Two features in this issue tackle the ever-tricky subject of loyalty – specifically, loyalty schemes. Dynamic Office Solutions launched DynamiPlus last year, an initiative that rewards both dealers and company employees (read In conversation with... Carl Verlander on page 14 for the full lowdown and plenty more besides). Meanwhile, Lyreco UK & Ireland rolled out its Lyreco Go programme in April, and by all accounts it’s going great guns (read Keeping it simple on page 38). Different approaches, same goal – making customers feel valued and keeping them coming back for more.
Of course, loyalty isn’t built on points and perks alone. There are a million ways to win and minds, but one of the most effective is to become the trusted go-to for know-
EDITORIAL
Workplace360 Editor
Michelle Sturman 020 7841 2950
News Editor
Andy Braithwaite +33 4 32 62 71 07
Assistant Editor Kate Davies
OPI Editor Heike Dieckmann EVENTS
Events Manager Lisa Haywood
Loyalty isn’t built on points and perks alone. There are a million ways to win hearts and minds
how. That’s why our How to sell... this month zeroes in on first aid kits (page 48) – a surprisingly broad category that’s fast becoming a must-have for dealers keen to diversify and stay relevant.
Another area gathering momentum is e-waste. With International E-Waste Day landing in October, there’s no better moment to open up conversations about recycling electronics and showcasing how you can support customers in hitting their sustainability goals (see Power in your hands on page 26).
Sustainability isn’t going anywhere – in fact, it’s fast becoming a loyalty driver in its own right.
Cybersecurity is also firmly in the spotlight in October, thanks to Cybersecurity Awareness Month. This may be one of those times where calling in the experts pays dividends, but the rewards –safeguarding both your clients’ data and your own – are worth every penny (read Securing your world on page 24). After all, knowing when to outsource and when to keep it in-house can often be the difference between standing still and moving ahead.
The same goes for the office fit-out boom. Electrics, for instance, are best left to the pros –but team up with the right contractors and your reputation, not to mention customer loyalty, will soar (read Building tomorrow’s workplace on page 36).
And finally, October brings not just autumn chills but the OPI European Forum. Seats are going fast, so book yours now – full details of the stellar lineup are on page 46.
Michelle Sturman, Editor
SALES & MARKETING
Head of Media Sales
Chris Turness 07872 684746
Chief Commercial Officer Jade Wilson 07369 232590
Digital Marketing Manager Aurora Enghis
PRODUCTION
Head of Creative
Joel Mitchell
Finance & Operations Kelly Hilleard
Dynamic Office Solutions CEO Carl Verlander (left) in deep discussion with Workplace360 CEO Steve Hilleard
Paul McIlvaney says workspaces need intelligent electrical infrastructure
UK & Ireland on its new loyalty scheme
to expect at the OPI
Forum in London this October
Gary Naphtali investigates AI’s potential to fuel diversification, growth and opportunity
Exposed! Scott Castle, Reckitt Pro Solutions
conversation with... Dynamic Office Solutions CEO Carl Verlander
IWG highlights workplace “rebalancing”
Regus brand owner International Workplace Group (IWG) has said the shift towards hybrid and more localised working is “propelling its business forward” with the fastest growth the company has ever seen.
The UK-based organisation reported its H1 2025 results in August, saying it had added a record 496 centres globally and achieved its highest-ever sixmonthly revenue figure.
Despite high-profile stories of major corporations ordering staff back into the office full time, IWG said
Evo completes employee share offer
Evo now has 330 new shareholders after it offered staff the opportunity to invest in the business. CEO Andrew Gale – who led an MBO of the company earlier this year – said the take-up of the offer, involving 1.3 million shares, was a “great result”.
He added: “I’ve had a lot of approaches from potential external investors in the past few weeks, but I do try and do things in the right order – so my colleagues got the first chance to invest. I will now look to bring in a little sensible minority investment into evo.
“More details will follow as this plays out. Moving forward, evo is – and will be – a business run and majority-owned by the people who do the graft.”
flexible working had become the “default model for a significant proportion of white-collar workers”. It noted that companies were “empowering” their employees to work across multiple locations, splitting their time between local workspaces, a central office and home.
IWG quoted the research of Professor Nicholas Bloom – a senior fellow at the Stanford Institute for Economic Policy Research and acknowledged as a leading authority on the hybrid model – saying studies have shown about 40% of white-collar employees now work in this model and will continue to do so in the future.
“This is not simply a change in how people work, rather a rebalancing of where economic value is created,” IWG stated in its interim report, noting that small towns had seen a “dramatic increase” in new locations.
Other research commissioned earlier this year by IWG claimed that more flexible and localised ways of working could boost productivity in the UK by 12% and contribute £24 billion to the economy by 2045 – the equivalent of adding a city such as Leeds.
Speaking to the BBC, IWG CEO Mark Dixon said provincial growth was not restricted to counties such as Cornwall, Dorset and Somerset, but was instead a countrywide phenomenon.
Office Power adds hospitality and catering wholesaler
Office Power has formed a new partnership with hospitality and catering supplies specialist Uropa Distribution as it continues to expand its product offer beyond traditional office supplies.
The agreement gives dealers on the Office Power platform access to an extended range of catering and hospitality products, supported by Uropa’s delivery capabilities and competitive pricing.
Office Power said Uropa’s attributes – such as its sector expertise and service-led approach – align well with the needs of today’s workplace environments. The wholesaler’s broad assortment and responsiveness are also expected to aid dealers in winning new business.
One Office Power dealer has already benefited from the new relationship, securing a £100,000 contract from a customer that switched from its incumbent supplier. According to Office Power, the dealer was able to exceed previous pricing offers and provide a broader, high-quality product range, resulting in new business for both the dealer and Uropa.
Andrew Gale
Highlands adds period care vendor
Sales and marketing agency Highlands has announced a new partnership with sustainable period care brand Grace & Green. Under the collaboration, Highlands will support the B Corp-certified company across B2B channels in the UK and Ireland, with a broader remit to expand its presence in mainland Europe.
Grace & Green offers a range of award-winning tampons, pads and liners made with organic, toxin-free and biodegradable materials. The Bristolbased company combines product innovation with a social mission focused on accessibility, inclusion and education.
Janice Jenner, Head of B2B for Europe at Highlands, commented: “They’re a truly exceptional brand, committed to access, inclusivity and education – and challenging the stigma around essential care. As the highest-scoring B Corp in its category, Grace & Green leads the way in reducing the environmental impact of period products.”
ISO 14001 for JGBM
JGBM has achieved ISO 14001 certification as part of its wider sustainability strategy. The accreditation follows a year-long internal review and implementation process aimed at embedding sustainable practices across the business.
The wholesaler said the milestone reflects its ongoing commitment to minimising environmental impact and supporting greener operations throughout the supply chain. As part of the changes introduced, it now uses 100% renewable energy and has significantly reduced plastic in its packaging, opting for recycled or reused materials instead.
The ISO 14001 announcement follows the recent launch of JGBM’s Ecoscore platform which provides detailed sustainability data on technology products and is designed to support dealers and their customers in making more informed procurement decisions.
MOVERS & SHAKERS
Barras joins Normans
James Barras has returned to the business products industry after joining dealer Normans Business Solutions. The former Office Friendly Learning and Development Officer recently took on the role of Sales and Marketing Manager at Normans – which also happens to be an Office Friendly (soon to be BLOC Group) member.
Based near Durham, Normans serves customers across the North East and North Yorkshire with its diversified product and solutions offerings.
Codex appoints Head of Supply Chain
Codex has appointed Lexy Staffurth to the role of Head of Supply Chain. Staffurth, who joined the Irish dealer earlier this year, now oversees procurement, logistics and supply optimisation. She brings more than 15 years of supply chain and procurement experience to the role, including senior roles at Carillion, AECOM, Vodafone Ireland and Primark.
Antalis makes packaging appointments
Antalis UK has announced two commercialfocused appointments in its packaging segment. Sean McNamee (left) has been appointed National Account Manager. With over five years’ experience managing blue-chip accounts, he will initially oversee major customers such as Schneider Electric and The Goodfish Group.
Meanwhile, Ben Baskeyfield (right) joins the group as Business Development Manager. In this newly created role, he will focus on driving new business across the UK as part of the national team. Baskeyfield has been active in the packaging sector since late 2023.
The Services People (TSP) has welcomed Chris Armstrong as Associate Partner as the company continues to grow its range of services and specialists. Armstrong brings a wealth of relevant experience and skills from a wide range of industries, including the workplace supplies sector.
The Queen honoured by Stationers’ Company
Queen Camilla has been officially clothed in the livery of the Stationers’ and Newspaper Makers’ Company in recognition of her commitment to literacy. At a ceremony on 15 July at Stationers’ Hall in London, the Master of the Stationers’ Company, Doug Wills, welcomed Her Majesty into the City of London livery company for the communications and content industries.
Afterwards, the Queen toured Stationers’ Hall, where she met fellow Stationers and learned about the charitable work of the Stationers’ Foundation in education and welfare and the Stationers’ Hall Charity. Her Majesty’s sponsors for the ceremony were the first two women Masters of the Company, Helen Esmonde and Moira Sleight.
Her Majesty was presented with a copy of A Shakespearean Botanical, specially bound by Matt Stockl – a former apprentice of The Queen’s Royal Bindery Apprenticeship Scheme at Windsor Castle, a scheme developed in partnership with the Stationers’ Company.
To mark the occasion, the Stationers’ Company donated to Book Aid International where Queen Camilla serves as Patron.
Reckitt divests Essential Home unit
Reckitt has agreed to sell a majority stake in its Essential Home business to private equity firm Advent International, valuing the division at £3.6 billion. Under the terms of the deal, Reckitt will retain a 30% equity stake in Essential Home, comprising brands such as Air Wick, Cillit Bang and Calgon, as well as around 75 other brands across over 70 markets.
Reckitt’s interest in six manufacturing plants will transfer with Essential Home, including plants in Mexico, Hungary, Spain, Portugal, Argentina and the UK, with a plan to separate part of the plant in Brazil in “due course”.
The Essential Home business generated £2 billion in revenue in 2024 and accounted for around 14% of Reckitt’s total sales. The transaction supports Reckitt’s strategy to simplify its operations and focus on a core group of 11 high-growth, high-margin ‘Powerbrands’.
Armstrong joins TSP
TD SYNNEX offering refurbished HP devices
TD SYNNEX is now offering HP Renew Solutions devices – a certified range of refurbished HP laptops and desktop PCs that come with a one-year manufacturer’s warranty. All devices are officially certified by HP, with orders and fulfilment handled through TD SYNNEX’s existing logistics and services infrastructure. Partners can also access HP promotions and bid pricing on Renew Solutions through the distributor, while enjoying its pre-sales, training and enablement resources.
HP said each Renew Solutions device is tested, refurbished and certified to meet NIST standards for data erasure, and contributes to lower carbon impact and reduced e-waste. The products are available immediately, with purchases made by registered or accredited partners qualifying for benefits under the HP Amplify partner programme.
MOVERS & SHAKERS
Pilot names UK Managing Director
The Pilot Pen Company (UK) has appointed Mark Tyers (pictured) as its new Managing Director. He will succeed Mark Knibbs, who is retiring after nearly 14 years with the company.
Tyers brings extensive experience in commercial leadership, strategic planning, and operational delivery, having held senior roles across in multiple industries across Europe and in the UK, where he has consistently led business growth and culture and team development.
Zebra Pen has confirmed the appointment of three new team members: Lawrence Savage (left) has joined as Marketing Manager following seven years with Exacompta Clairefontaine.
Meanwhile, Sarah Carnell-Grist (centre) has been named National Account Manager, having most recently worked with Snopake and spent more than a decade at Stabilo. Gary Smith (right), formerly the longtime Midlands Territory Manager at The Pilot Pen Company, has taken on a sales role focused on growing the independent retail sector.
Zebra hires new recruits
A CLEAR VISION
Starting with nothing but guts and pure determination, OWS is proving that lean can pack a punch
Shane Wareing founded OWS in 2018 with no contacts, no customer base and – as he freely admits – no safety net. From day one, he took the harder road. Unlike others who bring a portfolio from a previous role, he launched with nothing but determination. What he did have was nearly two decades of industry experience honed, first at wholesaler Spicers and then at dealer services group Nectere, and a defined view of how a dealer should operate.
Originally called Omniwise Workplace Solutions, the company was later rebranded to OWS – a move designed to modernise the brand. But its essence hasn’t changed. “My background is customer service, and I really do put the customer first – not just say I do,” states Wareing.
CUTTING THE FAT
The team at OWS is small by design: just Wareing, part-time salesperson Mike O’Donnell and finance administrator Amie Wareing. A handful of others came and went during the pandemic, but the model has remained deliberately lean. “I don’t believe we’re at the point where we need to hire more employees,” he says. “We run efficiently and keep costs low.”
