A renowned North West artist is bringing his work to the Lake District in the latest ‘Art in the Atrium’ gallery exhibition at Low Wood Bay Resort & Spa. Award winning artist Norman Long is showing a representative body of his work in the free exhibition called 'Summer Observations'. Highly regarded as a versatile painter equally proficient in still life and landscapes, Norman is perhaps best known for his sensitive figure compositions. He favours the subject of capturing people in public places in his art because of the fascinating relationships and interactions that arise to bring his paintings alive. Organised by English Lakes Hotels Resorts & Venues and Lancaster based Gavagan Art, the 'Summer Observations' display runs until 23 October 2024. Norman’s work has been displayed by The New English Art Club for the past six years. He has also exhibited with the Royal Institute of Oil Painters and the Royal Society of Portrait Painters. Executive chairman of English Lakes Hotels Simon Berry says: “Norman Long’s work is another prestigius addition to our series of displays in the Art in the Atrium gallery. Norman combines painting from life with observational drawings, invention, photography and memory to convey the veracity of life. We’re delighted to be able to feature his work here at Low Wood Bay for our guests to enjoy and even buy if they wish.” Early-career awards, such as the de Laszlo Award (Royal Society of Portrait Painters) and Artist of the Year (Artist and Illustrators Magazine) established Norman Long’s reputation, firstly as a portrait painter and then as a gallery artist. Mary Gavagan from Gavagan Art adds: “Norman’s light-filled oils manifest his love for colour and texture. He creates vibrant cityscapes and figurative compositions, capturing relationships between people in public spaces. He comments that he is inspired by the urgency to capture in paint the individual in a crowd before the subject moves or the light changes.” Norman Long was born in Preston and studied at Newcastle University. He later won a scholarship for Postgraduate study at the Pennsylvania Academy of Fine Art. He loves to share his expertise with beginner painters and is the author of a popular book on Oil Painting technique. He is also a trustee of the Manchester Academy of Fine Art.

The Allied Vehicles Charitable Trust (AVCT) is pleased to announce a donation of £3,000 to Rock Trust, Scotland’s dedicated youth homelessness charity. This funding will support Rock Trust’s efforts to expand their services, including increasing housing provision and introducing their innovative Youth Housing Hub model to Glasgow for the first time. Rock Trust was formed in 1990 after the discovery that young homeless people had been sleeping rough in the graveyard of St. Cuthbert’s Church in Edinburgh, and since then has grown its operation into Glasgow, the Lothians, Perth and Fife, and is committed to ending youth homelessness. In 2023 alone, the organization helped over 1,100 young people to avoid, or move on from, homelessness; like Danny, who came to Rock Trust at the age of 16. Danny was living at home with his mum. Their relationship was troubled to the extent that his aunt had referred him to Rock Trust in the hope that their Early Intervention Programme might improve their relationship through 1-to-1 counselling. But when an argument between Danny and his mum eventually turned violent, it became clear that he was no longer safe. Rock Trust were quickly able to move him into a shared flat with other young people and a supportive flatmate. Danny’s support worker has helped him to access financial support and explore his potential. He has started going to art therapy and has completed an external employability course. At 16, Danny didn’t just need a home, he needed help to process everything that had happened to him, help to discover his potential, guidance on developing essential life skills, and ultimately help to make the transition to adulthood. Speaking of his experience with Rock Trust, Danny said: “I am more free, I’m happier, and I’m treated like an actual person. I’ve been given opportunities to do stuff and meet new people. I think I’m a better person, less antisocial. A lot of bad stuff would have happened if I didn’t have the Rock Trust. I’ve even got a better relationship with my mum now we don’t live together.” The charity focuses on three strategic pillars: prioritizing prevention, increasing housing availability, and ensuring a focus on future opportunities for young people. Calum Wright, Trusts and Grants Fundraising Lead at Rock Trust, highlighted the urgency of their work: "Scotland is facing a housing emergency which is disproportionately affecting our young people. At Rock Trust, we believe that accommodation, support, education, and employment are the best routes off the streets and away from the misery that accompanies homelessness. Thanks to supporters like the Allied Vehicles Charitable Trust, we can help more young people avoid, survive, and move on from homelessness for good." This donation from the AVCT will play a crucial role in Rock Trust’s mission to combat youth homelessness amid rising costs, cuts in statutory funding, and an increasingly competitive fundraising environment David Facenna, Corporate Culture Director at Allied Vehicles Group, expressed his support, stating: "Homelessness is a heartbreakingly real prospect for many young people and a frightening reality for others. We are proud to support Rock Trust in their vital work to provide immediate and effective assistance to those in need and to help them build a stable future. Our contribution aims to ensure that more young people have access to safe housing and essential ongoing support to rebuild and lead healthy, independent lives."

