental health. 5. Promoting Remote Work Options or Flexible Locations Remote work or flexible locations can allow employees to set up workspaces near windows or take advantage of natural light throughout the day. Give employees the option to work remotely or shift their workspace to areas with more sunlight, particularly during winter months. 6. Holiday and Wellness Days Giving employees extra time off during the darker months allows them to recharge, seek therapy, or spend time outdoors during daylight hours. Offer mental health days, holiday leave, or floating days off that employees can use to focus on their well-being during difficult periods. The business coach shares his insights on the impact of SAD at work: “Seasonal Affective Disorder can have a profound effect on workplace productivity, morale, and overall employee well-being." "Companies that fail to address the mental health needs of their staff during the winter months risk facing higher absenteeism, reduced engagement, and increased turnover, it’s important to implement solutions such as flexible work hours, and mental health support, businesses can not only support their employees but also ensure long-term productivity and success.”

Clancy has made three new appointments to its senior leadership team, reflecting the growing nature of the business’ work in energy, water and major civil engineering projects. Bryan Curtayne and Martin McGovern have been promoted to Clancy’s executive board of directors. Bryan and Martin will both bring to their new executive director roles over three decades of experience across construction and infrastructure, including 36 years at Clancy between them. Since joining Clancy in 2002, Bryan has led the business’ work on a number of alliances and joint ventures such as the Optimise joint venture to support Thames Water’s AMP5 investment across North London and Thames Valley. With a background in commercial economics and management, Bryan also drove the launch of Clancy’s commercial apprenticeship programme in 2021. Prior to joining Clancy, Bryan had held roles in rail and civil engineering including on the Jubilee Line extension. Martin joined the business in 2010 to develop and expand Clancy’s work in the energy sector and has since overseen strong growth across the south of England, including major capital programmes for UK Power Networks through the ground-breaking ED1SON Alliance. In the past year, Martin has also led Clancy’s team in its mobilisation of work for Scottish and Southern Energy to support grid expansion and shift to decarbonisation in the ED2 control period. Before his arrival at Clancy, Martin had built up 20 years of experience in energy including for Skanska & McNicholas PLC. Jon Arnold has been appointed as operations director to support Clancy’s clients in the energy sector. Jon brings with him a wealth of experience including senior commercial roles for Laing O’Rourke Infrastructure and Morricom. His most recent role as project director at Skanska has seen him lead on the Humber gas replacement pipeline, the procurement for the Lower Thames Crossing and the company’s work for the South East Electricity Substation Alliance (SEESA). These senior appointments come as Clancy recently announced another record year of results with revenue up 13 per cent to £378.5m and pre-tax profits having increased by 54.8 per cent to £20.9m. The business’ annual report for the 2023-24 financial year, filed in October, noted a secured order book of £1.5bn at year end. Matt Cannon, chief executive of Clancy, said: “Bryan and Martin have played integral roles in the recent successes and stable, continued growth we’ve seen at Clancy – building on our long-standing relationships with existing clients, as well as creating new partnerships. The experience and commitment to skills development that both bring to our executive board will be incredibly valuable as we continue to share best practice across our business to support clients in delivering on the UK’s infrastructure needs." “We are also delighted to welcome Jon to our Clancy family. There is huge demand for our energy expertise as the sector works toward decarbonising our grid and supporting the government’s ambition of making Britain a clean energy superpower. Jon’s track record in delivering major infrastructure projects will be a real asset to our teams as we help our clients to tackle challenges around efficiency, capacity and costs.”

