Diversification is a drum we keep beating at Workplace360 – and we’ll keep at it until we genuinely run out of possibilities (which, thankfully, is highly unlikely). This issue introduces a couple of new categories that the editorial team is only just beginning to explore. One is medical and first aid supplies (read Safe, stocked, sorted on page 24). It turns out there’s a whole world out there beyond plasters and bandages in a basic plastic box – plenty of opportunities worth investigating.
We all know pets are great for workplace wellbeing, but they’re just one piece of the puzzle
The other? Pet care. Yes, you read that right. And if you’re wondering why we’ve included a photo of the gorgeous Barney at the Workplace360 office, well… let’s just say he’s now our main reason for coming in!
Lyreco is already expanding its pet care range and vendors such as Floortex are gearing up to launch workplace pet accessories in the near future. Now is a great time to jump on board, with National Pet Day just around the corner (11 April). For more, check out Paw-sitive business on page 40.
We all know pets are great for workplace wellbeing, but they’re just one piece of the puzzle. Ergonomic furniture and accessories are other obvious ones. Today’s employers are taking a more holistic approach – think biophilic walls, ambient lighting, mental health awareness, and more. Discover what’s next in A new frontier on page 32.
Finally, this issue will land just ahead of the European Office Products Awards in Amsterdam on 11 March. With a strong UK presence on the shortlist (read The quest for innovation on page 46), good luck to everyone!
Michelle Sturman, Editor
Head of Media Sales Chris Turness 07872 684746
Chief Commercial Officer Jade Wilson 07369 232590
PBS Network explains how its platform provides a smarter way to share and access environmental product data 28 Thought leadership
Steve Gorham outlines how building the right partnerships and investing in team development are crucial to successful diversification strategies
38 Talking point
Workplace360 looks at the state of the high street
following WHSmith’s announcement to offload its retail store network 42
Rob Rees shares expert advice on how SMEs can take advantage of the benefits found within the new Procurement Act
44 Advertorial COLOP UK’s Chris Deighton discusses the company’s market strategy and new opportunities for dealers
46 Event
With plenty of UK entries for this year’s European Office Products Awards, there’s sure to be a trophy or two coming home...
50 Exposed! Arnau Verdaguer, Rocada
48 CHERRY XTRFY’s Joakim Jansson talks about why high-performance peripherals are the key to cloud-era productivity
Slingsby on the market
Industrial and workplace equipment reseller Slingsby has announced that a formal divestment process for the group will commence. The company said its board had reviewed “various strategic options” and concluded it would be “appropriate to investigate” the sale of the business.
No active discussions have taken place with any potential acquirors, nor has an approach been made by a third party.
Slingsby’s largest shareholder is Irish businessman Michael Chadwick, whose family founded building materials distribution group Grafton. He first invested in Slingsby in 2009, with his stake currently standing at just over 26%. The next-largest shareholder – now at around 14% following the granting of more than 50,000 shares last October – is CEO Morgan Morris (pictured).
In the first half of 2024, Slingsby barely broke even on an operating profit basis as falling sales – down 6% year on year – coincided with higher costs. Exceptional items, including a £200,000 payout to now-retired Director Dominic Slingsby, resulted in a pre-tax loss of £250,000 for the six months ended 30 June 2024.
At the time, the reseller pointed to the uncertain outlook for the rest of 2024 as well as highly competitive market conditions. In a trading update in October, top-line trends were shown to be worsening, falling by 11% in the third quarter. For the full year, annual sales are set to be around the £20 million mark.
Haybrooke introduces sustainable print
Print procurement specialist, Haybrooke, has launched a sustainability initiative, the Certified Sustainable Print (CSP) advocacy programme. CSP aims to offer print buyers the opportunity to showcase their commitment to sustainability backed with evidence of sustainable print procurement practices. It is free to all PaaS users of PDQ Print Hub, Haybrooke’s print procurement platform.
To qualify for the programme, print buyers are required to source all their printed materials through PDQ Print Hub. This, says Haybrooke, ensures sustainable procurement throughout, with the calculation of the most efficient production method, carbon footprint reduction and the promotion of ecofriendly processes and materials.
Participants are issued with a CSP certificate and digital badges which can be used for marketing purposes. They are also provided with informational materials to use in their internal and external communications.
“CSP is not a formal accreditation but is more than just a ‘badge of honour’,” said Haybrooke CEO John Roche. “It’s a statement of responsibility and leadership. In a time when sustainability is no longer optional but essential, this programme provides businesses with the evidence and tools they need to demonstrate their commitment to reducing environmental impact.”
Office Essentials purchases Manchester dealer
Cheshire-based reseller Office Essentials has announced an acquisition in the North West. Joining the Office Essentials family is Arrow Office, a Manchester-based firm that was founded in 1989.
Arrow serves clients in the Manchester, Stockport and East Cheshire areas. “Our customers will continue to receive excellent service with enhanced products and services from a much bigger team,” said Alec Scriven, owner of Arrow Office.
Royal Warrant for Langstane
Scottish dealer Langstane Press has been granted the Royal Warrant of Appointment by His Majesty King Charles III. It is given as a mark of recognition to companies that regularly supply goods or services to the Royal Household.
The award continues Langstane’s longstanding relationship with the royal family having held the Royal Warrant for Her Late Majesty Queen Elizabeth II for 30 years. Colin Campbell (pictured), Chairman at Langstane Press and Royal Warrant Grantee, commented: “We are delighted that His Majesty The King has granted this new Royal Warrant in recognition of the value and quality of the wide range of products and services we provide the Royal Household.
“We are very proud of this unique level of recognition which confirms our commitment to excellence and service at the very highest level.”
Quills acquires
Quills Group has announced the acquisition of dealer Whitecrest & Hurleys, effective 1 February. Croydonbased Quills called the transaction a “significant milestone” for the company. For Whitecrest & Hurleys – located in nearby Sutton – it marks the retirement of directors John and Paul Whitehead.
Quills Group Director Adam Benbow commented: “For Whitecrest & Hurleys customers, the acquisition will mean the same high level of service with the additional benefit of our internal infrastructure, enhanced customer services and features such as live chat to provide answers quickly to any queries or questions. We’re an organisation constantly striving to improve how we do business every day.”
To ensure a smooth and seamless transfer, the existing Whitecrest & Hurleys team, including customer services and delivery staff, is moving across to Quills.
MOVERS & SHAKERS
HP appoints new UK and Ireland MD
HP Inc veteran Ruth Patterson has been named the new VP and Managing Director for its UK and Ireland cluster. Patterson took up her new role on 1 February, succeeding Zoe Westwood, who has been working as interim Managing Director since 1 November 2024.
Patterson has been with HP for almost 30 years and has held a variety of leadership roles in both the US and the UK. Most recently, she was Category Lead for the tech company’s Advanced Compute Solutions division.
Craik retires
Pentel UK and Ireland’s Director of Sales Graham Craik has retired. He had been involved in the office products industry since the early 1990s and worked for several leading brands – including BIC and Staedtler – before joining Pentel in 2012.
Craik was also a driving force behind the UK branch of the Writing Instruments Association, serving as its Chair for more than seven years.
Ex-DS Smith CEO joins RS board
Former DS Smith CEO Miles Roberts has been named a nonexecutive Director at industrial and electronics products reseller RS Group. Roberts joined the RS board on 1 March. He recently left DS Smith following its takeover by International Paper (IP), although he still has an advisory role at IP.
Westcoast acquisition gets clearance
ALSO’s acquisition of tech distributor Westcoast was set to close by the end of February. The companies confirmed all regulatory approvals had been received, with the transaction scheduled to be completed as this issue of Workplace360 was going to press.
The deal – still being described as a “strategic partnership” – was announced last July. ALSO is taking over Westcoast’s operations in the UK, Ireland and France which, together, generated revenue of around £3.5 billion and EBITDA of £65 million in 2024. Westcoast Chairman Joe Hemani stated: “The continuity of the business, which is paramount for vendors, customers and our team alike, is secured with this move. I am excited to play an active role during what I know will be a smooth transition and beyond.”
BOSS Midlands to hold charity walk
The BOSS Midlands Committee is inviting industry professionals to take part in a sponsored networking walk at The Wrekin, Shropshire, on 11 April. The Step Up for Charity event combines networking with physical activity, providing an opportunity for professionals in the workplace supplies sector to connect while raising funds for the BOSS Business Supplies Charity.
Participants can showcase their businesses by sponsoring a committee member to wear their company’s branding during the walk. Contributions towards the event are welcome, and the organisers encourage organisations and individuals alike to get involved.
“This event is a fantastic way to network in a more informal, active setting while supporting a charity that has helped so many in our industry,” said the BOSS Midlands Committee.
The event is free to attend and open to all. It is also dog-friendly, allowing partakers to bring along their four-legged companions. For more details, to sign up or to donate, please contact: Sue Ford, Midlands Events Organiser, at brandamplify1@gmail.com.
There is also a JustGiving page – justgiving.com/page/bossmidlandsteam –where donations can be made.
BOSS Awards 2025 date confirmed
The BOSS Federation has revealed the date and place of its 2025 awards evening. The event will again be returning to the Kimpton Clocktower Hotel in Manchester on Thursday 27 November to celebrate and recognise the very best in the UK business products industry.
Last year’s BOSS Awards were a sell-out, with an attendance of around 450. Information about entering the 2025 BOSS Awards will be given out in due course.
BSG buys once again
The Business Supplies Group (BSG) is back on the acquisition trail. The latest deal involves Devon-based dealer Scribble & Ink, which became part of BSG at the start of this year.
Scribble & Ink was founded in 2014 by Daryl Fulls after he had acquired ink and paper supplier Inkost. More recently, the dealer launched a digital agency service called Scribble Digital.
Two of Scribble & Ink’s former staff members have moved over to BSG, which will integrate the acquired company into its existing location in Willand, Mid-Devon.
Integra’s Catalyst hits £30 million
Integra Business Solutions has announced that sales through its Catalyst programme have now surpassed £30 million.
The initiative, designed to help independent dealers win and grow key accounts, provides access to enhanced marketing, content management and the OASIS ERP platform. It aims to streamline operations and deliver a competitive edge to its partners.
“The Catalyst programme continues to go from strength to strength,” said Integra Senior Project Manager Rob Burgess. “OASIS’ cutting-edge technology, combined with the adaptability of the programme, creates a powerful proposition for dealers.”
Catalyst dealers benefit from website development, enriched content and supplier partnerships that support expansion into new product categories and sectors.
UPM acquires in the UK
UPM has made a major acquisition in the UK as it looks to further grow in the graphics segment. The company has announced the purchase of Metamark, a manufacturer and distributor of graphics solutions that specialises in self-adhesive colour films, print films for large format colour printing, laminates and wrapping films for various end uses.
Founded in 1962, Metamark employs approximately 185 people and has a manufacturing site in Lancaster, in the north-west of England. The transaction values the firm – which has annual sales of around £65 million – at £146 million.
UPM Graphics is a new strategic self-adhesive business unit within UPM Raflatac, established following the acquisition of Global Notes owner AMC in 2022. In 2024, the company further expanded its graphics portfolio through the acquisition of Belgium-based Grafityp.
OnBuy announces strong growth
Fast-growing e-marketplace platform OnBuy.com has announced double-digit growth figures as it prepares to move its head office out of Bournemouth.
The company said revenue in Q4 2024 of £44 million represented year-on-year growth of 37%, while it achieved full-year gross profit of £19 million. According to founder and CEO Cas Paton, OnBuy’s international roll-out – which began at the end of last year – is resulting in “30% day-on-day sales growth in key European markets”.