That same strategic discipline applies to supplier relationships. OWS works primarily with Exertis Supplies and is a member of the Superstat dealer group – decisions that were made with clarity and intent. “There’s a lot of basket shopping in our industry where dealers will waste too much time chasing the best price on a specific item. And I get that,” notes Wareing. “But
£300,000 CURRENT SALES
From left: Shane Wareing, Amie Wareing and Mike O’Donnell
when you spread that turnover too thinly, you dilute the relationship. For us, it’s about working closely with a select group of key partners.”
At OWS, reliability and responsiveness trump price. Exertis, Wareing concedes, may not always offer the lowest price, but its consistency stands out. Weekly catch-ups, fast replies and a strong rapport with the account manager have turned the relationship into a genuine partnership.
Like many in the sector, OWS took a major hit during COVID. “We lost about 75-80% of our business,” he recalls. But the impact wasn’t just financial. “I went through a period of blaming COVID and then everything else. But that thinking doesn’t help. You start to doubt yourself – ‘Am I any good at sales? Why aren’t we growing?’ It becomes a mental barrier.”
The pandemic forced a rethink of the operating model. Before COVID, OWS held stock and even ran its own van deliveries – a model that, in hindsight, Wareing describes as “mostly vanity”. It cost more to serve and, ultimately, wasn’t necessary. Today, the business runs remotely, holds no stock and outsources fulfilment via Exertis and its DPD network – a structure that supports both the company’s carbon footprint and bottom line.
While Wareing is the first to say he’s no sustainability evangelist, he’s acutely aware of rising expectations: “Sustainability isn’t a trend – it’s here to stay. More and more customers, especially corporates, expect to see ESG policies and a clear strategy.”
OWS works with suppliers like Exertis that take sustainability seriously and regularly promotes greener product alternatives. OWS’s website now features builtin sustainability data, allowing users to filter by ‘eco aware’ products or look for a green ‘wrap’ on listings. “We’re adding more all the time, using Exertis’s green and ethical lists,” he says. “It’s not perfect as data’s still a challenge in this industry, but we’re making progress.”
BOLD MOVES
That’s true in other parts of the company too. OWS has moved beyond recovery and is now firmly in growth mode. With a turnover of around £300,000 and a healthy 35% margin, the foundations are strong – even if the dealership is not yet quite where Wareing wants it to be.
Part of the upturn stems from acquiring customer bases from three former Nectere partners in Tamworth, Weston-super-Mare and Devon. “They were effectively self-employed reps using our platform,” explains Wareing. “But that comes with risks – anything they do reflects on your brand.”
To regain control, he made an offer to buy. Three out of four accepted, giving OWS a foothold in the South
West and, crucially, full ownership and responsibility. While the setup might have looked, from the outside, like a step towards dealer group or service provider territory, Wareing is clear: “It might sound like Nectere on the face of it, but it 100% wasn’t.”
He had no intention of replicating that model: “A couple of suppliers approached me about doing a Nectere-style business, but I wasn’t interested. If someone wants that setup, Office Power and Unity already exist. I want to grow OWS as a dealer, not a service provider.”
That focus has paid off. By resisting short-term distractions, Wareing has steered OWS back to being what it was always meant to be: a nimble, independent dealer with full control over its future.
A key part of that control was the bold decision to switch ERP platform and e-commerce provider. “People told me I was mad,” he laughs. “Even my wife, who’s been in the industry, said I shouldn’t do it.” But he did. The ERP move was risky but proved to be the right call. “Change is scary, but sometimes it’s necessary,” he says. “If what you’ve got can’t take you where you need to go, then change it.”
Luckily, the transition was seamless – and strategic. Comgem’s e-commerce-led approach, which starts with the website and builds backwards, stood in contrast to many tech providers and Wareing
8 NO. OF YEARS TRADING
3 NO. OF EMPLOYEES
44,000
We offer the same items, but local, personal and hassle-free.
That’s our edge
online ordering soared from 30% to 75% of customers in a single month – a testament to the strength of the platform and the confidence it has given the team to keep pushing forward.
The revamped website gives OWS a platform to grow into new sectors and present products more intuitively. “The way you display products matters,” says Wareing. “If you lump everything under one vague heading, no one can find anything. Phase one was structure. Now we’re into phase two: expanding the supplier file.”
FINDING GROWTH
While traditional OP remains part of the mix, OWS is chasing growth elsewhere – particularly in jan/san and hospitality. Wareing believes that dealers – OWS included – have missed a real opportunity with cleaning: “We’ve all supplied the odd toilet roll or soap dispenser, but the category demands deeper product knowledge.”
The level of detail matters, and for Wareing, it’s opened up new conversations and opportunities. To offer the full range, he says, you have to look beyond the traditional wholesalers. And because it’s consumables, it brings repeat business – a welcome replacement for the lever arch folders of years past.
The next logical step was hospitality, and here, OWS has partnered with Uropa Distribution – the wholesaling arm of catering equipment giant Nisbets – to access a massive 44,000-product catalogue, from cutlery to commercial kitchen appliances. The move has also reignited OWS’s prospecting efforts and Wareing is energised by the return to grassroots sales. “It’s been refreshing,” he says. “Talking to coffee shops and cafés is a world away from cold calling office managers.”
And crucially, it plays to his strengths. In a café setting, he explains, you can see the cups, the cleaning products and everything in use – making it easy to build a supply list on the spot. That kind of visibility simply isn’t possible in a traditional office without interrupting someone at their desk.
What’s more, the proposition resonates: “Most customers are either using Nisbets out of habit or buying from a wholesaler themselves. We offer the same items, but local, personal and hassle-free. That’s our edge.”
ON THE RIGHT PATH
It’s obvious this new direction has restored Wareing’s drive: “For the first time in years, I’ve got a clear head and a clear vision. And that makes all the difference.”
But he’s firm about setting aside time for meaningful activity – especially sales: “You can waste an hour on social media or doing e-marketing and end up achieving nothing. Or you can use that same hour to prospect and walk away with ten decent leads.” It’s a disciplined approach that feeds into a broader strategy of running OWS as a streamlined, efficient operation – one that’s underpinned by clever use of technology.
With the new ERP and e-commerce platform in place, Wareing is under no illusions about the role technology – particularly AI – will play in the evolution of his business. He doesn’t envision building a large team of admin or customer service staff – not because he doesn’t value the human touch (the team will always pick up the phone or respond to emails), but because the tech enables them to focus more precisely on where they genuinely add value.
Most of the heavy lifting has been done: infrastructure overhauled, supply lines optimised and strengthened and the business restructured to suit a changing market. “Now it’s about collaboration,” he says. “We’ve got great partnerships with Superstat, Exertis and Comgem – and the focus now is making the most of them.”
OWS may not be the biggest dealer in the channel, but it’s quietly building something smart, agile and sustainable. Wareing is confident they’re doing the right things in the right areas – and while it’s taken time, he believes the business is firmly on the right path.
MAKING IT HAPPEN
When Workplace360 CEO Steve Hilleard caught up with Dynamic Office Solutions CEO Carl Verlander, he heard about a remarkable journey from bins to boardrooms – and discovered a business that’s dynamic by name and nature, thriving on speed, spirit and a dash of daring
Workplace360: Tell us about your early career and how it led to founding Dynamic.
Carl Verlander: I left school quite young, but I always worked hard. I ended up in retail at a carpet shop and also worked at the local tip five days a week. My official title was Scavenger! I had my orange jacket and spent my days climbing from bin to bin, looking for anything with resale value. I did that for about a year.
W360: That was a real job?
CV: It was! After that, I spent a few years working in petrol stations. I started as a night watchman, then covered the tills when the manager left. Within months, I was doing the books and running the site – eventually managing three. The pay wasn’t great, though, and one day I’d had enough of working the long hours for so little. I walked out, went straight to the local job centre and the very first card I picked up was for a role selling office furniture.
W360: Was that for a dealer?
CV: Yes, Andrews Office Furniture in Northampton. I started as a store salesman and was promoted to manager within a few months. I stayed for about three years, working closely with local businesses and gaining a real understanding of product quality. Eventually, I wanted to tread my own path, so I set up a retail dealership called Castles Office Furniture.
W360: When was that?
CV: Around 2001. It was a very modest set-up – just me and a lad who helped on Saturdays with deliveries and unloading lorries. I ran it for a few years, but was always frustrated that everything came with a three-week lead time. At the same time, I had customers walking through the door needing a chair urgently – often for the very next day – and no one in the market was offering that kind of service.
W360: Not even the traditional wholesalers?
CV: I had accounts with all of them – wholesalers and furniture manufacturers – but none could offer a fast turnaround. It was always the same story: get your order in by Wednesday and wait for the lorry the following week.
I spotted a gap in the market. If I could hold stock and offer next-day delivery, I knew there’d be real demand. That’s where the idea for Dynamic came from. I borrowed around £25,000 and started the company in 2002. I bought half a lorry load of product from Italy, sold it and reinvested. Half a lorry became one, then two, then four. Twenty-three years on and the business is still growing.
W360: Where did the name Dynamic come from?
CV: When the business first started, I called it Concept – it felt fitting for what was then a new idea. For the first month or so, I’d answer the phone with, “Hello, Concept,” but it never quite had the right ring to it.
I struggled with it for a while, then – completely randomly in conversation – the word ‘dynamic’ came up. It just clicked. It matched the energy of the business, the organisation we were building and how we are as people. I changed everything that day and we’ve been Dynamic ever since.
W360: Fantastic. What would you say have been the key milestones?
CV: Signing our first building was a big one. Until then, I’d always rented space – at one point, we were working out of a garden centre. I’d be out there picking boxes and driving the forklift to get stock out. So, buying our premises – along with our first forklift and van – felt like a major step. It was the moment we were truly standing on our own two feet.
I had customers walking through the door needing a chair urgently […] and no one in the market was offering that kind of service
But what I’ve always been proudest of is the team. There are so many people who’ve been important, I can’t name them all. Some shaped how we work today, others helped get us started. Just a few that come to mind are Nicola Speers [Managing Director], Steph Halstead [Head of Data & Marketing] and Laura Burton [Sales Controller]. Bringing in the right people has taken the business to a whole new level.
One of my strengths is bringing talented people together. I see myself as working for the team. We operate with an upside-down pyramid hierarchy – the senior management team exists to support those above them. My role is to step in wherever needed – I’m a natural problem-solver.
W360: Josh Brul – was he your first employee?
CV: Yes. He started with me at Castles – he was the Saturday lad, fresh out of school – and now he’s our Sales and Marketing Director. I’m incredibly proud of him. I have three children, but I often call Josh my “fourth”. We’re very close – he’s even the godparent to one of my kids.
W360: Let’s talk about the family.
CV: My older brother Neil is Director of Sales and my younger brother Ian manages the warehouse. My son Morgan is in marketing and my daughter Grace works in customer service. Other family members have also worked for Dynamic over the years.
W360: Has the company culture evolved organically or was it something you consciously created?
CV: It’s simply who I am – it started from day one. I’ve always enjoyed working. I often say I’m always at work and I’m always on holiday, because for me, they just blend together. At half five, there’s no mass exodus. People are content, doing their thing. Sometimes they even stay for a cuppa after work – there’s no mad dash for the door.
We organise events and everyone shows up – people genuinely enjoy being in this building. That was true when it was just me, Josh and George [Kourti, Sales Director] in the early days, and it’s still the case now with a team of 70. The pressure’s increased, of course, but it’s still a fun, positive place to be.
We’re strictly a trade business, supporting dealers in several ways
W360: How has the business evolved over the years –especially with a national footprint?
CV: I think we’ve done incredibly well to maintain our family business ethos. I see everyone here as a friend. One of my favourite events is the Dynamic Fun Day Sunday, when we invite everyone’s families, hire a cricket field and put on a proper barbecue – I’m usually flipping the burgers. There’s music, drinks, rounders, bouncy castles and a bus to get us there. It’s a brilliant day that really brings everyone together.
Of course, as we’ve grown and become ISO accredited, we’ve introduced more structure and processes. But that genuine care for our people has never changed.
W360: How would you paint the company in numbers?
CV: We’re on track for around £20 million in turnover this year.
W360: Is that all trade?
CV: Yes, we’re strictly a trade business, supporting dealers in several ways. Our systems infrastructure lends itself particularly well to online transactions and being able to offer same-day or next-day builds alongside a white glove service.
Coming from a dealer background, I’ve always insisted on maintaining high quality – no compromises. There are plenty of lower-cost products in the market,
, , Clockwise from top left: Carl Verlander with his son Morgan, daughter Grace, and brother Ian
but we focus on reliable, serviceable items that our customers have faith in buying. When dealers choose from our catalogue, they can do so with confidence knowing they’re selling products that last.
W360: How have sales been trending and what’s your outlook for the rest of the year?
CV: We speak to many dealers and online resellers, and most are feeling the pinch at the moment; it’s a tough market. That said, our B2B and online channels haven’t seen a downturn. We’ve held our ground this year, which I’m proud of. Dynamic is our nature – when the waters get choppy, we adapt. We move fast and make quick decisions, and that agility helps us navigate tough times.
Over the past 20 years, whenever challenges arose, we’ve managed to dodge the waves and steer the boat in the right direction when we’ve needed to. When some of our competitors have struggled, we’ve often been in a position to step in and pick up the slack. That’s played a big part in keeping us steady this year.
