A malting site owned by fifth-generation family business Simpsons Malt Limited has reached a new level in global food safety standards after successfully passing its recent Food Safety System Certification (FSSC) 22000 audit. The company’s Tivetshall Maltings in south Norfolk was the focus of an intensive, three-day inspection, which examined the site’s entire operations and processesfrom barley intake through to malt despatch and followed several years’work internally to raise and maintain quality standards. As Tivetshall supplies around 55,000 tonnes of malt per year worldwide to the brewing and food industries, achieving FSSC 22000 had been viewed as a key company objective due to it being an internationally recognised standard. As such, some of the UK’s largest brewing brands, along with the company’s network of global distributors – including BSG (North America), Agronet Brewing (Spain, France & Portugal) and Mr Malt (Italy) – will be among those to benefit from the certification, providing assurance around the food safety of its high-quality malts. Graham Kendall, Tivetshall Operations Director, said:“After the culmination ofseveral years’ hard work by all colleagues, we’re delighted that Tivetshall has successfully passed its FSSC 22000 audit." “Achieving this internationally recognised standard has raised the bar for our internal operations and processes, with many new programmes having been implemented over the past few years that are now being maintained on a daily basis." “We also hope it will provide further confidence to our global network of customers in the brewing and food industries around the food safety and quality of our malts, for which we are renowned."

UK Top 50 law firm, Birketts, has opened registrations for its 2023 Employment and Immigration Conference. With the theme ‘Resolution not revolution: strategies for managing workplace conflict,’ the bi-annual conference will bring together Birketts’ award-winning team of employment and immigration lawyers along with guest speakers to look at how to successfully manage workplace conflict. Writer, speaker and advisor to business leaders on the future of work, Christine Armstrong, joins this year’s line-up as keynote speaker. Christine is obsessed with research into the world of work, commenting on what the trends and data tell us is and isn’t working. The second guest speaker at this year’s conference is expert barrister Paul Strelitz, who will lead a discussion on what to expect at an employment tribunal. The conference will also include an invaluable update on recent and forthcoming employment law developments, as well as a choice of breakout sessions for delegates to choose from. Held on 9 November at the Rowley Conference Centre in Newmarket, tickets are priced at £175 per person. All registrations made before 15 September will benefit from a ‘buy one, get one half price’ offer. Jeanette Wheeler, Partner and Head of Employment and Immigration at Birketts, said: “We’re really excited to be bringing our popular Employment and Immigration Conference back for 2023. Dealing with the fallout when workplace relationships go wrong is one of the biggest headaches for HR professionals and is where the Birketts employment team has real strength and depth of experience and expertise. It’s where we excel. Our conference sessions will include practical insights on how to approach, and resolve, workplace conflict if or when it occurs. We’re also really thrilled to have such a stellar line up of guest speakers for this year’s conference. We know that their expertise and advice is going to be invaluable for our delegates.” On joining the conference line-up, Christine Armstrong added: “In today’s world of work, achieving and sustaining harmonious working relationships can be a challenge for employers. But there are things that employers can do to ensure that their teams get along better, leading to greater business success. I’m looking forward to delivering the keynote on this topic and passing on some advice, tips, and tricks to the delegates on creating harmony among their employees.” For more information or to register your place, visit their website here

CEOs are under immense pressure to lead, manage and deliver all-important growth in the current climate. As a result, it’s vital that boards work closely with and support the CEO with various governance processes to ensure they are adding value and delivering business growth. Role Clarity A good place to start is with role clarity – defining where the role of the board stops and that of the CEO begins. If there is any ambiguity and confusion over the roles of the CEO and board directors, particularly in turbulent times, this will have a negative impact on decision making and board effectiveness. It’s the role of the chair and the wider board to provide clarity in this area and facilitate the discussion where the boundaries between the board and CEO are unclear. Relationship Between The Board And CEO Having a relationship that’s fit for purpose is vital for the board and CEO. To achieve this the board’s rules of engagement that demands trust, respect and honesty – the three fundamental currencies that enable an effective and productive relationship between the two – must be adhered to. Both the board and CEO need to make time to reflect on how this relationship is working and, where appropriate, recalibrate it to ensure that the way the board works with the CEO, and vice versa, brings value to the board, CEO and the organisation. Ensure Time For The Board And CEO Without The Rest Of The Management Team Having time together without management present is very important. It presents an opportunity for the CEO to share what’s on their mind with directors, cover what has gone well and less well since the last board meeting and for the CEO to bring the board up to date with the planned activities and initiatives in the next reporting period. With the CEO’s position being a lonely