In his role as the Prime Minister’s trade envoy to Australia, iconic former cricketer Lord Botham OBE visited Sound Leisure in Leeds. The manufacturer of classic jukeboxes, which has exported to Australia for over 20 years, has sold 15 of its jukeboxes to Australia in the last 12 months. Employing more than 40 people at its Leeds head office and manufacturing centre, the £5m revenue family-owned Sound Leisure has again been named as an Export Champion for 2023 and sells 80% of its products overseas to customers in over 40 countries worldwide, including Australia, the US and Japan. Celebrities, royalty and famous athletes are among the buyers of its retro-design state of the art vinyl and digital jukeboxes. “Sound Leisure is a mainly export business, and anytime we can move forward our knowledge of overseas markets, and share our experiences and insights with other exporters and businesses, we grab the opportunity,” said Sound Leisure director Mike Black. Mr Black escorted Lord Botham on a tour of the firm’s state-of-the-art, 80,000 sq ft manufacturing facility, where he was shown how Sound Leisure classic jukeboxes are meticulously hand built by a team of skilled craftsmen. Mike Black said: “It was great to welcome Lord Botham to our factory today and he was really impressed to see the levels of skill and craftsmanship that go into building these intricate and innovative machines which we have been producing here in Leeds for 45 years.” “We’re a family-run British manufacturing business and exports, including to Australia, make up a huge amount of our business. We’re proud to have been named an Export Champion for the Northern Powerhouse once again this year by the Department of Business and Trade.” Lord Botham’s role as trade envoy is an unpaid and voluntary one, aimed at boosting British business in Australia. The factory tour was followed by an Export Champions round table, organised by the Department of Business and Trade and held at the Sound Leisure manufacturing facility.

Outdoor shading manufacturer, Caribbean Blinds, has partnered with a number of new installers following their successful debut at this year’s FIT Show – the UK’s only dedicated event for the window, door, hardware and flat glass industry. As the country’s number one fabricator and installer trade exhibition, the FIT Show celebrated its ten year anniversary at the NEC Birmingham from the 23rd to 25th May. Acting as the perfect platform to showcase their entire award-winning range of luxury external shading systems including patio awnings, louvered roofs and external blinds, Caribbean Blinds’ stand allowed installers to see and feel the superior quality and finishing touches of their products first-hand. The Sudbury based firm also introduced their latest awning and pergola sales aids, including sample kits that enable installers to effortlessly sell their products. Caribbean Blinds’ louvered roof pergolas attracted the most interest from installers over the course of the three-day event, with a total of 239 installers registering as partners at the show, and 10% investing in sampling there and then. Managing Director at Caribbean Blinds, Stuart Dantzic, commented: “Now is the ideal time for installers to be offering a complete glazing package – including shading – due to a number of factors including climate change, legislation and importantly, ongoing trends in consumer behaviour.” “Wherever glazing is installed, there is an opportunity and need for external shading. Our products are a natural addition to an installer’s product portfolio, increasing average sale values and boosting profits as a result. The two products go hand-in-hand, so the show was a natural fit for us to showcase our solutions to the sector.” “Our team thoroughly enjoyed meeting so many forward-thinking installers who were looking to grow their sales with the addition of external shading…so much so that we have signed up to the next FIT Show in 2025!” Caribbean Blinds is committed to helping installers maximise sales of external shading in conjunction with glazing and providing a profitable additional revenue stream as a result. The team strongly believes that the reason for the high registration rate was due to the ease of adding their products to any range, including their dedicated installer academy, the use of their own delivery vehicles and their two-week UK manufacture guarantee. Since completing on its 10,000sq/ft factory extension at the end of 2022, Caribbean Blinds has not only onboarded six new members of staff – with plans to recruit six more – but the company’s ability to hold much higher levels of stock has reduced both price volatility and lead times.