We also give our leadership team plenty of autonomy. When an idea comes up, we don’t need five board meetings and months of planning. We agree on a direction, build a path and travel it. Our customers really value that. Our motto is, “Make it happen.”
W360: How would you say the products you sell at Dynamic have changed over 23 years – or is it still largely the same core range?
CV: Largely, yes. Even 25 years ago, many of the core products were the same. Take stacking chairs – the design is still pretty much identical.
However, some areas have grown, especially posture products. For desking, we used to sell hundreds of traditional crescent desks in the early days. Now, it’s shifted towards bench desking – aside from the COVID period due to social distancing.
W360: Sit-stand?
CV: Definitely. We offer both back-to-back and standalone sit-stand desks. There’s also been a big rise in occasional seating – lean-to seating, stools and the like. Nowadays, it’s normal to walk into an office and see a mix of seating styles. Years ago, uniformity was the goal; now it’s all about flexibility and choice.
W360: The office is becoming more zoned now – with spaces for collaboration, relaxation, cultural downtime and a splash of colour.
CV: Absolutely. That really took off with the big push to bring people back into the office after the pandemic. The focus shifted to making the workspace a more enjoyable and inviting place to be, rather than something clinical.
W360: You recently opened a manufacturing facility here in Northampton. What prompted that move?
CV: There’s been a surge in demand for colour in office spaces. At Dynamic, we’ve been gradually expanding our colour offering over the years. We’ve done in-house upholstery for about 15 years, but it was fairly basic –changing seat or back colours on a limited range.
Post-COVID, there’s far greater demand now for vibrant, custom finishes – especially for breakout and booth seating. People want funky colours in their offices. As importers, we used to place orders months in advance and carry large volumes of stock, often having to guess which colours would be popular.
Now, with our own manufacturing facility, we don’t have to do that, plus we can be far more responsive. As well as upholstery, we’re producing a full range of soft seating from scratch, all made in the UK. We keep a wide range of fabrics in stock and part-build the frames in advance. When an order comes in we can upholster it to spec and get it out the door.
Honestly, what appealed the most was a chance to disrupt the market. Lead times for this kind of furniture can be enormous – we’re aiming to be the quickest.
W360: The UK isn’t exactly renowned for its manufacturing prowess and Dynamic has spent over two decades as an importer. How difficult is it to make the economics work as a manufacturer today?
CV: There are plenty of manufacturers making sofas, booths and similar products. For us, it’s about finding a competitive edge. Speed is our biggest advantage. If there’s work to do, we make it happen – fast.
W360: That kind of speed must come at a cost –you’ve got some serious kit.
CV: We do, and we’ve invested heavily in high-spec machinery to make it possible. It’s already paying off. One of the most exciting additions is our PET felt range, which keeps the machines busy. We’re now producing screens, baffles and wall art.
W360: That’s for acoustic applications?
CV: Yes, and it’s going very well. About six months ago, we began producing more made-to-measure specialist sofas and we’re already nearing capacity. There’s a strong demand for UK-manufactured products and it’s something I’ve long wanted to explore.
With the way the world is now, no one can predict what’s next – tariffs, trade restrictions, shipping delays. During COVID, a single container cost nearly £20,000. Trying to land £40 operator chairs within that cost just doesn’t work.
The goal has always been to avoid relying on one source or route. We import globally but also manufacture here, giving us flexibility. That gives us options, so if the wind changes direction, we can shift our focus without being left out in the cold.
W360: Do you see the manufacturing side expanding?
CV: For me, it’s always onward and upward. I’ve got a grow, grow, grow mindset. There’s plenty of business out there and I see it as ours for the taking. Yes, the pie might shrink slightly this year, but that just means we have to work harder.
So definitely, we will look to expand. Right now, we’re focusing on areas where we have gaps. For me, it’s about having the facility and the flexibility so we’re not fenced in – allowing us to ebb and flow as needed.
W360: Are there plans to diversify further within furniture – or beyond?
CV: Diversification has been part of the business for some time. One area that’s grown significantly is our 3PL offering – it’s now a major part of what we do. Thanks to our stock management, warehouse team and systems, we’re able to support other businesses very effectively. We handle product intake, storage and shipping for several customers.
Resellers can log into our system to track stock in the warehouse and integrate their systems with ours if needed. We work with most major couriers, so we can offer anything from next-day to three to five-day or seven to 14-day delivery windows – whatever the customer requires. It’s become a substantial part of the business at around £2.5 million a year now.
W360: Is that included within the £20 million?
CV: No, that’s in addition. Dynamic Distribution (part of Dynamic Group) is our 3PL business, while Dynamic Office Solutions is the office furniture side.
W360: Let’s talk about your customers. How do you view the fortunes of the dealer channel?
CV: There will always be a place for dealers. We still see many larger projects come through them. When end customers refit offices, they need advice, options and support to make the right choices. It’s about thinking ahead, not just immediate needs.
Online ordering is reactive – click, buy, deliver. It’s very challenging for an online reseller to provide a personal service and hold someone’s hand through the transaction. The real value lies in service, where dealers excel.
They can offer a level of personal attention that’s incredibly hard for online platforms to replicate. So, I believe there’ll always be a massive need for a dealer network, but likewise with online. It’s just balancing those channels.
W360: Do you find you’re increasingly being asked to support with design and layout?
CV: Yes, more and more. Several dealers we work with now take our CAD files and handle layouts themselves. It’s just one of the services we offer to support them.
W360: We’re sitting in your showroom, which I imagine is also a space where dealers can bring their customers?
CV: Absolutely – yes. It’s here for them to use.
W360: What else do you do to support dealers?
CV: As you know, we have a red 1966 Routemaster, a double-decker showroom on wheels, the Dynamibus.
W360: I was looking forward to a bus ride, but it’s not here today.
CV: Actually, that’s a good example. We had a lastminute call from a dealer needing a showroom and asked if we could take it directly to their client.
What typically happens is we load the bus with items the dealer requests, plus a few extras. We’re there to discuss the nitty gritty – the mechanisms, warranties and other specifics – alongside the dealer if requested. Sometimes we step back; if the dealer just wants the bus, we send a driver.
This service is great for bigger contract jobs that dealers are trying to win, as it gives customers a memorable experience. When the bus arrives, we usually have drinks, pastries, catalogues and marketing literature on board.
The real value lies in service, where dealers excel
W360: What about digital activity?
CV: We’ve recently introduced HTML product descriptions as part of the product data we supply to dealers. In simple terms, these are professionally designed, ready-to-use web page sections that include formatted text, product feature animations, images and even videos.
Rather than dealers having to build their own product listings from scratch – which often means just uploading a photo and price – we’re giving them a much more complete, informative layout. That’s crucial when you’re selling a premium chair with multiple functions, where a customer might otherwise look at a photo and think, “What are all these levers for?”
I always say: “Would your mum understand that?” – if not, we need to do better. These descriptions are about giving dealers everything they need to communicate the product clearly and effectively, helping them compete with the likes of Amazon while still offering a personal, informed service.
W360: You launched a loyalty programme last year. How’s it going?
CV: Fantastic – I’m really pleased with it. We’ve branded it DynamiPlus, and it’s our way of rewarding dealer
loyalty. The more they spend, the more we give back. We run the same scheme internally– every member of staff has a DynamiPlus account. It’s all hosted on our website, where people can register and start collecting straight away. Every pound spent earns points – and points mean prizes.
I came up with the idea about ten years ago and jotted it down in a little notebook I keep at home for crazy ideas. It was never the priority until late last year, when I decided to go for it. The response has been huge – we have customers that cash in regularly and others that are saving for the larger rewards.
W360: Let’s talk more broadly for a moment. You mentioned the office as a destination – I imagine that throws up all kinds of opportunities?
CV: Yes. I think things are beginning to settle now in terms of where hybrid working sits. From our perspective, people used to make do with budget chairs at home – now they want posture chairs both at home and at work. People want colour and sit-stand options that mirror the workspaces across locations.
From a wholesaler’s point of view, it’s great –because now, potentially, every person needs two desks and two chairs.
W360: We also can’t have a conversation without talking about sustainability.
CV: We actually started planting trees years ago – not as a marketing exercise, but because it felt like the right thing to do. We added it to the website simply to let customers know.
Solar panels will be fitted on-site very soon and we’re also looking at a local electric van for making deliveries. There are already a couple of electric cars for the sales team, with charging points installed. So, we’re definitely moving in a greener direction.
It’s our way of offsetting some of the damage we inevitably do to the planet. It would be naive to pretend otherwise – of course we have an impact. But we’re trying to make a difference.
W360: A lot of manufacturers are now talking about circularity and designing products that can be disassembled and recycled component by component. How much of that is happening at Dynamic?
CV: At end of life, we do strip products down. We collect chairs on behalf of dealers – some are our own, some from other suppliers – and we bring them back here and disassemble them completely.
Foam is the only real challenge, if I’m honest –foam and fabrics are still the tricky materials to recycle – but all the other parts are broken down and sorted for recycling.
One range I’m particularly excited about from a circularity point of view is our PET acoustic collection, which I mentioned earlier and is all made from 100% recycled materials – there’s even a percentage of marine waste in the mix. And they’re fully recyclable too. It’s a product I’m genuinely passionate about.
We’ve got some brilliant ideas lined up for the launch. I can’t say too much just yet, as we’re still in the prototype stage, but there’s a big push coming for this range.
W360: We’re hearing a lot now about net zero and Scope 1-3. What can you share in that respect?
We’re firmly committed to achieving net zero by 2040 and we’re making meaningful progress across all three scopes of emissions. For Scope 1, we’re reducing direct emissions through on-site energy efficiency improvements and a more sustainable approach to vehicle use.
In Scope 2, we reached a major milestone in May by transitioning to 100% certified renewable electricity, supplied by ENGIE. Scope 3 is naturally more complex, but we’re proactively working with our suppliers to drive sustainability across the value chain, from ethical sourcing and lower-carbon production to more efficient logistics and warehousing, supported by our warehouse management system.
The culture is what makes this place special – it’s what defines Dynamic
Beyond emissions, we’re also focused on reducing waste and enhancing biodiversity, with initiatives such as waste audits, recycling programmes and the introduction of wildflower habitats around our site.
To date, we’ve planted over 140,000 trees through our partnership with Tree-Nation, and we continue to support marine conservation and global reforestation efforts. Our sustainability strategy is underpinned by strong governance and regular reporting, as well as a commitment to continuous improvement, keeping us transparent, accountable and on track to reach our net zero goal.
W360: What’s the plan for the future? We haven’t mentioned acquisitions. Is that something that interests you?
CV: There have been a couple of occasions when we’ve had conversations with various people, but to be honest, I haven’t felt the fit was right. One of the key points for me is that I owe everything to the team here. The culture is what makes this place special – it’s what defines Dynamic. My job is to protect that. So far, I haven’t seen anything I’d consider a real opportunity.
W360: One aspect that stood out when I first visited you is the philanthropic work you do as a company.
CV: We do some really good work here. Through our 3PL business, we’ve built up a network of contacts across various industries, and I work closely with a woman known as Mother Christmas. She’s amazing – she used to work for the local council in Northamptonshire, supporting children in need and working with various children’s homes. At Christmas, she collects and distributes all sorts of essentials and gifts.
We’ve supported her for about four years now. We provide a space here to store the items she gathers. Last year, we gave around 300 brand-new bicycles to local children. At Easter, we supply Easter eggs.
Sometimes she’ll call because she’s come across a family in urgent need. Not long ago, she visited a woman living just two miles from here, recently out of an abusive relationship, with three young children and no working fridge. She had milk sitting in the sink.
Mother Christmas rang and said, “Carl, is there anything you can do?” I diverted one of our drivers to Currys to pick up a fridge freezer, transferred some money to her and she took the woman shopping for groceries. That same afternoon, we dropped off the fridge freezer and filled it. It’s just really nice to be able to help people.
W360: And it’s nice to be in that position to help. CV: I love it. Every year, Mother Christmas gets letters from the children and sends me a Word document. I deliberately don’t open it at work – I wait until I’m home. Even then, I can only manage a couple of minutes at a time before I have to stop. It just puts me in a completely different mindset. But when you read these notes from little children, they’re just so grateful.
We’ve also got a ‘homeless room’ just behind the showroom – it’s a large space we fill with sleeping bags, tents, tinned food and other essentials. A local homeless charity in Northampton collects supplies from us every week. I think they’ve been running for about five years now. Every Tuesday, they provide hot food, sandwiches, drinks and clothes for around 70 people. It’s just really nice to be able to do our bit.
W360: What a wonderful way to finish the interview –thanks, Carl.
From left: Steve Hilleard and Carl
Photography by Paul Fairbrother
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There had been uncertainty over the future of business products wholesaler Exertis Supplies – and the wider Exertis distribution group –ever since parent company DCC announced last November it intended to focus on the energy sector.
In April this year, the DCC Healthcare division was offloaded to private equity firm Investindustrial for around £1 billion. At the same time, DCC said it was “making good progress” in its strategic review of Exertis – although it appeared a number of “value maximisation” initiatives would have to be completed before a divestment could be achieved.