one, the board can add significant value to the CEO as a forum for advice, testing ideas and validating assumptions. This way the CEO can access the collective wisdom of the board in a psychologically safe space. Challenge Assumptions With the interplay between the three critical elements of risk, strategy and return often based on assumptions at board-level, the board must ensure that any assumptions from the CEO, or indeed any director, are challenged to validate their relevance. Only once this has taken place is it possible to have assurance that the right path is being taken - something that is particularly important when quick decisions are required during uncertain times. Future Strategy Today, the board must make sure that future strategy is live in the boardroom. This requires the board, as part of their role in supporting the CEO, to ensure the leader keeps their focus on future strategy – how the organisation can achieve its purpose – by looking at new opportunities, rewards, as well as risks. Regular Reviews Of CEO One of the most important roles of the board involves putting in place and implementing a review process for the CEO. Regular, well run reviews enable the board to reflect on how the CEO has performed and, significantly, provides an opportunity to move beyond basic compliance to pose the important question ‘how fit is the CEO for the future?’ It’s best practice governance in action. The issue is too many reviews of the CEO are undertaken as a tick box exercise, largely because they are viewed as another task to remove from the governance to-do list. These assessments do not power performance. Only reviews that prompt a periodic re-examination of how fit for the future the CEO is, enables a culture which is performance focused. It’s because the data collected from the evaluation supports improvements in the CEO’s performance, enabling them to refine their approach. The first step for the board to deliver an effective, performance focused review of the CEO is to examine relevant documentation regarding their appointment, induction and development. Other documents reviewed should also include the strategic plan, business plan and budget of the organisation, plus data gathered in any previous reviews, cultural assessment or third-party evaluations, along with key performance indicators. Access to this information enables directors to gain a better understanding of the review history of the CEO, and consider how the board has handled the recommendations from previous evaluations. Then, online surveys need to be created and sent to all on the board and any direct reports to the CEO. These must be tailored, reflecting the purpose and strategic objectives of the business and an assessment of the behaviours, skills, knowledge and impact of the CEO. When completing the online survey participants should confidentially rate every area of the CEO’s performance, and additionally raise any development needs. Interviews are the next step, because of the critical quality assurance and insight they can deliver. It’s vital that they are conducted by a trusted interviewer who is experienced in board dynamics and effectiveness. Interviews offer an opportunity for an objective review of achievements, behaviours, development needs and deliverables, which helps to power the performance of the CEO. Also, by taking this approach you reduce the risk of an emotional, personality direct assessment, by infusing rationality and objectivity. After all, the ‘psychological safety’ of the CEO is paramount. Once data gathering is complete it’s time to present the findings to the board. The resulting report should identify any divergence between the directors and the CEO regarding their performance. This enables the board to spot strengths and opportunities for performance improvement and personal development. Credible actions with clear ownership then need to be reviewed, however these should not take place formally twelve months later. Instead, regular ‘pulse checks’ based on the feedback from the assessment must be undertaken throughout the year by the board to guarantee progress and a strong CEO performance. Exit Strategy While any assessment will help the board to clarify how to better support the CEO, it may also prompt them to source a new one, which therefore requires an exit strategy that avoids disruption to the business. This could lead, for example, to the chief operating officer (COO) becoming the acting CEO prior to the appointment of a new CEO. Succession Planning While CEO succession planning is time consuming and takes a lot of effort, it’s always better to have one than to be caught without a plan, or a clear leader. It’s those boards that plan for the succession of the CEO that ensure a smooth transition in the leadership of the organisation, with minimal disruption and business continuity. This is why having a succession plan for the CEO is such a key governance process. During the planning stage boards should think about the role of the CEO and the personal, technical and behavioural characteristics that leadership of the next stage of the organisation’s evolution will demand. Succession planning is particularly important where the existing CEO has unique skills, experience or connections with critical stakeholders, which are vital to the organisation’s growth and future success, which means they cannot easily be replaced. CEO succession plans should be reviewed by the board at least once a year, and they should always be ready to act on it at short notice. Unfortunately, for many boards the default option is ‘go to market’ and succession planning is not something they contemplate until time is not on their side. For example, when the current CEO comes towards the planned end of their term, reaches retirement age or is no longer seen as the right person to lead the company. Finding a suitable replacement can take many months, possibly more than a year, particularly if looking for