EG Group is pleased to announce the appointment of John Carey as CEO and President of EG America, effective from 1 October 2023, to drive forward its successful growth strategy in the US. John brings significant experience of operating global businesses and a track record of delivering high-quality returns. He has previously held senior executive positions including at BP plc and ADNOC Distribution, where as deputy CEO, he led its IPO on the Abu Dhabi stock exchange in 2018. During his 10-year career at BP John’s senior roles included CEO of Castrol's global B2B business encompassing the aviation, industrial, marine and energy businesses, and the same position leading its Liquefied Petroleum Gas business, including operations in the US for both companies. In addition, John already has detailed knowledge of EG Group’s operations having been a non-executive member of the Board since November 2020. As a result of this appointment, John will become an executive director on the Board, and EG Group will commence a process to identify and appoint a new non-executive director to join the Board in due course. For EG Group, the US is a core strategic market with multiple opportunities to grow organically through the continued delivery of its proven convenience retail, foodservice and fuel offering. John will succeed George Fournier, who stepped back as EG America President in the fourth quarter of last year for personal reasons, before returning in the spring to support the business. The interim EG America President, Nick Unkovic, will revert to his role as Chief Legal and Administrative Officer of EG America. Zuber Issa, CBE co-founder and co-CEO of EG Group, commented: “John is the ideal leader to drive forward EG America’s proven strategy. He has an excellent track record and knowledge of the sector, as well as a detailed understanding of the Group’s ambitious plans for EG America. We look forward to working closely with John in his new role as we continue to execute our growth strategy with the support of US colleagues. I would like to sincerely thank Nick and George for their continued contribution and support.” John Carey, CEO of EG America, commented: “EG Group is a great business, which I have learned first-hand. EG America has a strong platform and a clear strategy to drive growth at its market-leading sites through enhancing its convenience retail and foodservice offering across its much-loved banners. It will be a privilege for me to lead EG America and I very much look forward to meeting colleagues and key stakeholders. I can’t wait to get started.” EG America is the Group’s largest market, both by revenue and sites, reflecting how it owns and operates 1,645 convenience store and fuel retail sites across 10 banners in 30 states: Cumberland Farms, Certified Oil, Fastrac, Kwik Shop, Loaf N’ Jug, Minit Mart, Quik Stop, Sprint, Tom Thumb, and Turkey Hill. In 2022, EG America delivered total revenue of $10.2bn. EG Group launched in the US in 2018, when it acquired Kroger’s 762-site convenience store business, giving it the platform to grow strongly both organically and through acquisitions.

Gilbane Building Company, the leading global, family-owned construction management firm, is pleased to announce the appointment of Adam R. Jelen as its president and chief executive officer (CEO). This appointment made effective January 1, 2024, follows a deliberate, multi-year succession plan that includes Jelen succeeding Thomas M. Laird, Jr., who assumed the role of executive chairman of Gilbane Building Company. Thomas F. Gilbane, Jr. will continue as chairman and chief executive officer of Gilbane, Inc., the parent entity of Gilbane Building Company and Gilbane Development Company. Laird will remain focused on supporting Gilbane Building Company executive leaders and enabling company strategy to drive growth and opportunity. Thomas F. Gilbane, Jr., chairman and CEO of Gilbane, Inc. said: “Adam is a visionary leader with a track record of delivering excellence for clients and a passion for developing and inspiring our teams. We look forward to Adam excelling in his new role as CEO at this exciting moment in the company’s trajectory. On behalf of the Board, I also want to thank Tom Laird for his outstanding leadership which helped build a strong foundation for the future.” “Gilbane is an extraordinary company with an unparalleled 150+ year legacy of delivering buildings that make an impact on people and communities all over the world,” said Adam R. Jelen, president and CEO of Gilbane Building Company. “I’m inspired by our talented team, who are committed to delivering the ultimate building experience for our clients and partners. Working with our seasoned group of leaders, I am thrilled to have the opportunity to take our history of building excellence to new heights.” Jelen, a proven building leader with over 33 years of experience in the industry, has been with Gilbane Building Company for over 19 years. In 2022, he was named chief operating officer, charged with promoting the continued success of Gilbane’s operations, driving regional growth, and ensuring the highest levels of project delivery for clients. Jelen has been responsible for operations across every division of Gilbane, focusing on consistent world-class building, client results, industry safety, and promoting and developing talent. Before becoming