As such, an immediate sale of Exertis was not necessarily expected. However, in mid-July, a definitive agreement was announced between DCC and European private equity firm Aurelius for the Exertis Info Tech (IT) operations in the UK and Ireland – including Exertis Supplies. The £100 million transaction is still subject to regulatory approvals and is expected to close in the final quarter of this year.
Until then, Exertis Supplies Managing Director Matt Balcombe is unable to provide specifics on the wholesaler’s plans and strategy, but noted: “This is an exciting next phase for Exertis Supplies, keeping us and our workplace supplies partners thriving with the backing of Aurelius. For our partners across the UK and Ireland and for our team in Elland, I’m looking forward to all that follows.”
POSITIVE REACTION
One of Exertis Supplies’ strategic partners is dealer group Advantia. Having spoken to various dealers and vendors, its Managing Director Steve Carter said the acquisition is seen in a “very positive light”.
He explained: “As we know, there has been significant investment in Exertis Supplies over recent
Aurelius to acquire Exertis
Private equity deal set to close in Q4.
By Andy Braithwaite
years, the move to a new warehouse and the commencement of an operation in Ireland being excellent examples of this. With new investment from Aurelius, there is every reason to believe Exertis Supplies will continue to have an extremely bright future and continue on its upward trajectory.”
Carter also underscored the “paramount importance” of having competition in the wholesale channel: “Dealers need to feel confident the agreement in place with their chosen wholesale partner, both from a pricing and service offering, allows them to be competitive in the marketplace.
“The only way in which this can happen is for there to be healthy competition between the wholesalers.”
There is every reason to believe Exertis Supplies will continue to have an extremely bright future
Some Workplace360 readers will no doubt recall that Aurelius is the former owner of Office Depot Europe (ODE). After acquiring ODE from its American owner at the start of 2017, the private equity firm oversaw transformation efforts before carving out various units over a two-year spell – culminating in RAJA’s acquisition of Viking in 2021.
Another example is electronics components distributor Distrilec. Aurelius acquired the European wholesaler in 2020 and sold it three years later for £320 million – approximately 11 times the purchase price – to RS Group.
Speaking in relation to Exertis IT, Aurelius Managing Director Andrzej Cebrat said it “ticks all of [our] boxes”, adding: “With £2 billion in annual revenues, it is an attractive size and offers significant operational improvement potential.”
Matt Balcombe
As businesses become increasingly reliant on technology, safeguarding sensitive data and digital assets is more critical than ever. The UK government’s Cyber Security Breaches Survey 2023 estimates there were 2.39 million instances of cybercrime affecting UK companies in the previous 12 months. For small businesses in particular, navigating the complex cyber threat landscape can be both daunting and confusing. It has never been more important for business owners to understand the relevant laws and regulations – and how to mitigate potential risks. There are currently four main laws and regulations businesses need to be aware of when it comes to cybersecurity:
• The Data Protection Act 2018: This Act governs the processing of personal data in the UK, ensuring that organisations handle personal data lawfully and protect individuals’ privacy rights.
• UK and EU GDPR: These comprehensive data protection regulations set out rules and principles for the processing of personal data, aiming to safeguard individuals’ rights and freedoms across the UK and EU. Before Brexit in 2020, the UK followed the EU GDPR, but a UK version has since been created. Businesses that serve EU customers, however, will still need to comply with both.
Employees are often the weakest link in the cybersecurity chain
• Network and Information Systems Regulations 2018: These require operators of essential services and digital service providers to ensure the security of their
Securing your world
Ahead of Cybersecurity Awareness Month in October, Rob Rees explains the regulatory requirements for companies when it comes to cybersecurity and how to navigate them to keep both your business and customers safe
network and information systems, reducing the risks of cyber threats and disruptions to critical services.
• Computer Misuse Act 1990: This legislation criminalises unauthorised access to computer systems, unauthorised access with intent to commit further offences and unauthorised modification of computer material.
FIVE WAYS TO PROTECT AGAINST CYBER THREATS
Larger organisations may have the benefit of information security or legal teams to help navigate these regulations and implement appropriate measures to mitigate risk.
Smaller businesses, with the same responsibilities but fewer resources, are often left to manage this themselves. To assist, here are five practical ways to protect against cyber threats – and to prepare should the worst happen.
1. Conduct a risk assessment
Before implementing any cybersecurity measures, business owners should undertake a thorough risk assessment to identify vulnerabilities and threats to the security of digital assets and data.
As a specialist insurer of small businesses, Markel Direct has developed a simple cyber risk assessment that encompasses IT systems, data storage practices, employee behaviours and potential points of entry for cyberattacks, alongside guidance on how to mitigate these risks. A cyber risk assessment tool is also available to help businesses evaluate cyber threats.
2. Create a cybersecurity policy
A cybersecurity policy sets out the protocols that employees must follow to protect the company’s digital infrastructure, information and client data. While the specifics vary between organisations, there are key elements that all policies should include:
• Employee guidelines: A comprehensive cybersecurity policy should feature an accessible guide for staff covering secure password practices, email usage, phishing detection, social media behaviour, risk mitigation strategies and specific instructions for remote workers, including secure network access.
• Regulatory compliance: Adherence to GDPR is essential. Key components include obtaining data transfer consent; notifying the Information Commissioner’s Office (ICO) of a breach within 72 hours; granting users data deletion and access rights; explaining user rights in detail; and – if applicable –protecting children’s data.
• Systems and infrastructure: The policy should detail which software/programs are used to protect data, how they work and any relevant user guidance. It should also explain how IT personnel are trained to keep digital systems secure, their responsibilities in preventing attacks and their actions during a breach.
• Cyberattack response: It’s important to include a clear response plan in the event of a cyberattack.
This should outline responsibilities for investigation, timely communication with clients, incident reporting, insurance review and ongoing employee training – to ensure compliance and the responsible handling of any breaches.
3. Invest in employee training
Employees are often the weakest link in the cybersecurity chain. According to ICO data, about 90% of attacks stem from human error. That’s why comprehensive employee education and training should be a priority.
Training sessions should focus on cybersecurity best practices, such as identifying phishing emails, recognising suspicious activity and handling data securely.
Many business insurance policies do not automatically include cover for cyberattacks
4. Implement cybersecurity measures
Businesses of all sizes should invest in robust cybersecurity measures to defend their IT infrastructure and data assets from unauthorised access and potential attacks. This could include deploying firewalls, installing antivirus software, implementing intrusion detection systems and using encryption tools to secure sensitive information and prevent data breaches.
5. Ensure you are protected if the worst comes to pass Many business insurance policies do not automatically include cover for cyberattacks. It is essential to review your current policy to check exactly what it covers and whether additional protection is needed.
Cyber insurance is a specific form of cover designed to protect your business in the event of a malicious attack on your computer systems and data. It can help minimise disruption and cover the financial burden involved with a cyberattack or hacking incident. This may include notifying clients of a breach, restoring data and equipment and covering ransom demands.
If you’re unsure whether your policy includes cyber cover, review the terms and speak to your insurer or broker to ensure you’re not left unprotected.
While the world of cybersecurity can seem complex, adopting these strategies can help safeguard your business and reassure your customers.
Rob Rees is Divisional Director at Markel Direct
Power in your hands
This International E-Waste Day, dealers can make a real impact in helping to recycle critical raw materials
On 14 October 2025, International E-Waste Day (IEWD) will shine a global spotlight on critical raw materials – the hidden ingredients of modern technology. Cobalt powers our batteries. Neodymium drives powerful magnets. Copper runs the wiring that keeps the world connected. Without them, smartphones wouldn’t switch on, solar panels wouldn’t generate power and electric vehicles wouldn’t move an inch.
These materials are finite, increasingly scarce and often mined at significant environmental and social cost. Meanwhile, demand is climbing at breakneck speed as our appetite for technology shows no sign of slowing. The irony? Many of the resources we are chasing are already within reach. Millions of unused devices languish in cupboards, lofts and the infamous ‘drawer of doom’, all brimming with recoverable value.
UNDERSTANDING THE PROBLEM
E-waste – or Waste Electrical and Electronic Equipment (WEEE) – includes everything from fridges, washing machines and vacuum cleaners to laptops, mobiles and even vapes. It is one of the fastest-growing waste streams globally. Part of the problem is pace: as products become more advanced, lifespans shrink, meaning devices are discarded far sooner than in the past.
DEALER TIPS
Dealers can play a crucial role in supporting the circular economy and helping customers recycle responsibly. Here’s how to make the most of International E-Waste Day 2025:
• Offer take-back and collection services: Encourage customers to speak to their employees about any drawers of doom and provide collection boxes and pick-ups for old devices, small electricals, cables, chargers or vapes. Include e-waste audits to help customers decide whether items should be repaired, donated or recycled.
• Partner with accredited recyclers and repairers: Work with approved WEEE recyclers or local repair shops to ensure items are processed safely and sustainably, including secure IT asset disposition for devices containing data.
• Educate staff and customers: Highlight what can be recycled, why it matters and where to take items. Promote the benefits of devices that can be easily repaired, upgraded or remanufactured, along with the energy and resource savings from recycling critical raw materials such as copper.
WEEE is also astonishingly diverse, falling into six main categories: temperature exchange equipment; large equipment; lamps; screens and monitors; small equipment; and small IT and telecom devices – with a total of 77 sub-categories.
A joint WEEE Forum and United Nations Institute for Training and Research study found that UK households own an average of 74 electrical items, 13 of which sit unused – nine still working, four broken. Multiply this across the country and it amounts to millions of
• Collaborate locally: Team up with educational establishments, councils, charities, community groups or other local businesses to host collection drives or donation programmes for unwanted but working equipment. Encourage employees and customers to bring in devices for recycling or refurbishment.
• Leverage campaigns: Use e-waste initiatives such as The Great Cable Challenge as conversation starters to show how your business supports compliance, ESG goals and the circular economy.
• Promote circular thinking: Showcase recycled-material products, refurbished tech and recycling initiatives. Publicise your impact by sharing the amount of e-waste diverted from landfill via social media, your website or in-store displays.
• Expand your offering: Integrate WEEE recycling or refurbishment services as standard into customer contracts and solutions, creating new revenue streams while helping clients meet environmental responsibilities.
USEFUL LINKS
• Register for IEWD 20205: Weee-forum.org/iewd-register
• The Great Cable Challenge: Recycleyourelectricals.org.uk/international-e-waste-day
• Material Focus communication toolkits: Materialfocus.org.uk/resources
• Recorra: Recorra.co.uk
Once data is securely destroyed, redundant equipment can be reused, repaired, parts harvested, recycled or disposed of sustainably
forgotten devices and appliances gathering dust instead of being recycled. Add those unused or broken in the workplace and the final figure is astronomical – and sobering. In fact, the UK generated approximately 1.7 billion kg of e-waste in 2022, according to The Global E-waste Monitor 2024
Yet each of these items holds potential value. Returning them through proper collection channels keeps critical raw materials in use, reduces the environmental burden of sourcing new resources and supports the circular economy. In short, what looks like waste is an untapped resource.
At the same time, however, the recovery process introduces other practical questions, particularly for businesses, such as the safeguarding of information. Ensuring that items containing sensitive data are erased safely and securely is paramount.
As Sammy Badraia, ITAD Manager at commercial waste firm Recorra, told Workplace360: “A safe IT asset disposition (ITAD) service is vital to ensure every business’s security. Once data is securely destroyed, redundant equipment can be reused, repaired, parts harvested, recycled or disposed of sustainably.
“By returning perfectly good items to the circular economy, we help smaller businesses access great equipment at a reduced price, while ensuring all organisations meet their compliance, security and environmental responsibilities.”
WIRED FOR SUCCESS
As part of IEWD 2025, independent not-for-profit organisation Material Focus is again running The Great Cable Challenge. Last year, more than 200 collection points at schools, libraries, shops and offices recovered tonnes of electricals.
Most households and workplaces have a drawer of doom full of old chargers and cables, and the campaign has produced a visual Cable Guide to make recycling simple. According to Material Focus, the average UK household is holding on to over 20 cables, each containing valuable materials. Copper, for example, is 100% recyclable and doing so uses up to 85% less energy than mining new metal, making it a high-impact target for resource recovery.
Pens with purpose
Pen and pencil vendors are committed to rekindling the joy of writing and unlocking new opportunities. By
Kate Davies
In an increasingly digital world, traditional writing tools are proving their timeless appeal. Writing by hand plays an important role in cognitive development, professional growth and creative expression. In workplace supplies, long-term success in the writing instruments category depends on understanding evolving consumer attitudes and delivering innovations that meet them.
DEMAND FOR ERGONOMICS
Writing instruments designed with ergonomics in mind – such as soft grips, balanced weight and improved shapes – have become essential, particularly in educational and workplace settings where users write for extended periods.
Ergonomic pens and pencils help to minimise hand fatigue and discomfort – crucial factors in promoting fluid, strain-free writing. As organisations increasingly prioritise wellbeing and accessibility, these designs offer a practical way to support healthy writing habits across various age groups.