Succession planning is a crucial element for the sustained success of family firms, as it involves the strategic transfer of leadership and ownership from one generation to the next. The significance of this process lies in its ability to ensure continuity, mitigate potential conflicts, and preserve the family legacy. By identifying and grooming successors, from both family and non-family pools of talent, family firms can potentially navigate transitions smoothly, maintaining stability and fostering growth. Effective succession planning not only secures the future of the business but also nurtures a sense of responsibility and commitment within the family and the business, aligning values and goals for long-term prosperity. However, succession planning involves plenty of difficult conversations and it can be a tough process for any family to go through. We asked our Global Family Business Think Tank Panel if they thought that succession planning becomes more difficult as family firms become more multi-generational. The Results: As our panel highlight, the first transition for many, due to never having been through the process before, is difficult and possibly the hardest. However as a business becomes older, families become larger in size and more disparate, and as the impact of modern living and relationships are taken into consideration, it could be argued that succession may not necessarily become harder, but there is definitely scope for the process to be more complex.   THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “A more geographically and demographically spread out family and its business over multiple generations will present more challenges to succession planning. Leadership development, communication, education and relationship building will all become more challenging. That is why generational engagement programmes and processes are so important. They need to be in place sooner rather than later.” Charlie Leichtweis Founder & Managing Director, Experts in How LLC “Succession does become more difficult as families become multi-generational and they are more likely to be multi-continental and spread all over the globe.” Iain Stirling Co-Owner, Arbikie Highland Estate Distillery “Succession does become more difficult as family firms become more multi-generational. There is greater complexity, however, if the foundations of good family governance including succession planning are in place, this provides a bedrock of accepted process and expectations that future generations are aware of and can use at each succession event (although of course it is never an event!)” Philip Pryor CEO, Family Business Central Ltd “I think that multi-generational families have a wider set of individuals with different goals. Thus, they need to be more purposeful in the way that they plan for succession and the way that they involve the next generation to be part of the family business.” Isabel Botero Adviser at Generation6 and The Fischer Chair in Family Entrepreneurship at the University of Louisville “The next gen have more options and are looking for roles with purpose and impact. In contrast, baby boomers have different priorities. Bridging different perspectives and priorities becomes more difficult but when they get it right, it will generate a competitive advantage and great cohesion.” Peter Englisch PwC Global Family Business Leader and IMD Executive in Residence “If more stakeholders and/or stakeholders with different goals are involved in the process, it is more likely that planning for succession will become more challenging.” Josh Daspit Associate Professor & Dean Paul R. Gowens Excellence Professor in Business, Texas State University “Complicated, perhaps, but not more difficult. But we must note that succession planning has nothing demonstrable to do with succession success.” Joseph Astrachan Chair, Generation6 Family Enterprise Advisors “ As a business family grows in size and complexity there are more potential candidates for leadership roles. This resulting competition can lead to discord unless there is some way to add objective criteria to the selection process and ensure that the decision-making is handled openly and inclusively.” Paul Edelman Family Office Coach, Edelman & Associates “In my opinion, succession planning is hardest when it goes from the first to the second generation, as the bereavement aspect of the succession is very much in the way.” Ana Aguirregabiria Director, Doctorana Solutions 42 “Succession challenges are very contextual, and the level of difficulty largely depends on the characters involved. While multi-generational family businesses are more complex, this does not inevitably mean they are more difficult – in fact as numbers grow there are more options and alternatives for succession. In addition, as the generations multiply, businesses tend to become a little larger and can access economies of scale to support succession more thoroughly and take action over the longer term, which helps in both readying successors and setting appropriate expectations.” Nick Mayhew Managing Director, Alembic Strategy “I think that after the first successful round of succession, it can become easier as the second generation tries not to make some of the mistakes that they had to live through. There will always be challenges though that are new and unique to each round of succession.” Mike Schmitt President & Founder, The Rubra Group LLC “As family businesses become more multi-generational, succession becomes different, not necessarily more difficult. Succession from founding to second generation can be incredibly challenging.” Josh Baron Senior Lecturer, Harvard Business School Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