Top Hampers is disrupting the corporate gifting market, with tailored and personalised hampers that ooze thoughtfulness and take gift giving to a whole new level. Whatever the occasion, be it a birthday or Christmas, a work milestone or thank you, a hamper has always been the cream of the crop when it comes to gifts given and received in the workplace, both internally and externally. And, while Fortnum & Mason has long held the top spot with its champagne and preserves, Top Hampers believes the time for one-size-fits-all gifts of that sort has had its day. By gifting something more interesting, personalised, and tailored to each recipient, this act of thoughtfulness helps strengthen relationships. There is a clear shift towards a more imaginative approach to recognising employees, customers and contacts. After all, why give a gift if it doesn’t convey that the recipient, whether a client or employee, is valued and not just another number? Top Hampers offers thousands of quality products, to ensure the gifting experience is meaningful and memorable. They understand how much the small details really matter, whether it’s a personalised keepsake, artisan-crafted items, or luxury wellness products, each Top Hamper is as unique as the person or team receiving it. The company can source almost anything to provide that personal touch, with quality being paramount in the gifts included within each hamper. For the buyer, the process of creating a corporate hamper could not be easier and can be done online, saving you both time and energy. Top Hampers will then work behind the scenes to make the hamper truly special, and ensure your recipient feels valued. There is a tailored, ready-to-order quality hamper for almost every corporate eventuality. For internal gifting and reaching out to important contacts, clients and suppliers, there are selections of hampers to convey messages of get-well-soon, wedding congratulations, to celebrate work and career milestones and to both welcome new employees and bid others goodbye. There is even a specific client prospecting hamper to demonstrate to potential clients how much their business would mean to you. All these hampers can be sent in personalised and branded boxes that will ensure you stand out from the crowd. But the real heroes of the Top Hampers offerings are the bespoke hampers, which add the truly personal touch to your gift. When you order, you fill in a section with relevant details about your recipient, including information such as hobbies, sports and interests, whether they like a tipple and what kind, whether they love chocolate or prefer savoury snacks, whether they prefer to be healthy, love to pamper themselves and so on. Top Hampers will then create a gift tailored for your employee, customer or corporate contact, that will truly impress and delight them. This is gifting transformed to foster stronger, more meaningful connections in the corporate world. Cathy Catto, Director and Founder of Top Hampers said: “We believe corporate gifts should have lasting impact and spark real appreciation. That’s why we’re pushing boundaries, offering brands and businesses something more than the standard, traditional fare." "Whether it’s for a client or a colleague, our hampers mix timeless treats with modern, coveted contents that leave a lasting impression. As one of our new customers said recently, ‘there are hampers and there are Top Hampers’. The name says it all’.”

Family offices, which manage high-net-worth families' wealth and affairs, increasingly recognise the importance of robust governance structures. Effective governance ensures the family office's smooth operation, aligns family members' interests, and safeguards the family's legacy. While embedding governance effortlessly is the goal, it's essential to acknowledge that it can also be a complex process with potential challenges. However, these challenges can be overcome with the right strategies, and governance can become a seamless part of the family office's operations. This article explores the role of governance in family offices, its benefits, and actionable strategies to implement it effortlessly while also addressing potential challenges. The Role of Governance in Family Offices 1. Alignment of Interests : Governance structures help align the diverse interests of family members. By establishing clear policies and communication channels, governance ensures that all members are on the same page regarding the family's vision, values, and objectives. 2. Decision-Making Framework : Effective governance provides a structured framework for decision-making. This helps make informed and transparent decisions, reduce conflicts, and enhance trust among family members. 3. Risk Management : Governance mechanisms identify and mitigate risks associated with family wealth, including financial, reputational, and operational risks. A well-governed family office can proactively address potential issues before they escalate. 4. Succession Planning : Governance ensures smooth transitions between generations. It involves preparing the next generation for leadership roles, thereby preserving the family legacy and continuity of the family office. 5. Compliance and Accountability : Governance frameworks ensure compliance with legal and regulatory requirements and promote accountability by defining roles, responsibilities, and performance metrics. Benefits of Effective Governance 1. Enhanced Trust and Communication : Clear governance structures foster open communication and build trust among family members. This leads to a more cohesive family unit and a collaborative approach to managing family wealth. 2. Increased Longevity : Family offices with robust governance are more likely to endure across generations. Governance structures ensure the family's wealth and values are preserved and passed on effectively. 3. Improved Performance : Governance can enhance the family office's overall performance by providing a clear decision-making framework and accountability measures. It enables better investment decisions, operational efficiency, and strategic planning. 4. Conflict Resolution : Governance mechanisms provide tools for resolving conflicts amicably. This is crucial in maintaining family harmony and ensuring the smooth functioning of the family office. Actionable Strategies to Embed Governance Effortlessly 1. Establish a Family Constitution : A family constitution is a document and a collective expression of the family's values, vision, and governance structures. It is a guide for decision-making and conflict resolution, and it is created with the input of all family members, making them integral to the process and empowering them with a sense of ownership and control over their family's future. 2. Form a Family Council : A family council is a representative body that includes members from different branches of the family. This council is a forum for discussing family matters, making decisions, and ensuring all voices are heard, fostering a sense of inclusivity and value for each family member's perspective. 3. Develop Clear Policies and Procedures : Documenting policies and procedures for critical areas such as investments, succession planning, and risk management is essential. These documents provide a reference point for consistent decision-making and operations. 4. Implement Regular Meetings : Regular meetings, including family assemblies and board meetings, are crucial for maintaining communication and transparency. These meetings should have structured agendas and be documented for future reference. 5. Engage Professional Advisors : Professional advisors, such as legal experts, financial advisors, and governance consultants, play a crucial role in the governance of a family office. Their guidance can help design and implement effective governance structures tailored to the family's needs, instilling confidence in the audience about the importance of their role and the security they provide. 6. Education and Training : It is vital to educate family members about governance and their roles and responsibilities. Training programmes and workshops can enhance their understanding and engagement in governance. 7. Utilise Technology : Leveraging technology can streamline governance processes. Digital document management, communication, and decision-making tools can make governance more efficient and accessible. Effective governance is a cornerstone of successful family offices. It aligns family interests, ensures smooth decision-making, manages risks, and preserves the family legacy. Family offices can achieve long-term success and harmony by embedding governance structures effortlessly through strategies such as establishing a family constitution, forming a family council, and engaging professional advisors. I encourage you to start implementing these strategies in your family office. Doing so not only enhances the performance of the family office but also ensures that the family's wealth and values are preserved for future generations. About the Author - Kim Adele-Randall is a Business Growth Consultant helping to unlock growth, drive transformation and empower businesses to scale and succeed. Find out more here