Paton also revealed the company will relocate its head office from Bournemouth to London. This, he stated, would enable the company to attract “the best tech talent in the world”. OnBuy will keep an office in Bournemouth, but the CEO criticised the local council for not backing his plans to develop a ‘Silicon Beach’ concept in the area.
OnBuy has recently opened a location in Manchester and is establishing a permanent base in the US, with an office set to open this year in New York.
Everything for the WorkplaceEverything Innovate or evaporate
In an industry where adaptability is key, Aston and James has taken bold steps to redefine success – not just in what it sells, but in how it operates
Aston and James is more than just a name in workplace supplies – it’s a family legacy built on resilience, adaptability and a deeply embedded commitment to its community.
Founded in 1990 by Alan Aston and Darren James –hence the name – it is now led by Managing Director Darren Aston. Buying the business from his brother in 2011, he has since steered the dealership to become a forward-thinking, customer-focused enterprise.
“We’re a very close-knit family business with a real investment in the surname,” Aston says, acknowledging the familial ties. At times, up to seven of his siblings have worked in the business alongside longstanding employees who feel like family. Today, with a team of 16 employees, the company continues to blend heritage with innovation.
Creating a positive and engaged team culture isn’t just an afterthought – it’s a core principle. A Friday staff update isn’t just a meeting; it’s a ritual. As Aston explains: “It’s the one time we really use Teams, since we’re mostly in the office. But it helps us embrace the technology – and more importantly, celebrating small wins keeps morale high and the good vibes going.”
Deploying technology to streamline operations and enhance the customer experience, the dealer’s recent venture into AI reflects its forward-thinking approach.
In collaboration with a young entrepreneur, it has developed a chatbot to handle queries more efficiently, freeing up staff to focus on more meaningful tasks.
“Innovation has always been my mantra – innovate or evaporate,” says Aston. “If we don’t adapt, we risk getting stuck in the past instead of embracing the future.”
Everything for the Workplace £2.5 million CURRENT SALES
Everything for the Workplace
Another key reason for adopting AI, suggests Aston, is to strengthen the dealer’s focus on wellbeing: “It’s helped us to develop a DSE assessment app that lets people self-assess their setup, and it should be launching on the App Store soon. It’s all about helping people be fit for work, fit for purpose and fit for life.”
If we don’t adapt, we risk getting stuck in the past instead of embracing the future
VISIBLE POWER
Beyond AI, Aston and James has incorporated a range of innovations to champion its workplace wellness message. What began as a response to the challenges of COVID-19 has evolved into a core part of its outreach efforts. The concept was simple but effective: rather than waiting for customers to seek out solutions, why not take workplace wellness directly to them?
“We had a spare van, so we could easily transport a vibrantly branded pop-up gazebo, taking ergonomic solutions, air purifiers and workplace essentials directly to business parks and offices,” Aston recalls. The initiative not only delivered much-needed workplace solutions but also helped to strengthen the firm’s presence in the community. Its success has led to further collaborations, including a roadshow with local mental health charity Oxfordshire Mind.
“This visibility has sparked even more engagement from suppliers,” says Aston. “They’re asking what products we want for our showroom, how they can showcase their ranges and how they can be part of what we’re building.”
The showroom is also getting a refresh, with Aston aiming to make it an even more engaging experience for visitors. “We don’t want to be pigeonholed as just a stationery and office supplies company,” he explains. “Our message to customers is ‘Everything for the Workplace’ – a strapline we’ve had since 2015 – and the showroom reflects that. From first aid supplies to ergonomic furniture, branded workwear and health and safety products, we’re showcasing what’s possible when you work in true partnership.”
The dealer has introduced a click-and-collect counter, which serves as a valuable touchpoint for remote workers, local businesses and individuals in need of quick access to essential supplies. “We want appointments for the best customer experience, but we also recognise that people need convenience,” says Aston. “If someone Googles us and needs a printer cartridge, a student needs their dissertation printed or a tradesperson needs safety boots, we’re here to help.”
4,000
NO. OF PRODUCTS IN THE A&J APPROVED ENVIRONMENTAL RANGE
The Aston and James team with the wellbeing gazebo
This initiative also ties into the company’s expanding workwear and safety division. By providing a physical space where customers can try on footwear and protective clothing before buying, Aston and James offers a service that many competitors can’t match. “A lot of people buy online and hope for the best with sizing,” Aston observes. “We offer tailored workplace solutions, allowing customers to try before they buy –making the process easier and more reliable.”
Everything for the Workplace
If you don’t put the right products in front of customers, they’ll never buy them
base is its greatest strength, ensuring that no single sector dominates its portfolio. “We literally sold a kitchen sink last week,” Aston laughs. “That’s because our customers trust us. They don’t want to deal with third parties or raise credit card orders. They just want one point of contact and one point of trust.” With 95% of its trade within a 35-mile radius, the company can focus on streamlining deliveries, reducing mileage and maintaining a greener footprint.
LEADING THE CHARGE
The team also hosts an annual showcase event, which launched three years ago and has since become a key fixture for suppliers, customers and staff alike. The dealer’s car park is transformed into a vibrant exhibition space, giving suppliers a direct platform to showcase products while strengthening relationships with clients.
The event’s inclusive nature has made it a standout success. Unlike hotel-based exhibitions, where only sales teams typically engage, this setup allows drivers, office staff and even the more reserved employees to participate. “It’s the best thing we’ve done as a team post-COVID,” Aston reflects. “If you’re not including people, you’re excluding them in some way. This event makes sure everyone feels part of something bigger.”
FURNISHING GROWTH
With traditional office products on the decline, wellbeing and furniture have become key growth areas. “We’ve doubled down on these two categories, and that’s been a really important move,” Aston notes. Furniture now accounts for one-third of the company’s revenue, but it presents unique challenges: “The downside with furniture is that once it’s installed, securing repeat business year after year can be tricky. You also have to constantly seek out new projects.”
And workwear has been another success. By leveraging family connections, Aston and James has been able to access high-quality embroidery and printing services without the overheads of in-house production. “We don’t have to do it ourselves, but we get excellent pricing and flexibility. It’s like having an extended arm without taking on all the risk,” enthuses Aston. Facilities supplies has also gained momentum, supported by strong supplier relationships and backing from VOW Wholesale.
Despite its growth and evolution, the dealer remains firmly rooted in its local community. A diverse customer
Sustainability is more than just a buzzword for Aston and James, which recently earned its Weaver certification, securing gold in four out of five categories. “I was gutted not to get five out of five,” admits Aston, revealing his relentless drive for improvement.
One of the dealer’s standout eco-initiatives is its ‘A&J Approved’ sustainable product selection, launched in May 2023. This carefully curated range includes over 4,000 products that meet various sustainability standards, from recyclability to Fairtrade certification. “We just wanted to make sure we put our own seal of approval on them,” explains Aston. “If you don’t put the right products in front of customers, they’ll never buy them.”
Beyond products, Aston and James is making strides in recycling. Its long-running cartridge recycling programme benefits a local bereavement charity, turning waste disposal into a force for good. It has also expanded its recycling efforts into furniture, joining Dams’ Rethink programme. “We’re also telling that story in our showroom, showing people how to rethink waste.”
The dealer has also built valuable partnerships in complementary sectors, such as its collaboration with Adept Graphics for van signage and workwear branding. “Together, we have you covered – literally!” says Aston, emphasising the synergy between the two businesses.
Looking ahead, the company is concentrating on strategic growth, using customer insights to identify what it calls ‘gappartunities’ – areas where the team can expand and refine its services. While Aston is open to acquisitions, he remains committed to ensuring that any moves align with company values. “There’s a lot of unfinished business,” he states. “I’m still a relatively young entrepreneur, very focused on making things work better and adding efficiency.”
With sales currently at £2.5 million, Aston remains optimistic about the future: “We went through a wash cycle and came out a different size, shape and colour, but we still have to make sure things fit.”
Darren Aston (centre) picking up the Dealer of the Year (under £5 million) trophy at the 2024 BOSS Awards
INK, PAPER, PROFIT
Jim Brown, CEO of Paperstone, sat down with Workplace360 CEO Steve Hilleard to discuss industry disruption, how tech, data and top-tier customer service are reshaping the game and why agility isn’t just an advantage but a necessity for those wanting to stay ahead of the curve
Workplace360: Let’s start with your background. Did you have a life before workplace supplies?
Jim Brown: I didn’t! I studied mechanical engineering at university and during the summer I worked for a telesales company in London selling compatible ink cartridges. I got along well with a colleague there and in my final year of university we decided to start our own business doing the same.
W360: When was this?
JB: 1999. We got straight into it and ended up with an office in Belgium and a warehouse in East London. It expanded fast, but the product wasn’t great, and our customer service was a nightmare.
We were totally inexperienced – we overexpanded into Europe, fell foul of some employment laws and, frankly, had no idea what we were doing. It all crashed and burned pretty quickly. Still, it was interesting – a real baptism of fire.
I’d always wanted to sell originals but the margins were skinny. As a result, my partner wasn’t interested, so I decided to start Paperstone with someone who had briefly worked for my first business, Max Landry (I bought Max out of the company about eight years ago). We started by asking companies: “What do you want?” Their answer was simple: “We want ink.”
W360: That was in?
JB: We launched Paperstone in 2004, purely doing EOS. Then we realised that, because our customers bought ink from us, they were running into issues such as paying for delivery when placing lower-value orders at other OP resellers. So we asked: “If we could also supply you with a few office products, would you be interested?” The answer was “yes”.
We started looking for wholesalers and came across Spicers and VOW Wholesale. We had no idea about the industry and were asking naive questions. We eventually chose Spicers and grew rapidly. By 2019, Paperstone was its fourth or fifth biggest customer.
W360: How did the name come about?
JB: We brainstormed various ideas. Playing with the likes of ‘rock-paper-scissors’ and variations of this. We liked the sound of existing business names like Waterstones and Paperchase. And knew we wanted something that sounded safe and grounded. We settled on Paperstone, which matched the tone we were after. It also had the double meaning of being a type
of paperweight. It had a nice ring to it and the domain name was available, so that was that.
W360: Give me a bit of a history – what have been the key moments for the company?
JB: When the website was launched in 2004, there was a lot of buzz around the internet but not as much competition. We built the site and made it live and, at first, the orders trickled in from people we knew – friends, family, local businesses we’d spoken to. Then, out of nowhere, this random order came in from Birmingham. We were like: “Do we know this person? Where did this order come from?” It was super exciting.
W360: Was Google around then?
JB: Yes. Right from the start, SEO was a key focus. We had a bit of tech knowledge and knew we could get our website ranking higher than some of our peers. We built our own website so it could be optimised.
In the early days, we ranked about third for office supplies, which meant we were getting free traffic. It was great as we had no money!
W360: Viking, Staples, then you?
JB: Exactly. Euroffice was around as well – it was definitely a player. But Viking all day, every day.
We had no idea about the industry and were asking naive questions
W360: What have been the key milestones over the past two decades?
JB: One of the biggest was surviving Spicers going bust, as it handled 95% of our orders.
W360: When it went under in 2020?
JB: Yes – although even before then, we had to navigate the DDC disasters and moving in and out of different distribution centres. At one point, we were serviced out of Manchester, then Glasgow. It was tough.
When Spicers went out of business at the start of the pandemic, it was a real crisis for us. It was all hands on deck just to survive. Apart from that disastrous year, our sales growth has been very steady at about £500,000 every year – it’s been a fairly straight line except for the COVID hiccup.
W360: Paint the company by numbers.
JB: Currently, sales are approximately £8 million and our margins are around 33%. Traditional OP is declining, but there’s growth in facilities, catering and furniture. Surprisingly, EOS is also growing.