Effective communication is the cornerstone of success for family firms, playing a pivotal role in fostering and building cohesion, trust, and sustainable growth within the business. In the unique context of family businesses, clear and open communication becomes even more critical. It serves as the linchpin for navigating complex dynamics, resolving conflicts, and ensuring that shared values and goals are effectively transmitted across generations. We asked our Global Family Business Think Tank Panel if they thought that getting communication right in family firms is one of the biggest issues when preparing to succeed as a family business for generations to come. The Results: According to the findings of our panel, a culture of transparent communication not only enhances collaboration but also strengthens the resilience of family firms, allowing them to adapt to challenges and capitalise on opportunities in an ever-evolving world, ensuring the opportunity for misunderstandings are minimised and that everyone is working towards the same goals. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “Miscommunication is the root of failure in any relationship or institution, family businesses included.” Salvatore Sciascia Professor, Cattaneo University “Maybe THE most important thing is communication in a family business. Without open, honest and vulnerable communication, the level of success in a family business taps out at a certain point. That doesn’t mean you can’t be successful but does mean that family businesses can go so much further with great communication.” Kyler Gilbert Vice President & Consultant, Business Consulting Resources “It is not just about communication, it is about committing to the hard work of learning how to communicate well about the hardest things in life. This is not easy and is the job of a lifetime. But those families who invest in developing their emotional, social and relational skills stand out from the crowd.” Nick Mayhew Managing Director, Alembic Strategy “It is very hard to change family dynamics. That is why it is important to aim to become a learning family. It is also important to have regular family meetings with external facilitators which can create a special space where it is possible to communicate more deeply than is normal.” Christian Stewart Independent Family Advisor, Family Legacy Asia “Everything happens through conversations. The quality of the conversations in the business are directly correlated with the success of the business. Family dynamics are complex and can be tricky to navigate. Families who invest the time, energy, effort and in experts who can help them will succeed. The others flounder or get lucky. Or they don’t!” Leah Zimmerman Owner & Family Business Coach, Stepping Stool Coaching “Communication is the seed of everything else that impacts a family firm. One might argue engagement or education or even a good estate plan is the key element for succession, but without communication, none of that happens, or it happens in a vacuum. Competent communication also begets transparency, which is highly important to millennials and Gen Z.” Torri Hawley Director of Client Experience, Tamarind Learning “Open and honest communication is vital in any business but even more so if you are aiming for a multigenerational family business over a long period of time.” Bev Mitchell Founder & Director, Beverley Mitchell Consulting “Effective communication within family firms is not just a challenge but a cornerstone for generational success. It forms the linchpin that binds shared visions, resolves conflicts and sustains the legacy across the continuum of generations in family business." Nupur Pavan Bang Academic Director, Thomas Schmidheiny Centre For Family Business, Indian School Of Business Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

Unlike publicly traded corporations and their nonfamily counterparts, family firms often prioritise a unique set of values that transcend mere profit maximisation. Family firms by their very nature are businesses deeply rooted in family and often a place, fostering a sense of tradition, continuity, and responsibility. The purpose of a family firm extends beyond financial success, encompassing the preservation of heritage, the well-being of family members, and contributing to the broader community. As such, understanding the close relationship between purpose and values is crucial in navigating the complexities that arise within the dynamic context of family-owned enterprises. We asked our Global Family Business Think Tank Panel if they thought that family firms with clearly defined purpose and values are more likely to survive as successful family firms than those without them. The results: The general consensus of our panel is that when purpose and values are tangible, authentic, real, and fully embedded within the culture of a family business that they make a difference and in the long term can help support sustainable businesses too. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “It is important in any business to have clear goals, purpose and values and even more so for a family business where the relationships extend out from the boardroom and are impacted by the business family, some of whom may not work in or own shares in the business. Forward planning, clarity and transparency, using tools such as a family charter, help to secure future success and can assist in paving a smoother road to success by getting the business family on board.” Joanna Millar Legal Director, Anderson Strathern LLP “The more the underlying aspects of things that shape behaviour are clearly defined, the more the family can align around those things.” Leah Zimmerman Owner & Family Business Coach, Stepping Stool Coaching “A clear, shared purpose and value system orient and motivate productive behaviour in that direction. It is at least equally important however to be confident enough as a family to periodically assess and discuss whether the proclaimed historical purpose stull suits the current and future needs of the family and the business.” Jasper Brinkerink Lecturer in Entrepreneurship & Innovation, University of Edinburgh J “I think purpose and values are really important but success comes down to a range of other factors including strong leadership, clear vision for the business and the ability to adapt as markets change.” Mike Kane Partner, Turcan Connell “Organisations with a clear purpose and values often find it easier to attract and retain employees who resonate with their mission and culture. This is particularly relevant in family firms, where the preservation of family legacy and values can be a strong motivating factor for employees who feel connected to the ethos of the organisation.” Tsitsi Mutendi Co-Founder Nhaka Legacy and African Family Firms “A compelling purpose is very helpful for building motivation and commitment from family members and employees alike.” Joseph Astrachan Chair, Generation6 Family Enterprise Advisors “Clarity of values and purpose