So spoke Lloyd George who, upon his appointment as Minister of Munitions in 1916, was appalled at the degree of absenteeism and the ineptitude concerning the Nation's war production occasioned by drunkenness and its allied effect. (1)

Upon the outbreak of hostilities, Parliament had passed the Intoxicating Liquor (Temporary Restrictions) Act, which through the application of sundry constraints had sought to curb the consumption of liquor. The most obvious public manifestation was a restriction on the opening of licensed premises which were confined to the hours between 8.00 a.m. and 10.00 p.m. daily. To further discourage sales the tax on beer was raised and to minimise the effect of alcoholic consumption the strength of the brew was reduced. The measures were compounded by a natural increase in prices as the effect of war conditions created material shortages but in order to reinforce the legislative measures the Act of 1914 prohibited treating. (2) Yet so great was the perceived threat to the successful prosecution of the war that Lloyd George contemplated the nationalisation of breweries and public houses in order to ensure full government control. The estimated cost of nationalisation was ×250 million, a sum which given the dramatically rising cost of the war was prohibitive. The government therefore limited state control to areas of essential war production and allied activity and for the rest fell back on the application of the newly introduced Defence of the Realm Act. Dora, as the Act was commonly known, contained such wide reaching powers that even today, two world wars and almost a century later, society is still greatly constrained by many of its clauses. The Act enabled the Minister to appoint a Central Liquor Board with powers to control opening hours and even to close public houses if deemed necessary. The Board controlled the sale of spirits and had the power to build and run its own breweries and public houses which indeed it so did in Carlisle and its neighbouring areas until only a few decades ago. (3)

Thus, by late 1916 beer consumption had been reduced by 10 million from its pre-war figure of 36 million barrels and the accumulative effect of restrictive legislation following the outbreak of the war was a drastic decline in drunkenness and other manifestations of excessive drinking. Loss of production was aided by the voluntary enlistment of many brewery workers in the early years of the war and by their compulsory conscription following the passing of the Derby Act of 1916. However, lack of drink, particularly amongst workers in heavy industry, lowered morale and engendered discontent which threatened to undermine vital production and therefore a temporary increase of 6 million gallons was sanctioned. Nevertheless, wartime restrictions reinforced the curtailment of consumption occurring from the effect of the economic depression of the late nineteenth century so that by the end of the war in 1918 production had fallen to 37 million gallons compared to 89 million gallons consumed in 1914. (4)

Knottingley brewery sought to adapt to the demands of a war economy but while in the local context the effect of government impositions was a minor irritation rather than a fundamental upheaval an ageing and ailing board of directors was faced with additional administrative burdens. The plight had been exacerbated by the death of Edwin Lawson in May 1914. Aware of the necessity to find a younger, energetic and able replacement for the late manager the company directors approached Thomas Jeffries Sides of Featherstone.

Born in Pennsylvania U.S.A. in 1874, Sides had been brought to Featherstone when he was about twelve years of age. Obtaining employment at Featherstone Main Colliery, Sides worked there for about fifteen years, becoming foreman of the screening plant before leaving to become the landlord of Carters' recently built Featherstone Hotel in February 1902. An accomplished violinist, Sides played at festivals organised by the Free Churches at Featherstone and was also briefly, a member of a locally based orchestra. The wide circle of friends and acquaintances gained through these activities was expanded by his decision to enter local politics and he served on the local urban district council and local boards before leaving about 1917 in which year he was elected to Pontefract Borough Council, becoming Mayor the following year. (5)

Sides soon gained a reputation as a wily operator and although not wanting criticism concerning his political and business interests he was undeterred for it was said in his obituary

"His very nature thrust him into the thick of things."