someone external to the organisation. Lacking a leader for a significant length of time could have a major impact on the effectiveness of the organisation and board. Journey Of Learning (induction) Having an induction or ‘journey of learning’ in place over 18-24 months is the best way to ensure the new CEO is able to quickly gain familiarity with the organisation, make a meaningful contribution to board deliberations and effectively lead from the start of their tenures. Regrettably, too many boards assume the onboarding process involves dumping a wealth of reading material on the new CEO, including documents such as codes of conduct, strategic plans, annual reports, etc, or emailing a link to the online board portal for them to peruse, and expect them to quickly get on with the job in hand. When the new CEO has important responsibilities and liabilities from day one, this approach of throwing them in the deep end is not helpful to them, the board or the organisation. A successful journey of learning includes a programme of visits and experiences that sees the CEO getting out and about within the organisation and speaking to staff. This is essential to gain a thorough understanding of the business and how it operates. Also, there must be a buddy system, which ideally sees the CEO have an experienced director as a buddy. They can brief the CEO on how things work, the background of the board and why certain decisions have been made in the past. It’s much quicker to learn this way than from reading briefing notes. Finally, there must be the opportunity for training, either formal governance training depending on their level of knowledge and experience, and bespoke in-house governance training, because governance processes often differ slightly differently between organisations. All this activity should be supported by an in-depth induction pack for the new CEO. By taking this approach it’s possible for the new CEO to hit the ground running and make a valuable contribution as soon as possible. The board must take the lead on planning and putting together the ‘journey of learning’ for the new CEO. In Summary Leaders need all the help they can get, particularly in these volatile times. As a result, those boards that are serious about engendering long term growth for their business, and being effective, must have governance processes in place that support the CEO to ensure they perform well and add value. About the Author - John Harte leads a global team at Integrity Governance that is focused on making boards more effective. A boardroom expert working with multinationals, SMEs, trade associations and not-for-profits, he provides practical, impartial advice to directors, business owners, executives and CEOs, to help improve board performance. He has 30 years of experience at director level in the corporate world, having worked at blue chip businesses including: Mars, Schroders and Goldman Sachs.

Arco won the Yorkshire Family Business of the Year Award at the Family Business of the Year Awards recently. They were up against 200+ national businesses, and feel incredibly honoured to have taken the top spot in the Yorkshire category. Arco’s entry outlined the company’s joined-up safety solution offering, company values, philanthropic activity, innovations in sustainability, and achievements from across the company’s 139 years in business. The judges recognised the role which the Martin family has played and continue to play through their stewardship and investment in the business. Whether that be through being active members in the communities through charitable work or lobbying for change in parliament against non-compliant PPE, their passion, expertise and support is invaluable. At a ceremony held in London, Charley Seward, Supplier Relationships and Transformation Manager and fifth-generation family member, and Becky Casson, Buying Director, proudly picked up the award on Arco’s behalf. Arco were also runners up in the Supreme Champion Award, the national title which they won in 2021. Organised by Family Business United, these prestigious awards are now a firm fixture in the family business calendar and celebrate the very best of British family firms from all corners of the UK. Awards are given by region, sector and nationally in recognition of qualities such as entrepreneurship, innovation and sustainability, community engagement and ultimately one family business is crowned the Supreme Champions. As Paul Andrews, Founder and CEO of Family Business United explains, “As an organisation we champion and celebrate family-owned businesses across the UK, recognising the contribution they make in terms of employment, income generation and wealth creation as well as the impact they have on the communities in which they operate.” “Since 2012 these awards have grown to become something really special, recognising family firms from all sectors, young and multi-generational family firms alike, large and small but all sharing the same underlying values, pride and passion for what they do and a strong desire to do business the right way. Each of the winners is a great business with a strong narrative and is a great ambassador for the broader family business community too.” Ben Fowler, Managing Director of Western Pension Solutions, sponsors of the Yorkshire Family Business of the Year Award added, “Yorkshire was a tough category for the judges and there were some really strong contenders. However, the judges felt that one stood out. Arco are an outstanding family business that has strong governance, clear values and is a major supporter of the community in which they operate and the broader family business community around Hull too.” “The decision was not an easy one, but one that will certainly make Hull proud as our winners and runners up both hail from Hull with Arco taking the title and the John Good Group being named runners up.” “Arco is a family business that has a visionary approach to all aspects