will keep the family on the same page. The real challenge is bringing these values and purpose to life in a day to day way when running the family business, including how the values and purpose impact the strategic choices that the business makes.” Jean Santos President, Business Consulting Resources “A clear purpose and values system in a family business helps all family members align towards a common goal. It aids them in making clear decisions in alignment with their values and purpose. Family firms that have not clearly stated their purpose and values often struggle with diverse viewpoints and aspirations which can result in the loss of key resources and time spent just figuring out their next steps.” Sunil Soni Family Business Advisor, IFBN Consultants “I agree that having a strong values foundation is essential for a business family to be able to successfully stay together over the long term, rather than just having a financial bond.” Anneleen Michiels Associate Professor at Hasselt University and Adviser at Generation6 “Purpose and values are critical for survival. They provide the foundation of trust, understanding and communication and are the equivalent to the business vision, strategy and values.” Susanne Bransgrove Founder and Lead Family Expert, LiquidGold Consultants “Family firms with clearly defined values and purpose are more likely to be successful, especially in uncertain times when the purpose becomes a clear compass to orient the behaviour of the different family firm stakeholders.” Alfredo de Massis Professor of Entrepreneurship and Family Business at the Free University of Bolzano (Italy) and IMD Business School (Switzerland). “Most definitely. A clearly defined purpose and set of values will help to inform the business decisions you make, the company culture and how your people work together. They also have the potential to be a family business’s USP and help to diffentiate them in the eyes of their people, their customers, their suppliers and the wider market. However - be warned - just having a purpose and a set of values written down does not mean that they are lived by or relevant! They have to cascade down into the culture and the way that things are done on a daily basis. It has to be a lot more than just some values written on a poster on the wall. Particularly during times of change, challenge or expansion it’s important for family businesses to review their purpose, values and culture to ensure that they are still relevant to the business in general and the people in particular. If you want your purpose and values to be your USP then you need to keep them constantly at the front of mind and be prepared to update or adjust them if they are no longer serving you.” Beverley Mitchell Founder & Director, Beverley Mitchell Consulting “Purpose and values serve as the foundation for keeping business families together. It’s not merely about defining them on paper but, more importantly, about ingraining them as integral parts of both family and organisational culture.” Abirami Duraisamy Executive Coach For Family Businesses, Outshine Outplay Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

Far beyond a mere recounting of events, storytelling in the context of family businesses becomes a powerful tool for shaping narratives, fostering cohesion, and gaining a competitive edge. We asked our Global Family Business Think Tank Panel if they thought that family firms embrace their narrative/history sufficiently as a point of competitive advantage. The results: Our panel are in agreement as to the profound impact of storytelling within family firms and the ways in which the art of narrative contributes to resilience, innovation, and ultimately, a distinctive advantage in the competitive business landscape. Storytelling can be a real differentiator for family firms but again it is clear that whilst some fully embrace their history and heritage into a compelling and authentic narrative, others need to recognise the potential and do more to harness the potential that comes with being a family owned business and a relatable story to tell. This is an area where more clearly needs to be done. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “I believe that the narrative/history starts with the definition of the values that drive the purpose of the family and it’s business. Those values, their communication, and their evolution are key building blocks in creating a sustainable legacy.” Charlie Leichtweis Founder & Managing Director, Experts in How LLC “Mastering marketing is a delicate blend of art and science, something that evolves until you find the perfect mix, and even that can shift tomorrow. Many businesses initially forge their reputation through hands-on effort, but as they ascend, their stories can grow stale. It’s not merely about the family narrative; it must be a tale that strikes a chord, illustrating why prospects and customers should care about whether it’s a family business or a corporate giant offering the same product.” Jeremy Stevenson Managing Partner, iBridge Global Partners “On average, much more can be done to leverage such a unique source of competitive advantage.” Salvatore Sciascia Professor, Cattaneo University “Some family firms keenly understand the value that lies in their traditions and history and they are quite successful in leveraging this asset. However, not all family firms recognise this advantage and how it can be used.” Josh Daspit Associate Professor & Dean Paul R. Gowens Excellence Professor in Business, Texas State University “I think that this is an area that needs to be enhanced. The stories of success as well as challenges need to be discussed, but the upcoming leadership needs to see that there is a pathway to fulfilment and joy if they stay on and help the family business. Sometimes the stories are more about the rough times and not enough of the good times and aspirational ideas that keep the current leadership motivated.” Mike Schmitt President & Founder, The Rubra Group LLC “Familiness as a differentiator is probably under-leveraged by those who could benefit from it (SME’s) and over-leveraged by large, multi-national firms that are more detached from their family ownership. Research shows that people like to buy from family firms and that that they like to work for family enterprises. Failing to harness that would be a mistake, but