Such being the case it is unsurprising that he appears to have offered his services as an intermediary in the negotiations undertaken by the brewery representative, W.H.Camm, to purchase a plot of land some 1,282 square yards in extent situated adjacent to the Featherstone Hotel, in September 1902. (6) The following year Sides was instrumental in obtaining a further 456 square yards of land adjacent to the hotel costing £45-12-0. (7) By such means a gradual connection was formed with the Brewery directors resulting in Sides obtaining the tenancy of the Featherstone Hotel in February 1902. (8)

It was about this time that Sides began to acquire shares in the brewery. In December 1902 £800 of debenture stock was purchased in the name of Mr William Haddock, Town Clerk of Pontefract, and was later sold to Sides. In March 1906, Sides purchased 30 ordinary shares and £100 of debentures while 30 more ordinary shares were obtained from J.H. Bentley of Knottingley the following March. In May 1913 Sides purchased 14 more ordinary shares and the following April J.W. Marshall of Pontefract transferred 105 ordinary shares to Sides. (9)

In August 1909 Sides sold 1,790 square yards of land at Moorthorpe for the sum of £45, thus providing the company with a site for a proposed new hotel. While there is no evidence to substantiate the fact it is not improbable that there was collusion between Sides and the brewery concerning this transaction and Sides may have purchased the land at the behest of the directors in order to hide the Brewery's intention to acquire the site and prevent any business rival from upstaging the Knottingley company.

As a shareholder who had already proved useful to the company and with a myriad social and business contacts and allied to natural ability and entrepreneurial skill, it was small wonder that following the demise of Edwin Lawson, the directors of Knottingley brewery invited Sides to become a co-director in June 1914, an offer accepted as

"a great honour"

confirmed and formalised the following month. (10)

Despite his 'elevation' Sides continued to occupy the Featherstone Hotel and it was not until the 7th March 1916 that the tenancy was transferred to George Whitehead, Sides' brother-in-law. (11) At this time Sides and his wife took up residence at Fern Hill, Nevison, Pontefract, now the Prince of Wales Workingmens' Club. Simultaneously, Sides who had transferred his political activity from Featherstone, was elected to Pontefract Borough Council and in 1918 became Mayor of the Borough, his first duty in office being to proclaim the peace marking the end of the Great War. During the war Sides had played an active part in the local volunteer movement and by his efforts had raised an entire company of soldiers at Featherstone.

Following Lawson's death a substantial portion of his former duties had been divided between the company secretary, Tom Green, and W.H.Camm, the managing director. Acknowledgement of the additional burden was recognised by the directors in November 1914 when Green's salary was increased from £190 p.a. to £240, with a £50 gratuity awarded to Camm for

"extra work undertaken during and since Lawson's death." (12)

The appointment of Sides of whom it was observed,

"had the power of throwing himself without reck into the events of the moment", (13)

presented him with an opportunity to prove his worth and assist his overburdened colleagues, particularly as a fellow director, Major S.A. Smith, was absent on active duty following the outbreak of hostilities in August 1914. (14) Ostensibly, Sides appears to have handled the land and property portfolio. In this respect one of his first tasks was to negotiate with representatives of Knottingley Urban District Council concerning the desire of the council to purchase two parcels of land belonging to the brewery for the erection of council houses. The land, lying on the western extremity of the Brewery site was the area formerly occupied by the ropewalk situated between Hill Top and Mill Lane purchased by John Carter in 1864. (15) In January 1915 Sides reported that he had successfully concluded the sale, the council agreeing to pay 1 shilling and sixpence per square yard for both plots or 2 shillings per square yard if sold separately, with the purchaser of lot two being granted 700 square yards of brewery owned land known as The Frontage, situated adjacent to the canal bank. (16) In the event both lots were purchased by the Council which commissioned Mr Arthur Hartley, a Castleford architect, to produce a plan for "working class dwellings" at Forge Hill. The scheme had been first mooted when Hartley was engaged by the brewery on other work, in the course of which he was instructed by the cash strapped directors to obtain offers for the sale of The Frontage as building land. The subsequent purchase by the K.U.D.C. was confirmed by the signing and sealing of the conveyances and memorials in respect of 5,885 square yards of land, thus facilitating the erection of the first council owned houses in the town at Forge Hill. The transaction prompted a review of holdings with a view to possible disposal and in August 1920 a report by Sides was considered and approved by the board. (17)