A pumpkin shortage across Hampshire in the run-up to Hallowe’en has been caused by excessive wet weather and poor pollination due to cold wet conditions, according to the team at Westlands Farm Shop in Wickham. This year’s harvest has been “disappointing” according to Kayleigh Collett from Westlands Farm Shop because seeds struggled to germinate in the cold and wet that was a feature of this summer. Despite seeing a dip in pumpkin harvest, the family-run farm is still stocking a wide variety of pumpkins and gourds in its farm shop in Wickham, Hampshire. Kayleigh said: “Warm temperatures and ample sunlight are essential for pumpkins to grow to their full size. Countrywide, it has been the wettest summer on record since 2015, which has caused yield problems for farmers across the UK." “Pumpkins are heavily reliant on bees for pollination, and when germination and bee activity is disrupted by cooler temperatures or rain, the plants don’t get the pollination they need to produce healthy fruits." “Bees are vital not only for pumpkins, but for many crops that rely on their hard work. The drop in bee activity because of colder weather and a lack of sunshine is something we’ve been watching closely, and it’s a reminder of how essential pollinators are to a sustainable environment and successful farming.” Kayleigh added: “Westlands Farm Shop is committed to practising sustainable farming all year round.” The farm enhances natural pollination by introducing bee hives directly into its polytunnels. By supporting these vital pollinators, the farm improves its soft fruit yield and contributes to the overall sustainability of British agriculture. The farm also built a reservoir that can collect up to 2.5 million litres of rainwater, which is recycled to be used for crop irrigation. This practice significantly reduces reliance on local water supplies and minimises environmental impact.