A river may not run through it, but new General Manager of The Boathouse in Yalding, Rachel Webb, is hoping the three rivers converging alongside her new workplace will bring a chance to go with the flow. Rachel, 40, who has worked in the hospitality industry since her teens, has swapped life at a large pub and restaurant in busy Bexleyheath for the more tranquil setting of the Shepherd Neame riverside pub near Maidstone. But she knows her time there won’t be quiet, as the venue is always fully booked and buzzing from spring through to autumn, as customers flock to enjoy al fresco drinks and dining with the spectacular views of the River Medway, River Beult and River Teise. And she is already planning to channel the benefits of the pub’s unique location for further success, starting with table service to the boats which moor alongside the site. Originally from Crawley, Rachel spent her career working for a number of pub chains, Mitchells & Butlers, Marston’s, and, most recently the Stonegate Group, running the Grade II Listed Danson Stables in Bexleyheath. She said: “I initially went into hospitality because I love people and thought I could pull a pint! I progressed quickly in the industry and am used to managing massive teams and juggling everything that goes with that. But the higher I went with some of my previous employers, which were large chains, the more I realised I wanted to get back to a more personal approach – I wanted to get back to what I loved when I started and get my passion back for the industry. “Here at The Boathouse, working for Shepherd Neame, which is an independent family business, I think I have found that. We are already incredibly busy in the summer months, so my focus is looking at what else we can offer our locals that will keep them coming back to us throughout the year.” She plans to start opening for breakfast and will be staging more live music and some small events and promotions during the week to encourage families, parents at home with young children and retired customers to visit. Parts of the pub date back to the 16th century and one area she is hoping to revive is the Edith Nesbit room, transforming it into a private function room. The pub, formerly The Anchor, includes a display dedicated to the author, best known for The Railway Children, and even featured in her romantic novel, Salome and the Head. A new menu, along with new chalkboards announcing the latest specials, has been introduced, offering classic pub food with a modern twist, using seasonal ingredients wherever possible, along with a range of classic and innovative brunch options. Rachel has been able to call on an extra pair of hands to help with the menu changes, as her partner, Dan Archer, an experienced Head Chef, has also joined The Boathouse team. He is now working alongside the pub’s Head Chef, Zine Abdi, as Sous Chef. Rachel said: “Dan is very happy to be the Sous Chef. Both of us made this move as we were striving for a little more work/life balance. While The Boathouse is busy, we hope that being in a quieter, rural location will help us do that, and we are really excited about embarking on this new challenge together.”

Succession is arguably the most important decision you’ll face as a family business owner. Getting it right will help ensure your firm’s longevity; getting it wrong could put it all at risk. So come the time for transition, how do you go about handing over the keys to the kingdom? We spoke to Larry Phillips, Senior Partner at Goodman Jones who works with family business clients to gauge his thoughts. In An Ideal World… You’ve made a clear choice about which of your offspring are best placed to carry on the family business. Your transition plan has seen them work in the business for some time, experience every part of its operations, and take on senior positions when ready. You may even have started to step back, and let them begin to take control. This is the point at which you should be reviewing the operational and ownership structure of your company. How are your firm’s operations organized? Who will run which divisions? Who should own how much of the share capital – and how much will you retain? An external perspective is helpful when making these important – and tricky – judgements. Succession Derailers… The above scenario is, of course, the ideal one. And with a bit of considered advice along the way, plenty of family businesses manage their transition in this way. But given the unique challenges of running a family firm, there are many potential barriers to a smooth succession. Firstly, despite all your hopes and plans, your offspring may lack the ability, or the inclination, to take over the business. This can be dispiriting, but if it happens, there are other options open to you, which we’ll deal with in our next blog . Then there is the issue of control. It can be difficult for founder generations to hand over their ‘baby’ – especially if the next generation intends significant changes. As the owner, you need to be mentally prepared to let go. Finally, time can be the enemy. Putting succession planning on the backburner for too long can place the business at risk. You need to know who will take over the business some years ahead. This will give you time to put a development programme in place to fully equip your successor for the job. Fair Treatment… Another crucial consideration is what to do if not all your sons and daughters will be involved in the business. If not properly handled, this could lead to tensions and power struggles – we’ve even seen cases of sabotage. So How Do You Ensure A Fair Distribution Of The Family Wealth? Every family is different, of course, so there’s no one-size-fits-all solution to this situation. But in most cases, communication and compromise are the key. The family stakeholders of a business generally fall into three groups: those who work in the business; those who don’t; and at the centre of it all, the owners. It’s not uncommon for the needs and aspirations of these groups to conflict. But talking openly and honestly to each individual will help you to understand what they want, and to find a solution that’s acceptable to all. It will also help avoid some common pitfalls. Parents often give shares to their children, thinking that they’re doing the right thing, when a different approach is needed. Tax Planning Handing over a business obviously has major tax implications. And while it’s vital to have the right tax strategy in place before transition, don’t be tempted to let the tail wag the dog. Your business decisions should always be based on commercial merit, not on how much tax you can save. That said, there are some important fiscal issues to keep in mind. It can often be tax-efficient to gift a proportion of the company ownership to your successor(s). Of course, you may want to retain a proportion yourself, so that you can continue to receive an income from the firm you’ve spent so much time building. Many business owners assume that they’ll benefit from 100% inheritance and capital gains tax relief when relinquishing the business. But that’s not always the case. You need to check your tax position very carefully, and take advice on what to do. Think Forward When it comes to succession, the most important advice anyone can give a family business owner is: plan. Plan early, and plan ahead. Review your plans and keep them up to date. And seek expert advice where necessary. Remember – the unexpected could strike at any time. Transition is something you need to be ready for.