A further transaction handled by Sides was the sale of the Royal Oak, Boroughbridge. The inn, one of a number purchased by George Carter from Mitchell Bros. in 1890 had always being a peripheral element vis a vis the Brewery's holdings and therefore it made sound economic sense to dispose of the property. The public house was occupied by the Brewery agent, Mr J.H. Farrar, to whom it was sold for £100 in May 1916. (18)

The death of W.H. Camm in January 1916, saw Sides, who had already proved his value to the company, raise his capacity for work to the point of indispensability. Consequently, on the 6th January 1916, it was suggested that Sides be appointed managing director a suggestion confirmed nem con, by the directors at a meeting held on the 18th January. On the 22nd of the month following a formal document was signed appointing Sides as the managing director at an annual salary of £500, inclusive of his directors fee, with effect from the 1st January that year and subject to six months notice of termination by either party. (19)

Simultaneously, Tom Green's appointment as company secretary was confirmed, he being answerable to the board for the discharge of his duties. Green was to take charge of all matters concerning the brewery offices, company books and accounts with the exception of managerial records which were Sides' domain. (20)

Sides so impressed his co-directors that by the end of 1916 his salary was increased to £600 per year. (21) A document inserted in the pages of the company Minute Book, undated, but clearly drawn up in connection with the salary increase, defines Sides' duties as

1. supervision of all tied houses and properties (other than brewery premises) and company tenants and matters concerning Excise Licences.
2. provisional supervision of all brewery staff. (22)

The following September Sides' salary was increased to £700 p.a. and a bonus of £300 was paid to him. A bonus payment of £50 made to the company secretary, Tom Green, may perhaps, place in context the degree of the contribution to the administration of the firm by both men as judged by the company directors. (23) Again, in October 1919, the board approved the following payments to Sides:-

and formally recorded its appreciation of Sides'

"valuable assistance during the year of his Mayorality [of Pontefract Corporation] and valuable concessions and advantages obtained by him for the Company in various ways."

In addition, the Board also

...recognise special services rendered to the Company during abnormal profit for this year by paying him [Sides] 1,000 guineas for his own use as bonus, tax free."

The precise nature of the "valuable concessions and advantages" obtained for the company by Sides is not recorded but material advantage aside, there was doubtless an element of prestige accruing from Sides' association with the brewery in his civic capacity as shown by the decision of the directors to grant a tax free sum of £1915 to the Mayor's Fund and to defray the expenses of Sides' mayorality during his year of office. (24) The following year Sides' salary was again increased, making his pay for the year 1919-1920 £1,500 with additional expenses of £734-17-4. (25) The financial liberality proved to be the high water mark for although profits and rewards continued throughout the early 1920s they presaged an eventual downturn in company trading and subsequent conflict within the boardroom.

Despite the exigencies of war the Knottingley Brewery Co., was able to return high profits with dividends of six to nine percent being paid on Preference Shares and nine to twelve and a half percent disbursed on Ordinary Shares during the period of conflict. In addition, a financial surplus of £3,000 was carried into the Reserve Capital Fund. (26) Further, the substantial salary increases, bonuses and ex gratia payments made to Sides serve to contradict the received perception that the Great War was a period of uniform adversity for the brewing industry. While government controls on the strength of beer resulted in a reduction of quality while licensing restrictions and enforced cut-backs in production reduced public consumption. Even when industrial unrest ascribed to the shortage of beer, prompted relaxation of restrictions on output in 1917, price control, allied to high costs accruing from taxation and growing inflation ensured the status quo. Yet these measures made little difference to profit levels. Voluntary enlistment followed by conscription in 1916, produced a reduction in manpower which allayed potential disruption predicated on decreased output. In addition, the enforced dilution in product strength was matched by lower unit costs. Full employment and long arduous working hours, sustained the demand for liquid refreshment, while the absence of competitive leisure pursuits stimulated public house attendance and further reinforced demand (27) In this respect Knottingley brewery well served by the shrewd purchases of the Carters; and continued by the new regime, which had built up a substantial property portfolio of tied houses and retail outlets and thus ensured adequate sources of distribution to safeguard retention of the productive process. Thus, even in the face of generally adverse conditions the overall trading situation of the company, allied to the competence of the directors and the determination and skill of Sides in particular, with his influential social and business contacts, was sufficient to ensure the success of the business throughout the war years.