COO, Adam was executive vice president and regional president, leading Gilbane’s Midwest, West, and New York business operations, strengthening the firm’s position in these regions. Adam started his career in the skilled trades. He joined Gilbane in 2005 and quickly emerged as a strong leader and a forward-thinking manager. Adam progressed through multiple construction operations and leadership roles in Gilbane’s Midwest and Ireland regions, including project manager, project executive, business leader, and senior vice president. Adam has led small to mega projects worldwide and has been directly involved in over $10B of work. Adam is an innovator and recognized expert in commercial and industrial construction, Integrated Project Delivery, Lean construction, Building Information Modeling, and sustainability. He is a member of the Lean Construction Institute. With a passion for Gilbane’s commitment to creating meaningful social, sustainable impact, Adam ensures the company’s responsibility and impact strategy is integral to how Gilbane manages and builds projects. In addition, he is heavily engaged in the industry, serves as an executive committee member for National Construction Safety Week, and was a founding board member of the ACE Mentor Program in Milwaukee. He also serves as the executive sponsor for Gilbane’s Military Advantage Employee Resource Group in support of veterans. He holds a Bachelor of Science in Construction from Bradley University and an Associate of Science in Science from Harper College. About Gilbane Building Company Gilbane Building Company is a global leader in construction management, delivering high-quality projects for clients across various markets. Gilbane provides a full slate of construction and facilities-related services – from preconstruction planning and integrated consulting capabilities to comprehensive construction management, general contracting, design-build, and facility management services. Founded in 1870, Gilbane is still a privately held, family-owned company. With more than 45 office locations worldwide, Gilbane brings world-class experience to local communities.

Family businesses operate within a framework of various capitals, encompassing not only financial assets but also human, social, and cultural capitals. Understanding and effectively managing these different capitals are critical for the long-term success and sustainability of a family business. Financial capital, perhaps the most evident, refers to the monetary resources that a family business possesses. It includes investments, profits, and assets. Effective financial management is crucial for sustaining the business and facilitating growth. Balancing short-term financial needs with long-term goals is a perpetual challenge in family businesses, where personal and business finances are often intertwined. Human capital represents the skills, knowledge, and expertise of family members and employees. The success of a family business heavily relies on the capabilities of its workforce. Nurturing talent, providing training, and ensuring a smooth transfer of knowledge across generations are essential for preserving and enhancing human capital within the family business. Social capital encompasses the relationships and networks that a family business builds with various stakeholders, including customers, suppliers, and the community. Maintaining strong social ties fosters trust and goodwill, which can be crucial during challenging times. Family businesses often benefit from the intergenerational relationships that contribute to the continuity and reputation of the business too. Cultural and spiritual capital refers to the shared values, traditions, and identity that define the family business. Preserving and passing down the unique culture of the business from one generation to the next is vital for maintaining a cohesive and distinctive organisational identity. Cultural capital plays a role in shaping the business's ethical standards, decision-making processes, and overall corporate personality. Intellectual capital involves the intellectual property, innovations, and proprietary knowledge that a family business possesses. Protecting intellectual property and encouraging a culture of innovation contribute to the long-term competitiveness of the business. Intellectual capital is closely tied to human capital, as it relies on the creativity and expertise of individuals within the family business. Emotional capital is a unique dimension in family businesses, considering the emotional investments family members have in the business. Emotional ties can motivate dedication and commitment, but they can also introduce challenges when conflicts arise. Managing emotions within the family business context is crucial for maintaining a healthy work environment and preventing personal issues from adversely affecting the business. Each family business operates on multiple fronts, each represented by a different capital. Balancing financial, human, social, cultural, spiritual, intellectual, and emotional capitals is a nuanced task that requires strategic planning, effective communication, and a commitment to preserving the unique identity and legacy of the family business. Recognising and leveraging these diverse capitals can contribute to the resilience and success of the family business across generations.