When it comes to family business succession planning, one thing is certain: Most family business leaders don’t do it, they don’t do it well, or they wait to do it until it’s too late. While the CEO longevity in non-family businesses is an average of six years, for a family owned business CEOs tend to stay for 20-25 years. Sure, that long tenure contributes to leadership stability and consistency, but it can also fuel flat growth, narrow business focus, and decreasing leadership drive. Additionally, when the CEO and other top level executive family members do not step aside in a timely manner, it causes a high level of frustration in the next generation who is ready to charge forward and make their mark. Once it becomes clear that the children might reach their mid to late fifties before taking over, it becomes hard to hold on to the ambitious ones. That’s why all family businesses need to have a solid succession plan in place—one that helps the senior generation leave with ease and welcomes the well-prepared next generation. While succession planning can happen at any level within the organisation, we commonly think about the top five to eight key positions for a written, structured succession plan. So as you plan your company’s future leadership, keep these points in mind. Think beyond seniority. Many family business executives choose their future leaders based on seniority (“She’s the oldest, so she will be our next CEO”). In some families, the next in line is the oldest male. Of course, a single owner can make the easy decision to pass the business leadership to the child of their choice. But this “easy” choice can backfire if the adult child or the one with the most seniority has not gained respect from other family members and employees. In other words, often the easy choice or the obvious choice isn’t the best choice. Therefore, be open to broadening your search beyond the next of kin. Embrace a more professional process of skill evaluations, performance assessments, and reviews of career history. The more thoughtful, objective, and inclusive the process of bringing on the next leader is, the more likely that the transition will be embraced. Succession readiness calls for a written transition plan and an individual development plan for the future CEO within three years of the planned succession date. Implementation of the plan may involve identifying other executive team members with succession needs, building a coaching plan, and providing stretch assignments in different functional areas of the company. Rank possible successors based on key criteria. Rather than just appoint the next oldest family member to the leadership role, consider creating a list of all the possible successors and rank them, from 1 to 10 (with 10 being high), in each of the following areas: Past work experience and advancement history Education Geographic mobility, if appropriate Learning agility Prior leadership positions—size and scope of leadership responsibilities Advancement potential Advancement desire Interpersonal skills Assessment of the individual compared to the company’s values and leadership competencies Past performance ratings The ability to take risks Decision-making ability Problem-solving ability Doing this for each potential successor will help you see which ones are best positioned to move the company forward. Finding a successor with the right mix of skills, attitude, drive, character, and experience that matches your business will ensure the family company succeeds for the long term. Groom the next generation. Once you have a successor in mind, offer him/her additional development through such things as job rotations, stretch assignments, additional profit and loss responsibility, and additional exposure to board members and customers. The more emphasis you place on prepping the next leader, the smoother the transition will be. Consider a non-family leader. When a family business member utters the words, “Let’s consider a non-family CEO,” the first reply is usually a colourful no! However, a non-family CEO frequently brings diverse, in-depth experience to drive business growth, bringing professional alliances, partnerships, and strategy opportunities. They can be a great mentor for the next generation of family leaders—often then known as a “bridge CEO” from one generation to the next. While the family may hold all the stock, it is critical to develop a performance incentive that will reward and retain the non-family CEO and an employment agreement that will fairly treat and protect the CEO. Choose Who’s Next Thoughtful, on-going planning for succession is a must for long-term business success and sustainability. Therefore, start now. Develop a clear plan about the succession of senior leader positions, including who will be next, when the transition will take place, and how that successor will be groomed to make the move smoother. The more planning you do now, the better the future will be—for you and your family business. About the author : Lois Lang is a speaker and consultant with Evolve Partner Group, LLC where she helps organizations become high performance workplaces. Lois works with clients on management succession readiness, organizational/team strengthening, executive coaching, executive compensation design, wage studies and mediated conflict resolution. Please visit www.evolvepartnergroup.com to find out more.