In partnership with EY UK, Livingston James carried out a research project to investigate the future CEO. They surveyed and interviewed over 120 leaders across all sectors and functions in the Scottish market to identify what they believe will be the most important characteristics for the CEO of the future. What have they uncovered? In essence, the traditional playbook has evolved. The qualities that led to CEO success in the past are no longer adequate. The environment in which CEOs operate is undergoing a fundamental shift, rendering some traditional leadership approaches obsolete. This impacts what CEOs need to accomplish, how they go about it, and what essential characteristics are required for success in this new era. Key Findings: CEO's are concerned about workforce and culture - attracting, retaining and developing to ensure prosperity and diversity Digital transformation and the accelerated pace of technological change is keeping CEO's awake at night Balancing the needs of all stakeholders, demonstrating broader long-term value are concerns for many CEO's today Winning hearts and minds of the workforce to sustain momentum is seen as a challenge to CEO's fulfilling their strategic intention "Doing business today is very different to the way that business was done 20 years ago and the world of business continues to change at such a rapid rate." Clearly, the skills of those at the helm, running family businesses will need to evolve to ensure the CEO of tomorrow at least meets the needs of the business and reports such as this are important in highlighting the challenges faced, enabling conversations to be had and actions to be taken." "The report highlights some interesting results that should add to some of the strategic conversations taking place in family firms across the country too," adds Paul Andrews, Founder & CEO of Family Business United. Download and read the full report here:

One of the world’s most accomplished male voice choirs is helping JCB hit a high note with its £2 million appeal for a children’s charity – by staging a special fundraising concert. The internationally renowned Fron Male Voice Choir is putting on a gala performance at JCB’s World HQ at Rocester on Saturday, November 30th – and tickets are now on sale. The concert is being staged in support of JCB’s £2 million NSPCC Appeal to support the charity’s work in Staffordshire. The Froncysyllte Male Voice Choir, affectionately known as ‘The Fron,’ has grown from humble beginnings to become an internationally renowned ensemble, captivating audiences around the world. Originating from a small village in Wales, their debut album, Voices of the Valley, became the fastest-selling classical album of all time, achieving Gold status in just three days and Platinum shortly after. Now approaching its 80th anniversary, the choir has since gone on to sing with some of the most respected names in the music industry, including Katherine Jenkins, Michael Ball and Cerys Matthews. Fron Choir Secretary Roger Williams said: “The choir is delighted to be supporting JCB’s fundraising for the NSPCC with this special concert. It promises to be a night to remember.” A JCB spokesman said: “We are delighted to be welcoming the Fron Male Voice Choir for what promises to be a very special evening. Tickets have already started to sell very quickly so we would advise anyone wishing to attend the event to book now." "As well as being very musically talented, The Fron has a fantastic sense of fun so this promises to be a very entertaining evening with some pre-Christmas cheer thrown in – and all in aid of a very good cause.” Tickets will include refreshments and snacks during the interval. A paid bar will also complement the evening. There is also an opportunity to tour the Story of JCB exhibition with family and friends for a small additional fee. Tickets for the event can be booked via this link - jcbfronchoir.eventbrite.com

St Austell Brewery and the Cornish Pirates have announced a new multi-year deal. Tribute, St Austell Brewery’s flagship ale, remains the exclusive beer of the Cornish Pirates. The rugby team will continue to wear its Tribute purple themed away kit, first introduced in 2018, to commemorate their long-standing partnership, with Tribute as one of two main shirt sponsors. A case of Tribute will also be awarded to the ‘Man of the Match’ at the end of each game. St Austell Brewery’s relationship with Cornwall’s premier rugby club sits at the heart of the brand’s association with team sports across the South West region, including clubs and competitions that form part of the fabric of their communities. Laura McKay, Director of Marketing and Communications for St Austell Brewery said: “Tribute continues to support rugby at many levels across the South West, and our relationship with the Cornish Pirates shines as one of our longest and most successful partnerships." “We are proud to work with a club that serves as a major source of pride for Cornwall, representing the county in the second tier of the English rugby union pyramid. We look forward to raising a beer and cheering the team on from the stands.” Ross Hancock, Head of Media, Marketing and Commercial, at Cornish Pirate, added: “We’re very proud of our 16-year association with St Austell Brewery. The Tribute logo that sits proudly on our jersey is now synonymous with the Cornish Pirates and we greatly value relationship that we’ve built together over so many years. “Their ongoing sponsorship is vital to the Cornish Pirates and goes a long way in supporting our players and events throughout the season.” St Austell Brewery also supports the Cornish Pirates’ charity campaigns, with Tribute branding featuring on the reusable pint and two pint cups from its bars. All proceeds go to the clubs’ chosen charity, with more than £10,000 raised for the RNLI through the charity cups campaign last year. To find out more about St Austell Brewery, visit www.staustellbrewery.co.uk