Family business owners often see their business as “the additional family member at the dining room table.” Preparing a family charter for a family business is a valuable process as it opens up the lines of communication and ensures that the family have an honest and robust conversation about their relationship as business owners and family members. Family Values Running a family business involves many complexities, and not least of these is the family itself. Whether or not they are aware of it, every family and every family business has a charter. Most remain unspoken, but strongly affect how the family business is run. Any thoughts along the lines of “In this family we always…” indicate that there are unwritten rules or family values at play. The problem with unspoken rules or family values is that what individual family members assume to be true may not be shared by other family members and indeed may not be true at all. Family values may include love, mutual support, respect, openness, and honesty. Business values may include a commitment to growth, excellence, and customer service. The family charter melds these two sometimes conflicting sets of values into a single set of values for the family business. For example, the family values may include sustainability. Does this mean that any investments must be ‘green’ too? A Family Charter A family charter typically covers: Who is a family member? Does it include step-children, in-laws and cohabitees? What if some family members want to be involved in the business but others want to exclude them? In what circumstances will family members be removed from employment, directorship or even lose their shares? Can shares be passed to spouses and are there restrictions on what happens to those shares on a separation or divorce? Are family members required to enter into pre-nuptial or post-nuptial agreements? Can a family member be fired? How is that dealt with? How does the family communicate its needs and opinions to the Board in a constructive way? How does the family handle conflict? What roles do different family members play within the family business? Succession planning for the family business. A family charter sits alongside (and does not replace) the business’ articles of association, shareholders’ agreements, and directors’ service agreements. It is generally not legally binding. Regular reviews ensure a family charter remains relevant and keeps the next generation engaged. Running a business is hard; a family business even more so where rivalries and family dynamics are at play. Preparing a family charter melds the values of the family into the business. Its value lies as much in the process and the honest discussion in preparing the family charter as it does in the final document itself. Including family members who are both actively involved as well as those who are not, helps keep the family at peace. Sooner is better when it comes to creating a family charter. It is not a discussion that should be left until the founder’s final years or loss of mental capacity, as by then it is too late. The Birketts View The next generation often see things differently to the older generation; both views need to be taken into account in running the family business. A neutral adviser outside the family, with a wealth of relevant experience to draw upon, is well placed to navigate difficult family dynamics. Different family members across different generations have their own needs and objectives. strong disagreements are inevitable in all human relationships. Without a family charter, the family business risks becoming a pawn in the wider conflict within the family. Contact the team at Birketts via their website here to find out more

Family Business United are always looking for ways to celebrate the family business sector and to recognise those businesses that continue to flourish generations after they were founded. To that end, detailed below are some of the oldest family businesses remaining in operation across the USA today. We are constantly looking to add to the list so if you feel that a specific family business deserves to be added please do not hesitate to contact us and we will add additional family businesses accordingly. The Oldest Family Firms In The USA 1623 - Avedis Zildjan Company (moved to USA in 1929) The Zildjian Company has been synonymous with setting the standard for the development and manufacture of high performance musical instruments since 1623. As the world's leading maker of cymbals, drumsticks, and percussion mallets, Zildjian products are sold across the globe, under the Zildjian, Vic Firth, and Balter brands, and are the standard to which all other cymbals, drumsticks and mallets are measured. From the beginner to the world’s greatest rock stars, jazz performers and concert percussionists, amateurs and pros alike choose Zildjian, Vic Firth, and Balter products to allow them to experience and share the joy of music. Headquartered in Norwell, Massachusetts with offices in Newport, ME, Los Angeles, CA, London, UK, and Singapore, Zildjian products are sold globally through distributors and via a network of dealers. All Zildjian instruments are made in the USA at their cymbal factory in Norwell, MA and drumstick/mallet factory in Newport, ME. Visit their website here 1873 - Gilbane Founded by William Gilbane One of the largest privately held and family-owned construction and real estate development firms in the industry, Gilbane’s entities provide construction and facilities management, real estate development, property management, and consulting services across the globe. They bring their core values, expertise, and