A further change which occurred in the wake of Side's appointment to the board was the overhaul of the company's accounts. In January 1915 Mr Francis H. Metcalf, a solicitor and partner in the Sheffield based company, Camm, Fielding & Metcalf which had associations with the brewery since its beginnings as the Company's accountants, was asked to negotiate an adjustment of the income tax and other fiscal returns made by the company. Metcalf was also requested to examine and report on the existing method of keeping and checking the company accounts in order to ascertain whether efficient accounts were being kept with regard to ales, wines and spirits and to replace the quarterly audit by a monthly one. (28) Whether the overhaul was prompted by a particular circumstance or merely a desire to modernise the method of book-keeping is not known. No record of Metcalf's recommendations or the adoption of such has been found beyond the subsequent instruction to the company secretary to continue to pay all receipts into the local branch of the London City & Midland Bank as before. (29) The action may have been precipitated by the death of the managing director, W.H. Camm, on the 11th January 1915. (30) Simultaneously, the company's insurance arrangements underwent transition with the amalgamation of the Ocean Accident Corporation and the British Dominions General Insurance Co., Ltd., resulting in the transfer of the company's premiums.

Despite its translation from a private to a public limited company the new business retained inherent features of the former company. Not least of these was the paternalistic attitude which underlay the system of bonus payments and allowances to management, ostensibly to express appreciation for services rendered but also to engender corporate loyalty. Such payments were regularly observed under the patronage of G.W. Carter and were indeed an increasingly common feature as competition within the trade intensified from the 1880s. (32) Even when from 1900 company chairmen were required to compile and present an annual report and balance sheet to shareholders, thereby opening company affairs to public scrutiny through the medium of the press, the system of reward continued (and indeed, is a predominant feature of business life today. The overwhelming recipient of the largess of Carter's business successors was Thomas Jeffries Sides.

Commencing with a bonus payment of £75 in November 1917 which marked official recognition of the hard work of Sides on behalf of the company, the bounty was substantially increased the following year when in consequence of successful business operations, particularly with regard to the wine and spirit department, a bonus of £300 was paid, accompanied by an increase in salary to £700 p.a. (33)

Gratuities of lesser size were also paid to other administrative staff. Following the A.G.M. of 1917, a bonus of £50 was awarded to the company secretary, Tom Green, while the head brewer, C.S. Hodgson, received a war bonus of £20. (34) The following year Green received a further bonus of £50 while the newly installed brewer, W.E. Rogers, was given £20. (35) The salaries of Sides and Green were increased by £60 per year with effect from the 1st April 1919 (36) while in October that year the "effective services" of Green and Rogers were recognised by a bonus payment of £100 each. (37) Again, in October 1920, Green's salary was raised to £500. (38) Nor was paternalism restricted to bonus payments. When, in mid 1918, Sides informed the board that Green was ill and that his doctor did not expect him to be fit for duty for several weeks, the Chairman, C.E. Jeffcock, asked Sides to convey his personal sympathy and gave instructions that a nurse be engaged to attend on Green and personally undertook to pay all costs. (39)

If the size and frequency of the above payments are a measure of the Board's satisfaction and concern for its salaried staff, they almost pale into insignificance when compared with the material proof of its gratitude to Sides. Whilst the nature and magnitude of the board's benevolence in this respect will feature more fully at a later point in this study, a foretaste is provided by a resolution dated 27th December 1919 when the following payments to Sides were approved.