The Caterer have named The Pantry as their 2024 Education Caterer of the Year, at a Gala Awards show for the Foodservice Cateys at The Royal Lancaster in London, beating a host of larger competitors to secure the prize. Now in their 11th year, the Foodservice Cateys are held in especially high-regard across the Catering Industry, recognising innovation and excellence across the U.K’s vast Foodservice sector. Previous winners have included Taylor Shaw, Impact Food Group, Holroyd Howe, and Ch&Co – with The Pantry now joining that illustrious roll of honour. The judging panel commended The Pantry’s ‘standout innovation and a culture that genuinely cares’ as well as their ‘strong customer standards and great commercial evidence’. From innovative meal ordering systems, a family-style approach to employee and customer care, and comprehensive educational support for clients, to competitive pricing, sustainable sourcing and nutritionally-led menus, The Pantry have been the fastest-growing company in the industry over the last four years – and entirely organically, too. And after a year in which the company has won 35 new contracts, welcomed over 200 new employees and won many millions of pounds more in turnover, this award really is culmination of The Pantry’s journey to becoming a Contract Caterer that is about More Than Food. Managing Director Luke Consiglio reflected: “The Foodservice Cateys are seen as the high watermark for awards in our industry – and it’s a real badge of honour for myself and the whole of The Pantry to say we’ve finally got one of our own!" "It’s been the thrill of my life to see so many of our innovations - that have often started as ideas scribbled on my notepad - being brought to life by talented, passionate and creative people across our business, and turn The Pantry into what we’ve always promised to be – More Than Food!” The Pantry is a family business based in Uxbridge, providing the highest-quality food to Schools, Offices, Corporate Events and Private Functions. Starting life as a Sandwich Shop on Hayes High Street, The Pantry now numbers over 150 Schools in their client-base, as well as turning over nearly £17million a year – helping them employ over 700 people in London and across England. The Pantry was founded in 2006 by Luke Consiglio, an award-winning entrepreneur who continues to champion the importance of nutrition and wellbeing as part of The Pantry’s drive to continually be ‘more than food’ for our customers, clients, and children.

Whether it be for canal boats, historic tractors or vintage vehicles, Coach Enamel from HMG Paints has been the go-to product for vintage restoration and decorative work for over 20 years. As a traditional high quality, high build, long oil synthetic alkyd enamel it offers an extra-long wet edge to allow for the product to be brushed for a premium finish. The latest bit of stunning craftsmanship with Coach Enamel comes via the way of Harry's Hot Rod Shop, who has transformed an iconic Series 1 Lambretta with a custom Timothy Taylors Brewery design. This eye-catching project has been brought to life using Coach Enamel, provided by Morleys Derby Ltd, producing a flawless finish that highlights the scooter's timeless appeal. Harry's Hot Rod Shop, renowned for its expertise in 'hand crafted' traditional designs for shop windows, custom automotive and motorcycle work amongst other things, produced this project for the East Midlands Scooter Show at Newark. Based in Derbyshire, the shop has become a go-to destination for enthusiasts seeking bespoke, high-quality traditional designs. This latest project is just the latest example of their exceptional craftsmanship. Owner Harry commented “I’ve been using HMG Paints since I started 10 years ago. I use KX Undercoat, 14 Line Polyurethane and Coach Enamel on a regular basis all supplied by Morleys in Derby. I work on so many different styles of projects for customers from fairground art to old rusty American trucks and the products are very versatile and produce a great finish.” As an independent paint manufacturer HMG Paints Ltd rely on a loyal, countrywide distribution network to supply and service customers. On this occasion, Morleys Derby was able to supply a variety of products, thanks to their in-depth product knowledge in specific colours. Like many HMG distributors Morleys have access to HMG’s ColourBase Tinting Software which allows them to produce over 90,000 colours, including RAL, British Standard and more colour standards across several bases. This project exemplifies why HMG Coach Enamel is such a popular product and when in the right hands can produce a classic design with a flawless finish – making it a perfect blend of tradition and innovation. All HMG Paints products, including Coach Enamel, are manufactured in Manchester, under the stringent quality control of an ISO 9001 management system. The company's dedication to quality and innovation is further affirmed by its Made in Britain accreditation. HMG Paints Ltd is the UK’s leading independent Paint Manufacturer and a proud, family-owned business situated in Manchester. Working alongside new and long-term customers, HMG are committed to sustainability, innovation and customer satisfaction. With over 90 years’ experience in developing innovative coatings, HMG’s portfolio of wet paint and aerosols cover virtually every type of surface imaginable across a whole host of industries including industrial, commercial vehicle, decorative, automotive, protective coatings, defence, toll manufacturing, wood finish and arts & craft. HMG have a drive to set the standards for the industry not just meet them. For more information, please visit www.hmgpaint.com