There are plenty of benefits of having the next generation work outside of the family business for part of their career progression. Australia’s next generation of family business owners should consider working in another company, and maybe even another field, before returning to the family brand. Each offspring, no matter how strong the bond with the family, should build on their formal education and test their skills in the open market, work for a new boss or two, and establish a threshold of responsibility to implement their own ideas. Outside experience is healthy for individuals and the business. The specifics of the outside job are probably less important than the journey away from home. Of course, professional positions in sales, production, marketing, human resources, research or other operational fields can be very constructive. Young workers need to understand the value of uncertainty and meritocracy, both of which might be lacking when your surname is written on the company building. If the new job is in the same industry, the future successor can develop his/her own personal network and learn crucial skills — maybe even gain first-hand knowledge of useful ideas from competitors. A job outside the same industry as the family business can be equally useful, especially if the next genner has always wondered what life outside the family industry is like. An added bonus: young people get the chance to be young and possibly foolish away from the eyes and ears of their future colleagues or employees. Most children share certain passions with their parents, but most have different interests, too. Much like a university experience, the next generation worker will benefit from being around those who share their interests and passions. They may even find someone of similar mind and talent to incorporate into the family business down the road. The larger the family business, the more important it is for future leaders to have a sense of working for someone you aren’t related to. No matter how objective and fair-minded the parent, a child won’t get a true sense of that independence and perspective while shaded by the family umbrella. In numerous surveys, Family Business Australia and KPMG have found that successful family businesses tend to have children who are more educated and worldly than the general population. “More than 75 per cent of respondents had completed some vocational or tertiary training after leaving school,” one survey found. “These figures are significantly higher than those of the population at large.” One participant said that businesses don’t just benefit in the long run when the next generation initially leaves the business. The short run benefits can be felt in the current staff. “It’s also good for the other staff in the business, who can see a clear prerequisite for family members to join the business,” said the unnamed participant. “In turn, it’s better for the culture of the business.” There are obvious benefits whenever the next generation eventually return to the business. “If a role is created just for you,” said another participant, “instead of a real business need, then it makes it more difficult to build respect with other staff.” Another study found “group participants agreed that entry rules regarding education and experience should be encouraged and even written up formally for future generations.” Stories Of Success Ross Brown, third son of John Charles and Patricia Brown, has known the wine trade his entire life. His family business, Brown Brothers Winery, has been an institution in northeast Victoria since 1889. Ross served as CEO for ten years before moving to executive director in 2011, and he stresses the importance of long-term planning — for business and for family. “In our business we plant a vine to make wine in five or six years’ time,” Ross said in an interview, explaining why family members must work a minimum of four years at another organisation before moving returning to the Brown family business. In a separate interview with Drinks Trade Insight, Ross reaffirmed his belief in the outside work requirement. “It has the potential to continue to bring outside skills and knowledge back into the business.” The Brown Brothers family formalised an outside work requirement into a non-negotiable clause, and it keeps their family values codified for each generation to share and keeps the next generation from becoming complacent. Sheree Sullivan, director and manager of Udder Delights in South Australia, said outside work was critical for the business’ early survival. Her father and mother, Trevor and Estelle Dunford, started the company in 1995 with just two goats. Sheree and her husband Saul bought 50 per cent of the company 10 years later and says her family’s success can be traced to its “migrant model”. Everyone, including her parents, worked outside jobs when the business was getting off the ground. There, they learned “a unique and very diverse skill set,” says Sheree, including business administration and equipment maintenance.

A vision from an entrepreneurial founder is at the heart of many family businesses and that is certainly the case with the Steggles family. What started out with 10 goats has grown into a destination business with a Farm Shop, Kitchen Goats, Cheese, Skincare Products and much more besides. Paul Andrews spoke to Sam Steggles to find out more. Sam was born on a farm and it is probably true to say that farming was part of his DNA when he was born. Sam loved life on the farm which was owned and farmed by his grandfather but it was sold when he was about seven. But by the age of twelve and still with a yearning to go into farming he was given some cows and as a youngster he sold their calves, sold pheasants to the teachers at school and ultimately bought a Simmental calf which was the breed that his grandfather had farmed. As he got older, Sam completed a National Diploma in Agriculture at Harper Adams and then embarked on a role with Newquip Ltd which resulted in a job selling poultry equipment. A tragedy in the family with the death of his sister-in-law at the age of just 25 provided Sam with the push to pursue his dream. Sam began to realise that life was too short and started looking at his roots and to find a way into the agriculture sector that would be more directly involved than just selling equipment. As Sam explains, “We went on a family holiday to Cumbria in October 2009 as a family with our young baby son and we came home with 10 goats! We were living in a ‘normal house’ at the time and soon realized that we never had the space to accommodate the goats and so moved them to a friends dairy unit that was no longer being used so the goats moved to Little Ellingham and the first kid goats were born in 2010.” Sam is an entrepreneur at heart and when he sets his mind to something there is always likely to be an outcome. “I learnt how to turn the milk from the goats into cheese and started making goats cheese in the kitchen sink,” continues Sam. “The business grew as we made more cheese to meet demand and the number of goats grew from 10 to 300 in just under two years and we had the opportunity to move so moved to where we are today.” Working a ‘day job’ whilst milking goats and making cheese took it’s toll after a while and so the decision was made