In passing, the directors recorded their appreciation of Sides'

"valuable assistance during his year of Mayorality [of Pontefract Borough] and the valuable concessions and advantages obtained by him for the Company in various ways." (my italics)

One would welcome an indication of the nature of the concessions and advantages but unfortunately such are undisclosed. The benefits, however, must have been considerable since in addition to the sums quoted Sides was awarded a tax free gratuity of 1000 guineas. (40)

Something of the energy and persuasive ability of Sides may be gained from the fact that he had obtained election to Pontefract Borough Council within a year of taking up residence within the town in 1916 and by 1918 had become Mayor, embarking on the first of seven such periods of office with four occurring consecutively from 1918. (41) Sides' value to the company in terms of business and public relations was clearly immense and of mutual value to both parties.

The brewery management during the early decades of the new company was of pseudo familial nature with directors sharing administrative responsibility, each undertaking specific areas of business. The connection between the members of the board and G.W. Carter and long-serving personnel of the former regime assisted a smooth transition from private to public ownership and ensured the continuation of a paternalistic attitude toward staff and public.

In general terms the sense of obligation to the local community is seen in the continued connection of brewery personnel such as J.C. Harvey and Edwin Lawson as leading members of the congregation of St Botolph's Church, with the former providing support for church and other local causes thus emulating the benevolence of the Carters in former years. The provision of company housing also extended beyond the workforce to a degree, providing rented accommodation to an element of the local public and is a further example of casual involvement in local affairs. (42)

A more direct example of wartime benevolence is seen in the response of the company to the plight of refugees following the German invasion of Belgium in 1914 which resulted in the formation of a number of district committees dedicated to raising funds for victim relief.

While no doubt moved by an altruistic desire to assist, the brewery directors could not be unaware of the public approbation of any gesture of assistance to the cause. On the 15th September 1914 a donation of £100 was made, being sub-divided between areas of the district in which public houses belonging to the company were situated. Knottingley received £50; Pontefract £15 for the Belgium Refugee Fund and a further £10 for the local Relief Fund while Featherstone was given £10 for the Belgium Distress Fund and £15 for the Local Fund. (43) The hand of Sides may be seen behind this largesse for his local knowledge and connections allied to his somewhat egoistic flair for public relations was sufficient to ensure the maximum return for a minimal capital outlay.

By the time of Sides appointment to the board the infirmity of age had already begun to erode the physical and mental capabilities and death invade the ranks of the first generation of directors. The exigencies of war further undermined the administrative structure of the Company necessitating adjustment and presenting a unique opportunity for the able and energetic Sides, in the prime of life, to dominate Company affairs, particularly following his appointment as managing director with effect from the 1st January 1916. (44)

The ascendancy of Sides to the predominant position in the Knottingley Brewery Co. was not, beyond the exercise of boundless self-belief and unfulfilled ambition, a deliberate coup but merely a response to favourable circumstance arising from unique conditions presenting an unparalleled opportunity for advancement. A similar opportunity had within a different context presented itself to Tom Green who had joined the company in a clerical capacity in the early years of the new century and was appointed company secretary in 1911 following the adverse effect of the strain of the post on both Camm and Lawson. (45) Indeed, at the time of Sides' appointment as managing director care was taken to clearly define the duties of both men with Sides having operational control and Green having charge of all clerical matters but excluding managerial records. (46) Similarly, the elevation of Andrew Naismith to Brewery Manager following the demise of Lawson in 1914 presented him with an opportunity for further advancement which for undisclosed reasons was aborted. Sides' appointment was subject to six month's notice of termination by either side it seems likely that the operation of such a clause in the case of Naismith could account for his early departure from the scene. Whatever the explanation, Sides' grasped the opportunity afforded by fate and for most of the following decade and a half was the de facto head of the Company to the extent that the names of Sides’ and Knottingley brewery were synonymous in the perception of the local populace. (47)