client-focused team approach to deliver value and positive outcomes across communities. Visit their website here 1873 - Kohler Founded by John Michael Kohler 1886 - S.C. Johnson Founded by Samuel Curtis Johnson Sr. SC Johnson is a leading manufacturer of household cleaning products and products for home storage, air care, pest control and shoe care, as well as professional products. The business remains a family company, led by the Johnson family of Racine, Wisconsin. Their Chairman and CEO, Fisk Johnson, is the fifth generation of the family to lead the company. Visit their website here 1888 - Belk Founded by William Henry Belk 1888 - Young's Market Founded by John G. Young 1897 - Gordon Food Service Founded by Isaac van Westenburgge 1898 - Bechtel Founded by Warren A. Bechtel Bechtel helps customers deliver projects of purpose that create a lasting positive legacy. These projects create jobs and grow economies; improve the resiliency of the world's infrastructure; connect communities to resources and opportunity; get us closer to net zero; tackle critical environmental challenges; protect people and the planet; and accelerate progress to make the world a cleaner, greener, safer place. Visit their website here 1916 - Wegmans Food Markets Wegmans is a regional supermarket chain and is one of the largest private companies in the US. Wegmans is a values-based family company that was founded by brothers Walter and John Wegman in Rochester, New York. Today , Danny Wegman (third generation) serves as chairman, Colleen Wegman (fourth generation) is president and CEO, and Nicole Wegman (fourth generation) is president of Wegmans Brand. Visit their website here

Here at Family Business United we are delighted to announce the launch of our inaugural Global Family Business Think Tank Report which summarises the thoughts of over 100 leading family business owners, experts and advisers from around the world on specific topics that will help to shape family business discussions and strategies going forward including thoughts on board diversity, future roles of women in family business, purpose, values, storytelling and governance to name a few. Some of the key findings include: 97% of respondents believe that we will see more women family business leaders in the next few years Only 26% of respondents feel that family businesses make the most of their narrative Only 26% of respondents feel that family business boards are sufficiently - diverse 97% of respondents feel that family businesses need to change the way that they engage with the next generation 83% do not feel that there is sufficient support from governments or policy makers As well as the top level statistics that highlight areas that need to be on the family business agenda, we have included quotes from some of the global participants and a number of articles too. We hope that the report enables conversations to take place to bring the family business community together to further innovate, drive changes as a force for good and helps provide further support for families in business to continue to flourish for generations to come.

Full Moon®, the brand known for its human-grade dog food and jerky treats, announced the launch of its Artisanal Sausage Slices, giving pets the fresh from the deli experience they deserve. Created for devoted pet owners who prioritize their own health, wellness and quality food, these snackable treats will help them do the same for their furry friends. Like all Full Moon® products, Artisanal Sausage Slices are made using 100-percent human-grade ingredients sourced responsibly from family farms, meaning they look, smell, and taste just like the food you would cook in your own kitchen. Now available in two delicious recipes: Chicken Apple Sausage: Juicy apple morsels pair nicely with cage free chicken for a savory yet sweet treat. Added bonus: Each soft and chewy sausage piece is sliced to perfection for ultimate snackability! Turkey Cranberry Sausage: It’s fall all year round with these tender turkey sausage slices. Whole cranberries and bits of sweet potato take center stage for a bite-size savory treat packed with BIG flavor. Don’t be surprised if your dog gobbles these right up! Ryan Perdue, founder of Full Moon Pet and fourth-generation Perdue family member said: “We know that using whole, real ingredients provide the best taste and quality possible for our pets. With our new Artisanal line, we’re bringing the ‘fresh from the deli’ experience with soft and smoky sausage slices prepared with antioxidant-rich fruit and vegetable inclusions that are a perfect bite for small and bigger dogs alike.” Full Moon® Artisanal Sausage Slices are now available in 12oz for an SRP of $13.99 and are the first 100% human-grade sausage you can shop in-store. Full Moon® Artisanal Sausage Slices can be found in Albertson’s, HEB, Hannaford, Food Lion and on Amazon.Pet parents can also purchase the new offering at FullMoonPet.com . About Full Moon Pet: Established in 2011 by founder and devoted dog dad Ryan Perdue, we believe that our dogs deserve food that is just as good as the food we make for ourselves. This commitment drives our choices every step of the way, from how we raise our animals, to the ingredients we choose, to the kitchens we cook in. Full Moon treats are proudly made in the United States using regionally-sourced, 100 percent human-grade ingredients: from the USDA-approved, farm-raised meats to the other natural ingredients you'd feed yourself. More importantly, we never use artificial preservatives, colors or flavors, and our products are all free from corn, wheat, soy, glycerin, and other fillers.

