Business

Let’s face it: “Regulatory Update” is a phrase that usually sends marketers sprinting for the nearest espresso machine. We like the creative stuff. The “big ideas.” The high-octane campaigns that turn prospects into advocates.

But here is the hard truth for every Channel Partner Marketing Manager (CPMM): In 2026, compliance is no longer a “legal thing”—it is a brand thing. If your partner in Munich mishandles customer data, or your reseller in Paris uses a “black box” AI tool to generate deceptive ads, it isn’t just their reputation on the line. It’s yours. With the EU AI Act now in full swing and GDPR entering its “mature enforcement” era, the distance between a partner’s mistake and your company’s $20 million fine has never been shorter.

Managing a channel is like playing a global game of “Telephone.” You whisper a brand message and a set of rules at one end, and by the time it reaches the end customer via a third-party reseller, it has been translated, truncated, and—all too often—stripped of its legal guardrails.

Here is how to stop the “compliance leak” and ensure your partners are as safe as they are successful.

The Regulatory Landscape: What’s Actually New?

Before you can enforce the rules, you need to know them. We’re moving past the “wild west” of data collection into a highly structured era of Risk-Based Regulation.

GDPR: The “Permanent” Baseline

While GDPR felt like a fire drill in 2018, today it is the floor, not the ceiling. The focus in 2026 has shifted from “Do you have a privacy policy?” to “Can you prove the lineage of your data?” For CPMMs, this means ensuring partners aren’t just “buying lists” and claiming they have “legitimate interest.” If your partners are uploading leads into your CRM, you need an automated audit trail of how that consent was captured.

The EU AI Act: The New Frontier

The EU AI Act is the world’s first comprehensive law on Artificial Intelligence. It categorizes AI tools into risk levels:

Prohibited Risk: Systems that manipulate human behavior (e.g., “dark patterns” in UI).
High Risk: AI used in recruitment, credit scoring, or critical infrastructure.
Limited/Minimal Risk: Chatbots and AI-generated content (this is where most marketing sits).

The kicker for marketers? Transparency. If your partner is using AI to generate “customer testimonials” or “realistic influencers,” they must disclose it.5 Failure to do so isn’t just “unethical”—it’s now illegal in the EU and several other jurisdictions following suit.

Regulation
Primary Focus
Marketer’s “TL;DR”

GDPR
Data Privacy & Consent
“No consent, no contact.”

EU AI Act
Safety & Transparency
“Disclose the AI, avoid the manipulation.”

PECR (UK)
Electronic Comms
“The rules for cold emailing and cookies.”

The “Partner Compliance Gap”: Why Good Partners Do Bad Things

Most partners don’t want to break the law. They break the law because of Friction. If your compliance process takes three weeks but your “End of Quarter” sales push ends in three days, the partner will choose the path of least resistance. This usually involves “Franken-marketing”—stitching together old assets, unverified data, and unauthorized AI tools to get the job done.

As a CPMM, your job is to remove the friction of being legal. Some channel partner marketing courses have started to address this issue and include it in their certifications.

The 4-Step Framework for Partner Compliance

To keep your channel partners compliant, you need to stop thinking like a cop and start thinking like an enabler.

Step 1: Standardize the “Compliance-Ready” Toolkit

Don’t ask your partners to write their own privacy disclosures or AI disclaimers. They’ll get it wrong. Instead, provide a Modular Marketing Asset Library.

Pre-approved Copy Blocks: Give them “Copy/Paste” legalese for landing pages and emails.
The “Safe AI” Seal: Provide a list of vetted AI tools your company has cleared for use.
Dynamic Templates: Use a Partner Marketing Automation (PMA) tool that hard-codes the required disclosures into every co-branded asset.

Step 2: Implement “Smart” MDF Controls

Market Development Funds (MDF) are your biggest lever. If you want partners to stay compliant, make it a condition of reimbursement.

Update your MDF claim process to require:

Proof of Consent: For any lead-gen campaign, the partner must submit a screenshot of the opt-in mechanism used.
AI Disclosure Check: If AI was used in creative production, did they include the required watermark or disclosure?

Step 3: The “Capability Chasm” Training

Professionals research shows a massive “capability chasm” between those who understand AI and those who just use it.

Instead of a 50-page “Code of Conduct” PDF that no one reads, launch a Certification Program. Make it short, punchy, and video-based. “How to use AI in Marketing without getting us both sued” is a much more effective title than “Regulatory Compliance Training Module 4.”

Step 4: Automate the Audit (The “Trust but Verify” Phase)

In 2026, manual audits are dead. Use AI-powered monitoring tools to scan partner websites and social media feeds for your brand mentions. These tools can flag:

Outdated logos.
Missing privacy links.
Hyperbolic claims that violate consumer protection laws.