it must be authentic and appropriately communicated.” Torri Hawley Director of Client Experience, Tamarind Learning “Family businesses tend to be a reflection of the personality of the current leaders and whilst some families have had professional support in telling their story, the vast majority have limited expertise and do not recognise the family business goodwill as a competitive advantage.” Richard Boyce Executive Director, Boyce Family Office “The family businesses that tell their stories well are usually those that are most successful. They tend to get the balance right between legacy/history and each generation creating their own story." This doesn’t just happen by chance, and usually there is a culture and governance which has been fostered and developed over years to ensure the entrepreneurial spirit of all generations and avoid ‘the shadow of ancestors’. The relevant governance and mindset helps ensure the balance and the narrative continue to be fit for purpose.” Kirsty Ross Family Business Director, Turcan Connell Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

The world is changing at a significant pace and that is certainly changing the way that all businesses operate, and that includes those in the family business space. Business leaders and senior management of the family firms of tomorrow will certainly need different skills to their counterparts in family firms today and our panel are in full agreement that family firms need to further evolve in order to engage, recruit, onboard, develop and retain the next generation of their businesses. We asked our panel that given demographics around the world are changing, as are the desires and aspirations of the next generation, if they thought that family firms will need to further evolve in response to the changes affecting the next generation. The results: We can already see the next generation in family businesses ushering in a transformative era, characterised by a dynamic blend of tradition and innovation. As younger members assume leadership roles, there is a palpable shift towards embracing technological advancements, sustainable practices, and diverse perspectives. These emerging leaders are redefining the traditional family business model, navigating challenges with agility, and leveraging modern strategies to ensure long-term viability. The infusion of fresh ideas, coupled with a commitment to preserving familial values, is shaping a new narrative for family enterprises, poised to thrive in an ever-evolving business landscape, with a next generation that have different perspectives on how they want to do business too. Our panel was in complete agreement that there is need for continuing evolution of family businesses in order to attract and retain members of the next generation. THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “I think that understanding the needs of the next generation while ensuring that the next generation shows respect for what the now gen has built is incredibly important. The needs and mindset of the different generations means there are a lot more opportunities for change and to hear different perspectives but it also means there are more chances for conflict to arise. As the next gen becomes more confident and capable, a great relationship with the now gen is essential and requires evolution.” Kyler Gilbert Vice President & Consultant, Business Consulting Resources "I think younger generations have firm ideas about what they want to do with their resources but I also see that many seek meaning through the shared journey so long as it involves a shared purpose, values and there is openness to hearing the perspective of the younger generation.” Elizabeth Bagger Founder, Avanti FBA “One of the things that I have noticed from my research about next generation preparation in family enterprises is that most of what we know about the next gen comes from the encumbent. Thus, researchers and advisers need to further explore the voice of the next gen in order to better understand how to connect with them and to see how they want to be involved with the family business.” Isabel Botero Adviser at Generation6 and The Fischer Chair in Family Entrepreneurship at the University of Louisville “While family businesses offer great opportunities for growth, they still face challenges in effectively onboarding the next generation and creating the road map for them.” Abirami Duraisamy Executive Coach For Family Managed Businesses, Outshine Outplay “Family firms always need to adapt to their own next generation of successors and this is a good thing, and helpful in modernising and updating ideas and approaches as generations shift. Families need to be in constant dialogue about the massive global changes taking place to generate useful strategies to tackle the implications for their own businesses.” N ick Mayhew Managing Director, Alembic Strategy “My mantra is that ownership is more important than management. Cultivate an effective cohort of rising generation owners and they can set the purpose and values of the enterprise.” Christian Stewart Independent Family Advisor, Family Legacy Asia “One big generational divide is the expectations around work/life balance. Rising gens are demanding balance and will not sacrifice their wellbeing for the business. Gens in control expect the rising gen to do whatever it takes. There is a big divide here that needs to be managed.” Jean Santos President, Business Consulting Resources “I believe that of particular relevance are the next gen values, habits and aspirations concerning sustainability and the use/adoption of new technologies. Hence, family businesses may need to evolve by adopting more suitable business models.” Elias Hadjielias Assistant Professor, Cyprus University of Technology “The most successful family businesses are those that combine non-financial with financial goals and who harvest the innovative and entrepreneurial skills of the senior generation, including legacy and history, with the knowledge, perspective and skills of the next generation who are far more technologically savvy and can help modernise the business, building on the history of the past generations and the founders. I think family businesses need to recognise the need for change. We have seen one thing for sure, that family businesses will continue doing what they have always done