of safety and is a true inspiration to others and is a deserving winner of the Yorkshire title,” concludes Ben. Charley Seward said: “I was delighted to accept the award on behalf of the 1600 members of the Arco family who make this business tick. As colleagues, we know we have something very special at Arco, but it’s wonderful to have this validated by Family Business United too.” Guy Bruce, CEO, said: “It’s a privilege and honour to have our business recognised in this space and to be able to share in the celebrations with other family business of all sizes, generations and sectors who were also awarded on the night.” “Congratulations to all colleagues on this achievement – you all play a part in making this business great.” As Paul adds, “Family businesses are the engine room of the UK economy and these awards celebrate their contribution. It was great to bring the family business community back together in person to recognise the incredible family firms that operate throughout the UK and to crown some fantastic winners.” “Congratulations to Arco on winning this award. It is fantastic recognition of what they do as a business and it was a pleasure to present them with the award during a fantastic evening that once more put the family business sector on the map.” Find out more about Arco by visiting their website here

Make UK/RSM survey highlights boost to investment that industrial strategy would bring to the UK economy. Key Findings: 44% of companies believe UK business tax and regulation system is unfavourable. More than a quarter believe current system worse than China and other major competitors. Frequent changes to incentives and R&D credits have hampered business investment planning. Just 8% of companies say tax and regulation has no impact on investment decisions. More than two thirds of companies say an industrial strategy would lead to greater investment in skills, R&D and decarbonisation. Britain’s manufacturers are calling on the Chancellor to announce a major MOT of the UK’s uncompetitive business tax and regulatory environment in the forthcoming Autumn Statement to boost investment planning by business. The call was made on the back of a major survey published by Make UK and RSM which sets out a daunting challenge to reform the UK regime of business taxation and regulation, with almost half of companies believing the current system is unfavourable and, more than a quarter feel is worse than China and other major competitors. Furthermore, companies are also reporting that the ‘flip flopping’ and frequent changes to policies on investment and R&D incentives in recent years have hampered business’ investment plans. As a result, Make UK is urging the Chancellor to announce that there will be just a single annual fiscal statement from now on. Reforms would look at measures, such as Business Rates, the research and development (R&D) tax credits, the Apprentice Levy and the Capital Allowances and Full Expensing system, and whether they are fit for an economy undergoing huge transformational change and encouraging, or hampering, long-term investment in capital, innovation, skills and moves to net zero. The findings in the report also support the view that an industrial strategy which encompasses reform of the current business tax and regulation system would lead to greater investment in labour and skills, R&D and decarbonisation. Fhaheen Khan, Senior Economist at Make UK, said: “Manufacturers are clear that many aspects of the current tax and regulatory system are not fit for purpose and are failing to promote the vital investment in skills, capital and green growth. This is not helped by the fact we have two fiscal statements a year which hampers business investment planning." "We cannot continue with the current flip flopping and policy inconsistency if we are to shake the economy out of its current anaemic state and promote long-term growth. Government must start by conducting an urgent MOT of the current unfavourable regime to make it work for, rather than against, business.” Mike Thornton, head of manufacturing at RSM, said: "The correlation between tax and regulation and economic growth is clear. Yet UK manufacturers find the current framework a burden and unfavourable - putting UK industry at a competitive disadvantage globally." “Long term commitment to generous and accessible incentives, and simplified regulations, are key to boosting future investment, productivity and skills.” According to the report, almost half of companies (44%) believe the UK has an unfavourable business tax and regulatory environment, with less than a fifth (18%) believing it to be favourable. On balance, manufacturers say the UK is worse than its competitors with more than a quarter (28%) believing it to be less favourable than China. Over a quarter (27%) believe it is worse than the US, Germany (26%), France (23%) and Italy (21%). Conversely, manufacturers believe that a more favourable environment with the simplification of incentives, tax and regulations would ease the burden on business, while more than half (54%) believe that frequent changes to R&D and investment incentives over the last three years have made it more challenging to plan investments. By contrast, fewer than a fifth (16%) felt the changes had allowed their business to increase investment. The most effective policy tools to promote investment and growth were capital allowances for plant and machinery (73%), R&D tax credits (65%) and a competitive Corporation Tax system (59%) while more than half (55%) believe the current policy of full expensing should be made permanent. The survey also shows manufacturers believe an industrial strategy would have clear benefits with more than two thirds of manufacturers (67%) saying it would lead to greater investment in labour and skills, almost two thirds (61%) saying it would aid investment in R&D and almost half (45%) saying it would support investment in de-carbonisation and net zero.