to sell the goats and focus on the production side. However, goats remain an important part of the business today, with a herd of Boer goats greeting customers who visit their business today. By 2019 the cheese business was blossoming and was producing tonnes of award-winning Norfolk Mardler and Wensum cheese with contracts supplying supermarkets, airlines, national pub chains and restaurants. Things were really positive and with an eye on the future Sam applied and was awarded a Nuffield Farming Scholarship with his aim to investigate the growth of sustainable food businesses. In March 2020, as part of the research project he headed off to Australia but soon after arrival as Covid suddenly hit he was concerned that levels of food orders for the cheese were falling significantly as customers were cancelling orders “I initially knew that I needed to get home but all flights were being cancelled, delayed or re-routed and rather than wait I got a round the world flight home to see what could be done to support the business.” Like many businesses, the pandemic was a massive challenge and for Sam it was no different. “I got home to lockdown and we had lost most of our cheese orders overnight. There was plenty of uncertainty but we think differently and were prepared to put up a fight.” Entrepreneurial spirit kicked in and during conversations with his wife, Sam soon realized that people in the community were concerned about food supplies and other essential items. So, with quick thinking and a big dose of courage, Sam saw an opportunity and ultimately this was the moment that would provide the opportunity for the business to flourish going forward. “We knew that the local community, like communities across the UK, were scared. The pandemic was causing real concern and so we took a leap and sourced products that the supermarkets were unable to, or were rationing, and created a safe place for people to shop. It all started from a small garden shed in what is now the car park, with a few trestle tables outside and some flour, pasta, toilet rolls and an honesty box,” explains Sam. By sourcing products for the local community, the family, and the business, during such uncertain times, they provided a lifeline for many, even if it was one customer at a time in the early days to comply with all the regulations and to keep people safe. As lockdown eased, customers questioned what would happen going forward and the decision was taken to make what is now fondly known as ‘The Goat Shed’ a permanent thing. Sam and Caroline stuck to their core values and set out on their ongoing journey to ‘create smiles through food, farming and family’, something that remains at the heart of the business today. As Sam continues, “For us, it is all about sticking to our values of sourcing quality, local produce, creating a safe and friendly environment and providing delicious, homemade food for our customers to enjoy with family and friends. The Goat Shed evolved and we sourced furniture, initially so that people could sit outdoors and when able to meet inside in person again, to furnish the Kitchen and make it a local destination and remain a hub for the community too.” As well as continuing to make award winning cheese, skincare products and running the Kitchen and the fully stocked farm shop, they continue to invest in the business and also offer a number of holiday cottages set against the backdrop of a small, working farm so that guests get to experience rural life and get to make the most of the outdoors during their stay. Innovation and ideas come readily to this business and using the space available in the barns saw a thriving festive market created. The space is now to be used for the extension of the shop with the addition of more products, a butchery counter and homeware items. Like many family firms decision making is quick and agile. “We needed to make quick decisions at the start which helped us survive the initial downturn in demand for cheese and it was this that helped create the brand and gain the support of the local community,” explains Sam, “and the community have remained loyal and word has got out and people now come from further afield to see what we are all about, enjoy the goats in the field or to stay and shop with us too.” The business is now open seven days a week and employs around 40 staff, providing plenty of opportunities too. Sam continues to look for new opportunities too and is building a business for the future. Recently a poultry business was added and they now have 70,000 chickens that provide eggs and they recently started a small herd of Simmentals. “We bought one cow and then realized it was unfair for her to be on her own so now are looking for a few more,” continues Sam with a smile, something else that is at the core of what this business is all about. From the goats in the yard to the food and the way it is served by engaged staff who clearly enjoy what they do, putting a smile on people’s faces is important to Sam. “We love what we do but need to keep the consumer in mind and make sure that they have a great experience, leave with a smile on their faces and leave wanting to come back again. We have created a real community hub and a business that affords customers the opportunity to support and shop local, in a nice environment, surrounded by nature too,” he continues. Goats and goats cheese were the start of the journey and very much part of the business today, as are the other aspects of what they do and nobody can question the commitment of a family that were close to losing the business when the pandemic hit, but a family that seized the opportunity and continue to build on the foundations that were laid during lockdown and have flourished subsequently. Growth such as this comes with strong leadership, commitment and a desire to succeed and these are qualities that Sam is blessed with. He recently decided to swim the length of Lake Geneva which took over 26 hours to complete, certainly no mean feat and a mammoth swim, raising over £25,000 for Brain Tumour Research, a great example of what Sam is all about and clear evidence that supports the fact that when he puts his mind to something little will stand in his way. Giving back and supporting the community is key to this business, demonstrating the importance of farming and supporting local as well as the importance of the connection that many family businesses have with the location and place in which they are based. A great story of a family business that had to respond to incredibly challenging circumstances but has certainly made its mark and undoubtedly will continue to do so going forward, hopefully for generations to come. Find out more here