We’ve diversified well and Paperstone is now bigger than ever. We’ve reduced our headcount – at our peak we were 23 – and now stand at 15, which is a healthier size for us. We deliberately downsized to a smaller office so I can’t merely employ people to solve problems; instead, we have to build better technology first.
W360: You’ve outlined the need to diversify as traditional category consumption declines. How difficult is it as an online-only business, to have that conversation with your customers without a large outbound sales force?
JB: Fortunately, technology makes it easier – through emails, marketing and the messages clients see on the site. I don’t think it’s that difficult. We’ve always had a customer-facing sales team for direct engagement.
I remember speaking to the boss of a rival company 15 years ago and he said having salespeople isn’t scalable – it should be all about technology. I disagreed and I still do. We leverage technology, but we maintain a personal approach to connecting with buyers, gathering feedback and understanding what they need.
W360: As an e-commerce player, what’s your logistics model?
JB: Stockless. The downside is you’re only as strong as your weakest link and for us, drop-shipping has consistently been an issue. It’s super-efficient and brilliant when it’s good, but when it’s bad, you’re really powerless. Our customer is always the priority for us, but when the sale goes through to a wholesaler, we pass over control, which can be frustrating.
We’re about scale and volume, not one monster client. We have some decent-sized accounts and they understand the service we provide. They operate
There’s no point in racing to the bottom to compete on price –you have to make money somewhere along the way
nationally, so it’s not just one large shipment going to a single location.
The delivery networks used by our wholesale partners have been a continual challenge, especially the slow adaptation of technology. As a result, we use various tools to try to turn a problem into a positive.
W360: Give me an example.
JB: Automated discount vouchers for late deliveries. If an order is delayed and delivery has been paid for, we automatically issue a credit and apologise for the inconvenience. We act straightaway without them having to chase us.
We use a traffic light system for every account. When customers call in, we can instantly check whether their last five orders were delivered on time and in full. We can see, in real-time, if any were late, how long the delay was and what action we took in response – all at the click of a button. It allows our team to quickly gauge the situation and know the appropriate tone to take.
W360: When it comes to competition, Amazon immediately springs to mind…
JB: Amazon and Viking, the latter being a long-standing rival. I would say a reasonable number of our customers come from Viking. We also win quite a few from Amazon as the lack of personal touch and accountability drives people away. As long as we’re competitive on price and can provide a better service, it’s surprisingly easy to do.
W360: Amazon’s dynamic pricing is well-publicised. How are you keeping up?
JB: We scrape rivals and pull prices using a company called Skuuudle and it does an excellent job. You don’t always have to be the cheapest and I don’t feel the need to chase the lowest price.
Our numbers look strong, our ranking is solid and our sales levels are healthy. There’s no point in racing to the bottom to compete on price – you have to make money somewhere along the way.
From left: Jim Brown and Steve Hilleard
W360: Being online, how do you focus and target?
JB: We have a system – honed over two decades –where we score every opportunity based on targets and budgets. We look at factors such as the size of an initial order, the purchase category and whether the buyer is located in a certain geographical area.
We even look at the quality of the contact details, including the use of free email services or providing a mobile number. All these elements help us gauge the potential of a purchaser and predict the likelihood of them becoming a better customer.
W360: Pretty sophisticated.
JB: This is where the sales team comes in – they concentrate on personally building relationships with the clients that show the most promise. For the rest, we rely on automated processes such as marketing campaigns and emails.
W360: You’ve mentioned some of the big players. Are there any others you’ve locked horns with?
JB: There were quite a few, but most are gone.
W360: How has Paperstone managed to stick around?
JB: For a long time, we didn’t earn very much and our balance sheet was quite weak. In the early days, traffic was free because Google wasn’t a paid-for service and any profits went back into the business.
Our numbers look strong, our ranking is solid and our sales levels are healthy
A few competitors may have gotten ahead of themselves and started to splash the cash. We didn’t. Then Google shifted to a paid model and marketing became expensive – our budget now runs into six figures, which is a lot for a small firm.
People often believe e-commerce is cheap and easy, but it’s not – it’s costly and highly competitive. And it’s getting tougher. Our cost per acquisition has doubled in recent years. If you’ve not been investing in this area, you’re spending money on the wrong audience. We’ve spent years perfecting this, and we’re doing an okay job. It’s difficult and expensive and you have to be prepared to spend money.
You often don’t see a lot of return until a year or two later. It’s a bit of a leap of faith, but we’ve been doing it for a long time and we’re comfortable with where we’re at. It can be a bit hairy at times though!
W360: Have you ever had any inclination to evolve the company into something more resembling a traditional dealer?
JB: There are many ways to market and given the
changing landscape, it would be foolish not to consider alternative avenues for growth and development. The idea that a traditional dealer is a traditional dealer and an online dealer is an online dealer and never the twain shall meet simply doesn’t hold true. We saw this shift during the pandemic. We converted my garage into a warehouse and sold £2 million worth of lateral flow tests. It was short-lived and crazy.
Then, with the paper shortages – I can’t remember exactly when it was, but the wholesalers ran out of paper – we realised we couldn’t afford to be caught out. It ties back to what we discussed earlier about the vulnerabilities of drop-shipping. The idea of not having paper was a disaster.
W360: Especially for a company called Paperstone!
JB: (Laughs) Yes, precisely! We began buying pallets directly from a few paper merchants and taking them up the stairs because the lift was unable to handle the weight. It was a bit of a merry-go-round – three pallets a day, up and down the stairs to our office on the first floor. While it only lasted a few weeks, it was pure chaos. The last thing we could afford was to run out of paper – it simply wasn’t acceptable.
I knew it would be expensive to ship that way but I didn’t care. Our customers expect paper from us, so we made sure they got it. We had to stack it three rows high, seven boxes deep, all around the edge of the room.
W360: You brought up COVID. Did Paperstone experience any long-term changes as a result?
JB: Not really as even before the pandemic, I was scrutinising our cost base and considering how expensive it was to run the business.
W360: And you were in London at the time?
JB: No, we had already moved to Tunbridge Wells. I’d realised we needed to strengthen our balance sheet and couldn’t keep spending on staff, rent and everything else. It was essential to put money into a war chest. We went through a challenging redundancy process in 2019; it was tough, but looking back, it was very timely.
As a result, we entered the pandemic as a slightly leaner business, which made it easier to manage. We came out the other side more versatile, flexible and in a much stronger position. Post-COVID, we’ve gone from strength to strength.
Our balance sheet and finances have never looked so good. Now, we’re a little more focused and dedicated to understanding the importance of having a solid foundation beneath us.
W360: You spoke earlier about your relationship with Spicers and VOW. What about others like CTS Wholesale and Exertis Supplies?
JB: The industry was struggling with two large wholesalers, so having only a single large wholesaler
with other supporting wholesalers is important. The idea of a healthy VOW investing in technology is even better. This, alongside other wholesalers also offering excellent service, robust automation and competitive pricing is fantastic. I love the idea of having options.
CTS is great and I think Garry [Wright, Sales Director] will do a fantastic job, but whether there’s space for it, only time will tell. We do more business with Exertis now than we ever used to and I like what it stands for and how it approaches the market.
However, we’re still loyal to one wholesaler – 80% of our spend goes through VOW. It’s a significant relationship. We don’t play around too much – if we say we’re your loyal customer, we stick to that.
W360: Is VOW helping you to diversify?
JB: I think VOW has had its own agenda over the past few years, focusing on financial stability and getting through tough times. This year, though, it’s been having a big push in the catering category, which is good, as it’s a growth area for us. However, I don’t feel there’s been enough dealer involvement in those discussions.
As a stockless dealer, you’re continually waiting for wholesalers to deliver on their promises. Too often this has been in vain, so a lot of the time we simply grab the bull by the horns. If we want to do more in workwear, for instance, we simply partner with a workwear provider and launch it ourselves.
W360: I assume you could probably switch it on almost overnight.
JB: It’s not as simple as ticking a box, although we can do it relatively easily. We don’t just want orders to be sent out – we need to streamline the manual processes on our side, like ordering, dispatch data and tracking. It must be very slick, which sometimes can make things a little bit harder for us to launch supplies. But when it’s done, life is easier thereafter.
We’ve set up an efficient system with Beeswift, for example. Had we known at the time that VOW was going to partner with Beeswift, we might not have taken the direct route ourselves.
W360: As we are talking about VOW, there’s been a lot of noise in the last year or two regarding evo picking
Having only a single large wholesaler with other supporting wholesalers is important
up Complete and, of course, it operates Staples.co.uk. That must grate a little bit.
JB: I would be lying if I said Staples isn’t regularly brought up in conversation. Its price point is extremely aggressive, probably unnecessarily so, given it’s competing with a lot of dealers. Its advertising spend is quite high, so its visibility is equally as high. VOW’s customers are constantly seeing Staples’ prices front and centre, and with free delivery on every order over £10 or £15, it’s a bit much.
We’re used to competing against the Amazons and the Vikings of this world; Complete and Staples are also rivals, so while it’s frustrating, that’s the market. We’re in it and fighting.
W360: Are you part of any dealer group?
JB: Yes, we’re part of Office Friendly and I now feel more connected to the industry than I ever have. The team do a fantastic job and the events are invaluable. I love it.
I used to stay behind the scenes, like the drummer, not the frontman. John [Philips, Sales Director at Paperstone] has always been very active in our sector and he dragged me from the shadows.
W360: Obviously, there’s the merger with Integra Business Solutions. What are your thoughts?
JB: Let’s wait and see, but I believe it’s a positive move. I value Office Friendly primarily for the connections and by having Integra join, there are more dealers to meet and speak to. There are a lot of mergers and acquisitions in the market, so if more dealers are talking, there are increased opportunities.
W360: And you’re no longer a stranger to the world of acquisitions…
JB: Not anymore. Our first-ever acquisition was 3WM Supplies in July 2024. Owner Rob Turner was a joy to
deal with throughout the process and we’ve brought 3WM’s Sales and Customer Care Manager Jamie Tarren on board, who is a welcome addition to the team. 3WM offers great value, excellent service and has a solid client base.
W360: What are your priorities for 2025?
JB: Our big priority is transitioning from ECI’s Progress management software to its Horizon platform. We’ve been using Progress for 16 years, so moving to Horizon at the end of April is a massive shift. Our website does a lot of clever stuff, but at the core of everything is Progress. It underpins everything we do – from accounting to order placement, invoicing and more. Swapping it out is a huge risk and an enormous project and we’re already deep into it. Getting it up and running smoothly is our number one focus and the biggest challenge of the year.
W360: Why are you switching?
JB: Progress is reaching its end of life, so we can’t continue using it. I’m confident we’ll do a good job of
There are plenty of doom-mongers out there, but I’m incredibly excited about the possibilities
Photography by James Upright
migrating platforms, particularly given how much the website already handles for us, but it has to be done right. It’s mission critical.
W360: Are you using AI yet?
JB: What a crazy change to the world all of a sudden. Some people predicted AI years ago, although I don’t think anyone saw it arriving quite as it has. The uses are limitless. Recently, we started using it to summarise large quantities of data, which only takes a few seconds. It’s not perfect, but it’s opened up many possibilities.
Critics say all it’s doing is regurgitating what already exists, which is true. However, you can use AI to connect different ideas – especially when you prompt it with good practice from marketing and join it with workplace supplies information and your mission statement. Then it’s like, “Ah! I hadn’t seen that connection”.
There are plenty of doom-mongers out there, but I’m incredibly excited about the possibilities. It’s going to change a lot of things.
W360: The other mega trend is sustainability. Where does it sit in terms of importance within your organisation?
JB: It’s important. We joined Office Friendly’s Weaver programme and have a net zero target this year. A lot will be through offsetting, but we’re already taking tangible steps to reduce our carbon footprint.