DEALER TIPS
• Offer ergonomic options: Stock writing instruments designed for comfort and wellbeing.
• Promote writing for enjoyment: Support schools, offices and community groups with initiatives or starter kits.
• Leverage personalisation: Offer customised products to stand out in a crowded market.
• Don’t underestimate collaboration: Partner with manufacturers for marketing support and insights.
• Educate staff: Invest in training so your team can confidently match products with customer needs.
Bill Henshaw, Sales Director at Penac – a Kotobuki brand specialising in writing instruments for the European market – has seen a clear uptick in popularity. “The Chubby is proving popular, from school children to the elderly, as it has a wide grip allowing for fatigue-free writing, while also providing good tactility for those with arthritis and other manual difficulties.
“People are very varied in what type of grip they like and how they hold their pens, so it’s best to have a range of different options available,” he advises.
CREATIVITY AND PERSONALISATION
Another emerging trend is the desire for personalised and creative writing experiences, including colourful inks, stylish pens and custom stationery. Reflecting this shift, Zebra Pen Marketing Manager Lawrence Savage notes a surge in demand for more diverse ink colours that turn writing into more than a chore. This is particularly relevant when seeking to inspire younger generations to write more often.
The National Literacy Trust’s Annual Literacy Survey 2024, for example, reveals a notable decline in the enjoyment of writing by young people across the UK. Only 29% say they like writing in their free time, signalling challenges ahead – but also untapped potential to engage this demographic.
Writing has also proven its worth in enhancing wellbeing. According to The Burnout Report 2025, 91% of UK adults have experienced high or extreme stress in the past year. As a result, many people are turning to journalling as a form of mental decompression.
A 2025 Gitnux study states that individuals who journal benefit from a 25% increase in overall wellbeing. Additionally, 45% experience improved problemsolving skills and 15% report better memory and comprehension – valuable skills in both workplace and academic environments.
Demand for products made with recycled materials is accelerating
of young people enjoy writing in their free time Annual Literacy Survey 2024, The National Literacy Trust
In response, Staedtler launched the Noris handwriting pen in 2024 which has been a hit for journalling. The initial range of five colours has now been extended to ten. “This trend presents a great opportunity for dealers to sell ranges that support creative and therapeutic practices,” says Staedtler Head of Marketing Rachel Owen.
SUSTAINABILITY FOR THE FUTURE
There is also a growing customer preference for responsible manufacturing. Owen explains: “In markets such as the UK, demand for products made with recycled materials is accelerating.” As such, it is essential that dealers incorporate sustainable writing products into portfolios to meet market expectations and futureproof businesses against tightening regulations.
Data from management and technology consultancy firm Bearing Point reinforces this point. Nearly twothirds of UK consumers factored sustainability into their decision-making process in 2024 – putting the UK ahead of other eco-conscious markets such as Germany (59%) and the Netherlands (60%).
Sustainable gifting is also on the rise. Owen says that consumers are increasingly looking for sustainable yet stylish options, particularly in the education and creative categories. In addition, curated sets in premium packaging can be a “compelling offering”. According to the 2025 Trend Report: The Future of Sustainable
Corporate Gifting, 75% of consumers now expect these choices. The ripple effect is transforming the corporate gifting landscape as thoughtful, sustainable products have become increasingly essential in building brand reputation and relationships – whether that’s onboarding new hires or rewarding clients.
Multisync by Penac
EXPANDING REACH
The writing instruments category has shown versatility as it gains traction in industries such as healthcare and logistics, where performance and reliability are key. Staedtler’s Lumocolor range – known for its smearresistant and waterproof qualities – has become a favourite in these environments.
Meanwhile, Penac’s Henshaw highlights another performance advantage: quick-drying gel ink. “It dries in milliseconds and always impresses, making our gel pens perfect for left-handers who often brush their hand across the page as they write.”
As such innovations attract fresh interest in new professional and personal contexts, dealers have an opportunity to reach buyers in previously untapped areas, particularly younger audiences. Digital marketing can be an effective tool to achieve this, helping to highlight product features and capture attention as customers spend their time online.
Henshaw explains: “Penac has received positive reviews from bloggers and influencers, which is excellent for exposure. I recommend that dealers get in contact with suppliers for assets and support around any digital marketing plan. These are best launched collaboratively and simultaneously.”
One recent example is Pentel’s #InspiredbyColour campaign featuring its Arts products and the EnerGel range. Working with influencers, Pentel showcased the
25%
increase in wellbeing for people who journal
Journaling Statistics 2025, Gitnux
creative possibilities of its products through tutorials and giveaways – a great demonstration of how dealers and manufacturers can use digital platforms to communicate with new audiences. Pentel’s own social channels have also run competitions and shared video content to keep audiences engaged.
Over the years, as more digital platforms have emerged, social media has moved beyond brand exposure to become a powerful sales driver, provided that content is relevant and inspiring.
Staedtler’s Noris handwriting pen
Owen notes that Staedtler is investing in educational ‘how to’ videos, creative challenges and behind-thescenes sustainability updates.
“Social media is a great platform to spotlight product features and customer stories. We encourage dealers to collaborate with us on joint campaigns and share our digital content to amplify their reach and connect with audiences,” she adds.
SEIZING GROWTH
While the rise of digital technologies has changed how people write, writing tools meet needs that screens cannot replicate. By embracing ergonomic innovation, sustainable materials, personalisation and creative engagement, the industry can continue to elevate this category and reinforce its relevance.
For Henshaw, growth begins with conviction: “Start with products you believe in and grow from there with confidence. We have products that we trust and can sell with assurance, making the job easier and more enjoyable. It’s a competitive market, so strength and patience are also recommended.”
Owen adds a word of caution around the risk of commoditisation. The way forward, she says, is to focus on value, brand differentiation and customer experience.
“Dealers who can tell the story behind the product – whether it’s about sustainability, craftsmanship or innovation – will stand out,” she concludes.
JACK RANKIN MP: HOW THE PEN FUELLED HIS POLITICAL RISE
Workplace supplies veteran and Barker Bridge House Trust Chairman John Livingston (pictured right) has seen almost every angle of the writing instruments category. However, in a recent conversation with his local Windsor MP, Jack Rankin (left), he heard a fresh perspective.
The 33-year-old, who secured one of the Conservative Party’s largest majorities in the 2024 election, says handwritten notes played a powerful role in his campaign. “I’d stood twice before and afterwards, I wrote thank you notes to every supporter. That personal touch helped build a strong base of loyal support in Windsor,” says Rankin.
He estimates he wrote hundreds of notes during the 2024 campaign alone to thank and motivate party workers. “If someone’s knocking on doors or delivering leaflets for you, they deserve to know they’re appreciated.”
In an age of inbox overload, handwritten communication stands out. “I get around 200 emails and letters a day. However, if someone has gone to the trouble of handwriting a letter and addressing an envelope, I will always read it personally and reply. That’s how to get to the top of my mail pile,” he adds.
As for his favourite pen? “Any pen with spellcheck,” he jokes.
AI: Analyse and implement
Is diversification and AI a perfect storm or a golden opportunity?
Having gone through the first four stages of what feels like a classic bereavement process in response to all things AI – denial, anger, bargaining and depression – I decided several weeks ago to move into the next phase: acceptance. Rather than wallowing or waiting for it all to blow over (spoiler: it won’t), I threw myself into seminars and online forums led by AI experts.
The aim wasn’t to become an expert myself (heaven forbid), but to understand what AI means (a) for me, my TSP colleagues and our profession; and (b) for our clients and their businesses. As I said: acceptance.
My starting point was choosing which large language model (LLM) would be my AI sidekick of choice. After consulting people far more intelligent than me, I landed on Gemini from Google. LLMs, as I’ve since discovered and experienced, are fabulous – though still (for now) imperfect – tools. They operate on unimaginable volumes of data, drawing on patterns and statistical correlations. They don’t understand language in the same way humans do – yet! – but boy do they understand data (and yes, LLMs are already learning human language and emotion).
Fear not – this isn’t some clumsy attempt to position myself as an AI guru (even Gemini told me, “Get real, Nap... you?”). It’s more about understanding the meaning – that is, what AI can do for you and how it can unlock the opportunities a diversified model brings.
I genuinely believe it’s huge. Game-changing, even. One of the seminars I attended featured a panel of expert speakers and included a Q&A session. They were unequivocal in their view that LLMs are unmatched in their ability to deliver rapid, content-rich answers. But the usefulness and accuracy of those responses entirely depend on asking the right question in the first place.
So many questions…
To get the ball rolling, I asked Gemini a few questions. Just to be clear, I’m not being lazy here in getting Gemini to write some of my article, but I wanted to sense-check what gazillions of data sources would say in response to some of the key issues we’re all grappling with as we ponder or drive diversification. Here are some excerpts of what I received from Gemini...
Gemini, why is the traditional office supplies industry in decline?
The workplace supplies distribution industry is facing a period of significant change. Traditional sales are declining… customer expectations are evolving rapidly. To thrive in this dynamic landscape, office supplies distributors must embrace diversification, moving beyond a reliance on conventional sales methods and exploring new revenue streams.
Gemini, what are the key challenges facing office supplies distributors?
• Declining traditional sales: The shift towards digital workflows and remote work has reduced the demand for traditional office supplies, impacting sales through physical stores and catalogues.
• E-commerce competition: Online marketplaces and large e-commerce platforms offer a vast selection of products at competitive prices, squeezing margins for traditional distributors.
• Changing needs: Customers are increasingly seeking personalised solutions, bundled services and sustainable product options.
Gemini, what are the opportunities?
Despite these challenges, significant opportunities exist for distributors that can adapt and innovate:
• Expanding product lines: Diversifying into related product categories like technology accessories, janitorial supplies and breakroom essentials can attract new customers and increase revenue per customer.
• Offering value-added services: Providing services such as managed print solutions, office design consulting and furniture installation can differentiate distributors from competitors and build stronger customer relationships.
Gary Naphtali is a director at TSP
• Targeting niche markets: Focusing on specific industries or customer segments, such as healthcare, education or government, can allow distributors to tailor their offerings and build specialised expertise.
• Leveraging e-commerce and digital marketing: Establishing a strong online presence and utilising digital marketing techniques can expand reach and attract new customers.
• Building data-driven insights: Harnessing data analytics to understand customer behaviour, optimise pricing and improve inventory management can enhance profitability and efficiency.
Gemini, how can AI successfully drive diversification?
AI can address the challenges and capitalise on the opportunities outlined above by enabling distributors to:
• Personalise customer experiences: AI-powered recommendation engines can analyse customer data to suggest relevant products and services, increasing sales and customer satisfaction.
• Optimise pricing and promotions: AI algorithms can dynamically adjust prices based on market conditions, competitor pricing and customer demand, maximising revenue and profitability.
• Automate sales processes: AI-powered chatbots and virtual assistants can handle routine inquiries, freeing up sales staff to focus on more complex tasks and building relationships.
• Identify new sales opportunities: AI algorithms can analyse market trends and customer data to identify new product categories, services and target markets for diversification.
Gemini, how can AI be best used to deliver sales growth? Give me examples.
Here are some specific examples of how AI can be applied to drive sales diversification in the office supplies distribution industry.
1. Personalised product recommendations Challenge: Customers are often overwhelmed by the vast selection of products available, making it difficult for them to find what they need.
AI solution: Implement a recommendation engine that analyses customer purchase history, browsing behaviour and demographic data to suggest relevant products and services.
Example: A customer that frequently purchases office chairs could be recommended ergonomic accessories.
LLMs […] are fabulous – though still (for now) imperfect – tools
2. Dynamic pricing optimisation Challenge: Setting optimal prices is complex, requiring consideration of market conditions, competitor pricing and customer demand.
AI solution: Utilise an AI-powered pricing engine that dynamically adjusts prices based on real-time data and market trends.
Example: The pricing engine might automatically lower prices on certain products to match competitor offers or increase prices on high-demand items during peak seasons.
3. Predictive inventory management Challenge: Maintaining optimal inventory levels is crucial to avoid stockouts and minimise carrying costs.
AI solution: Implement an AI-driven forecasting model that predicts demand based on historical sales data, seasonal trends and external factors.
Example: The forecasting model might predict increased demand for specific products during the back-to-school season, allowing the distributor to adjust inventory levels accordingly.
4. AI-powered chatbots and virtual assistants Challenge: Sales staff spend a significant amount of time answering routine inquiries and providing basic customer support.
AI solution: Deploy AI-powered chatbots and virtual assistants to handle routine inquiries, provide product information and assist with order processing.
Example: A chatbot could answer questions about product availability, shipping times or return policies, freeing up sales staff to focus on more complex tasks.
5. Market basket analysis for cross-selling and upselling
Challenge: Identifying opportunities to cross-sell and upsell products to existing customers can be difficult.
AI solution: Use market basket analysis to identify products that are frequently purchased together and develop targeted cross-selling and upselling strategies.
Example: If customers that buy ergonomic chairs also frequently purchase adjustable desks and monitor arms, the distributor could offer bundled discounts or targeted promotions to encourage the purchase of these related products.