Imposter syndrome is a psychological phenomenon that affects individuals across various professions and industries. However, its impact can be particularly pronounced in family businesses, where familial dynamics and the pressure to carry on a legacy can exacerbate feelings of self-doubt and inadequacy. So why is there such a complex relationship between imposter syndrome and family businesses and what are some of the challenges it presents and strategies to address it? Understanding Imposter Syndrome Imposter syndrome is characterised by persistent self-doubt and the fear of being exposed as a fraud, despite evidence of competence and success. It often manifests as feelings of unworthiness and a sense that one's achievements are undeserved. In the context of family businesses, imposter syndrome can take on a unique dimension because of the very nature of family businesses, their dynamics and the individuals involved. The Family Business Dynamic Family businesses are built on a foundation of tradition, heritage, and often a strong sense of duty to preserve and build upon what previous generations have created. This familial pressure can create an environment where imposter syndrome is more likely to take root. Family members, especially those joining the business as the next generation, may struggle to assert themselves and their own identities, feeling that they can never live up to the achievements of their predecessors. Challenges Of Imposter Syndrome In Family Businesses Comparison to Family Elders : Imposter syndrome can be exacerbated when family members are constantly compared to previous generations. The weight of familial expectations can make it difficult for individuals to see their unique contributions and accomplishments. Navigating Succession : The transition of leadership and decision-making within family businesses can be particularly challenging for those dealing with imposter syndrome. The fear of making mistakes or being judged by family members can hinder effective succession planning and ongoing day-to-day business operations. Decision-Making Paralysis : Those suffering from imposter syndrome may find it difficult to make confident decisions, fearing they will be exposed as incapable. This hesitation can impact the growth and success of the business. External Perception : The perception of being part of a family business can sometimes lead to others attributing an individual's success solely to their family ties rather than their skills and efforts, further exacerbating imposter syndrome. Overcoming Imposter Syndrome in Family Businesses There are a number of steps that can be taken to deal with imposter syndrome, including: Seeking Professional Help : Family members dealing with imposter syndrome can benefit from therapy or coaching to address and manage their feelings of self-doubt. Open Communication : Encouraging open and honest conversations within the family about imposter syndrome can help alleviate its effects and foster a supportive environment. Embracing Individuality : Recognise that each family member brings unique skills, perspectives, and ideas to the business. Embracing individuality can help mitigate the fear of not measuring up to family expectations. Setting Realistic Goals : Establish clear, achievable goals and expectations to reduce the pressure on family members. Celebrate small successes along the way. Focusing on Personal Growth : Encourage continuous learning and skill development to build confidence and competence, irrespective of familial expectations. Imposter syndrome is a common issue in many professional settings, and family businesses are not immune to its effects. Understanding the interplay between imposter syndrome and familial dynamics is crucial for both the well-being of family members and the success of the business. By addressing these challenges openly and adopting strategies to overcome imposter syndrome, family businesses can thrive and grow while maintaining their unique legacies.