Perrywood Garden Centres, located in Tiptree, Essex, and Sudbury, Suffolk, has launched a new loyalty programme called ‘Perrywood Bloom’. In just one month 10,000 customers have already signed up. It offers their most loyal customers exclusive rewards and benefits including best in-store offers, a birthday treat, member events and behind the scenes information. They will also receive every tenth hot drink free when they visit the Coffee Shops, Restaurant or Greenhouse Café. Bloom members were the first to find out when Perrywood was opening their award-winning Christmas Shops. This featured a behind-the-scenes glimpse of their showstopping displays and the unveiling of the 2023 theme. This year Perrywood has brought back the ‘Step Back in Time’ theme for a second year, after rave reviews in 2022. It’s full of new inspiration and nostalgia. Hannah, Communications & HR Director comments, “It’s great to be able offer our loyal customers something special and we’ve had a positive reaction. It’s another way for us to create a unique shopping experience – both for customers who have been shopping with us for decades, and for those who have only recently discovered our award-winning garden centres." “Bloom members will receive advice and offers based on the plants and products they have bought to help them grow plants successfully. What’s more, every time they shop, members will be entered into a monthly prize draw to win the value of their shop in Perrywood gift vouchers.” Customers should download the Perrywood Bloom app before they next visit. It’s a free app in the Apple app store or Android Google Play library. For more information visit here. For those without a smartphone, a paper card alternative can be issued next time you visit. Perrywood Tiptree was named North Thames Destination Garden Centre of the Year for the 7th time running in 2023 (3rd in the Garden Centre Associations Top 100 League Table). Perrywood Sudbury was named North Thames Garden Centre of the Year for the 2nd time running in 2023.

East Anglia, the picturesque region in eastern England, is not only known for its scenic landscapes and historical landmarks but also for its thriving family business sector. The diversity of family-owned enterprises in this region is a testament to the enduring entrepreneurial spirit that in many cases has been passed down through generations. In celebration of East Anglia Family Business Day 2023 we take a look into the rich tapestry of family businesses that call East Anglia their home. Historical Roots Family businesses have played a significant role in East Anglia's economic history. The region has a long tradition of family-run enterprises dating back centuries. Many of these businesses began as humble agricultural operations, where families worked together to cultivate the fertile land. Over time, these enterprises diversified into various industries, including manufacturing, retail, and services. In fact, research undertaken by Family Business United has identified the oldest family firms in the region which include: Webb & Son (Combs) Herbert Group D Gurteen & Son Farthing, Singleton & Hastings CT Baker The Jarrold Group Start-rite Shoes Phillips Brothers (Woodshavings) Ltd Agricultural Heritage East Anglia's agricultural heritage remains a cornerstone of its family business sector. Farms handed down from generation to generation are a common sight in the region. These farms produce a wide range of crops, from cereals to vegetables, and raise livestock such as cattle, sheep, and poultry. The strong sense of stewardship for the land and a commitment to sustainable farming practices have allowed many of these family farms to thrive, together with continued investment, innovation in agricultural practices and the introduction of diversified activities such as farm shops and rural business parks. Retail and Hospitality Family businesses in East Anglia extend well beyond the farm gates. The region boasts a vibrant retail and hospitality sector, with many family-owned shops, restaurants, and inns. These businesses often embody a sense of community and tradition that draws both locals and tourists alike. In fact, there are plenty of family owned businesses that have been attracting and meeting the needs of the tourist sector for generations. From traditional fish and chip shops in coastal towns to quaint tearooms in picturesque villages, family enterprises contribute to the unique charm of East Anglia, not forgetting long standing and significant retail operations like Jarrolds, Coes of Ipswich and Bakers and Larners. Manufacturing and Industry East Anglia's family business landscape has also evolved to include manufacturing and industrial enterprises. Some of these businesses have their roots in cottage industries that have grown into major players in their respective sectors. From boat builders on the Norfolk Broads to precision engineering firms in Suffolk, these family-owned companies demonstrate innovation and adaptability. Innovation and Adaptation One of the key strengths of family businesses in East Anglia is their ability to innovate and adapt to changing market conditions. While they may have deep-rooted traditions, these businesses are not stuck in the past. Many have embraced modern technologies and management practices to remain competitive in a global marketplace. This has enabled many to pass down the generations and to continue to remain relevant and sustainable businesses today. The diversity of family businesses in East Anglia paints a vivid picture of a region that cherishes its entrepreneurial heritage while looking toward the future. From agriculture to manufacturing, retail to hospitality, these enterprises contribute not only to the local economy but also to the distinct character of East Anglia. As they navigate the challenges of succession and embrace innovation, these family businesses are poised to continue thriving for generations to come, ensuring that the entrepreneurial spirit of East Anglia endures.