We’re well aware our business revolves around selling products, which isn’t always best for the environment. As such, we’re asking ourselves what can we do directly to make a difference.
We’re exploring unique schemes. For example, investigating ones where for every X kilo of cardboard or paper sold, we’ll plant X number of trees. Or for every X amount of plastic bought, we’ll recover a certain amount from the oceans. We want to connect what is sold with concrete actions which contribute to sustainability.
W360: Last question. Thinking about the industry holistically, how do you view its prospects?
JB: In the short term, it’s looking great. Our furniture sales, for instance, have never been better as companies are restructuring and moving. Whether employees are back in the office or not, there’s a lot of movement about, which equates to plenty of opportunity. Long-term, though, the industry really must invest. I look at Amazon and it’s pumping around £20 billion a quarter into R&D – all in the name of getting products to customers more efficiently.
What’s our supply channel doing in terms of trying to work out how to do this? Is it spending anything developing that area or just treading water, waiting for something to happen?
For me, you don’t want to keep on allowing your peers to get the march on you. The health and innovation within the supply chain is an area of concern which really needs addressing for the long-term stability of our sector.
W360: On that note, thanks Jim.
Paperstone took home the Dealer of the Year (over £5 million) trophy at the 2024 BOSS Awards
Safe, stocked,
sorted
In workplace safety, the right products matter. By
Michelle Sturman
First aid kits and medical supplies are essential for every business. With workplace health and safety under constant scrutiny, demand for compliant, reliable products remains strong. For dealers looking to expand their offering – or refine their approach – selling medical supplies is more than just listing bandages and plasters. It’s about guiding customers towards the right choices, ensuring compliance and adding value beyond price.
“Like ergonomics and wellbeing, medical supplies and employee safety are areas where businesses cannot afford to cut corners. Often, they will welcome the support and advice that dealers can offer. Knowledge, understanding and being seen as proficient in supplying this sector are key,” notes Nemo Office Club Head of Merchandising Graeme Hargreaves.
KEY TRENDS IN MEDICAL AND FIRST AID SUPPLIES
• Demand for compact and modular kits
Companies want customisable and modular first aid kits that adapt to different workplace risks while staying compliant.
• Stricter compliance with regulations
Businesses are more proactive in ensuring first aid supplies meet safety regulations, such as DIN 13157-2009 or BS 8599-1.
• High-visibility first aid materials
There is a growing preference for brightly coloured bandages and splints instead of traditional skintoned materials, making injuries easier to spot.
• Preparedness for pandemics/health crises
COVID-19 has left a lasting impact and businesses are still stocking PPE, hand sanitisers and rapid tests alongside traditional first aid supplies.
• Focus on mental health and wellbeing
First aid is no longer just about physical injuries. Some companies are including mental health first aid resources, such as stress relief guides and crisis helpline information.
Courtesy of First Aid Only
Nemo Office Club is committed to diversification strategies and has found that the healthcare and medical category presents real opportunities for growth. Hargreaves says a recent networking event dedicated to this sector gave members the confidence to sell new products to existing customers.
“Dealer members met with suppliers in a speeddating environment, allowing them to drill down into the product details – who uses it, what it’s for, how to sell it, what makes it unique in the market and, importantly, how to price it,” he adds.
The dealer group advises resellers to focus on a product they are confident in selling – whether it’s defibrillators, medical-specific furniture, signage or first aid kits – and use that as an entry point with customers. As Hargreaves points out, businesses prefer to buy from those that know their products inside out: “With medical and first aid supplies, if you try to do everything, you risk coming across as a Jack of all trades, master of none. Identify specific needs and provide a solution.”
PRICE MANAGEMENT
According to Nicole Hajnos, Senior Product Manager at First Aid Only – an Acme United brand – some medical sub-categories are performing well, such as first aid kits for cars and workplaces. These products are pricesensitive and tend to sell well during promotions.
In fact, price remains a primary consideration and many businesses still continue to prioritise costeffective solutions, especially when purchasing first aid supplies. Striking a balance between quality and competitive pricing can be challenging, particularly when cost-cutting pressures are high. However, armed with the right products and expertise, and backed by supportive manufacturers, medical supplies can be a lucrative revenue stream for dealers.
A few growing trends could further boost the bottom line. One is the rising demand for sustainable and ecofriendly first aid supplies. “Customers are increasingly
looking for biodegradable bandages, recyclable packaging and refillable first aid packs to reduce environmental impact,” says Hajnos.
Another is smart first aid solutions. Digitally integrated kits featuring QR codes linked to instructional videos or emergency response apps are becoming popular. “Larger corporations, in particular, are showing interest in these innovations, as they enhance workplace safety by providing instant, guided assistance in critical situations,” explains Hajnos.
SAFETY FIRST
For dealers entering – or exploring – the medical and first aid supplies sector, here are four tips for success:
1. Compliance matters
Medical supplies and first aid kits are subject to strict regulations and must meet legal workplace safety standards. Key requirements include:
• BS 8599-1: British Standard for workplace first aid cases, which should be stocked appropriately based on business size and risk level
• CE and UKCA Marking: many medical products, including PPE and defibrillators, require certification to meet safety and performance standards
2. One size doesn’t fit all
First aid and medical supplies needs vary by industry. A warehouse requires different supplies from an office, while high-risk sectors like construction or manufacturing need specialist kits. Many businesses also want branded cases featuring their logo, colours or industry-specific content. Key workplace categories to include:
• Offices and retail: basic first aid kits with plasters, bandages, antiseptic wipes and a first aid manual
If you try to do everything, you risk coming across as a Jack of all trades, master of none
• Warehouses and factories: more comprehensive kits, including burn dressings and eye wash
• Construction sites: heavy-duty packs with trauma dressings, foil blankets and robust PPE
• Education facilities: child-friendly first aid solutions with paediatric considerations
• Hospitality: kits with catering-grade blue plasters
3. Smart stocking
Many medical products – dressings, antiseptics and even defibrillator pads – have expiry dates. Dealers should track inventory carefully, ensure stock rotation and work with suppliers with good returns or replacement policies to avoid waste. Some manufacturers also offer refill packs or subscription models, adding value for customers and dealers.
Sales of medical supplies fluctuate with the seasons, making certain times ideal for promotions and customer reminders. Seasonal trends to watch:
• Summer: increased need for burn packs, outdoor first aid kits, suntan lotion and insect bite treatments
• Winter: higher sales of cold and flu remedies, hand sanitiser, thermal blankets and workplace PPE
• Safety initiatives: demand spikes around regulation updates and health and safety awareness campaigns
4. More than just a product
There is plenty of scope to provide services and solutions. Even the best-stocked first aid case is useless if no one knows how to use it. Many businesses purchase kits but fail to train staff, leaving them vulnerable in an emergency. Dealers can add value by offering services such as first aid training and certification and workplace safety audits.
Powering greener trade
PBS Network offers a smarter way to access environmental product data
Data and order management firm PBS Network launched in the UK last year, bringing a proven track record from Europe in terms of helping businesses navigate compliance and boost efficiency. Its content and order syndication platform is designed to streamline the exchange of environmental product data across the workplace supplies industry.
While operating as a for-profit company, pricing remains tightly controlled to ensure accessibility and affordability for all stakeholders. Owned by the industry, success is measured by how effectively suppliers and resellers are served rather than by maximising profits.
Two years ago, PBS Network – in collaboration with the Association des Industriels de la Papeterie et du Bureau (AIPB) – launched the user-friendly PBSeasy Sustainability Upload portal, offering a solution to the complex challenge of managing and sharing environmental product data. The platform enables suppliers to upload sustainability data via a simple Excel data matrix. Dealers can then effortlessly access structured environmental product information, helping ensure compliance without any technical installation.
AIPB, which represents 43 manufacturers and around 100 brands of stationery and office supplies, together
with PBS Network developed this environmental product data matrix to align with the French AGEC law (antiwaste law for a circular economy).
Already, major resellers in France, including Lyreco, Bruneau, RAJA Group, Alkor Groupe, Lacoste and Bureau Vallée, are utilising the portal. In addition to AIPB and UFIPA in France, PBS Network works with key industry players such as BOSTA in Belgium and ARGE PBS in Germany. It also has support from Unite and PBS Holding/PBS Deutschland.
The portal eliminates the headache of maintaining multiple systems or complying with varying regulations in different countries. Now, it is being rolled out across Belgium, Germany, Denmark and the UK, creating a single platform for vendors while allowing countryspecific adjustments. With growing discussions around environmental responsibility, PBS Network is turning words into action by offering a practical solution.
Key features of the PBSeasy Sustainability Upload portal include:
• Suppliers can upload ecolabels, recycling characteristics, certifications such as FSC, CO2 emissions, CSR commitments and technical documents.
• Dealers can easily retrieve sustainability data through MyPBSeasy.
• A single standardised data template ensures regulatory compliance and data accuracy.
• Automatic structuring of data for seamless integration into dealer systems.
• Continuous updates to align with local regulatory and legislative requirements.
A HELPING HAND
For suppliers, the PBSeasy Sustainability Upload portal simplifies compliance by centralising sustainability data to meet ESG and CSR requirements.
Instead of managing multiple formats for different retailers, brands can upload data once and have it automatically structured and shared across all connected dealer platforms. The intuitive system also checks data quality and flags errors, ensuring accuracy and legal compliance.
For dealers, the MyPBSeasy platform provides access to environmental data with the following benefits:
• A harmonised pan-European solution, creating efficiencies in environmental data distribution.
• A standardised data format covering packaging components and plastic content, recycling information and environmental certifications.
• A fully transparent platform with structured, compliant data for dealers and end customers.
• Automatic updates ensure dealers receive the latest sustainability data without additional effort.
• It’s a free platform for dealers!
UK ROLLOUT
The UK, though it has its own regulatory nuances, remains heavily influenced by European environmental trends. With 95% of data needs being universal across markets and over 25 major manufacturers already on
board – including Exacompta/ExaClair, Durable and Schneider – and more than 30,000 available products, PBS Network delivers a reliable and seamless solution.
The organisation continues to make notable progress through key alliances. Recent agreements have been reached with technology providers EO Group and Prima Software, which will equip dealers with vital product data and ordering capabilities. It is also developing an order interface with evo Group and has secured a partnership with safety products company Arco.
The future of environmental product data management is here, and PBS Network is leading the charge
Additionally, PBS Network has partnered with RedInc, a B Corp-certified dealer with approved sciencebased targets and renowned for its ESG commitment – a significant endorsement of the portal.
PBS Network’s membership of the BOSS Federation highlights its commitment to the association’s environmental data requirements and alignment with UK industry standards. The future of environmental product data management is here, and PBS Network is leading the charge.
For more information, visit: pbsnetwork.eu/en/sustainability-upload-solution-en
Building on my previous article (read Part III, Workplace360 September 2024, page 36) on managed services and the supply chain and their positive impact on diversification at Anglo Office Group, I wanted to delve deeper and expand on how we brought our vision to life. This includes how we secured and nurtured buy-in from our suppliers, aka partners, and team – and why it was critical to our diversification success.
SUPPLIERS OR PARTNERS?
We established very early on that having the ‘right’ suppliers would be crucial to our execution. The traditional relationship of ‘we order/demand and they supply’ simply would not work – especially as part
of our strategy involved some suppliers interacting directly with our clients. As a result, they would have a direct influence on both service levels and perceptions of Anglo as a business. It was obvious that the performance and approach of these companies and their impact on our customers would be a defining factor in the project’s success (or even failure).
From the start, we knew they couldn’t just be suppliers; they needed to be true partners in our evolution. We adopted this approach right from the beginning. Partners they would be!