until there is something quite major that changes things. I think they need to be more open and proactive about anticipating the changes, engaging the next generation and taking note of how the world is changing and acting in order to remain relevant.” Kirsty Ross Family Business Director, Turcan Connell “The world continues to change at a fast pace – demographics, working remotely, technology and AI are all present and real, together with the desires of the next generation to undertake roles that have purpose and impact." "Family businesses need to recognise the changing needs of their business and the skills required of future leaders when engaging with their next generation as things have changed and changes will need to be made as to how the next generation are engaged and informed, educated on the nature and prospects for the family business and encouraged to get involved." "The next generation are often located in different corners of the world but with modern technology there are tools to evolve ways of working and engaging and successful family businesses will embrace the opportunity and make it work." John Broons Family Business Adviser, John Broons Consulting Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

Celebration Packaging’s new easy to use zero-touch wooden cutlery dispensers are filled with premium wooden single-use cutlery – delivering a perfect combination of hygiene, convenience and sustainability. Nick Burton, MD of family owned and run Celebration Packaging, which is based in Stanley Street, Burton Upon Trent, said: “This is the world’s most hygienic zero-touch wooden cutlery dispenser. For end-users, there are no levers or buttons to press, as they simply pull the cutlery handle from the dispenser. This creates a sanitary dispensing solution, significantly reducing the chance of contamination by bacteria, germs, and viruses, which is common with traditional open cutlery trays and pots." “Meanwhile, operators have absolutely zero contact with the cutlery when filling the dispenser, which totally prevents cross-contamination.” These disposable wooden cutlery dispensers prevent wastage and over-consumption, as customers only pick the items they are going to use, rather than taking – and touching – multiple items. Ideal for self-service areas, takeaway and QSR outlets, food kiosks, food courts, service stations and stadiums, the unit has a small footprint when placed on counters, or it can also be wall or stand mounted. For operators, the high-quality, robust and aesthetically pleasing dispenser is designed to be easy to maintain as the transparent housing shows the cutlery level, and it is purely mechanical with no power or batteries required. Easy to use and maintain To load the hygienically packed factory-sealed cutlery refill pack, simply open the flap, press the red button and pull out the cartridge. The refill pack of knives, forks or spoons can then be placed in the corresponding cartridge and the tape tab pulled off and the bag removed. Pull the trigger to release the first piece of cutlery, press the red button and push the cartridge back into the dispenser, which is now ready to use. Simple. Wooden cutlery is 100% natural and the perfect alternative to the now banned single-use plastic cutlery. The dispensers are easily branded, creating an unmissable opportunity for operators wanting to advertise their brand or announce special promotions or events. “These dispensers offer a professional, minimalist, modern-looking, practical and organised solution, especially when compared to messy and unorganised open cutlery trays or pots, which are often a hot-bed for germs, viruses and bacteria,” says Nick Burton. “But perhaps the biggest benefit of these innovative new zero-touch disposable wooden cutlery dispensers is that consumers only touch the handle of the piece of cutlery they are going to use, so this is both a hygienic and a waste-saving solution.”

With over 30 coastal pubs in its estate, St Austell Brewery is proud to be supporting the RNLI in its 200th anniversary year. The company has brewed a limited-edition beer - available now - and will be hosting a special RNLI-themed dining event for pub guests in September. Summer Sun is a pale 4.5% fruity summer blonde ale with floral and citrus notes. The limited-edition cask beer, in pubs across the South West now, is a part of its music-themed seasonal beer collection for 2024 and even has its own playlist (which beer lovers can listen to by scanning a QR code on the pump clip). Five pence from every pint of Summer Sun, inspired by the famous Texas song, will be donated to the RNLI. In September, St Austell Brewery will also host RNLI Fish Supper events across 13 of its South West pubs by the sea, donating a percentage of ticket sales to the charity. Beyond this, St Austell Brewery will help raise guest awareness on the RNLI’s latest water safety campaigns, providing crucial advice to help protect those visiting its pubs by the water’s edge. Laura McKay, Marketing & Communications Director, St Austell Brewery said: “We’re delighted to be doing our bit to support such a special charity by releasing a seasonal beer and hosting RNLI fish supper events in our pubs." “Many of our coastal pubs are near local lifeboat stations and some of our team members are volunteer crew themselves. What better opportunity than the charity’s 200th anniversary for us to recognise the important role these volunteers play within our South West communities, keeping people safe on the water and saving lives at sea.” Steve Instance, RNLI Water Safety Lead for the South West added: “This partnership will help the RNLI spread vital water safety messaging during our peak summer season as well as bring in funds to help the charity in its mission to save lives at sea." “St Austell pubs will help us reach a crucial demographic of holidaymakers visiting the coast this summer with our Float to Live messaging which we know saves lives – if you find yourself in trouble in the water, fight the urge to panic, lay back with your ears submerged and use your arms and legs to help you stay afloat. Then you can call for help or swim to safety.” Keep an eye on St Austell Brewery’s social channels for more news on the RNLI Fish Supper event happening in September. To read the RNLIs helpful safety advice on enjoying a beer near the coast or by water, click here.