Owning a business is not for everyone. It involves taking risks, defining strategies, and dedicating countless unpaid hours. When the business is family-owned, it becomes even more complex. In addition to the challenges of entrepreneurship, there are the complexities of having a sibling as a partner or a parent as a boss. Being able to separate the family sphere from the business sphere to achieve business success is key. Taking the company to a more professional level and carefully selecting skilled employees are absolutely vital moves. However, that alone is not enough. In this way, families must ask themselves, especially looking towards future generations: Why do we want to participate in the family business? What is the purpose of staying together? Dr. Victor Frankl, Austrian psychiatrist and Holocaust survivor, in his book "Man's Search for Meaning," mentions that what truly motivates people is the search for meaning in life. People are intrinsically motivated when they find purpose and meaning in their actions. Family enterprises must seek a sense of purpose to stay together so that the difficulties that arise, which indeed will arise, can be overcome with a common goal in mind, a goal that is shared by its members and allows them to fulfil themselves as a family in business. For some families, it is to continue the family legacy, for others, philanthropy, generating wealth for family members, among countless other purposes. Each family must find theirs and then build a future aimed at that purpose. But how do we achieve this? The first step is to create opportunities for dialogue. Establish safe spaces where the family can pause to reflect on how they got there, what challenges they overcame, and what values emerge from those 'family stories' can be a great start to search for the meaning. Families that take the time to think and then BUILD a purpose, where all the family members are involved, where the next generation can envision a future, are more likely to achieve the enduring legacy of the family heritage. And above all, as Frankl also discusses in his work, it is about freedom. We must help families work towards freedom. As long as all members are free to choose their future and express their interests, they can build a family project that is feasible and respectful of the family and its members. About the Author - Jacqueline Schwartz CFBC, TEP is a Family Business Consultant, helping families manage the unique complexities that arise when business is blended with family dynamics. This involves working with the family to learn about their own characteristics and create an environment conducive to long-term business success while preserving family harmony and cohesion. Knowing and implementing business best practices in areas such as corporate governance, succession planning, next-generation leadership, and change management, helps families ensure that the family business is operating effectively and can continue its legacy. Find out more here

Family businesses are not just commercial ventures; they are repositories of family values, traditions, and legacies. When managed with care and intention, these businesses can become powerful vehicles for passing down and embedding family values into the very fabric of the organisation. In this article, we take a look at the importance of family values in a family business and some of the benefits that arise from effectively infusing these values into the company's culture. The Significance Of Family Values Family values are the moral and ethical principles that guide a family's decisions, actions, and interactions. They encompass concepts like trust, loyalty, respect, integrity, and a strong work ethic. In a family business, these values are integral not only to the family itself but also to the success and sustainability of the enterprise. Here's why family values are significant: Long-term Vision : Family businesses often think in terms of generations, and family values provide a shared vision for the future, ensuring continuity and growth. Trust and Cohesion : Strong family values build trust and cohesion among family members, which can translate into a harmonious work environment and better teamwork. Reputation and Brand : Family values can contribute to the company's reputation and brand, setting it apart as a socially responsible and ethical business. Customer Loyalty : Customers appreciate businesses that reflect their own values. Family values can resonate with customers, leading to loyalty and repeat business. Embedding Family Values Into The Culture In a family business values are not simply words that are written on a sheet of paper or painted on a wall. They are part of the DNA of the family and when embedded correctly add a clear point of difference to the family business too. So how do you embed family values into the very fabric of the business: Lead by Example : Family leaders should exemplify family values in their behaviour, setting a standard for all employees. If honesty and integrity are valued, the family leadership should demonstrate these qualities consistently. Communicate Openly : Encourage open and honest communication among family members and employees. Create channels for discussions about values and how they relate to business decisions and listen to the conversations and respond appropriately to enable everyone to feel that they have a voice. Mission and Vision Statements : Develop a mission and vision statement that explicitly incorporates family values. Ensure that these statements guide strategic decisions and day-to-day operations. Hiring and Onboarding : When hiring non-family members, consider their alignment with family values. During the onboarding process, emphasize the importance of these values in the company culture but also remember to treat everyone the same - just because someone is a member of the family does not mean that they are treated differently. Training and Development : Provide training and development opportunities that reinforce family values. This can include leadership training, ethics workshops, and team-building exercises. Reward and Recognition : Recognise and reward employees who embody family values. This reinforces the importance of these values within the organisation. Transparency : Be transparent about company decisions and financial matters with family members and employees. Transparency builds trust and demonstrates integrity. Succession Planning : Include family values in succession planning. Ensure that the next generation of leaders understands and embraces these values. Challenges and Considerations While embedding family values into a family business culture is essential, it can be challenging. Here are a few considerations: Balancing Business and Family : Striking the right balance between family dynamics and business needs can be difficult. Clear boundaries and professional conduct are crucial. Adaptation : Family values may evolve over time. The business must be adaptable and open to re-evaluating and revising its values to stay relevant. Conflict Resolution : Conflicts within the family can impact the business. Establish a robust conflict resolution process to address disagreements constructively. Family businesses have a unique opportunity to create a lasting legacy by embedding family values into their culture. When done effectively, this not only strengthens the business but also ensures that the family's core principles endure for generations to come. By leading by example, fostering open communication, and aligning values with actions, family businesses can thrive while preserving their cherished traditions and values.