As project lead, it was ultimately my responsibility to ensure that selecting and negotiating with these new partners laid the right foundations for the delivery of products and services. So, where to start?
The building blocks to success – Part VI
Managed services – nurturing growth and development
Steve
Gorham is a director at TSP
INVALUABLE EXPERIENCE
During my long career at Spicers – apologies to those of you reading this who have no memory of the ‘good old days’ – I was fortunate to work directly under several senior people. Most were inspirational leaders and natural mentors (more on that later).
They couldn’t just be suppliers; they needed to be true partners
From a supplier point of view, two stood out –both of whom taught me invaluable lessons about relationships. Stewart Barton-Taylor was the legendary Purchasing Director and Graeme Loudain was Managing Director of Furniture – a division which grew sales month on month for approximately four years.
Though they had different approaches, both were immensely knowledgeable and masters at creating fantastic connections with suppliers.
Crucially, in terms of my development and progression, they shared one common fundamental trait: they trusted their teams to manage and also make mistakes – although not the same mistake twice!
Determined to carry forward these lessons, I made it a priority to ensure Anglo built respectful, proactive and enduring relationships with our partners – both new and existing. Just as important, I wanted my team to be fully equipped to take these relationships forward (again, more on that later).
TRUST THE PROCESS
Once we had identified the new products and services our clients required, the next step was to find the right companies – those that not only met our needs but also shared our customer service ethos. It was time for some serious research.
Given that our clients were concentrated within a specific geographical area, it was essential for any potential operators to cover those areas as well. Google proved indispensable in pinpointing relevant service providers. We refined the search by reading online reviews, albeit mostly with a pinch of salt. It was then narrowed down by overlaying internal supplier knowledge/contacts, gathering feedback from clients that had previously used some of these service providers and, importantly, engaging with current suppliers in like-minded industries. This last element was priceless!
What better endorsement than a recommendation from a trusted supplier/partner – one that had already proven to be dependable and with which we had a simpatico relationship? It was a very fruitful avenue and ultimately provided some of the very best leads.
With a carefully curated ‘hit list’ of several candidates for each target area we wanted to pursue, we moved forward. Internally, we had agreed on margin expectation/minimum and the service level we needed to work to. The next step was to formalise these in a proposal document outlining our requirements and terms.
Having sourced what we believed to be the appropriate contacts, I made initial phone calls to introduce myself and Anglo, seeking permission to send over the document. We were now actively searching for our business partners. But one critical element was still missing…
STAFFING SUCCESS
Given everything I’ve outlined so far, I felt the makeup and skill set of the managed services team would be a defining factor in the project’s success. The individuals involved would need to take ownership of ongoing relationships with partners and required the relevant abilities to do so. Customer service experience was also essential as they would be dealing with the clients. Traditionally, two very different skill sets.
I saw it differently. I wanted to reinvent the trading partnership from ‘what can you do for us’ to ‘what can we do for each other and together for the client’. As such, I thought a customer service background would be the ideal starting point. As for supplier relationship management, I was confident – perhaps arrogantly so – that I could teach this element and develop team members to provide the hybrid skills we would need.
I confess the idea of mentoring people was personally very appealing to me as I have always enjoyed this aspect of management. I had an excellent track record of developing and supporting individuals who had moved on to have great careers and achieved outstanding success (no names mentioned – you know who you are). I was looking for people who were:
• Dedicated and loyal: there was a lot to learn and I wanted people who would stay and grow with the business.
• Trustworthy and honest: they would be party to confidential information.
• Accurate: the role required processing and communicating complex details.
• Proactive and enthusiastic: new opportunities needed to be developed and both partners and clients would gravitate towards enthusiasm .
• Team players: supporting teammates and having a ‘one-for-all’ ethos would be essential.
Time was of the essence in getting the team recruited and in place. Once I had identified the right partners, I wanted the team involved from the getgo. These working relationships would be theirs to build and nurture, albeit with my ongoing support and guidance. We recruited some excellent people, including a couple internally from our Customer Service team. Of course, as with any recruitment process, there were a few missteps along the way.
LOGISTICS
The logistics team – specifically the manager – had to be brought up to speed on the new inhouse requirement, including additional partner deliveries, stocking of new products as well as a full understanding of what partners would be delivering direct to clients. Any related collections also had to be factored in. Given that we were dealing with services as well as products, every logistical requirement had to be clearly mapped out.
As with any recruitment process, there were a few missteps along the way
A key question was whether this new project would have an impact on the logistics team’s staffing levels. As Operations Director, I was already responsible for the logistics at Anglo, which made it relatively easy to dovetail the two teams together.
SUPPORT AND GUIDANCE
The success, or otherwise, of the managed services team would be critical to Anglo’s future. I ensured they fully understood the vision and commercial rationale behind the project, focusing on the positives for the business and its employees.
As mentioned earlier, I was fortunate to benefit from some fantastic mentoring throughout my career. I’ve always believed in providing colleagues and employees with guidance whenever possible. Having identified and negotiated with what were to be Anglo’s new partners, it was now my job to pass on knowledge, provide support and – dare I say it – offer wisdom.
Once the team members were paired with partners, I established bi-weekly meetings between them, which I initially led. When ready and confident, they chaired the meeting, with me attending only if requested. This was supported by regular one-to-one meetings, plus ad hoc chats if requested, between the employee and me to cover any issues they might have.
We followed a situational leadership model: direct, coach, support and delegate. In hindsight, I realise I was unwittingly being mentored myself – by Gary Naphtali, Managing Director at Anglo. He provided clear direction, guiding me whenever needed and, above all, he was the king of delegation.
This is not my quote, but as good a summation as any: “Mentoring is a powerful and transformative relationship that fosters personal and professional growth. This dynamic interaction between a mentor and a mentee can significantly impact the trajectories of individuals, leading to success, fulfilment and the development of important skills.”
Mentors offer valuable insights and advice based on their own experiences. They help mentees set realistic goals and provide feedback on their progress. I firmly believe that very few people don’t benefit from
having a mentor. The path to personal and professional growth can be challenging and a good mentor offers emotional support and encouragement, helping mentees build resilience and confidence.
Mentoring is a powerful tool
That said, it is a two-way street. A mentee must understand and appreciate their role in the process. Constructive criticism is a vital tool for development and mentees should be receptive to feedback and willing to make changes based on this advice. Ideally, they need to take responsibility for their progress, actively seeking guidance and working on areas that require improvement.
Mentoring is a powerful tool. It creates opportunities for individuals to learn, grow and achieve their goals with the assistance of a more experienced colleague. The impact of a positive mentoring relationship is long-lasting – I certainly look back and am humbled and filled with gratitude for those who took the time to guide me. And, having heard it from them directly, I know others have valued my time and help as well.
Anglo’s managed services division offering was unique and industry-leading at the time. With its continued growth – both in terms of the service itself and the individuals within it – I believe it would have continued to thrive, had circumstances not changed.
I remain immensely proud of what was achieved and thoroughly enjoyed the experience. Whatever you are doing to diversify and grow your business, always invest in your staff. With the right mentoring and encouragement, their personal and professional growth and development will help fuel the same success for your business.
A new frontier
Businesses are turning to ergonomic and wellness solutions to attract and retain an increasingly health-conscious workforce.
By Kate Davies
Workplaces are no longer just for work – they’ve become collaborative spaces designed to enhance physical health, mental wellbeing and productivity. Today, companies are investing in holistic solutions that support all three. From sit-stand desks and monitor arms to biophilic design and healthy food, offices are undergoing a transformation that benefits staff and companies alike.
JGBM Marketing Manager Melissa Doran believes adaptability is a key factor in the evolving ergonomics sector, emphasising that working comfortably in any setting requires better materials, new aesthetics and
technological development. “COVID heightened the need for home office-compatible wellness solutions, driving the adoption of versatile products,” she explains. To maintain this momentum, continued innovation is essential – something manufacturers and resellers must remain committed to delivering.
RISING DEMAND
Demand for ergonomic and wellness-focused products has surged over the past year, mirroring broader consumer trends. According to McKinsey’s 2024 Future of Wellness survey, Gen Z and millennials are investing more in wellness products and services than Gen X, reflecting a generational shift in priorities.
Lyreco UK & Ireland Product and Services Director Steve Weston has observed a significant increase in interest in ergonomic furniture, wellness snacks and office designs which promote a healthier lifestyle. He attributes this uptick to a greater understanding of the hidden costs associated with poor ergonomics, including musculoskeletal issues (MSDs), absenteeism and reduced productivity.
ExaClair UK Marketing Manager Lawrence Savage notes that corporate wellness spending in the UK is projected to reach £3.6 billion by 2033, with steady growth ahead. Meanwhile, the rise of the ‘workcation’ trend and increased business travel are boosting sales of ergonomically designed luggage products, including Exacompta laptop sleeves and Exactive business bags.
With business travel now surpassing pre-pandemic levels, Savage says ExaClair is seeing notable development in ergonomic travel solutions as people seek comfort and efficiency.
Sam Rylands, Head of Marketing at Durable UK, agrees that businesses increasingly recognise the role of
An ergonomic, health-conscious work environment is an appealing perk for potential employees
wellness: “In today’s competitive job market, providing an ergonomic, health-conscious work environment is an appealing perk for potential employees. By investing in high-quality, durable solutions, employers demonstrate their commitment to wellbeing, which can be a deciding factor in attracting and retaining top talent.”
Additionally, research by the Furniture Industry Research Association (FIRA) highlights the importance of ergonomic design in education. FIRA’s An Exploration of Educational Furniture Procurement revealed that poorly designed classroom furniture can negatively impact student posture, concentration and long-term wellbeing. Even as requests for health-conscious solutions continue to grow in the workplace, this research suggests that educational settings could be the next space for wellness-focused design.
BENEFITS APLENTY
Beyond being an attractive perk, a health-focused workplace has a direct impact on productivity. According to McKinsey Health Institute’s report Thriving workplaces: How employers can improve productivity and change lives, investing in employee health could generate between £3-£9 trillion in global economic value.
The report highlights the biggest potential benefits come from increasing productivity and reducing presenteeism. However, it also warns that companies are struggling to quantify the presenteeism costs, prioritising investment in tangible factors instead. To bridge this gap, education must be at the forefront of dealers’ sales strategies.
Doran agrees: “Education is everything. The more a dealer understands the proven links between employee health, wellbeing and productivity, the easier it is to communicate the value proposition to customers.
“Dealers that provide expert advice, tailored recommendations and value-added services have a clear edge over the old ‘box-shifter’ approach.”
Meanwhile, hybrid working has introduced new challenges. ACCO Brands UK & Ireland Marketing Director Martina Alexander says research by the manufacturer shows nearly half of home-based workers still lack proper ergonomic equipment. Many continue to work from kitchen tables or living room sofas, increasing the need for compact, adjustable solutions that fit into non-traditional workspaces.
Marius Moldovan, General Manager at Standivarius, has already noted rising interest in such innovations: “Compact, foldable desks and lightweight chairs are prime examples. People are more inclined to reclaim their home as a private space after work, improving work-life balance while maintaining ergonomic support.”
In 2023, the International Journal of Research Publication and Reviews published Clean and organised desks help improve your productivity which highlighted that such a workspace reduces distractions, leading to improved focus, efficiency and memory retention. Says Savage: “Implementing efficient filing systems helps reduce employee stress and saves time. With many UK office workers exhibiting signs of digital burnout, it’s no wonder companies continue to utilise paper-based processes alongside digital methods.”