The ascendency of Sides is accompanied by an indication of increased support for the aims of the Yorkshire Brewers' Association. The firm had subscribed to the Association's aims and ideals since it establishment early in the 1870s. (48) Established as an anti-temperance body, the Association kept an eye on impending legislation concerning the brewing trade. (49) Yet despite the perceived benefits the company in both its manifestations appears to have adopted a somewhat grudging attitude with regard to financing the Association, confining its support to payment of the annual 3 guinea subscription and showing minimal response to occasional appeals for voluntary contributions. (50) Thus, in 1903, with the threat of severe legislation looming, the company mere £20 toward the establishment of a trade fund under the aegis of the Association. Again, in response to an Association appeal in February 1908 requesting a minimum contribution of £1 per tied house, the directors somewhat nonchalantly left any response to the discretion of manager, Edwin Lawson albeit with the instruction that any contribution should not exceed the minimum sought. (51) It must be noted that the reluctance of the firm to support the campaigns of the Association reflect a general attitude within the trade which has been judged by one authority as a severe drawback in the attempt by brewers to combat the growing influence of the temperance movement, particularly with regard to the Liberal Party and its punitive legislation during the first decade of the twentieth century. (52) The extent to which a more enthusiastic attitude by the company was promoted by Sides or was prompted by a collective awareness of possible business adversity in the aftermath of wartime conditions is conjectural but for whatever reason, the Association's suggestion of the establishment of a Guarantee Fund

"to secure from Parliament in the present and subsequent legislation, equitable treatment of Brewers and the Licensed Trade and fair conduct of their legitimate trade as heretofore"

drew a contribution of £250 in February 1917. (53)

The expenditure on acquisitions and maintenance, together with the continuance of substantial dividend payments during the period 1914 to 1920 still enabled the Company to record a small credit balance toward the end of that period. A credit balance of £13,705 in 1917, rising slightly to £13,826 the year following is perhaps an indication of the profitable opportunities afforded to good management in wartime conditions of trade. Following the conclusion of the war a gradual reduction occurred and by 1920 the company had an overdraft of £5,962 3-4. (54) While the financial soundness of the company as reflected in dividends, staff bonuses and ex gratia payments continued for several years, the debit balance of the bank account in 1920 may be regarded as the harbinger of adversity in the years to come.

In June 1920 the senior director and company chairman, C.E. Jeffcock, died, aged 62. The cause of death was stated to be heart failure following a chill but Jeffcock had in fact declined mentally and physically after learning of the loss of his son on the Western Front in 1917 and thereafter had displayed a noticeable loss of interest in business matters, thereby placing an added burden upon Sides and his fellow directors. (55)

Following Jeffcock's death, Mr Stephen A. Smith, newly returned from the war, was elected chairman. Smith was an associate of the company's Sheffield based solicitors, Smith, Smith & Elliott (56) and had attended meetings of the Brewery directors held at Camm's office, 17 Bank Street, Sheffield, intermittently since November 1906, perhaps as a legal advisor, before being elected to the board in 1907. (57) Thus, by 1920, Smith and Sides were the two most prominent personalities within the company.

Jeffcock's replacement was Harold Whitaker Deighton Fielding who was appointed to the board in January 1920. As an associate of the company's accountants and auditors Fielding was fully conversant with the brewery's business, having attended board meetings on past occasions in his professional capacity. (58) Fielding was to remain a director of the brewery until his death in May 1931, (59) by which time the combination of trade depression and incipient boardroom conflict had already begun to mark the slow but terminal decline of the company.