GAP Hire Solutions based in Glasgow, has fought off global competition to win a prestigious RoSPA Award, demonstrating its commitment to health and safety excellence. GAP has retained the Gold Award, for the seventh year, in the Health & Safety Performance category and obtained Gold for Fleet Safety, demonstrating its dedication to ensuring its staff get home safely at the end of every working day. The esteemed RoSPA Awards program now celebrates its 68th year as the UK’s largest and most impactful health and safety programme. With almost 2,000 entries annually from over 50 countries, impacting over seven million employees, they offer a platform to spotlight an unwavering commitment to continuous improvement and excellence in health and safety. Whether entrants seek non-competitive excellence recognition or vie for competitive awards across 32 industry sectors, the RoSPA Awards provide an unparalleled opportunity to stand among leaders shaping safer, healthier workplaces. As of this year, the RoSPA award entry process can be used as reflective practise to contribute to continuing professional development (CPD). Malcolm Campbell, Performance and Improvement Specialist at GAP Hire Solutions commented: “We are thrilled that GAP has once again earned these prestigious RoSPA Gold Awards for 2024. This achievement reflects our unwavering commitment to maintaining the highest standards in Health & Safety and Occupational Road Risk. It’s a testament to the dedication of all our operational teams in ensuring safety is at the heart of everything we do.” Julia Small, RoSPA’s Achievements Director, said: "Workplace accidents don't just pose financial risks and operational disruptions; they significantly impact the quality of life for individuals. This is why acknowledging and rewarding excellent safety performance is vital." “We congratulate GAP Hire Solutions for winning a prestigious RoSPA Award and showing an unwavering commitment to keeping employees, clients and customers safe from accidental harm and injury.” Sponsored by Croner-i, the RoSPA Awards scheme is the longest-running of its kind in the UK, and receives entries from organisations across the globe, making it one of the most sought-after achievement awards for the health and safety industry. Ben Chaplain, Managing Director at Croner-i, said: "We are proud to sponsor the RoSPA Awards for a second year, which emphasises our dedication to prioritising health and safety—an essential foundation for lasting success and wellbeing at work.”

Financial literacy is a critical life skill that lays the foundation for sound financial decision-making and economic well-being. As the world becomes increasingly complex, equipping children with financial and wealth literacy early in life becomes imperative. Here, we take a look at the importance of financial education for children, effective strategies for imparting this knowledge, and the long-term benefits of such education. The Importance of Financial and Wealth Literacy Financial literacy encompasses a range of skills, including budgeting, saving, investing, and understanding credit and debt. Teaching children these skills is crucial for several reasons. Financial literacy empowers children to make informed decisions, fostering a sense of independence and responsibility. Understanding how to manage money helps children gain confidence in handling their finances, reducing dependency on others. By learning about credit and debt management, children can avoid common financial pitfalls such as excessive borrowing and high-interest debt. Early education can instil the importance of living within one’s means and the dangers of accumulating debt. Early financial education sets the stage for long-term financial health. Children who understand the principles of saving and investing are more likely to build wealth and achieve financial security in adulthood. Financially literate individuals contribute to the economy by participating in the financial system, investing in markets, and starting businesses. This participation can lead to broader economic growth and stability. Strategies for Teaching Financial Literacy Effective financial education for children should be age-appropriate, engaging, and practical. Introducing basic financial concepts at an early age lays the groundwork for more complex topics later. For young children, this can include understanding the concept of money, the difference between needs and wants, and the basics of saving. Practical experiences are invaluable in teaching financial literacy. Parents can involve children in everyday financial activities such as grocery shopping, budgeting for family vacations, or saving for a desired toy. This hands-on approach makes financial concepts tangible and relevant. Educational apps and games can make learning about finance fun and interactive. There are many resources available that teach children about budgeting, saving, and investing in an engaging manner. Teaching children to set and achieve savings goals helps them understand the value of delayed gratification. Parents can encourage children to save a portion of their allowance or earnings from chores for a specific goal, such as a new gadget or a special outing. Opening a savings account for a child can provide practical experience with banking. Parents can teach