Dealers that provide expert advice, tailored recommendations and valueadded services have a clear edge
Leitz Ergo foot rest from ACCO Brands
Reflex dual monitor arm from Fellowes Brands
nation in the world
Source: World Happiness Report 2024
The UK is the
MENTAL HEALTH AWARENESS
The impact of workplace stress cannot be ignored. According to the UK Labour Force Survey 2023-24 from the Office for National Statistics, nearly half of work-related illnesses stem from stress, anxiety and depression, resulting in the loss of 16.4 million working days. In response, companies are recognising the financial benefits of investing in mental health. In 2024, Deloitte published Mental health and employers, which noted that for every £1 spent on mental health support, businesses can expect a return of £4.70 through increased productivity and reduced absenteeism.
To tackle mental health in the workplace, firms are prioritising initiatives that create supportive environments. Savage says this support can take many forms, including the training of mental health first aiders and offering flexible working arrangements. He adds: “Practical elements such as optimising office layouts and managing environmental factors like temperature, light, air quality and acoustics should be considered when looking to improve wellness.”
As businesses increasingly recognise the link between a healthy work environment and employee performance, there has been a noticeable shift towards integrating solutions that support mental and physical wellbeing. Dynamic Office Solutions Managing Director Nicola Speers states: “Biophilic design, mindfulness zones and stress-reducing lighting reflect a broader recognition of the need to address mental and emotional health in the workplace.”
Rylands highlights one of the standout innovations in this space is the use of lighting to mimic the effects of natural daylight. Products such as Durable’s Luctra LITE Floor and LITE Table regulate the body’s internal clock through customisable settings that support circadian rhythms. “By altering the light intensity and colour temperature, users can create an environment that promotes focus and reduces fatigue throughout the day,” she explains. “The ease of adjusting the light via intuitive gesture control adds a layer of convenience.”
Flexible financing options or a range of price points can make solutions more accessible
UNCOVERING CHALLENGES
Although there are clear benefits to ergonomic and wellness solutions, selling them is challenging. The perception of high costs, particularly given the upfront investment required for some products, deters buyers, with many reluctant to commit without clear ROI.
Doran stresses the importance of shifting the conversation from cost to value, as ergonomic products are wrongly seen as a luxury rather than a necessity. “The real challenge is overcoming the lack of awareness about their long-term benefits,” she states.
ACCO Brand’s Alexander reinforces this point, stating: “Wellbeing is an investment, not a cost. Ergonomic solutions can be interesting, stylish and functional. Leitz products, for example, are intuitively designed, premium quality and made to last.”
Rylands believes that offering a range of products – such as adjustable monitor arms, ergonomic laptop stands and height-adjustable desks – to suit different budgets helps customers better understand the ROI. “Emphasising flexibility and customisation, while providing comprehensive solutions, also helps dealers position these products as essential for creating healthier, more productive workspaces,” she suggests.
Speers concurs, adding: “Offering flexible financing options or a range of price points can make solutions more accessible.”
Annaliese Curtis, Trade Marketing Manager at Fellowes Brands, points out that employers are legally obliged to protect staff, including from the risks related to Display Screen Equipment, for example. In response, Fellowes Brands’ ‘4 Zone Approach’ offers structured guidance on creating ergonomic workspaces.
Built on European standards ISO 9241-5 and EU Directive 90/270/EEC, this approach divides the workstation into four manageable zones: preventing back tension; avoiding wrist pressure; relieving neck strain; and reducing inactivity. “Each zone offers tailored advice on how to create a healthier and happier
Exactive Laptop Bag
workspace,” states Curtis. “By educating businesses on these zones, dealers can help build a tailored range of solutions and drive sales opportunities.”
Despite the legal framework, resistance to change in traditional workplaces remains a barrier. Speers advises dealers to demonstrate the positive impact of ergonomic and wellness solutions through case studies or pilot programmes.
SOLUTIONS AND OPPORTUNITIES
Beyond addressing cost concerns, identifying sales potential is key to gaining traction with new clients. Curtis recommends dealers look for signs of poor workstation setups, such as catalogues being used as makeshift monitor stands or staff with poor posture. She advises asking questions like ‘Do you carry out workstation risk assessments?’ or ‘Is absenteeism a concern?’ to open up valuable conversations.
To support this process, Fellowes has developed the Healthy Workstation Assessment – a free online tool that enables businesses to evaluate and improve workspace ergonomics within minutes.
Dealers can also build trust by promoting specialistendorsed products. “Highlighting certifications and expert recommendations adds credibility and helps businesses feel confident in their purchases,” notes JGBM Solutions Manager Mark Smith.
QUICKFIRE DEALER TIPS:
• Offer educational resources on the productivity and cost-saving benefits of ergonomic investments
• Provide trials to demonstrate effectiveness
• Develop flexible pricing models to make quality solutions more accessible
• Look for eco and circular products and solutions
• Conduct thorough assessments of what’s going on in a customer’s workplace – from a wellness and ergonomics point of view
• Don’t forget homeworking situations, as they can generate an additional revenue stream
Certifications and expert recommendations adds credibility and helps businesses feel confident
Sustainability has become a primary factor in purchasing decisions, with businesses now expecting ergonomic solutions that align with broader environmental goals. “Companies are looking for certifications like B Corp or carbon neutral status to demonstrate their commitment to employee wellbeing and environmental responsibility,” says Speers
The Breyta range from Fellowes illustrates this trend, incorporating recycled foam in cushions and fully recyclable packaging. Likewise, ACCO Brands has embedded eco-conscious design into its Leitz Ergo range, with products such as the desk foot rest made from 80% post-consumer recycled plastic.
Moldovan notes that sustainability is now about more than just recyclability or circular design principles. “Manufacturers are focusing on smarter designs using durable materials that resist wear and tear. Additionally, more intuitive functionality ensures ease of use, reducing frustration and extending product lifespan,” he adds.
A prime example is Durable’s Luctra LITE, which is engineered with both wellness and longevity in mind. Built from high-quality materials like aluminium and using energy-efficient LEDs that last over 50,000 hours, it reduces waste and the need for frequent replacements.
WHAT LIES AHEAD?
Wellness solutions will continue to evolve, with hybridfriendly products and ergonomic-focused designs shaping the future of workplaces. Investing in these solutions is no longer just about improving comfort – it’s a statement of commitment to workplace wellbeing.
Beyond enhancing employee satisfaction and productivity, these investments help businesses futureproof their operations. As the demand for ergonomic work setups grows, companies that prioritise wellness will be best placed to attract and retain talent.
As Rylands states: “By promoting these products and solutions, dealers not only support growth but also make a positive impact on society by inspiring healthier, more sustainable workplaces.”
Iconic stationery retailer WHSmith dropped a bombshell at the end of January when it announced it was looking to offload its High Street division –comprising around 500 town centre stores located throughout the UK.
A number of closures had already been confirmed at the start of this year, broadly in line with recent downsizing trends, but the news that the company was “exploring potential strategic options” for the whole network came out of the blue.
Perhaps it shouldn’t have been that much of a surprise. For the past few years, WHSmith has been describing itself as “the global travel retailer” and its focus has clearly been on developing its Travel division. In fact, Travel has more than 1,200 stores in 32 countries and accounts for three-quarters of the group’s revenue and 85% of its trading profit.
Meanwhile, High Street has been something of a poor relation, essentially viewed as a ‘cash cow’ to fund investments in its sister division. As Chair Annette Court wrote in the plc’s 2024 annual report: “In our UK High Street business, we have a successful strategy focusing on costs, increasing margins and generating cash. Our aim is to ensure the profit and cash flow of this business remain robust and sustainable.”
High street blues
The UK’s beleaguered high street is in the spotlight after the WHSmith announcement.
By Andy Braithwaite
PERFECT STORM
What this has meant is a general lack of investment across the UK high street outlets, and Workplace360 readers will no doubt agree the shopping experience often leaves a lot to be desired.
That’s a shame for a business which was once a stationery powerhouse. Just five years ago, the category accounted for half of High Street’s revenue of £580 million and around 60% of store trading profits of £60 million. At the time, WHSmith said stationery was still “an important area of investment” and the market remained “robust”.
Now, the 500 shops are facing an uncertain future. Private equity firms Hilco and Alteri as well as Hobbycraft owner Modella Capital are among those reportedly showing interest, but there have been suggestions that, even if a deal is reached, about half the locations could close.
It’s potentially another blow for a UK retail sector already blitzed by a raft of closures over the past few years. In 2024, more than 13,500 shops closed down, according to the Centre for Retail Research.
Independent retailers association BIRA said it was “alarmed” by the WHSmith news, which came after “a stream of other negative announcements”.
“Job losses at Sainsbury’s and Morrisons, combined with another wave of bank closures, creates a perfect storm for many high streets across the UK,” stated BIRA CEO Andrew Goodacre.
Nemo Office Club has a strong retail presence among its dealer members. Managing Director Tim Beaumont tells W360 there is no hiding from the fact
the recent developments at WHSmith highlight the issues facing the UK high street.
“It reflects broader shifts in consumer behaviour, increased operating costs and the ongoing pressure of competition from online,” he notes.
Beaumont adds: “The National Insurance rate hike presents another challenge, increasing employment costs at a time when retailers are already navigating rising business rates, inflation and supplier price pressures.”
These challenges, as they relate to the office and stationery segments, are clear for all to see in the figures from The BOSS Federation. According to the latest BOSS/GfK Panelmarket report, which covers 36 categories, sales in January 2025 fell by 3.4% year on year.
ONGOING RESILIENCE
While there was a positive result among larger retailers such as mass merchandisers and DIY superstores, sales in specialist stores dropped by more than 9%. This was on the back of a decline of almost 6% last year.
Nevertheless, Beaumont points to the resilience of Nemo Office Club’s members despite the ongoing economic headwinds: “Their entrepreneurship never ceases to impress and, while footfall has fluctuated, many have adapted by refining their product mix and enhancing customer service. Some have reported growth in niche areas like sustainable stationery, premium stationery items and gifting.”
The group is working with members to help them develop their digital capabilities, but Beaumont argues they need to differentiate themselves from a typical webstore solution.
While footfall has fluctuated, many [dealers] have adapted by refining their product mix and enhancing customer service
“Retail shops have a unique advantage in terms of holding stock on their shelves and having a visible presence where anyone can walk in for an instant purchase or to collect pre-ordered items,” he notes.
Beaumont says it is no coincidence the group’s monthly retail team meetings are currently attracting record attendances as more members want to share and discuss ideas for increasing footfall. He explains: “These brainstorming sessions are a great way for us to identify different ways that we, as a group, can support them through the challenges, be that adapting our Keep It Local message, exploring new product ranges, improving the customer experience with in-store events or workshops and conducting unique eye-catching promotions.”
Keep It Local is a wider, ongoing campaign to spread the message about the benefits of going into town centres and spending at local shops. Beaumont recognises the initiative requires “constant refreshing” in order to maintain its impact. Recently, for example, the group has contacted the local MP for every member, resulting in several visits to stores.
While this has had a positive impact, Nemo Office Club is looking at other ways to drive footfall. These include opportunities to diversify into supplying local businesses on account.
Although this is a different business model that requires a certain level of outreach some retailers may find daunting, Beaumont says they should leverage local networks. “Many of our retailers have always been community driven and involved in local social media groups or breakfast clubs. Therefore, it is really about getting the offering and the messaging right to approach these people, which is something we are helping our members with.”
Despite the challenges, Beaumont remains optimistic about the future of independent retailers. He believes their agility, community focus and ability to offer specialised expertise set them apart from larger chains.
He concludes: “While the retail landscape is evolving, those that continue to innovate, embrace digital transformation and build strong local relationships still very much have a viable and sustainable future.”
Tim Beaumont
Paw-sitive business
Tapping into the workplace pet boom
With the drive for return-to-office, businesses are rethinking how to make the work ecosystem more inviting. As companies look to boost employee wellbeing and retention, the demand for office pet products is rising – offering a golden opportunity for dealers to diversify into pet care ranges.