The logistics company uses ten e-vans of its own to deliver goods ordered online to end customers in the Hungarian capital. Starting in 2024, climate-friendly transports will also be offered in other Hungarian cities. Ten more vehicles have been ordered. Setting an example in the sphere of sustainable transport, the international logistics company Gebrüder Weiss started to provide zero-emission deliveries to end customers in Budapest this summer. Ten electric vans are cruising the streets of the Hungarian capital to deliver furniture, electronics and household appliances to private households. The goods are ordered from large online retailers such as IKEA. "Our vehicles are powered by a low-noise and eco-friendly electric motor, which makes them the perfect choice for urban traffic. Not only do they help improve air quality, but they also contribute to our organizational goal of becoming climate-neutral by 2030," explains Bálint Varga, Country Manager Hungary at Gebrüder Weiss. "We want our transports to be as sustainable as possible, and these zero-emission deliveries are an important step in that direction." During the first three months, the e-vans were in use seven days a week, covering a total of 72,000 kilometers. This corresponds to CO2 savings of 15 tons against a comparable diesel-powered vehicle. The close cooperation between Gebrüder Weiss and IKEA, two companies sharing a vision of sustainable transport, has contributed significantly to the success of this project. Bránko Aczkov, Service Operation Developer at IKEA in Hungary, emphasizes: "It is very important for IKEA that our goods, which are produced in an eco-friendly manner, are delivered to the customers using zero-emission means of transport. With Gebrüder Weiss, we have a partner at our side who thinks along the same lines and supports us on this path." In Austria, Gebrüder Weiss has been using electric vehicles to deliver IKEA goods to private households since 2021. After the successful pilot phase in Budapest, Gebrüder Weiss intends to continue expanding its climate-friendly Home Delivery services. Starting in 2024, ten more Ford E-Transit e-vans will provide delivery services to end customers in the Hungarian cities of Győr, Pécs, Zalaegerszeg and Szeged. The further development of alternative drive systems for transport vehicles is part of Gebrüder Weiss' long-term strategy. In addition to electric vans, the logistics provider also uses electric trucks in Austria and a hydrogen-powered truck in Switzerland. Gebrüder Weiss has been operating in Hungary since 1990 and currently has eight locations in the country. The company is one of the country's market leaders in home delivery, i.e. the delivery of furniture, consumer electronics and household appliances.

As the nation prepares itself for Strictly Come Dancing fever, two internationally renowned dancing duos have teamed up for a unique ballroom routine on the most unlikely of dancefloors. Two fleet-footed backhoe loaders from the legendary JCB Dancing Diggers were joined for a spin in the glitterball limelight by teenage Team GB ballroom dancers Kaynan Barfoot and Polly Welford at the company’s quarry in Staffordshire. The new one-off dancing partnership was carefully choreographed to celebrate the next career quicksteps to success for Kaynan, 14 of Blythe, near Uttoxeter, and Polly, 15, of Cheadle, Staffordshire. The Staffordshire-based digger giant has pledged £1,500 sponsorship for the UK Under 14 Ballroom and Latin American champions to enable them to compete at Under 16 level in the World Dutch Open Championships in Assen, The Netherlands in November. Fresh from a summer which has seen the pair competing at the world-famous Blackpool Tower Ballroom, and winning the English Gala Junior Ballroom championships in Bicester, Kaynan and Polly are training up to 20 hours a week in the run up to the Assen championships. Kaynan and Polly have been dancing together since they were just seven-years-old and their ambition is to be world champions. They both work so hard and are incredibly grateful to JCB for this support – without their sponsorship they simply wouldn’t be able to compete in Assen.