6. Lead scoring and prioritisation
Challenge: Identifying and prioritising the most promising sales leads.
AI solution: Implement a lead scoring system that analyses data to identify the leads that are most likely to convert into customers.
Example: The lead scoring system might assign higher scores to those that have visited the distributor’s website, downloaded brochures or requested a quote.
7. Identifying new product and service opportunities Challenge: Staying ahead of the competition and identifying new opportunities for diversification.
AI solution: Use AI algorithms to analyse market trends,
customer data and competitor offerings to identify unmet needs and emerging opportunities.
Example: AI algorithms might identify a growing demand for sustainable office supplies or managed print services, prompting the distributor to expand its offerings in these areas.
This is me writing now. Wow! If nothing else, doesn’t this confirm what we all know already – or fear? The traditional market is in decline. Customer expectations are evolving rapidly. And yes, significant opportunities exist. At one recent seminar, I asked the panel: “Who wins the most in this new AI world and which types of businesses will see the greatest benefit?” The panel were unanimous: SMEs. And that really excited me.
They explained that SMEs are in a fantastic position to capitalise on technology and data in ways that simply weren’t possible before. In short, they can get noticed by those customers that were previously out of reach. The upshot? More new business opportunities.
The examples they gave were compelling: SMEs can now (a) find the right customer or decision-maker more easily; and (b) position themselves as a credible, viable solution to those potential customers that might not have considered them before.
I’ll admit, this didn’t excite me quite so much. Not because I don’t recognise the benefit of winning larger customers, but because being seen as a credible provider doesn’t necessarily address some of the associated challenges that come with it – the main one being the customer taking the risk on a smaller provider. People still tend to mirror themselves when making the final decision.
Even when we do win those accounts, there are added complications – resources, time, cash flow, reliance/exposure (and the resulting risk for the future) – and they should be considered carefully.
The panel also pointed out that, aside from pitching for bigger wins, SMEs are in the best position to mine more value from their existing clients. By highlighting a broader product range and making customers aware of what they previously didn’t associate with them, SMEs can unlock new sales opportunities. They also have the advantage of being more agile and flexible, with close customer relationships.
SMEs are in a fantastic position to capitalise on technology and data
This excited me far more. For me, this is the core benefit of the diversified offering we’ve all been talking about. The other upside I took from ‘The rise of the SME’ (my words) was the indirect benefit for independent dealers: growth in their traditional customers. As the SME customer base grows, demand grows.
This is what we need: customers that need us. The kind that value a single source of supply from a trusted provider – not just for every product, but for clarity, advice, guidance and expertise in an ever-changing world. And today we have the technology that allows us to prove it.
Now what?
I’m satisfied I’ve now reached step five in the bereavement curve: acceptance. The combination of a diversified customer solution and a quantum leap in technology can be fully exploited. This brings us to the final stage: integration. What do we do? How do we begin to make the most of it? When do we start? The answer to this last question is blindingly obvious: tomorrow.
Gemini, I don’t have an AI solution. Where do I start?
• Define clear objectives: Identify specific goals that AI can help achieve, such as increasing sales, improving customer satisfaction or reducing costs.
• Assess data readiness: Evaluate the quality and availability of data needed to train and deploy AI models. Clean and consolidate data from disparate sources to create a unified view of the customer.
• Choose the right AI tools and technologies: Select ones that are appropriate for the specific use cases and business requirements. Consider factors such as cost, scalability and ease of integration.
• Build a cross-functional team: Assemble a taskforce of experts from different departments – including sales, marketing, IT and data science – to collaborate on AI initiatives.
• Start small and iterate: Begin with pilot projects to test and refine AI models before deploying them across the entire organisation. Continuously monitor performance and make adjustments as needed.
• Focus on user adoption: Ensure that sales staff and other employees are properly trained on how to use AI-powered tools and technologies. Emphasise the benefits of AI and address any concerns or resistance to change.
• Ensure ethical and responsible AI implementation: Prioritise data privacy and security, and ensure that AI models are fair, transparent and unbiased.
Gemini, if all of this is implemented, what does the future look like for the workplace supplies sector?
The role of AI in office supplies distribution will continue to expand in the years to come. We can expect to see:
• More sophisticated AI models: AI will become more accurate and sophisticated, enabling even more personalised and effective sales strategies.
• Greater integration of AI into existing systems: AI will be seamlessly integrated into existing CRM, ERP and e-commerce systems, making it easier for distributors to leverage its power.
• Increased use of AI for predictive analytics: AI will be used to predict future trends and anticipate customer needs, allowing distributors to proactively adapt to changing market conditions.
• The rise of autonomous sales: AI-powered virtual assistants will be able to handle increasingly complex sales tasks, potentially leading to the automation of entire sales processes.
Gemini, in summary, please.
AI offers a powerful and transformative tool for office supplies distributors seeking to diversify their sales solutions and thrive in a rapidly evolving market.
By embracing AI, distributors can personalise customer experiences, optimise pricing, improve inventory management, automate sales processes and identify new sales opportunities.
To succeed, they must develop a strategic AI roadmap, invest in the right technologies and build a culture of innovation. The future of office supplies distribution belongs to those that can harness the power of AI to create a more efficient, customer-centric and diversified sales organisation.
Back to me: this could be a great time to be a diversified workplace supplies provider. Couldn’t it?
Building tomorrow’s workplace
Paul McIlvaney explores the strategic power behind electrical design
The workplace is evolving at an unprecedented pace. Once defined by static and clearly delineated office spaces, today’s spaces are hybrid-ready, technology-rich and continuously adapting to changing patterns of work. As organisations prioritise flexibility, energy efficiency and seamless digital experiences, the power infrastructure that underpins these spaces must rise to meet the challenge.
No longer a background consideration, electrical systems are fast becoming the backbone of effective office design. Whether enabling high-density tech zones, integrating smart lighting or supporting EV charging, the workplace of the future will depend on intelligent, resilient and sustainable electrical solutions.
This is why those responsible for office fit-outs should partner with specialist contractors who not only understand the unique demands of commercial spaces but also can deliver solutions that are robust today and adaptable for the future.
Electrical systems are fast becoming the backbone of effective office design
POWERING WHAT’S NEXT
Today’s working environments place greater demands on electrical systems than ever before. With staff navigating a fluid blend of on-site and remote work that can shift daily, flexibility is essential. This has led to increased reliance on digital platforms, smart
technologies and connectivity tools – all of which require robust, high-performance power networks.
In this context, reliability is non-negotiable. A momentary power drop or system failure can cause major disruption, impact productivity and even risk data loss. At the same time, energy efficiency has evolved from a cost consideration into a strategic imperative tied to ESG targets and long-term sustainability goals. Businesses must not only comply with regulations but also align with stakeholder expectations for responsible, futureready operations.
All of this must be delivered within spaces that are themselves in flux – open-plan areas reimagined as collaborative hubs, meeting rooms transformed into videoconferencing pods and traditional desk banks replaced by hot-desking arrangements and breakout zones.
BUILT TO ADAPT
In such a dynamic environment, off-the-shelf solutions are simply not fit for purpose. Electrical design is too critical – and too complex – to be treated as an afterthought. That’s why it is essential for project teams delivering office transformations to engage with specialists that truly understand the specific demands of modern workspaces.
An experienced provider offers more than just technical know-how. They bring strategic insight, anticipate future requirements and design systems that can scale and adapt as a business evolves. From creating efficient electrical layouts to selecting smart controls and ensuring seamless integration with IT networks, specialist consultants bridge the gap between design ambition and operational reliability. This collaborative approach ensures that every
Choosing to collaborate with an experienced specialist […] is the best way to ensure any workspace remains resilient, efficient and competitive
element – from circuit protection and wiring systems to lighting and building automation – is aligned with both immediate priorities and long-term needs.
Future-proofing is no longer a buzzword – it’s a necessity. Workspaces require a power infrastructure that is not only robust enough to handle today’s demands but also agile enough to accommodate tomorrow’s innovations.
Take smart lighting, for instance. Beyond providing optimal illumination, intelligent systems can respond based on occupancy, time of day or ambient light levels – delivering energy savings and enhancing user comfort. But to function effectively, they rely on a carefully designed electrical and digital backbone from the outset.
The same principle applies to the growing adoption of on-site EV charging. It’s no longer a case of simply adding sockets – installations must be safely integrated into the wider electrical ecosystem, with careful consideration of capacity planning, load balancing, user access and scalability.
WIRED FOR IMPACT
Effective cable management remains a fundamental component of office fit-outs, integral to both safety compliance and system flexibility. As workplaces increasingly demand higher densities of power, data and connectivity infrastructure, meticulous cable routing and containment are imperative to mitigate clutter, reduce trip hazards and enable modifications.
A well-designed cable management strategy involves careful planning of containment systems such as underfloor trunking, cable trays and risers – all while ensuring strict compliance with fire safety regulations and data segregation protocols.
Ensuring power continuity for essential supplies and critical equipment is paramount in workplace
electrical infrastructure. Whether maintaining uptime for IT systems, emergency lighting or HVAC controls, automatic recovery solutions that restore power without the need for manual intervention are becoming standard. These systems mitigate operational disruption, particularly in environments where immediate physical access may be constrained.
Integration with building management systems introduced an additional layer of value. By enabling remote monitoring and control, facilities teams can receive real-time alerts and visibility into system performance, assess system status and make adjustments without needing to be on-site. This level of oversight not only improves response times during power-related incidents but also supports more proactive maintenance and energy efficiency strategies across the building.
In a landscape shaped by rapid change, technological advancement and ongoing uncertainty, the decisions made during an office fit-out carry long-term implications. Electrical infrastructure strategy must be treated not merely as a technical consideration, but as a core business decision.
Choosing to collaborate with an experienced specialist – one that understands the operational complexities of commercial environments – is the best way to ensure any workspace remains resilient, efficient and competitive in the years to come.
Paul McIlvaney is Marketing and Technical Manager at Gewiss UK
Keeping it simple
Workplace360 caught up with Lyreco UK & Ireland to learn more about its new loyalty scheme
April 2025 saw Lyreco UK & Ireland roll out Lyreco Go – a new loyalty programme aimed at rewarding SMB clients for their regular spend.
Four months in, the initiative is already gaining traction, with thousands of customers having logged in and collectively redeemed hundreds of thousands of points on free rewards.
HOW DOES IT WORK?
Put simply, Lyreco Go is a points-based system that runs in the background. There’s no sign-up process and no paperwork – Lyreco customers are automatically enrolled. For every £1/€1 spent, businesses earn one ‘Go Point’, which can be banked and exchanged for anything from snacks and treats to workplace essentials via a dedicated platform: loyalty.lyreco.co.uk or loyalty.lyreco.ie.
It’s a model designed to encourage consistency.
The more a business spends, the more it earns –with a points multiplier seeing customers upgraded to ‘Go Double’ or ‘Go Triple’ tiers by hitting monthly thresholds. At the top level, customers can earn up to three points per £1/€1 spent on the top Go Triple level.
The idea is to give something back to customers that regularly choose Lyreco as their workplace supplies partner. Says Lyreco UK & Ireland Commercial Director Andrew Burnett: “With Lyreco Go, we’re taking our appreciation for our customers to the next level. Our new loyalty scheme is our way of saying thank you for trusting us and growing with us.”
We’re taking our appreciation for our customers to the next level
PROVIDING PERKS
Rewards fall into two main categories: workplace snacks and drinks for a pick-me-up during the day or to share across the office, helping businesses offer a little something extra to their team; and a curated selection of workplace essentials, providing a new route for businesses to top up on their office supplies. Participants simply select their rewards online, receive a gift code and add it to their next webshop order. The item is then delivered with the usual shipment.
The Lyreco Go platform, which is accessible via the Lyreco webshop, gives a clear breakdown of how many points a customer has earned, what’s available to spend and how much has already been redeemed. Points balances are refreshed monthly, following the previous month’s spend.
While it’s still early days, the feedback so far suggests the loyalty scheme is hitting the right note with clients. “It’s about rewarding loyalty and keeping it simple,” says the team behind the programme.
Paper chase
The paper industry is in flux – but is certainly not folding
Hybrid working, digital workflows and shifting price dynamics continue to reshape the UK’s paper sector. Mill closures in the UK and beyond, paper and pulp manufacturer consolidation, raw material costs and tariff disputes have all made their mark, but the shift in working patterns is arguably the most disruptive factor.
Even as some employers continue to press for a return to the office, print volumes are still falling and any potential uplift presented by home printing is being offset by the rapid digitisation of invoices, banking, record-keeping and day-to-day administration.
Advantia Managing Director Steve Carter is frank about the market’s trajectory: “Over the past 12 months, UK demand for uncoated woodfree products has fallen by 6%.
Price sensitivity remains a barrier
“More worryingly, the past three months have seen a 26% drop – some of that is seasonal, particularly in education, but hybrid working and the shift to paperless banking, invoicing and administration are clearly taking their toll.”
The knock-on effect is wider than just paper. “If paper demand is down, it follows that the demand for ink and toner will also be down,” Carter notes.