The UK is a nation of pet lovers, with millions of furry, feathered and scaly companions now part of households. The pandemic saw pet ownership soar, and many employees now consider their pets a core part of their daily routine. A pet-positive workplace isn’t just a perk – it’s becoming an expectation.
Studies show that animals in the work environment can reduce stress, bolster morale and even enhance productivity. For dealers, this shift presents a fresh revenue stream.
With more workplaces welcoming pets, forwardthinking dealers can capitalise on this development by offering beds and mats, food and water stations, toys and enrichment products and leads, harnesses and containment solutions.
Lyreco UK & Ireland Product Manager Alice Saunders explains why the reseller decided to include pet care: “Lyreco introduced a pet care range for its customers to support the growing trend of pet-friendly business premises and to enhance employee wellbeing.
“Recognising that pets can boost wellness and reduce stress, Lyreco partnered with Rosewood Pet Products to offer essential supplies for office dogs, making it easier for businesses to accommodate their furry companions.”
PAWTENTIAL UNLEASHED
Rosewood Pet Products Senior Brand Manager Kate Burnett sheds light on the potential: “The UK petfriendly office market is growing, with around 20% of workplaces allowing pets. Post-pandemic pet ownership surged by 44%, increasing demand. Employees spend an average of £143 annually on animal-accommodating office items, with marketing professionals spending the most (£162).
“Nearly half of UK workers support pet-tolerant offices, and 28% say it would influence job applications. While exact figures are limited, the trend is expanding, particularly among professionals in creative sectors.”
Floortex Marketing Manager John Barker also sees significant prospects and, as a market-leading manufacturer of surface protection solutions, researched the pet sector and spotted a potentially huge opportunity.
Says Barker: “It’s estimated about 13 million dogs and 12 million cats are owned in the UK. Approximately 34% of all households in the UK have a dog and 28%
Lyreco UK & Ireland four-legged friends and pet range
Nearly half of UK workers support pet-tolerant offices
have a cat. This equates to 9.6 million homes which can benefit from protecting their floors and furniture surfaces by using P-Tex protectors.
“Having recognised that a large proportion of pet owners are frustrated with their expensive floors and furniture being damaged by pet products such as dog crates, food bowls, hamster cages, bird cages, fish bowls and aquariums, Floortex was able to develop an effective solution to these issues. Our position in the US pet market is developing nicely, and we hope to replicate this in the UK later this year.”
PURRFECT POSSIBILITIES
Adding pet care lines isn’t just about selling goods –it’s about providing solutions. While the benefits of
workplace pets are clear, employers must carefully plan their policies. Considerations include:
• Hygiene and cleanliness: animal-friendly cleaning agents and waste management supplies are crucial
• Allergies and phobias: a balance must be struck to support all employees
• Liability and insurance: employers need well-defined policies to manage risks
• Landlord permissions: Lease agreements must align with legal requirements
By educating businesses on creating an animal-loving workspace and supplying the necessary products, dealers can establish themselves as partners in this growing movement. Regarding Lyreco’s plans, Saunders says: “As we grow the category, we will look to explore Rosewood’s wider range and brands, such as Morris & Co and Joules.” For dealers interested in the category, she offers this advice:
• Know your customers: assess the requirements for pet-loving workplace products
• Focus on sustainability: choose eco-friendly, ethically sourced items
• Choose partners wisely: work with trusted pet product suppliers
• Highlight benefits: promote workplace wellbeing and productivity
• Start small: offer essentials first, then expand based on demand
• Market effectively: use social media and email to drive awareness.
Cracking the code
Rob Rees explains what the new Procurement Act means for SMEs and shares expert advice on securing government contracts
Public procurement is one of the UK government’s biggest areas of spending, with around £300 billion of taxpayers’ money used to purchase goods and services across sectors such as healthcare, infrastructure and more. In 2021/22, SMEs secured around £21 billion in direct government contracts, a figure that almost doubled to £39.7 billion in 2022/23.
As part of broader reforms aimed at lowering barriers to SMEs obtaining public sector contracts, the UK government has introduced the Procurement Act 2023 (the Act), which came into force on 24 February 2025. The Act consolidates multiple existing regulations –including the Public Contracts Regulations and Concessions Regulations – into a single framework.
The aim is to enhance transparency, streamline procurement processes and create more opportunities for SMEs, allowing them to compete more fairly with larger organisations.
SIMPLIFIED BIDDING PROCESSES
Before the Act, the rules were based on EU directives and consisted of complex procedures that discouraged SMEs from participating in bidding processes. The Act simplifies the process by introducing a digital bidding platform where suppliers can register their details, bid for contracts and track opportunities – all in one place.
INCREASED TRANSPARENCY
A longstanding issue in public procurement has been the lack of transparency. Businesses were often left without any explanation as to why certain bidders were chosen over others, leading to concerns about favouritism. The new framework aims to enhance transparency throughout the process, building greater trust and fairness in the system to encourage more SMEs to bid for public contracts.
EASIER ACCESS TO CONTRACTS
SMEs have traditionally struggled to access public contracts due to rigid thresholds and complicated eligibility criteria that favour larger companies. The Act seeks to reduce these barriers by simplifying the documentation needed and the application process, making it easier for smaller businesses to compete.
FOCUS ON SUSTAINABILITY AND SOCIAL VALUES
Previously, many tenders’ success criteria were focused on price. However, the Act shifts the criteria from the ‘most economically advantageous tender’ to the ‘most advantageous tender’. There is a greater emphasis on sustainability and social values in the decision-making process, such as reducing carbon footprints, supporting local communities and ensuring ethical business practices.
This change gives SMEs a better chance of securing government contracts by highlighting their broader contributions for ‘good’ beyond cost alone. It provides a more level playing field for SMEs to compete with larger businesses that may have previously benefitted from economies of scale.
HOW CAN SMES PREPARE?
Stay informed
The Act brings new developments and regulations, as well as opportunities. Make sure that you, or someone in your business, is responsible for staying informed of these changes. This can be achieved through participating in workshops with industry trade associations, reviewing government guidance and networking with other SMEs.
Build relationships
If you haven’t already, start building relationships with key stakeholders. These include contractors, contracting authorities (such as government agencies
Rob Rees is Divisional Director of Markel Direct
or councils) and other SMEs, all of which can help with business opportunities. Although the Act aims to make it easier for SMEs to access these contracts, fostering collaborations could prove invaluable.
The new framework aims to enhance transparency [...] and fairness in the system
Develop your company’s public image
If you are an SME owner, now is the time to focus on developing your business’s public image to position your company as strongly as possible in the eyes of public sector buyers. Ensuring your business’s financial credit score is in good health and all accounts are up to date with Companies House is a good starting point. It’s important also to consider what the goals are of the contracts you will tender for and start investing in areas that may be viewed as favourable to these buyers. This could include obtaining certifications or frameworks such as:
• ISO 14001 (Environmental Management)
Important for demonstrating a commitment to environmental responsibility.
• Cyber Essentials/Cyber Essentials Plus
A government-backed certification that ensures basic cybersecurity measures are in place.
• SSIP (Safety Schemes in Procurement)
A certification that validates compliance with health and safety standards and is required in many public sector projects.
• Carbon Trust Standard
A certification that recognises actions in measuring, managing and reducing carbon emissions.
More details on becoming a public sector supplier can be found by visiting crowncommercial.gov.uk.
DON’T FORGET THE INSURANCE
Having the right insurance in place for your business can help with several aspects of submitting a bid in a competitive tender:
• Bid eligibility: insurance can help to ensure that SMEs meet the necessary criteria to qualify for government contracts by fulfilling legal and contractual obligations.
• Risk management: cover can protect against financial losses from accidents, errors or disruptions that may occur during the contract term, helping to safeguard business operations.
• Operational confidence: with appropriate policies in place, SMEs can operate with peace of mind, knowing they are financially protected if something unexpected were to happen.
Key insurance types that can support the procurement process include:
• Public liability insurance: many government contracts require SMEs to have adequate public liability insurance. This type of insurance can protect businesses in the event they are held liable for injury caused to a third party or property damage during the performance of a contract.
• Product liability insurance: for SMEs supplying goods as part of a government contract, product liability insurance can be crucial. It can protect businesses from claims related to defects in the products supplied and more. This type of insurance is generally considered essential cover when bidding for contracts involving manufacturing or distribution.
• Professional indemnity insurance: government contracts often involve significant sums of money, and mistakes can have serious financial consequences. Professional indemnity insurance can mitigate this risk by protecting businesses from allegations of negligence. If the contracts you tender for involve providing designs, advice or professional services, the contracting authority will likely require your company to hold a minimum level of professional indemnity insurance cover.
• Cyber insurance: public sector contracts often involve handling sensitive data, which increases the risk of breaches, cyberattacks and data loss. Cyber insurance can offer financial protection against cyber-related incidents and demonstrates that you have strong risk management in place, providing reassurance to contracting authorities.
Stamping a new path
COLOP Business Manager Chris Deighton explains how
the
company is opening new doors for dealers
Workplace360: Last February, COLOP UK altered its go-to-market strategy and partnered with Greenstik Materials. What’s the story behind this?
Chris Deighton: Since I joined COLOP in 2019, a lot has changed – especially in the wake of COVID. During the pandemic, business levels held up fairly well, but as the return to office stalled, trading became more challenging. The tipping point came when our landlord hit us with a 50% rent increase halfway through our ten-year lease. That wasn’t sustainable, and with our break clause coming up simultaneously, it was a chance for COLOP Austria to rethink its UK operations.
Greenstik Materials had been a long-standing COLOP customer and an agreement was reached to take on the
perspective, not much has changed – the transition was smooth and we were able to transfer some of the team over to Greenstik Materials, thus retaining core knowledge. Crucially, we also held onto our COLOP email addresses and customers are still able to use sales@colop.co.uk to contact us.
W360: How has all that affected growth and strategy?
CD: Over the past year, purchase volumes have increased, particularly on our core traditional products. The current focus is very much on being more customer-centric.
Now that the transition to Greenstik Materials is complete, I have time to concentrate on selling, which is a big positive. A lot of energy has gone into maintaining service levels over the past 12 months, but now we can take a step back, plan and be increasingly proactive in our approach.
The OP sector has seen a lot of diversification […] and COLOP is always looking to do the same
W360: Anything new happening in the mobile stamping space?
CD: We are on the third generation of the e-mark – the e-mark go – but this time it’s more geared towards the craft market. Back in 2019, COLOP received great recognition for the launch of the original e-mark. Unfortunately, COVID hit soon after, making it impossible to get out there, demonstrate the product and show people what it could do.
However, just before the pandemic, we had caught a lucky break: an introduction to TV shopping channels. Long story short, we stumbled into a whole new world of dedicated crafters. During COVID, being able to showcase the product live on TV was a game-changer. Then, as things started to return to normal, we took the e-mark to craft exhibitions and were overwhelmed by the response – consumers were eager to see it in action and ready to buy.
It’s why our latest version is focused more on the craft market rather than business. That said, businesses could absolutely find a use for it.
COLOP is also gearing up to launch a new digital product, one that’s closely linked to one of our traditional lines. I’ll have to keep that under wraps for now, but there will be more information in the coming weeks!
W360: What opportunities are there for dealers outside the traditional stamping sector?
CD: The OP sector has seen a lot of diversification in recent years and COLOP is always looking to do the same – while keeping stamping at the heart of everything we do.