The Golden Rule: Joint Accountability

The shift in 2026 is moving toward Joint Controllership. In the eyes of the regulators, if you provide the funds, the brand, and the leads, you are responsible for how the partner handles them.

“A partner’s non-compliance is a failure of the vendor’s enablement.”

If a partner isn’t compliant, don’t just send a stern email. Ask: Did we make it too hard for them to do it right?

Moving Forward: Compliance as a Competitive Advantage

Here is the “Professionals twist”: Compliance isn’t just about avoiding fines. It’s a selling point. In a world drowning in “slop”—low-quality, AI-generated, data-scraping marketing—partners who can prove they respect privacy and use AI ethically will win more trust. And in B2B marketing, trust is the only currency that actually matters.

Your partners are the face of your brand in the field. By giving them the tools, the training, and the technology to stay compliant, you aren’t just “covering your assets”—you’re building a professional, high-integrity channel that customers actually want to buy from.

Read more:
Compliance Is the New Creative: Why Your Channel Partners Are Your Biggest Liability (and How to Fix It)

Online communities and digital services now play a key role in the global gaming industry.

While games still require specific hardware to run smoothly, technological innovations promise a future where that may no longer be necessary.

They make it possible to play high-quality games without owning expensive devices, and developers are increasingly optimising gaming apps to run smoothly on smartphones.

Technology is redefining the foundation of gaming through advancements in cloud infrastructure, widespread use of smartphones and artificial intelligence (AI).

Gaming is no longer just about the technology. It has evolved into a global ecosystem that prioritises accessibility, personalisation and camaraderie between players.

With mobile apps now play a huge role in the everyday life of the average person, we assess some of the exciting technology developments to watch this year and beyond.

New Foundations for Game Creation

AI was initially used as a support tool during gaming app development, but it has now become a creative partner for developers worldwide.

Developers now rely on AI to speed up production and unlock ideas that would have taken years to build manually. Instead of designing every character, line of dialogue, level, environment and challenge themselves, developers and studios use AI to handle these tasks.

It is easy to spot the notable changes when you pay attention to how non-playable characters behave. Characters from older games were notorious for repeating the same actions and lines regardless of the player’s actions or decisions.

However, things are smoother in newer games that include AI. Characters controlled by AI react more naturally to the player’s choices. They can remember what the player has done before, adjust their behaviour and even change how they talk based on how the game is being played.

Cross-platform development is also likely to become more popular in 2026. Games are no longer expected to work on just one device, with players leaning toward titles that let them switch between their phone, console and computer without any issues.

Epic’s first-party games, such as Fortnite, Fall Guys, LEGO Fortnite and Rocket League, support cross-platform technology.

Doubling Down on Immersion, Mobility and Mobile Gaming

While computers and consoles are still the ultimate gaming devices, mobile phones are gradually becoming the driving force of the industry.

Developers have started creating complex, high-quality mobile games that can compete with console and PC titles, thanks to new technologies.

Gamers tend to work with smartphones because they are cheaper and more accessible than consoles and PCs. But none of that would be possible without 5G technology.

The 5G tech allows games to run smoothly on smartphones, even in graphically demanding online multiplayer titles such as Call of Duty Mobile (CODM).

CODM is one of the most popular online multiplayer games in the world. With 5G tech, players can join live matches, play with others around the world and even stream high-quality content.

It has also helped mobile eSports grow into a serious business, with competitive mobile games such as PUBG Mobile and Honour of Kings attracting massive audiences and mouth-watering prize pools.

Monetisation has also changed with more people playing mobile games. In-app purchases are still common, but players expect transparency rather than feeling pressured or into paying just to win.

This is where the line between gaming and betting apps begins to overlap. Companies such as Betfair, one of the best betting apps on trusted comparison website bettingtop10.com/gb/, are showing that similar tech can be used across different digital experiences.

Features such as real-time updates and live competition also work well for prediction-based games linked to eSports, fantasy games and other competitive digital events.

The Future of Gaming Apps Could Rely on Connected Ecosystems

Many gaming apps are already connected to other digital tools people use, such as smartwatches, foldable phones, smart home devices and payment apps.

Gamers will likely see more of this in the future. When these systems work together, it changes how players interact with games and how developers think about long-term engagement.

Wearable devices will likely be a key part of this new ecosystem. Smartwatches can send game updates to your wrist, track your progress or even link your real-world activity to in-game rewards.

Developers talk a lot about play patterns on smartwatches, highlighting the fact that people won’t need to squint at their wrists during long gaming sessions.