In 1996 Chris Salisbury founded Canvasman in the tiny cellar of his Victorian terraced house in Leeds. From its humble beginnings as a one-man-band, the company has since grown to a dedicated team of expert designers, cutters, sewing machinists and fitters, now based in the charming Yorkshire town of Baildon. As well as boat covers, they design and manufacture shade sails, shop canopies, vehicle covers and much more. In fact, this business is all about the canvas so if it can be made out of canvas, Canvasman is the place to go. Paul Andrews went to speak to Chris and his wife Fran and find out more. The journey started before 1996 as Chris left school and was employed by a caravan awnings company where repairs needed to be made and he taught himself to sew before doing a deal to go it alone and the Canvasman was born. Chris loves the great outdoors, so the business was the perfect fit, allowing him to pursue his personal goals of traveling whilst repairing tents and awnings and earning a living. Jobs were completed and he was asked to do bespoke projects such as making custom sized boat covers. The business grew and eventually became too big to operate from home, so they leased a workshop before buying their first premises and as the business has grown further moved into their current home a few years ago. As well as boat covers, awnings, and outdoor garden products the business has diversified with safety beds and Pop tops to name a few. The new factory has enabled them to develop new products and provide the space to automate where they can and develop their own bespoke software programme to help manage each and every job too. Chris and his wife Fran now run the business together, with complimentary skills that enable roles and responsibilities to be shared which plays to both their strengths. Family values are firmly embedded in the culture of this Yorkshire family firm, as well as being proudly displayed on the walls for all to see, but as Chris explains, they come into play each and every day. “We manage the business according to the values and it helps us all to be aligned with a shared purpose, underpinned by a consistent and values-based approach. The values were created by Fran from a team day where every member of the team had an input so they came from within the business, were shaped and agreed and are now the values we work to. It certainly helps when it comes to working in teams and making sure that we are all doing the right thing too,” he continues. The core values that underpin this business: Caring We believe in fair and equal treatment of others. We are conscious of our responsibility to produce products that add value through clever design and longevity and are considerate of the impact that our service and products have on others and our planet. We are committed to creating an environment of inclusivity with shared knowledge, honest communication, and flexibility. Committed We are reliable and trustworthy, delivering products and service on time and fit for purpose. We make good decisions and consider how they will affect others. We set high standards for ourselves in order to achieve outstanding results. Consistent We take pride in exceeding our customers’ expectations through the quality of our service, designs, and products. We value efficiency and seek to focus on the best use of our time, energy, and resources We act on feedback and criticism to improve ourselves, our service, and our products. Curious We are creative and innovative and willing to experiment, supporting adaptability and agility in the workplace. We listen to our colleagues and clients to understand their needs so we can help them better. We have a hunger for knowledge and to learn new things and understand that continuous learning is key to improve ourselves as well as the overall performance of our team and company. Collaborative We nurture camaraderie with each other and our customers by helping people, planet, and community when we can. We value each other’s strengths and differences as key links in the chain, and we can rely on each other for support. We provide open and honest communication with each other and will listen and respect the interaction from others so that we are all connected. This is a family business that has thought through an approach that works for them with values at their heart. “We like to recruit people that fit our culture,” explains Fran, “as the culture is so important with a team our size. We like a ‘can do’ attitude and know that we can train anyone with the necessary technical skills to do their role.” Canvasman is also keen to do business the right way and has a sustainable agenda at their core. “We try to do the right thing and act in a way that is as kind to the environment as it can be,” continues Chris. “We are much more aware of our energy use than we were a few years ago and are constantly looking at ways to reduce consumption. We are pushing suppliers to make sustainable fabrics, reducing waste, repairing products rather than replacing them and making sure we embrace as many opportunities as possible, such as a grant to help with the installation of solar panels on the roof which generates half of our required electricity annually.” This is a family firm that wants to be seen as the best example of a manufacturing business that it can be and the drive is certainly coming from the top as both Chris and Fran believe that is the only way to succeed, to drive change and embrace opportunity but they are also empowering others to make their own impact and help on the journey. The embedded values and culture certainly help in this regard. As Fran continues: “We are always looking to make things better and to improve what we do and how we do it. We might be a small business but want to be a shining beacon for the manufacturing sector and somewhere that people want to come to work and enjoy their time at work too.” For Chris and Fran, knowing that their team are happy at work is important and part of their DNA. “We make great products that last and we are known for the quality and craftsmanship in what we do and having a happy team is not only good for morale and the culture of the business but helps with production and customer service too,” continues Chris, adding that: “We want to be sustainable as a business in our own right and not add to some of the prevailing environmental challenges and if by doing so, creating a nice environment in which to work, happy teams and the right culture continuing to produce great outcomes for our clients then it is a win all round.” Work-life balance is part of the culture and part of this business. There are ambitions to grow, to diversify into new products and to take Canvasman to the next level. The desire to grow responsibly is tangible and will undoubtedly happen and we look forward to seeing the continuing journey of this great family business. Watch this space – Canvasman is on the rise – a proud family business who believe in creating great products for great people. Find out more at www.canvasman.co.uk