Traditionally, stamping is associated with paper, but we’ve expanded into other areas. For example, we have a dedicated clothing marker called Marky – perfect for the back-to-school season. We also offer a range of craft products, including craft stamps, and recently introduced the LaDot temporary tattoo stamps. LaDot has been a huge success across Europe, though we haven’t officially launched it in the UK yet.
W360: Temporary tattoo stamps...?
CD: Think of it like this: the stamp is a stone and you use an ink pad to apply the design onto your skin. Within the range, we also offer gemstones and colouring ink, so you can fill in the designs and personalise them.
Alongside craft and clothing stamps, there’s another area that we haven’t really talked about with dealers before: Reiner handheld inkjet printers. The Jet Stamp collection enables you to print on virtually any surface. There’s a variety of inks, some for paper and cardboard and others designed for more specialist applications such as metal, glass and plastic.
The printers are ideal for smaller manufacturers – especially in settings like bakeries, breweries and cosmetics – which don’t always have the volume to justify a full in-line system. That’s where a product like this comes in. Pricing ranges from £250 to £3,000, making it a flexible and cost-effective solution for smaller businesses.
Dealers today offer such a diverse array of solutions that this could be a real opportunity for them to tap into new industries.
W360: Should dealers contact you directly about the Reiner brand?
CD: That’s right. While Greenstik Materials is the UK distributor for the COLOP brand, we are also a distributor for Reiner. Dealers can send us a sample of the material their customer wants to print on – whether it’s glass, metal, plastic or something else. We’ll do test prints and send them back
so they can see the results themselves. There’s also the option for a live demonstration – we can visit and showcase the product in action.
For our traditional stamping products, both Exertis Supplies and VOW Wholesale carry a full range of our core lines, and I’m also pleased to have recently signed a new agreement with Advantia, giving us full coverage across all the dealer groups. This puts us in a really strong position to serve workplace supplies dealers –whether they’re independent or part of a group.
W360: Dealers may not know much about Greenstik Materials, so what opportunities are available?
CD: There’s a lot to digest and see under the Greenstik banner, so I would encourage a visit to the website in the first instance. To save any potential confusion, Greenstik.co.uk is our label and slitting business (slitting of flexible materials), while Greenstik Materials has another arm under GM Crafts. Both of these businesses can be found on gmcrafts.co.uk.
W360: Finally, what are your future plans?
CD: While we operate in a very traditional office products sector, we still see significant opportunities. This extends to both our core range and in the fringe areas we’ve discussed, such as clothing markers, craft products, temporary tattoos and the Reiner brand.
Since the beginning of this year, we’ve been inundated with new customers and I aim to be more proactive within the dealer community. I’m always available to discuss possibilities and be more than happy to visit dealers and have those conversations in person as well as over the phone, of course.
Chris Deighton
The quest for innovation
Once again, the UK is nicely represented in OPI’s European Office Products Awards shortlist
Innovation is the lifeblood of any industry. Continually finding it can be difficult, especially in mature sectors such as the business supplies space. It also comes in many guises: an engaging marketing campaign that draws in new audiences; products which tap into trends; companies persistently thinking outside the box to deliver excellence to their customers; and individuals who excel at pushing this industry forward in an inclusive and progressive manner.
For the 24th time, a group of seasoned senior executives from all channels came together to debate who has done any of the above and deserves a place on
the European Office Products Awards’ (EOPA) shortlist and, ultimately, at the winners’ table.
A total of 13 awards are up for grabs, with two new categories having been added to the mix. Best Workplace recognises organisations which go the extra mile to create a comprehensively positive work experience. Online Reseller of the Year, meanwhile, is open to any operator of business supplies that primarily operates online.
All winners will be revealed during a special celebration dinner on 11 March 2025 – the second night of OPI Partnership at the Hotel Okura in Amsterdam.
EOPA 2025 SHORTLIST
Business Product of the Year
• ACCO Brands EMEA – Leitz Ergo Compact Workstation Pro
• ACCO Brands EMEA – Leitz IQ OptiMax Office Micro Cut Paper Shredder Security P5 35L
• Arco – Arco Responsible Choice Workwear Range
• Fellowes Brands – Breyta Ergonomic Solutions
• Natural Hygiene – Sanni Bin
• Newell Brands – Dymo LetraTag 200B
Marketing Campaign of the Year
• Essity Professional Hygiene – Essity Lyreco Omnichannel Campaign Sweden
• Lyreco Group – The Green Room: Mind, Body, Workspace
• Pilot Corporation of Europe – Pilot Naruto Shippuden Licence
• P-Wave – NHS England Body Awareness Partnership
Sustainability Excellence: Reseller
• Commercial
• Lyreco Group
• Red-Inc
Sustainability Excellence: Vendor
• Essity Professional Hygiene
• Greenspeed
• Schneider
• tesa
• The Cheeky Panda
Reseller of the Year
• ACS Group
• Bureau Vallée
• Lyreco Group
• Printus/OTTO Office
• Schäfer Shop Group
• United UK
Wholesaler of the Year
• JGBM
• PBS Holding
• Soennecken/LogServe
• soft-carrier
• VOW Wholesale
Online Reseller of the Year – NEW
• 123inkt
• Bol.com
• Böttcher
• Galaxus
• Lomax
Vendor of the Year
• Bisley
• Essity Professional Hygiene
• Exacompta Clairefontaine
• Fellowes Brands
• Pukka Pads
• Reckitt Pro Solutions
Best Workplace – NEW
• ACS Group
• Durable
• Fellowes Brands
• Lyreco Group
• Prima Software
Young Executive of the Year
• Lucas Andersen, Email Coordinator, Lomax
• Ross Ayley, National Account Manager, Durable UK
• Alex Bonarius, Global Sales Director, Pukka Pads
Executive of the Year
• Linsey Adams, Head of Trade Marketing & Customer Activation EUANZ, Reckitt Pro Solutions
• Sophie Choiselat, Business Unit Manager, Avery France
• Robert Harper, Marketing Director, Prima Software
• Ross Jones, Head of Reckitt Pro & Wholesale Channels, Reckitt Pro Solutions
• Simon Weavers, Sales Director, The Cheeky Panda
Business Leader of the Year & Industry Achievement No shortlist – winners announced on the night.
Redefining workplace efficiency
High-performance peripherals are optimising productivity in a cloud-driven world
Imagine this: you’re in the middle of a critical videoconferencing call with a global team when your wireless mouse disconnects. Again. As you fumble to reconnect, you miss a key point in the discussion. In today’s cloud-driven workplace, small inefficiencies such as this can snowball into major productivity losses. While much of the conversation around digital transformation centres on software and infrastructure, there’s an unsung hero in the mix: high-performance peripherals. These tools aren’t just accessories.
THE RISE OF CLOUD-FIRST WORKFLOWS
The adoption of cloud computing has transformed how organisations operate. Remote work, hybrid models and globally distributed teams are now the norm, demanding seamless access to data and applications from any location. According to a 2023 Gartner report, 75% of businesses have adopted a cloud-first strategy. Yet despite investments in cloud-based platforms and AI-powered automation, productivity can still be hampered by inefficient hardware. Input devices such as keyboards, mice and other peripherals remain the primary interface between humans and machines. In a world where every second counts, can businesses afford to overlook the hardware that powers their productivity?
PRODUCTIVITY IMPACT
Precision and ergonomics are paramount when it comes to productivity. Mechanical keyboards, for example, offer tactile feedback and faster response times, reducing typing fatigue and errors. These are essential features for knowledge workers, developers and professionals handling vast amounts of data. Many companies see significant productivity gains after equipping their employees with high-performance peripherals. Those that switch to mechanical keyboards and ergonomic mice often highlight improvements in typing speed, experience reduced fatigue and make fewer errors. These are all key benefits for knowledge workers and developers managing complex tasks.
Joakim Jansson is Managing Director at CHERRY XTRFY and Head of Products and Portfolio for CHERRY
Ergonomic mice, keyboards and other accessories also contribute to long-term user comfort, reducing strain and preventing repetitive stress injuries. A report by the Health and Safety Executive found that musculoskeletal disorders account for nearly 27% of all work-related ill-health cases in the UK, costing businesses an estimated £5.7 billion annually in lost productivity and healthcare expenses.
By investing in ergonomic peripherals, organisations can boost efficiency while reducing healthcare costs and improving employee wellbeing.
Moreover, high-performance peripherals integrate advanced technologies such as customisable macros, low-latency input and secure connectivity. As AI and machine learning become increasingly embedded in workflows, professionals will need tools designed for accuracy and speed to unlock their full potential.
THE ROAD AHEAD
The workplace is evolving, and so are the demands placed on technology. In an environment where speed, precision and seamless interaction with cloud applications are essential, businesses must not overlook the importance of investing in the right hardware. Highperformance peripherals are no longer just accessories; they are essential components of a digital-first strategy.
The real question isn’t whether [...] peripherals are worth the investment – it’s whether you can afford not to invest in them
As companies continue to navigate the complexities of an increasingly cloud-based world, the tools used to interact with technology will play a decisive role in determining efficiency and effectiveness. Those who equip themselves with the best tools for the job will not only enhance productivity but also ensure long-term success in the digital era.
Are your peripherals holding you back, or are they helping you and your team lead the way? As cloud computing and AI redefine productivity, the real question isn’t whether high-performance peripherals are worth the investment – it’s whether you can afford not to invest in them.
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Arnau Verdaguer, Export Sales Area Manager, Rocada
Where is the one place you’ve always dreamed of going?
Favourite holiday so far?
Bali, last summer. I spent 17 days there with a couple of friends. The vibe was incredible –beautiful beaches, rich cultural experiences and an amazing nightlife. Also, Indonesians are some of the kindest people I’ve ever met.
If you could instantly acquire one skill, what would it be?
I’ve always wanted to spend a few weeks travelling across Japan. I’ve been to Tokyo before, but only for a few days for work. Japan deserves more time to truly experience its culture, food and hidden gems. It’s definitely on my list for a future holiday.
Most embarrassing industry moment?
Four months into my job, I attended my first Paperworld Frankfurt show (now Ambiente) with barely any knowledge of the industry or even our products!
A senior executive from one of Europe’s biggest office supplies distributors approached me and asked if I knew their company. I said no. Let’s just say my sales pitch didn’t exactly make up for it. I only realised later how bad that looked...
Which phone app do you use the most?
It’s tough competition between WhatsApp, Instagram and Spotify.
Favourite sport?
Right now, I’m really into padel and play two to three times a week. But when it comes to watching sports, football is my favourite. I’m an FC Barcelona fan.
Best music festival you’ve ever been to?
I’ve been to Defqon.1 five times – it’s an electronic hardstyle music festival in the Netherlands. So far, it’s the most mind-blowing event I’ve ever attended.
Mastering stock and crypto trading –maybe then I could work from a beach in Bali with a beer in hand.
What’s the most extravagant online purchase you’ve ever made?
Strangest thing you’ve ever eaten? I once ate a scorpion in Thailand!
Six years ago, I split the cost of a €1,000 speaker with a friend. It came all the way from Denmark. The neighbours haven’t been thrilled about it.
What would your superhero power be? Flying.
How do you start your day?
6 am: coffee. 7 am: gym. 9 am: work.
What’s the best advice you’ve ever received?
If you can’t buy it twice, don’t buy it.
What would be your last meal?
Anything involving pasta, pizza or Italian food in general.
What’s your favourite place to visit and why?
The Costa Brava, near Girona – stunning beaches, delicious food, great weather and a buzzing nightlife.
Where did you grow up, and do you still live there?
I grew up in Vidrà, a small town in Catalonia, Spain, with just 130 inhabitants. It was an amazing place to be a kid – lots of freedom and no real dangers. Now, I live in a bigger town about 40 minutes away. I don’t plan on moving back, since it’s not ideal for my current life.