VOW Wholesale Dealer Development Director Darren Renshaw says paper remains a vital category, with A4 copier paper a core product for dealers: “We’ve always been strong on supplying box quantities direct to consumers and our focus now is on volume via pallets or containers to our stocking dealers – that side is growing well year on year.”
Yet he concedes the market overall is in decline, with white box prices dropping as mills are awash with entry-level stock. “Branded paper, by contrast, is seeing increasing interest year on year as VOW is now seen more as a one-stop shop for A4 paper,” he says.
CHANGING SPECIFICATIONS
Paper weight preferences are also shifting. For general in-house printing, Carter sees an ongoing move towards 75 gsm and bulked-up 70 gsm grades, with heavier 80 gsm-plus stock reserved for public-facing documents or where copier engineers advise a higher-quality sheet. Renshaw highlights the success of VOW’s new 5 Star 75 gsm line and also points to rising demand for greener alternatives such as Steinbeis for recycled content and The Navigator Company’s Discovery brand, both of which feature strong environmental credentials.
Sustainability is no longer an optional add-on; it’s becoming a decisive factor for many customers. Carter observes that “businesses with ISO14001 accreditation tend to factor eco-credentials into their purchasing”, but price sensitivity remains a barrier for others: “Many still plump for the cheapest paper available, which
makes it challenging to have conversations around more environmentally friendly options.”
For Sylvamo, sustainability starts with certified sourcing. “Customers increasingly value recognised certifications such as FSC, PEFC and the EU Ecolabel, which demonstrate responsible sourcing and environmental stewardship,” the company says.
Sylvamo’s papers are made from virgin fibres sourced exclusively from sustainably managed forests. “Recycled and virgin fibre papers complement each other,” the team explains. “Virgin fibres provide strength and quality essential for many applications, while recycled fibres help reduce waste. Both are fully recyclable and contribute to the circular economy.
The manufacturer is also increasing transparency: “Dealers can confidently highlight our commitment to sustainable forestry, supported by certifications that guarantee the traceability and legality of our raw materials. We’ve added QR codes to packaging for products such as REY Office, Multicopy NEXT and HP Climate Choice. Customers can scan them to access dedicated product pages with lifecycle data, including greenhouse gas emissions.”
There is also growing curiosity around non-wood alternatives – including bamboo, sugar cane and straw – with products such as CTS Wholesale’s Trident Spectra wheat straw paper, for example, offering a sustainable, woodfree option at only a small price premium compared with white box paper.
DEALER ENABLEMENT
West Yorkshire, we invited The Navigator Company to speak to our members on a one-to-one basis. This gave them the support they needed to have informed conversations with their customers.”
Sylvamo is also focusing on dealer support with its new One Portal (sylvamomarketingtools.eu), a tool for customers featuring quick access to all digital brand resources – from product specifications to sustainability data – in a single location. Samples, technical documents, brochures and event materials are also available to help partners communicate the performance and environmental benefits of its brands.
Education and market positioning are vital if dealers want to maintain – or even grow – paper sales. VOW invested in a dedicated paper specialist in January 2024, using their expertise to deliver sampling programmes, joint end-user opportunities and targeted marketing.
For Carter, training is key: “At our recent Advantia members day at the Exertis Supplies site in Elland,
Despite the challenges, both Carter and Renshaw believe there’s scope for dealers to adapt and protect paper revenue. Renshaw emphasises range breadth and supply reliability: “We will continue to work in collaboration with our dealers, introducing new lines where opportunity supports and promoting that onestop shop for all volumes.”
Carter advises drilling down into customer needs: “Do they need smaller pack sizes for employees working at home? Can you offer a shredding service to close the loop?” He also advises keeping sales staff up to date with developments in the paper market and in-house training from manufacturers and mill reps.
DEALER TIPS
• Lead with supply reliability: Consistent stock underpins customer trust.
• Offer greener options with a compelling story: Alternative fibres, certifications and lifecycle data help close sales.
• Adapt to new usage patterns: Think smaller packs and speciality grades.
• Invest in education: Trained sales teams convert more opportunities.
• Explore value-adds: Invest in services such as shredding and recycling.
POWERING AMBITION
Superstat’s flagship Showcase brought energy, insight and record-breaking engagement to a standout summer event
Superstat’s annual Showcase returned in July, bringing together the group’s fastest-growing, most ambitious dealers for a dynamic two-day event at Eastwood Hall in Nottingham. Designed to connect members with key suppliers and energise business thinking, this year’s Showcase broke records.
Backed by headline sponsor Exertis Supplies, the event drew its highest number of exhibitors to date – 41 in total, representing a 25% increase on the previous year – reflecting both the breadth of categories and market momentum. From workwear to warehousing, office supplies to IT, the exhibition floor buzzed with activity as dealers navigated a diverse range of products and services. Notable new additions included Stone Marketing, Cheeky Panda, Bisley, Arcane, Intimus and LSM.
KEY CONNECTIONS
Among the highlights was a compelling keynote speech from leadership and influence coach Duncan Stevens. He introduced delegates to the ‘Abracadabra’ framework for collaboration through understanding, connection and opportunity. Blending psychology with performance, Stevens used magic and audience interaction to embed his message with flair and memorability.
Matthew Balcombe, recently appointed Managing Director of Exertis Supplies, took to the stage for a more personal session, offering attendees an open and engaging look at the man behind the role, before
SUPERSTAT AWARDS 2025
DEALER AWARD WINNERS
Marketing Excellence: Purple Panda
Retailer of the Year: Stationery Supplies
Salesperson of the Year: Anthony Holroyd (Sovereign Business Solutions) and Cara Harty (Thombequ)
Dealer Excellence (up to £2.5 million): Managed Ink
The Tim Holmes Memorial Cup: Hatters Office Supplies
SUPPLIER AWARD WINNERS
Distributor of the Year: Exertis Supplies
Brand of the Year: Nescafé
Service Provider of the Year: Prima Software
Exhibitor Stand of the Year: Pukka Pads
Marketing Campaign of the Year: Fellowes Brands – Work Life Coach
fielding a Q&A that tackled topics ranging from the sale of Exertis Supplies and direct selling to sustainability strategies and product line expansions.
Sustainability also took centre stage in a session hosted by Superstat Marketing Director Karly Haley, with dealers Karen Pearson (Managed Ink) and James Mckeever (Sovereign Business Solutions) discussing the growing demand for sustainability credentials and how the programme at Superstat works. Mckeever also shared real-life examples of customers he has brought on board on the back of these new credentials.
Training specialist Tony Goodwin returned to the event and led an insightful session on communication styles as outlined by the DISC Training programme. Elsewhere, the 60-second soundbites section delivered quickfire pitches from suppliers including Beeswift, Fellowes Brands, Safety First Aid Group and Haybrooke. With a countdown jingle adding urgency, each contributor had to convince delegates to visit their stand.
COMMUNITY SPIRIT
Beyond the business agenda, dealers and suppliers enjoyed a daytime golf outing and a CTS Wholesalesponsored ‘Bingo Bonanza’ in the evening – both of which were met with glowing praise. “Superstat and Eastwood Hall were amazing hosts,” said CTS Wholesale Sales Director Garry Wright.
Mckeever summed up the wider sentiment: “A collective of exceptional people, fuelled by passion, grit and good humour, coming together to raise the bar, back each other and deliver brilliance.”
The next annual Superstat Showcase will take place on 2 July 2026.
Change is coming
From 2027, UK employees will be protected from unfair dismissal from their first day on the job. Nick Sanders explains why this makes performance management training urgent
When it comes to people management, two areas regularly trip up even experienced leaders – handling poor performance and managing fair dismissals. With the majority of newly appointed UK managers receiving no formal training, many are ill-equipped to deal with these challenges, putting both the individual and the business at risk. This issue is about to become even more important.
From 2027, the UK will introduce day one unfair dismissal rights, meaning employees will be protected from unfair dismissal from their first day of employment. This replaces the current two-year qualifying period, a buffer employers have relied on for addressing poor fit or performance with relatively low legal exposure.
While this reform is designed to protect workers, it places a greater burden on leadership, especially line managers. Without the proper preparation, businesses could see a rise in disputes reaching the Advisory, Conciliation and Arbitration Service and
employment tribunals, stretching already burdened HR teams and exposing businesses to reputational and financial harm.
WHY IT MATTERS
From 2027, the new legislation will raise the stakes for every hiring and performance-related decision. From probation reviews to final warnings, businesses will need clear processes, solid documentation and, most importantly, confident, trained managers.
[These changes] raise the stakes for every hiring and performance-related decision
This isn’t just a legal shift – it’s a cultural one. Employers are being asked to demonstrate fairness, transparency and consistency from day one. But without investment in people management skills, this higher standard could easily become a liability.
UNDERSTANDING THE CHALLENGE
Performance management is often inconsistent across organisations. Some managers avoid difficult conversations entirely. Others lack the confidence or knowledge to handle underperformance constructively, leading to low morale and higher turnover.
Most line managers are promoted based on their success in previous roles, not on their ability to lead or manage people. Often, they have had no training in conducting reviews, giving feedback, handling grievances or applying employment law. Even where HR support is available, managers frequently wait too long to seek it out.
New managers may learn how to use systems or manage budgets, but rarely receive practical instruction on setting performance expectations, giving structured feedback or handling underperformance fairly and legally.
Few feel confident holding honest yet respectful conversations with struggling staff. Even fewer understand the disciplinary process or when a situation carries legal risk and needs to be escalated to HR. There’s no longer time to wait and see whether someone improves. Managers need to know how to intervene early, apply consistent standards and follow the correct steps, all while documenting decisions and maintaining fairness.
RISK AND OPPORTUNITY
The cost of inaction is high. Organisations that fail to train managers properly face growing exposure to unfair dismissal claims, prolonged and expensive tribunal processes and reputational damage as an employer. Internally, unresolved performance issues
Nick Sanders is Director at Helen Hamilton
can drag down team spirit and productivity. Talented staff may even leave if they feel others aren’t being held accountable. But there’s a clear upside.
With the right training, managers can spot problems early and offer support before issues escalate. They can hold constructive conversations that lead to genuine improvement or handle dismissals in a way that is legal and respectful. The result is stronger, more communicative teams and reduced pressure on HR.
WHAT GOOD TRAINING LOOKS LIKE
Effective training must go beyond theory. It should be practical and scenario-based, allowing managers to apply principles to real-life situations. It also needs to be ongoing. Coaching, refreshers and accessible resources are essential to build lasting confidence.
Core content should cover employment law basics – especially the new day one legislation –as well as how to conduct probation reviews, give feedback that balances honesty and support, manage underperformance with structured action plans and follow each stage of a fair disciplinary process. Managers should also know what documentation is required and when to involve other departments.
With the right training, managers can spot problems early and offer support
START PREPARING NOW
To prepare your organisation for 2027, start by assessing where your managers are now and asking:
• Do they feel confident managing performance issues/challenges?
• Do they understand the legal implications of the upcoming changes?
• Do they know how the legal changes will affect their role?
Next, review your policies. Probation, performance management and disciplinary procedures must be up to date and written clearly. Then, build a targeted training programme. Focus first on teams where people management is central to success – keep the content practical and engaging, with follow-up support.
Senior leadership commitment is essential. They need to take ownership, model best practice and invest in development. Finally, monitor and measure progress. Ask managers about their confidence levels before and after training. Track how performance issues are handled and use real-world feedback to improve training over time.
READY OR NOT
The day one rights reform is a wake-up call for organisations across the UK. It demands more from employers and especially from managers.
This isn’t just a legal or HR issue – it’s a leadership challenge, and one that can only be solved through early, consistent and practical training. With the right preparation, businesses can meet this challenge head-on, avoiding legal pitfalls while improving morale, productivity and trust.
The law will be changing, but the real question is: are you ready?
The search for growth
Leaders across the workplace supplies sector will gather in London this October to exchange ideas, challenges and opportunities
This year, the 11th OPI European Forum will take place in central London, kicking off with an informal welcome dinner on 6 October. It’s one of many networking opportunities –always one of the highlights of an OPI forum, judging by delegate feedback – over the course of the event. Whether it’s during informal chats or the carefully curated conference programme, attendees will learn how peers and industry experts are dealing with the fast evolution in our sector. And there’ll be plenty of practical takeaways that will enable them to make informed decisions about the future direction of their businesses.
FACING A NEW WORLD
Among the highlights this year will be a State of the Industry debate moderated by OPI CEO Steve Hilleard. The panel of interviewees lined up is geographically varied and comprehensive in channel coverage. It comprises evo’s Andrew Gale, HP Inc’s Ruth Patterson, Lyreco’s Greg Liénard, Mondoffice’s Irma Garbella, Fellowes Brands’ Michel van Beek, Bi-silque’s Perpétua Malta and PBS Holding’s Richard Scharmann.
This session, as well as the keynote delivered beforehand by AI in Business CEO Katie King on the omnipresent importance of AI, will set the scene for many of the challenges – and opportunities – that leaders are facing in an increasingly automated world.