English wine has been an incredible success story over the last decade. There are now almost 900 vineyards in England with production set to double in the next 2 years. England's winemakers produce world-beating sparkling wines and their still white, rosé and red wines are increasingly winning awards at international competitions with an emerging, unique, ‘English style’ of wine. Paul Andrews went to meet Simon and James Hawkins who have set up in business together selling English wines exclusively. Not all siblings find it easy to work side by side but this is clearly not the case for Simon and James who have worked together for many years on different projects and now have come together again and are building their business and their brand very successfully. They started out as publicans together, running a pub called The Halfway Bridge in Sussex for about 16 years before going their separate ways and then coming back together to set up Hawkins Bros in 2015. James has always been interested in wine and his passion for English wine began in Petworth when a neighbour planted a small vineyard. “I was interested in the vineyard and the prospect of vines growing in Sussex so started helping out in the vineyard, and then three years later the first harvest came and after five years the first wine produced won an international gold medal,” explains James, “and that’s when I really caught the bug for English wines.” His interest was at the time that many other English wine producers were growing their presence and making strides into the international arena, many of them family owned like Nyetimber and Ridgeview for example. The English wine revolution was starting. The sector continued to grow and back in 2013 a friend suggested that an English wine shop should be created, and one duly opened in Cowdray Park. James was hooked, developing the business at a great location which ran successfully for a couple of years. Throughout the same time, Simon had maintained his interest in running pubs but when he sold the last pub in 2015 the brothers decided that it was time to join forces once more and Hawkins Bros was established. They set up their English wine shop at Secrett’s Farm Shop just outside Guildford in The Surrey Hills and offer free local delivery of their selection of beautifully curated English wines across Surrey, and free next day delivery to the rest of the UK. As Simon continues, “We specialise in small boutique vineyards, we personally know all our winemakers and their stories. We've tasted, and love, all the wines that we sell and our journey continues. We have just opened a second shop in Petersfield and run an English wine pub, The Cricketers in Steep too. Our journey continues but English wine is at the very heart of all that we do.” The brothers work well together with complimentary skills but at the heart of their success is their shared purpose and love for English wines. They saw the potential of what is now a globally, recognised force in wine production and created a real niche for the business, something that has served them well. As well as working with vineyards across the country to list their wines in store, they have also worked with vineyards to create their own range too, now selling five wines under the Hawkins Bros label. Simon and James have a vision of growth and a business that is underpinned by a strong set of values – curiosity, championing local producers and integrity. They are an integral part of the community in which the businesses are based and the relationships are evident for all to see as soon as a customer enters the shop. “We have a role in the community that does go beyond being just a wine merchants,” adds Simon. “We chat to our customers and spend time with each and every one of them, listening to the things that are important in their daily lives and at the same time helping them with their choices by sharing the story behind the wines. Each vineyard has a story so there is integrity and authenticity behind each bottle of wine that we stock and it is great to be able to share these stories with our customers too.” The business is all about the wine and the stories that define them. It is clear listening to Simon and James that wine is what they are all about and the stories are an intrinsic part of the brand that they have created too. They really are on the same page, working in harmony to build a business and to shout about English wine for all to hear. As James concludes, “Whilst there isn’t a Hawkins winery, yet, who knows what the future holds!” One thing is for sure, there is a pride, passion and focus on what they do and this is a story to be told. We look forward to the next chapter in what has already been an exciting journey for the eponymous brothers. Visit www.hawkinsbros.co.uk to find out more.

According to the latest poll of 2,000 staff by recruitment firm Robert Walters , 60% of professionals stated they have suffered from some form of workplace-related stress, which has been onset in 2023 and more than 50% of those questions feel that employers could do more to help. Key Findings: 60% of professionals suffer from workplace related stress 46% of professionals say concerns over job stability are the biggest trigger 55% don’t think employers are doing enough to help combat it 45% of professionals say it is down to senior leaders & HR to manage workplace stress, followed by line managers (34%) 51% of professionals identify their company’s output as high, 23% note that it is low quality Three in five employees have stated that their mental health has declined this year as a result of workplace stress. Despite UK employers spending millions on wellness initiatives every year – increasing their spend by 20% since the pandemic - 55% of professionals still think that their employer is not doing enough to combat stress in the workplace. When asked how often they feel stressed, a third stated ‘very often’ (33%), with a further 27% stating ‘somewhat often’, and 31% identified it as happening ‘sometimes.’ – Just 9% stated that they had not experienced any form of ‘reoccurring stress’ at work this year. Causes Of Work-Related Stress When asked about what causes workplace stress, concerns over job stability were the most common trigger (45%). Followed by more pressure from management (23%), lack of a pay rise (19%) and taking on a heftier workload this year (13%). When asked whose responsibility it was to manage workplace stress – 45% of professionals said it was down to HR and senior leaders, followed by line managers (34%) – with only a fraction (18%) thinking it was down to the individual. However, less than 20% of professionals feel employers are doing enough, a further 27% feel some efforts have been made, but they are lacking – whilst the majority (55%) state that employers simply aren’t doing enough. Chris Poole, Managing Director of Robert Walters: “UK Employers spend an estimated £100-200 per employee on wellness initiatives & benefits every year – but our survey indicates they may only be applying a band-aid." “Employers must strike the balance between not breaking the banks or piling pressure onto managers to solve workplace stress but still being proactive and listening to the needs of their employees.” Long work hours, heavy workloads, tight deadlines, unclear job expectations, job insecurity, and conflicts with colleagues or supervisors are all factors which contribute towards workplace stress. If not addressed, workplace stress can snowball into higher turnover rates, levels of employee burnout, absenteeism and lower levels of productivity. Indeed, 51% of professionals identified their company’s output as high – with almost a quarter noting it was of a low quality. Chris comments: “Workplace stress is something everyone in a business has a hand in creating – however it is down to senior leaders & HR to set the tone for how it is handled." “Simple interventions such as making sure workloads are manageable, setting realistic deadlines and making sure employees have access to support, safe spaces and relevant resources – can all help to alleviate pressure in the workplace as well as professionals’ day-to-day work life.”