The world’s highest volcano, a team trying to reach the summit using a solar-powered e-truck, an attempt at a world record: these are the essential components of a high-profile project that is about to get started in the Chilean Andes. The three men from Switzerland forming the Peak Evolution Team want to conquer the summit of Ojos del Salado using their solar-powered truck specifically developed for this purpose. At a height of 6,893 m, it is the highest active volcano on earth. As the team’s main sponsor and logistics partner, Gebrüder Weiss will make a considerable contribution to the success of the project. The logistics company has just dispatched the sophisticated vehicle and all the expedition equipment to Chile by sea freight. The next destination after its arrival will be Ojos del Salado. If the team reaches the summit, this would be a new world record. Never before has a vehicle climbed that high. "Due to its limited payload capacity, this solar-powered vehicle cannot yet replace a conventional truck, but it shows a completely new direction in which we will be able to move with alternative drives in the future," says Frank Haas, Head of Corporate Brand Strategy & Communications at Gebrüder Weiss. "The solar-powered multi-purpose vehicle has more traction capacity than an average 40-ton semi-truck and could be used especially in rough terrain. Gebrüder Weiss has already sponsored a number of projects of this kind. "Being the oldest logistics company in the world, we feel committed to helping shape the future of mobility," explains Frank Haas the motives behind this cooperation. For nearly four years, the three Swiss developers, David Pröschel, Patrik and David Koller, have been working on putting the multi-purpose truck into practice. By embarking on an expedition to a place that no vehicle has ever reached, they want to prove the efficiency of alternative drive technologies. "Our vehicle makes it possible to perform even the most demanding transport tasks, whether in mining or when erecting high-altitude solar power plants, in an environmentally compatible and economically efficient manner. The expedition is going to show the commercial viability of the product we developed," says Patrik Koller, Head of Finance and co-developer of the Peak Evolution Team. "In Gebrüder Weiss, we have gained a partner who shares our vision of sustainable mobility and, as an international transport company, will also be able to benefit from it in practical terms in the future." The transport requires comprehensive expertise and flexibility: since electrically powered vehicles are considered hazardous goods, the specialists of the international transport company developed a double container floor that secures the expedition equipment and allows to disconnect the battery. In addition, extensive documentation must meet the strict safety and customs requirements while at sea and in the country of destination. The daring mission will be accompanied by a documentary film team headed by award-winning Swiss filmmaker Claudio von Planta.

Perdue Farms is supporting Iowa Family Crisis Centers with a $25,000 grant funded through the Franklin P. and Arthur W. Perdue Foundation as a commitment to improve the quality of life in its communities. The donation from Perdue’s charitable giving arm, a part of the company’s Delivering Hope to Our Neighbors® initiative focused on building strong communities, will support a family visitation and exchange center. With no local facilities available for visitation, foster children spend two hours a week trying to connect with their biological parents in grocery stores and at public libraries, said Jessica Rohrs, executive director for Family Crisis Centers. “This creates challenges for foster parents and social workers,” she added. “Biological parents have no opportunity to enjoy a meaningful connection with their children in a semi-private setting. We’re grateful to have the support of Perdue Farms and to help remove barriers so families can spend quality time together.” The new family visitation and exchange center will help families and foster families in the region by offering space for supervised visits with professional staff and a safe place to drop off and pick up children for custody exchanges. The renovation will include creating child-friendly spaces with full kitchens and enhancing security features to ensure the safety of all parties involved. The availability of these services will result in positive outcomes for children and families that can last a lifetime. The center expects to serve 150 families, about 450 people, during its first full year of operation following construction. Kim Nechay, executive director of the Perdue Foundation, applauded the work of Family Crisis Centers. “The visitation and exchange center is such a valuable resource for parents, foster families and especially the children,” she said. “Perdue is proud to support this program.” Family Crisis Centers is a victim-service agency for survivors of domestic violence, human trafficking, homicide and other violent crimes. The housing assistance program helps survivors of violent crime who are homeless, providing them financial assistance and/or transitional housing services to guide them to self-sufficiency and permanent housing. FCC’s Iowa Victim Service Call Center, a statewide call center, also serves survivors of any crime. Last year, over 44,000 calls were answered at the call center. All these services are free, confidential and available 24/7. In 2022, FCC served over 2,000 individuals, including children, with in-person services.