In response to customer demand, frozen food distributor Central Foods has re-introduced a gluten-free chicken Kiev to its range for food service operators. Central Foods MD Gordon Lauder says: “Chicken is the most popular meat served in the UK, and with the continued growth in demand for gluten-free options we just had to bring back our popular Golden Valley Foods gluten-free chicken Kiev." “Not only are the Kievs great for serving to coeliac customers and those who avoid gluten, they can also be served to anyone who just enjoys a tasty chicken Kiev. Made from succulent, whole breast meat with a creamy garlic and parsley filling, our gluten-free Chicken Kiev is a classic dish loved by many and taps into the retro/nostalgia trend currently influencing menus. Packed in small case sizes of just ten Kievs, providing lower up-front costs and less storage space, we know our customers will welcome the return of the Golden Valley Foods gluten-free chicken Kiev to our range.” Other products available from Central Foods in the Golden Valley Foods free-from range include gluten-free breaded chicken chunks, gluten-free breaded chicken goujons and southern fried gluten-free chicken goujons. Central Foods is a leading UK food service distributor, founded more than 25 years ago. The company is a catering partner across the whole food service sector, supplying to hotels, restaurants, bars, universities, schools, pubs, care homes, garden centres, leisure outlets and more. It currently sells to over 180 independent wholesalers, as well as larger national and regional wholesalers. For more information about Central Foods visit here .

New technology, sustainable materials and smart designs are all key trends driving the evolution of PPE for a safer tomorrow. Workwear safety expert Arco has revealed its predictions of the five top innovations influencing the future of personal protective equipment (PPE) over the next decade. 1. Technological advancements Over the years there has been an increasing rise in robotics, which has revolutionised manufacturing environments and how we produce goods. In 2023, the robotics industry generated £29 billion in revenue worldwide and is projected to hit £33 billion by 2027. As robots continue to develop to be more advanced and widespread, working safely and collaboratively alongside them is becoming crucially important. Dr Ian Pearson, a respected Futurologist, commented: "We can anticipate a future where an increased number of robots operate on sites, which will mean that there is powerful equipment present in these areas. Augmented Reality (AR) and other technologies will play a crucial role in supporting individuals in adapting to these conditions.” 2. Sustainable materials Manufacturers are striving to achieve a more sustainable production line, with consumer demand showing a growing interest in PPE made from recycled fibres, biodegradable/reusable options and alternatives to plastic. Leading safety brand Arco has expanded its Responsible Choice product range by 72 per cent over the last year. Jim Harbidge, Head of Sustainability at Arco, commented: "At Arco, we focus on durability and circularity: garments made from recycled materials, designed to be washed multiple times, and at the end of their life are ready to recycle again. These offer the best opportunity to reduce carbon and water usage." 3. Customisation and comfort Achieving comfort in PPE involves a tricky balance between effective protection and user wellbeing. Selecting materials that offer both safety and comfort is key, requiring innovation in design and construction. Nick McLaren, Head of Range Proposition at Arco, said: “There is a sharp focus on developing breathable, flexible, and user-friendly materials to satisfy both safety and wearability. This ongoing effort reflects a commitment to safeguarding individuals in hazardous environments without compromising their comfort.” 4. The new world of AI, AR and VR AI, AR, and VR are reshaping health, safety, and PPE in industries like construction and healthcare. Advanced AI-driven CCTV systems instantly monitor PPE use, inspect compliance and identify hazards using cutting-edge algorithms. This technology can help to eliminate human error, speed up processes and enhance overall site safety. 5. Post-pandemic preparedness In August last year, the UK Government National Risk Register declared a 5-25% chance of another pandemic striking in the next five years. This month, Arco released its whitepaper on Emerging Disease Preparedness which highlights key insight on pandemic planning, PPE stockpiling and PPE compliance. Futurologist, Dr Ian Pearson, said: "In the years ahead, we may witness the emergence of more viruses, which will no doubt show the need for detection measures in workplaces with close human interaction. The integration of rapid testing, possibly within or in conjunction with PPE, will prove to be a valuable asset for organisations."