A prestigious Staffordshire school is putting careers for women in engineering centre stage with a series of innovative and fun education days. In the run up to International Women in Engineering Day on June 23rd, The JCB Academy at Rocester has joined forces with world-renowned digger maker JCB to encourage girls from across the county to consider careers in engineering. Almost 400 Year 6 girls from schools across Staffordshire and Derbyshire visited the Academy for a day of inspirational talks from JCB graduates and apprentices as well as engineering experiments to spark their imaginations. The youngsters built giant towers using spaghetti and took part in an Egg Crash Challenge as part of their interactive taster day. The JCB Academy Principal Jenny McGuirk said: “Year on year the number of girls choosing to study at The JCB Academy is rising but we still have more to do. Events like this give the Year 6 girls a real taste of what engineering is all about; problem-solving, innovating and having great fun at the same time.” “The girls also got to meet some great role models, working with our own female students as well as apprentices and graduates who are forging fantastic careers in engineering and business with JCB. The event is also supported by The Institute of Engineering and Technology and Loughborough University who both champion this important issue.” JCB Early Careers Scheme Leader Holly Broadhurst added: “The number of female engineers at JCB is growing and while 20% of our early careers recruits are now female, we are not complacent and work hard to encourage more women into what has historically been viewed as a male profession. Changing these perceptions is a long-term goal and by supporting The JCB Academy and engaging with the next generation we can show girls that engineering is a great career path for everyone.”

A leading Scottish hotel group has announced its new charity partnership for 2023. Crieff Hydro Family of Hotels, has pledged to raise much needed funds for Scotland’s Charity Air Ambulance (SCAA), which provides life-saving services to communities in every corner of Scotland, for the next 12 months. The funds will be raised by hotel employees across the hotel group’s eight properties within the portfolio, as well as guests who pass through its doors throughout the year, with a number of activities already earmarked to kick off fundraising. The hotel group’s big-hearted employees have a fantastic fundraising track record, having raised thousands for a variety of both local and national charities throughout the years, and the team at Crieff Hydro Family of Hotels are looking forward to doing all they can for Scotland’s only air ambulance charity. With a crew based at Perth airport, close to the hotel’s flagship property, Crieff Hydro, the charity recently marked its 10th anniversary. Since May 22, 2013, SCAA has doubled its operation, launching an Aberdeen base in 2020, responded to nearly 5,000 call outs, raised over £50 million and flown nearly half a million miles, saving thousands of lives and impacting on thousands more, particularly in remote and rural areas. Stephen Leckie, Chairman and CEO of Crieff Hydro Family of Hotels, said: “It’s vitally important for us to support those most in need through charity fundraising, and we’re very much looking forward to embarking on this new partnership with Scotland’s Charity Air Ambulance. The dedication and skill of the pilots and paramedics involved is phenomenal and their life saving efforts makes SCAA a perfect fit for our charity partner of the year.” SCAA CEO, David Craig, said: “We are immensely grateful to Stephen Leckie and the Crieff Hydro Family of Hotels for choosing SCAA as their charity partner this year. The generosity shown by hotel employees and guests visiting their properties will undoubtedly help save lives as we respond to emergencies across Scotland, 365 days a year.” “SCAA’s life-saving service is only possible thanks to the ongoing support of the individuals, businesses and organisations of Scotland and partnerships like this with the Crieff Hydro Family of Hotels help to fly us into the future, ensuring we are there for the people of Scotland when we are needed most.” Crieff Hydro Family of Hotels comprises eight hotels located in Perthshire, Dundee, the Scottish Borders and the Highlands.