Companies such as Bossa Studios have already established a foothold in the industry by creating games for smartwatches. The studio is responsible for popular mobile games such as Surgeon Simulator, Thomas Was Alone and Twelve a Dozen.

They have also developed a game called Spy_Watch, which can be played on the Apple Watch. The game puts players in charge of their own virtual espionage agency.

Read more:
Online Gaming: An Entertainment Ecosystem Teeming with Opportunities

Canada is actively reshaping its global trade and investment strategy in response to continued US trade tariffs, with investors and policymakers increasingly turning their attention towards Europe and China rather than waiting for a reversal in Washington.

According to leading audit, tax and business advisory firm Blick Rothenberg, uncertainty created by US trade policy is accelerating a strategic shift in Canadian capital flows and diplomatic priorities.

Melissa Thomas, a director at the firm, said Canadian leaders and investors are no longer prepared to sit tight in the hope of a US policy U-turn.

“Canada isn’t waiting around for the US to reverse its tariffs,” she said. “The Canadian prime minister, Mark Carney, and Canadian investors are clearly looking elsewhere for the country’s economic future — particularly towards Europe and China.”

Official data shows that Canadian investors acquired $15.2bn in foreign equity securities in November, with the bulk of that capital directed outside the US. Of that total, more than $8.9bn flowed into European equities, marking the highest monthly investment in non-US shares since April 2022.

Thomas said the figures highlight a deliberate rebalancing away from the US market.

“This isn’t just a portfolio adjustment — it reflects a broader reassessment of risk,” she explained. “Ongoing tariff uncertainty has made US exposure less predictable, while Europe is being seen as a more stable destination for long-term capital.”

The Canadian government is also moving in parallel. Thomas pointed to recent diplomatic engagement between Prime Minister Mark Carney and Chinese president Xi Jinping, which resulted in agreements to lower levies on selected goods.

One of the most significant changes involves electric vehicles. Tariffs on Chinese EVs entering Canada are set to fall dramatically, shifting to a “most favoured nation” (MFN) rate — the standard tariff applied between World Trade Organisation members. Under the revised arrangement, Chinese EVs will face a 6.1% tariff, subject to a quota of 49,000 vehicles, compared with the current tariff rate of 100%.

“That is a substantial reduction,” Thomas said. “It signals a pragmatic approach from Canada — prioritising supply, affordability and trade diversification over alignment with US protectionist policy.”

She added that policymakers in the UK are likely to be watching developments closely, although Britain’s long-standing relationship with the US limits how far it can follow Canada’s lead.

“The UK government will be observing this with interest, but maintaining the so-called ‘special relationship’ with the US means it is unlikely Britain would pursue MFN-style arrangements with Canada that go beyond those already in place with Washington,” Thomas said.

The growing presence of Chinese electric vehicles in Western markets is already a contentious issue in Europe and the UK, where manufacturers have warned of undercutting by low-cost imports. Some industry figures have called for minimum pricing mechanisms to protect domestic producers.

“Only time will tell whether Mark Carney faces similar political and industrial pressure in Canada,” Thomas said. “But what’s clear is that US tariffs are accelerating a global realignment — and Canada is moving decisively to avoid being caught in the middle.”

Read more:
US tariffs push Canada towards Europe and China as investors look beyond Washington

Elon Musk’s satellite internet provider Starlink has begun undercutting traditional broadband providers in the UK after rolling out aggressive price cuts, intensifying competition in Britain’s fixed-line market.

Starlink is now offering high-speed broadband for as little as £35 a month in selected parts of the UK, down from a previous entry-level price of £55. The move places the satellite service below comparable packages from BT, which charges around £40 a month, and Virgin Media O2, whose equivalent service is priced at £36.

Even when Starlink’s £94 installation fee is factored in, analysts note that the service remains cheaper than BT over a typical 24-month contract. The package offers download speeds of around 100Mbps, placing it firmly in the “ultrafast” category suitable for streaming, gaming and video calls across multiple devices.

The price cuts mark a significant escalation in Starlink’s push into the UK broadband market and are expected to accelerate customer churn away from established providers.

James Ratzer, an analyst at New Street Research, said the move was a clear warning shot for the sector. “Starlink is becoming an incremental player in the UK broadband market, and this will put further pressure on BT through Openreach line losses, and to a lesser extent on Virgin Media O2,” he said.

Openreach, which is wholly owned by BT, maintains the physical broadband network used by most UK internet service providers. Any sustained loss of customers to satellite or wireless alternatives could weaken its long-term economics.