Delighted to announce that our latest family business podcast has been released, as Paul Andrews and Sam Greaves discuss all things family business with Chris Black, Managing Director of the UK's only manufacturer of traditional jukeboxes. As Paul explains, "Chris is a great example of an entrepreneurial family business owner that has pride and passion for all that they do running through his blood. Not only is he passionate about the products they manufacture in their factory in Leeds but he is also proud of the impact they have - creating memories for generations of family members around the world." This is the latest episode in the series that launched this Autumn with previous releases featuring Bertie Matthews of Matthews Cotswold Flour and Helen Tonks MBE from Hydraulics Online. Find out more and listen to the LEGACY - The family business podcast here

Twin sisters Susan Stoten and Hazel Sturmer are celebrating two decades running Shepherd Neame pub The Hastings Arms. The pair took on the historic pub in Hastings Old Town, which dates back to the 18th century, on September 29, 2004. Susan said: “Hazel was working at another Shepherd Neame pub in Hastings, The Anchor, and heard that The Hastings Arms was up for grabs. I was living and working in London as head of security at Hatton Garden, and didn’t have any previous pub experience, but I decided to come down and see it." “As soon as I walked into the pub with Hazel it felt right. Our parents lived in Hastings, so I liked the idea of being near them, and the change of lifestyle, living by the sea and being my own boss, really appealed.” The sisters grew up in the town, with their parents, sister Heather and brother Gareth, and Susan attended Hastings College, so they were familiar with the area. They also had experience of working together, as they were both employed in the offices of manufacturing company Rigby’s in Wadhurst for nine years, before it closed in 1995. Hazel said: “As twin sisters, we have always been incredibly close and worked well as a team, so being able to spend more time together by taking on the pub just made sense.” During the past two decades, the sisters have put their own unique stamp on the pub, building an excellent reputation for their well-kept cask ales, along with their delicious menu of homemade pub classics, including the popular Tuesday Curry Nights and Tapas Thursdays. Hazel said: “We love meeting new people, and take real pride in ensuring that our food and drink is of the highest quality. We want every customer to enjoy their experience with us and leave the pub happy.” The sisters are also incredibly community-focused, welcoming local groups and holding numerous fundraising events, including entering the Hastings Pram Race in aid of local charities every year – an event they have won for the past three years! Susan said: “Hastings is such a special place with a tight, loving community, and we are incredibly proud that The Hastings Arms really is at the heart of the town.” It has also become even more of a family affair, as shortly after Susan met her now-husband Steven in 2010, he moved in and took on the role of Head Chef. The couple have two rescue Terriers, Bob and Buster, who live with them above the pub. Susan said: “Part of the reason that we have really enjoyed working with the team at Shepherd Neame during the past 20 years, is that it is a family business and we share the same values. They have always treated us well and supported us in every way.” Shepherd Neame’s Chief Executive Jonathan Neame visited the pub to celebrate their 20th anniversary and present them with a commemorative plaque and magnum of Champagne. Jonathan Neame said: “I was delighted to join Susan and Hazel to mark this special occasion, and thank them for their dedication and hard work during the past two decades. It was also great to meet their Head Chef Steven, who has created a fantastic menu which has been key to the pub’s success." "The Hastings Arms is everything a good pub should be, offering superb food and drink, a warm welcome, and loved by the community it serves. The team should be incredibly proud of their achievements.”