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NOTES: Chapter 5
1. Quoted in Brander M. 'The Life & Sport of the Inn', (1973) p142
2. ibid
3. The State monopoly was largely confined to Carlise, the Gretna & Annan areas and Invergordon on the Cromety Firth and also at Enfield, London. c.f. Gourvish & Wilson, op cit p324
4. ibid. Also, Brander, op cit p143 and Lovett M 'Brewing & Breweries', 1988 edition
5. Pontefract & Castleford Express 10-9-1937 p7. Also, W.Y.A.S. Wakefield, 43/57/27
6. ibid. Also, 1415-1 11-9-1902. For a fuller pen portrait of Sides c.f. Spencer T. 'T.J. Sides - Pontefract's Forgotten Man' in Norfolk M (ed) 'The Digest ' (Pontefract Edition), June & July 2006
7. ibid 27-11-1903 & 21-3-1904. Also W.Y.A.S. Wakefeld, 4/1065/408
8. WYW 1415-1 10-12-1902
9. ibid 8-3-1906; 21-3-1907; 27-2-1914; 12-8-1909. Also, WYAS Wakefield, 32/649/272
10. WYW 1415-1 17-6-1914 & 18-7-1914
11. ibid 30-6-1916 & 2-12-1914
12. ibid 17-6-1914; 29-7-1914 & 8-11-1914
13. Editorial, Pontefract & Castleford Express 10-9-1937 p7
14. WYW 1415-1 20-8-1914
15. Spencer T. op cit, pp21-22. Also, WYAS Wakefield XM/272/294
16. WYW 1415-1 28-1-1915 & 18-8-1919
17. ibid 9-3-1915; 9-6-1915; 18-7-1914; 18-8-1914 & 12-8-1920. Also Wakefield 79/657/249
18. WYW 1415-1 26-1-1916 & Spencer T. op cit p114
19. ibid 1415-1. Inserted entry dated 22-2-1916
20. ibid
21. ibid 14-19-1916
22. ibid. Inserted entry dated 25-1-1917
23. ibid 14-11-1918
24. ibid 9-10-1919
25. ibid 12-11-1920
26. ibid 1415 -1 26-9-1916; 9-10-1919 and passim.
27. Gourvish & Wilson, op cit, pp320-32. Also, Monkton H.A., op cit, p187
28. WYW 1415-1 14-1-1915
29. ibid
30. ibid
31. ibid 28-1-1915
32. Spencer T Brewery History, Volume I, pp72-74
33. WYW 1415 -1. 13-11-1917 & 14-11-1918
34. ibid 13-11-1917 & 10-8-1917
35. ibid 14-11-1918
36. ibid 28-6-1919 & 9-10-1919
37. ibid 9-10-1919
38. ibid 12-11-1920
39. ibid 30-5-1918. For undisclosed reasons this entry was subsequently struck out
40. ibid 9-10-1919
41. Spencer T J Sides article, loc cit, June / July 2006
42. For an indication of property owned by the Carter family at Knottingley other than that sold to the Brewery Co., c.f. Carter Archive, Eccleshall, 'Catalogue of Freehold Properties sold by auction, Monday 25-10-1920' , following G.W. Carter's recent death. I am grateful to Mr T.M. Carter for making this document available to me
43. WYW 1415-1 18-11-1914. Also, Pontefract Advertiser 17-10-1914; 28-11-1914 & 5-12-1914
44. ibid Insert. Letter to T.J. Sides from Company solicitor dated 22-2-1916
45. ibid Insert dated 19-7-1911 signed by all the Company directors and endorsed by the Chairman, C.E. Jeffcock, appointing Tom Green as Company secretary
46. ibid 26-9-1916 & 9-10-1919 & passim
47. Naismith was born at Everton, Bawtry, in 1872 and occupied one of the two houses situated in the brewery grounds, being one of a pair built by G.W. Carter in the 1880s for occupancy by the brewery manager and the head brewer. Despite his ‘disappearance’ from the brewery records Naismith continued to live at Knottingley and was buried at Knottingly Cemetry 3rd July 1934, aged 62. Naismith’s daughter, Agnes, married the builder, Horace Fairburn in July 1922. I am indebted to Mr Ron Gosney for this information
48. Carter Archive, Ecclshall. John Carter & Co. Account Book 1870-1878, folio 22 23-1-1871 & folio 80 1-4-1873
49. Gutzke, op cit pp64-65
50. WYW 1415-1. 17-3-1894 & 29-3-1894
51. ibid 11-9-1903 & 13-2-1908
52. Gutzke, op cit, p65
53. WYW 1415-1. 22-2-1917; 26-9-1918 & 23-1-1920
54. ibid. 14-9-1917; 26-9-1918 & 23-1-1920
55. Sheffield Daily Telegraph 9-6-1920 p3 & p5 for report and obituary re C.E.Jeffcock
56. WYW 1415-1 12-8-1920
57. ibid 19-11-1907 & passim
58. ibid 24-3-1915; 26-1-1916, insert dated 23-11-1916; 7-12-1917 & 11-1-1918
59. WYW 1415-2 p96.

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