Over 130 guests applauded this week after a sell-out event at London’s iconic Shakespeare Globe Theatre raised a record-breaking £22,000 in cash and a further £10,000 in product donations to help The Hygiene Bank charity in its work to alleviate hygiene poverty. Event organiser and CEO of Cleanology, Dominic Ponniah, said: “We have been overwhelmed by the generosity and support of our industry this year. Now in its third year, this event has grown from strength to strength every year and this year we have been oversubscribed once again. It’s testimony to how the FM industry has rallied together for a cause as significant as hygiene poverty, and with the cost of living crisis only getting worse, there has never been a more important time to support the work of the Hygiene Bank. We are hugely grateful to everyone who got involved this year.” Ponniah added: “In October 2022, YouGov published Hygiene Poverty 2022, commissioned by The Hygiene Bank, the first comprehensive, national, mixed methodology research report into the scale and impact of hygiene poverty in the UK. Over 3.1 million adults in the UK are living in Hygiene Poverty and the research showed that hygiene products such as toothpaste, shampoo and laundry detergent are the first to be cut when budgets are tight”. Ruth Brock, CEO of The Hygiene Bank, said: “The Hygiene Bank is deeply grateful to Dominic Ponniah and Cleanology and all the sponsors of this event for their fantastic generosity. Hygiene poverty is widespread, growing and disproportionately affects the most vulnerable. Millions of people are struggling with its impact – the stigma, embarrassment, damage to mental and physical health it brings. It’s a hidden poverty that blights life chances and limits opportunity – so it’s critical that more companies and more individuals follow in Cleanology’s footsteps to join us as we work together to end hygiene poverty for good. Cleanology’s generosity and support will make a meaningful difference today and takes us a crucial step forward on that journey.” The event – held on 3 October in The Balcony Room at the Globe Theatre – was sponsored by six of the biggest names in the industry – Bridge Recruitment, Darwin Clayton, Futures Supplies, Liberty Hygiene, Evans Vanodine plc and The Cheeky Panda. The evening saw competitive bidding for auction and raffle prizes such as Tea at The Ritz, a Banksy print, dinner for six at trendy eatery Dishoom, a Chanel brooch, Spurs match tickets and a Fortnum & Mason luxury hamper. Guests at Cleanology’s annual fundraiser – who also enjoyed networking, drinks and canapés at the scenic venue next to the River Thames – included Chris Forbes, Founder of Cheeky Panda; Paul Evans, CEO of Carlisle Support Services; Phil Smith, Chair of the Hill Club; Nick Winstone, Founder of Biovate Hygienics; and Jordan Hurley, Founder of SOAP2O; as well as representatives from leading industy firms including Ark Pest Control, BigChange, CBRE, Cleenol Group, Greenspeed, Industrial Cleaning Equipment (ICE), Nilfisk, Planet Mark, Recorra, Robert Scott, Sitemark, Ucomply and WhiffAway. Nick Winstone, MD and Co-Founder of Biovate Hygienics, said: “It has been an honour to have been invited to Cleanology’s annual fundraiser for the Hygiene Bank, since the inception of the event three years ago and watch it grow and do more good every year. As a charity that aligns so well with our industry, Dominic Ponniah and Cleanology have done both the Hygiene Bank and the broader industry a service by highlighting the good work they are doing at a grassroots level.” In September 2021, Cleanology held its first charity event which raised over £14,000 for The Hygiene Bank, a national charity that alleviates poverty by providing hygiene products to those in need. Due to the enormous success of that event, the wide publicity generated, and the amount of money raised through the raffle and auction, an even bigger event was held at The Ivy in London in September 2022, raising over £20,000.