A first at an OPI event and something to really look forward to is a live edition of The RoundTable Rethink Podcast, hosted by former industry exec Paddy Donnelly, which takes on the topics of technology – AI included – business and current affairs. If past episodes are anything to go by, this promises to be an insightful – not to mention provocative and irreverent – hour that challenges traditional thinking and explores fresh perspectives on how to do business.
This year’s European Forum offers something for everyone in our sector
GET INVOLVED
Several of the themes explored in plenary sessions at the European Forum, such as the opportunities of YouTube as a marketing tool and those of the resilient, high-margin cleaning sector, will be revisited in the always-popular roundtables. It is in these smaller group debates that delegates have the chance to dig deeper and participate in a more hands-on way.
As OPI Director Janet Bell says: “This year’s European Forum offers something for everyone in our sector, no matter what country, channel, company or product segment they come from. There’s only one imperative: get involved.”
To book your place and stay up to date with the evolving line-up of speakers and topics covered, visit opi.net/ef2025
Tailored treatment
How to find the perfect first aid kit for every business
First aid kits are far more than a tick-box exercise – they’re a legal necessity and a cornerstone of staff safety. Under UK law, employers are required to provide adequate and appropriate first aid equipment, facilities and trained personnel. For your customers, ignoring Health and Safety Executive (HSE) guidance could result in hefty penalties, including prosecution or unlimited fines.
The HSE offers a straightforward and practical assessment tool to help business owners determine their precise first aid requirements (hse.gov.uk/firstaid/ what-employers-need-to-do.htm#needs-assessment). When advising customers, it is useful to consider the HSE’s recommended factors, which include the nature of the work carried out; the specific hazards and risks present in the workplace – especially those requiring special arrangements; and the size and composition of the workforce.
Additionally, the working patterns of staff – including holiday and absence cover for first aiders and appointed persons – should be taken into account, alongside the organisation’s history of accidents or incidents, when assessing first aid needs. Further considerations include the needs of travelling, remote or lone workers; and how the workforce is spread across sites.
The proximity of any location to emergency medical services is another critical factor, as is whether employees operate within shared or multi-occupancy premises. First aid provision should also cover nonemployees, such as visitors or the public.
By understanding these HSE guidelines, dealers can support customers in selecting tailored first aid solutions. But here’s where it gets tricky – workplace legislation and best practice change over time and the contents of a first aid kit don’t last forever. Dressings, sterile wipes and other medical supplies have expiry dates, so what was compliant last year could now leave a business exposed if an incident occurs.
THE RIGHT FIT
A fully stocked first aid kit, appropriate for the workforce size, is both a health and legal requirement recognised by most employers and business owners. A wide range of ready-made kits are available in convenient, portable cases or storage bags, making them easy to purchase and store on site.
HSE-compliant kits are designed for a specific number of people – typically 10, 20 or 50 – and contain prescribed components. This system enables end users to combine kits to cover the total workforce.
The contents of a first aid kit don’t last forever
For higher-risk or more complex industries, British Standards Institution (BSI)-compliant kits (BS 85991:2019) may be more suitable. These come in small, medium and large sizes. First aid equipment must also be easily accessible, which may mean additional kits are required depending on the size and layout of the workplace – for example, in multi-storey offices, warehouses or outdoor sites, rapid access to first aid could be critical.
The HSE provides a list of products that should, as a minimum, be included in a workplace first aid kit. Contents typically include a first aid guidance leaflet,
Thanks to the Crest Medical marketing team
plasters, eye pads, triangular bandages, safety pins, medium and large dressings, wound cleansing wipes and gloves, with quantities varying according to kit size. For a higher level of preparedness, BSI’s BS 85991:2019 outlines recommended contents and quantities based on risk profile and workforce size. These solutions meet HSE standards but also feature additional components such as tape, burn dressings, foil blankets, finger dressings, scissors and extra washproof plasters. Changes such as hybrid working or workforce size fluctuations affect first aid needs and influence stocking choices. Encourage customers to review their first aid supplies at least once a year to remain HSE compliant and ensure:
• All items are within their use-by date
• All packaging is unopened and undamaged
• The recommended quantities of each medical supply are available
CATERING FOR EVERYONE
The HSE sets out specific guidelines for catering and hospitality businesses, including the need for blue detectable plasters and gloves. Catering first aid kits that meet HSE and BSI standards are available and, depending on the setting, burn kits or eye wash kits may also be prudent. If uncertain which kit is most suitable, ask your supplier account manager.
While employers have a duty of care to protect staff, first aid kits are not legally required for employees working away from the office. However, companies must still consider the wellbeing of those who spend long periods on the road, such as drivers.
Although not legally mandated in the UK, risk assessments may recommend carrying first aid kits in company cars and fleet vehicles. A recognised standard exists for vehicle first-aid kits – BS 8599-2 – which specifies different versions tailored for passengercarrying vehicles.
Encourage customers to review their first aid supplies at least once a year to remain HSE compliant
BOSS Members’ Day 2025 brought fresh insight, bold thinking and plenty of industry spirit
Beyond business as usual
Around 60 industry professionals gathered at Stationers’ Hall in London on 21 July for the annual BOSS Members’ Day – a timely reflection of a sector evolving amid ongoing change. Bringing together senior leaders from across the workplace supplies industry, the event combined strategic updates, thought-provoking keynotes and candid discussions about the future.
Proceedings began with the AGM, where members were briefed on the Federation’s financial position and the latest developments, including the recent introduction of its NextGen mentoring programme and the announcement of a Diversification Support Hub for dealers, set to be launched later this year.
BOSS Chair Julie Hawley announced that she will step down later this year, concluding her two-year tenure, with Integra Business Solutions CEO Aidan McDonough named as her successor. Soon to become Chair of the newly formed BLOC Group, McDonough brings over 30 years’ experience in the independent dealer channel.
CHALLENGING ASSUMPTIONS
One of the day’s standout moments came from independent trade economist Dr Rebecca Harding, whose keynote speech, “Uncertainty is the new certainty,” challenged delegates to rethink their approach to risk. “Uncertainty is dealing with constant change,” she said, referencing volatility across everything from financial systems to political norms. “It’s affecting the way we interact with our bank accounts, with other people – all sorts of things.”
Harding traced the roots of disruption from the weaponisation of the language of trade to the collapse of post-war multilateralism, warning that the era of benign globalisation is over. She highlighted the use of executive orders to control trade, changing definitions of national security and declining institutional trust.
In one memorable analogy, Harding compared the current landscape to the famous gorilla-in-the-room experiment: “We need to be ultra-vigilant – gorillas are walking across the back of the stage the whole time at the moment.”
In “How to understand the next generation”, educator and consultant Cory Lowde explored what sets younger workers apart. Drawing on decades of experience, he said that those aged 15 to 30 are neurologically distinct, with the areas of the brain responsible for abstract thinking and risk assessment not fully developing until the mid-20s.
Uncertainty is dealing with constant change
He stressed that businesses must shift from task management to a coaching mindset, prioritising connection, flexibility and mental health support. Without this, organisations risk misunderstanding the motivations of tomorrow’s workforce.
A panel discussion chaired by Hawley – “Change as an opportunity” – brought together several key industry voices: Jeanette Caswell, Managing Director, Office Friendly (soon to be BLOC Group); Elliot Jacobs, CEO, UOE; Simon Weavers, Sales Director, The Cheeky Panda; and Liz Stevenson, Strategic Director, ACS Group.
The conversation underlined how upheaval has driven innovation, agility and reinvention. From rising business costs and retail diversification to sustainability-led transformation and digital investment, the panel’s message was clear: challenge breeds opportunity. They also emphasised the need to move beyond transactional relationships – today’s customers expect more.
The day closed with a BBQ, drinks and plenty of networking in the sunny Stationers’ Hall courtyard.
Paying it forward...
Tomorrow’s talent won’t wait
Can we do more at the grassroots level to achieve sustainable development in the workplace supplies industry by actively engaging with and encouraging students and those leaving education to join our sector?
We are all aware of the challenging trends reshaping business: the widespread and rapid adoption of generative AI; rising concerns around cybersecurity and data privacy; the push towards sustainability and the circular economy, driven by environmental regulations; and the increasing use of data analytics to better understand customer behaviour to curate marketing strategies. These are all topics and skills that are being taught today in schools, colleges and universities across the country.
OPENING DOORS
We are all faced with the need to fast-track our understanding of this evolving landscape. One way forward is to tap into this mine of knowledge by offering work experience placements, apprenticeship schemes, internship positions and graduate programmes. These are all initiatives that can enrich your business while discovering potential employees.
Whatever channel you operate in – dealer/reseller, wholesaler, manufacturer or service provider – I encourage you to reach out to schools, colleges and universities about your business and explore the opportunities to work in partnership with them. These institutions are experts in rules and regulations, can share what best practice looks and feels like, and also advise on available funding.
Kick off the venture by hosting an open day and inviting students to visit your company. Offer an
Alison Lawrence is Head of Procurement at Office Depot UK
overview of who you are and what you do, take them on a tour of every department and show how their studies and experience can align with roles in the world of employment.
Or step into their world: participate in an economics lecture, provide practical input on a marketing module, become a case study for a business studies dissertation or attend university job fairs to attract motivated and talented candidates.
It’s about being bold, big and genuinely invested
FUTURE IN FOCUS
Commit to designing structured work and learning plans. This is about far more than making tea and coffee (though that is, admittedly, a skill for life!); it’s about being bold, big and genuinely invested in a mutually beneficial alliance.
Be inclusive of all business functions or strive to be recognised as the organisation to work with for a particular role or specific career path. Although at our core, and in the most simplistic terms, we are an industry that makes, buys and sells, sometimes we can lose sight of just how many functions are involved in the end-toend process: IT, manufacturing, HR, supply chain, finance, marketing, procurement and data management.*
The outcome is a true win-win: a give-and-take opportunity for your business and young people. To those already actively engaged in paying it forward, I salute you. To those who aren’t... maybe you can start now! And who knows, in addition to the 40 under 40 (read Workplace360 July/August 2025, page 25), maybe an inaugural ‘Top 25 under 25’ is something we can collectively celebrate in the near future.
* Not a complete list and no offence meant if I haven’t noted your function!
ENTRIES ARE NOW BEING ACCEPTED IN THE FOLLOWING CATEGORIES:
l Business Product of the Year
l Sustainability Excellence – Vendor and Reseller
l Marketing Campaign of the Year
l Best Workplace
l Online Reseller of the Year
l Vendor of the Year
l Reseller of the Year
l Wholesaler of the Year
l Young Executive of the Year
l Executive of the Year
l Business Leader of the Year
l Industry Achievement
HOW TO ENTER
Winning an award can make a real difference to your business, so be sure to get involved. Simply complete an entry form online at www.opi.net/EOPA2026 or email your nominations to awards@opi.net. The closing date for entries is Friday 14 November 2025
Scott Castle, Global Brand Manager, Reckitt Pro Solutions
What’s something new happening in your life right now?
My family and I moved into a new house last year and, having never had a proper garden before, I’ve discovered I’m something of a budding horticulturist. I’ve spent 18 months getting it into shape and now my obsession is maintaining the lawn and finding the perfect hardy perennials for my flower bed.
Favourite sport to watch or play?
Football and tennis. I play both and watch whenever I can. I spent 17 years following Huddersfield Town around the country with my mum and brother – hopefully in a few years I can do it again with my daughter.
I’ve also attended two international tournaments and look forward to taking her to watch the Lionesses. I went to the US Open in 2011 and Wimbledon this year, and Paris and Melbourne are on the cards to complete the Grand Slam.
Who makes you laugh the most My wife is the funniest person I know. We’ve been together for 18 years and she still makes me cry with laughter after a few drinks. My two-year-old daughter now gives her a run for her money, though.
What topic do you enjoy talking about the most?
Football. My social anxiety sometimes kicks in at industry events, so if you ever see me looking lost or awkward, please come and talk to me about football! Or my dog Ronnie – he’s a cavapoo and I show people photos of him more than I do of my daughter.
Where is the one place you’ve always dreamed of going?
There are two bucket list entries. The first is Graceland – I’m a huge Elvis Presley fan and I will 100% get there one day. The second is an event rather than a place: WrestleMania! Although if they held it at Nissan Stadium in Nashville, I could tick both off in one trip to Tennessee...
Who is your hero?
My grandad, Gordon Castle. His superpower was making anyone he spoke to feel like the most important person in the world. One of my most treasured possessions is a video of him in hospital reacting to a video of me collecting my European Office Products Award in 2019 and dedicating it to him.
I also ran the London Marathon in 2018 to raise money for Chordoma UK – a charity for a rare type of cancer he unfortunately had – and was so proud to give him my medal afterwards.
Favourite holiday so far?
It’s a tie: Hawaii – part of our honeymoon in 2016 – and Singapore in 2019. Big Island in Hawaii is amazing: within two hours of hiring a car, we’d gone from an exotic beach to rainforest to an active volcano. Singapore was just meant to be a stopover on the way to Bali, but ended up being one of my favourite places to visit.
What would be your last meal?
Nando’s. Whole chicken, hot. Spicy rice. Creamy mash. Chilli wrap. Halloumi. All flooded in garlic peri-peri sauce.