children how to deposit money, track their balance, and understand the concept of earning interest. As children grow older, introducing them to the basics of investing can be beneficial. Explaining concepts such as shares, bonds, and mutual funds can help demystify the world of investing. Simulated stock market games or actual investments with small amounts of money can provide practical experience. Understanding credit is crucial for avoiding debt. Parents can teach teenagers about how credit cards work, the importance of paying off balances in full, and the impact of interest rates and credit scores. Long-Term Benefits of Financial Education The benefits of teaching children financial literacy extend well beyond childhood. Financially literate individuals are better equipped to manage their finances, save for the future, and invest wisely. This knowledge contributes to overall financial security and stability. With a solid foundation in financial literacy, individuals are more likely to make informed decisions regarding major life events such as buying a home, funding education, or planning for retirement. Understanding financial principles can reduce anxiety related to money management. Financially literate individuals are better prepared to handle financial challenges and unexpected expenses. Financial literacy can contribute to the creation and preservation of generational wealth. Educated individuals are more likely to teach their children about money management, creating a cycle of financial competence and stability. On a broader scale, widespread financial literacy can contribute to economic growth. Financially savvy individuals are more likely to invest in businesses, engage in entrepreneurial activities, and contribute to a stable and prosperous economy. Teaching children about financial and wealth literacy is a vital investment in their future. By imparting essential financial skills and knowledge early in life, parents and educators can empower children to make informed financial decisions, avoid debt, and build long-term financial stability. The benefits of such education extend beyond the individual, contributing to broader economic growth and stability. Integrating financial literacy into the education system and family life is an essential step towards creating a financially literate and economically resilient society.

Aberdeen’s historic Union Terrace Gardens has been revitalized through a partnership between UK plant nursery Johnsons Nurseries and Ashlea Ltd, one of the UK’s leading commercial landscape providers. This remarkable project recently won a Gold Award at the 2024 Scottish Design Awards for Public Building and another Gold Award for Lighting. Additionally, it secured the prestigious Project of the Year and Public Realm Project accolades at the ASA Design Awards 2024, following its 2023 CECA Scotland Place Making Award. LDA Design led a project team comprising Balfour Beatty, Ashlea Ltd, Arup, Stallan Brand, Ryden, McLeod and Aitken. Balfour Beatty awarded Ashlea with the soft landscaping contract. Johnsons Nurseries is a century-old commercial nursery located between Harrogate and York. Their supply included over £215k worth of plants for the gardens. This included a custom hand-grown city crest made from gold and green Ilex crenata, and 130 different varieties of plants. Their supply portfolio includes the Athletes Village for the Commonwealth Games in Glasgow, the luxury hotel Grantley Hall, and various Royal Parks. Originally opened in 1879 by architect James Matthews, Union Terrace Gardens has undergone a £28.3m rejuvenation. The gardens now feature new wheelchair-friendly routes, a children’s play area, and three new pavilions for cafes, restaurants, and cultural spaces. The Gardens also feature extensive seating, new lighting elements, refurbished historic arches and Victorian toilets and specially commissioned artworks. Additionally, there is a new water feature, and the statues of William Wallace, Rabbie Burns, and Edward VII have been cleaned alongside, the ‘grand staircase’ leading down to the lower Gardens. Over 20,000 plants were supplied to increase biodiversity within the Victorian park, including 1,252 Primula vulgaris, 1,853 Ophiopogon plan 'Nigrescens', 1,400 Brunnera, 1,270 Ajuga reptans 'Atropurpurea’, 1,008 Anemone Honorine Jobert 2L, and thousands of Ilex crenata gold and green which made up the city crest. Johnsons Nurseries’ marketing manager, Eleanor Richardson, said: “We were thrilled when the opportunity arose to work on such an iconic garden project, and it was great to work with the fantastic team at Ashlea once again." “The project has breathed new life into the gardens, and we hope that our plants can be enjoyed for generations to come.” Stuart Simpson, Director at Ashlea Ltd, said: “We were delighted to work with the Johnsons team once again on this project, transforming Union Terrace Gardens into a fresh, revitalized space. Johnsons’ top-quality plants, trees, and shrubs really enhanced the gardens and made this a truly tranquil location.” Johnsons Nurseries and Ashlea Ltd have collaborated on numerous projects before, including The NCL2 Fulfilment Centre, Stockton, Sighthill, Glasgow, Pennine 5 Campus, Sheffield and various Center Parcs locations across the UK. Photo credit: Chris Swan Photography