The timing of Starlink’s price cuts is awkward for BT, which is already facing scrutiny over its digital landline switchover after reports that some elderly and vulnerable customers were left without connectivity over the Christmas period. If such problems are found to be widespread, the company could face regulatory attention from Ofcom.

Starlink, part of SpaceX, operates a constellation of roughly 9,500 low-earth orbit satellites, enabling it to deliver broadband to remote and rural areas that are poorly served by fixed-line networks. The service is also being explored as a solution for patchy connectivity on railways and other transport routes.

As of mid-2025, Starlink had around 110,000 UK customers. Analysts believe that figure could rise to as many as 350,000 in the coming years, more than 1 per cent of the total broadband market, as prices fall and coverage expands.

Until recently, Starlink’s premium pricing limited its appeal to rural households and niche users. The new £35 tariff, introduced just two months after the company cut its standard monthly price from £75 to £55, suggests a deliberate shift towards mass-market competition.

The competitive pressure is also being fuelled by the expected arrival of a rival satellite service from Jeff Bezos, with Amazon preparing to launch its Project Kuiper (sometimes dubbed Amazon Leo) later this year.

Satellite broadband and fixed wireless access are increasingly being seen as viable alternatives to traditional fibre and copper networks. New Street Research has previously estimated that subscriptions to conventional broadband services could fall by 250,000 in a single year, the first decline on record.

In response, established telecoms groups are hedging their bets. BT has partnered with Starlink to serve remote rural areas, while O2 has struck a broader deal with Musk’s company that includes plans for a direct-to-mobile satellite service. Vodafone, meanwhile, has teamed up with AST SpaceMobile and recently received regulatory approval to begin testing satellite-based mobile connectivity in the UK.

As price competition intensifies, Starlink’s latest move signals that Britain’s broadband market is entering a new phase, one in which space-based networks are no longer a niche solution, but a direct challenger to the country’s flagship telecoms brands.

Read more:
Musk’s Starlink undercuts BT with UK broadband price cuts

Octopus Energy has been named Britain’s Most Admired Company 2025, becoming the youngest business ever to win the prestigious accolade.

The UK’s largest energy supplier took the top prize at a ceremony held at the London Stock Exchange, beating long-established corporate heavyweights that in some cases have been operating for more than a century.

In addition to the overall title, Octopus collected six gold sector awards and two silver sector awards, underlining the scale of its reputation across British business.

Founder and chief executive Greg Jackson said the recognition carried particular weight because it was awarded by peers and competitors across the business community.

“Business leaders use the word ‘humbled’ all the time, but this really is the case today,” Jackson said.
“To be Britain’s Most Admired Company, voted for by other businesses including our competitors, feels like a real achievement.

“It’s the result of incredible focus and dedication from 12,000 people working together, outstanding long-term investors, and the British public not just demanding something better — but choosing it.”

Britain’s Most Admired Companies is now in its 35th year, making it the UK’s longest-running annual survey of corporate reputation. The rankings are run by Echo Research in partnership with the London Stock Exchange and assess more than 250 of Britain’s largest companies across 28 industry sectors.

Companies are judged against 13 reputational criteria, with more than 350 interviews conducted with board-level executives, analysts and City commentators between July and October 2025, meaning rival businesses have a direct say in the results.

Octopus Energy was the only private company to feature in the top ten overall rankings. It secured the top spot ahead of Airbus in second place, Marks & Spencer in third, and Rolls-Royce in fourth. Rolls-Royce chief executive Tufan Erginbilgiç was named Britain’s Most Admired Leader.

Octopus won the gold sector award for Energy Distribution and Supply for the third consecutive year. It also claimed gold awards for Clarity in Strategy, Effective Use of Corporate Assets, Positive Contribution to Society and Reducing Environmental Impact. The company shared gold in Quality of Management and picked up silver awards for Ability to Attract, Develop and Retain Talent and Capacity to Innovate.

Dame Julia Hoggett, chief executive of the London Stock Exchange, said Octopus’s success reflected more than just strong financial performance.

“Octopus Energy is recognised not only for strategic clarity and operational excellence, but for visible leadership in the energy transition, where national resilience, affordability and ambition converge,” she said. “It is a powerful illustration of purpose translated into performance, and performance into trust.”

Sandra Macleod, group chief executive of Echo Research, added: “Octopus Energy’s recognition reflects a blend of strategic clarity, decisive leadership and visible societal and environmental contribution. They are being rated not only as the most admired company in their sector, but as the most admired in Britain, a rare signal of trust from peers, analysts and City commentators.”

Read more:
Octopus Energy crowned Britain’s Most Admired Company

A pair of former Dyson engineers have raised millions of pounds to bring a battery-powered electric boiler to market, positioning it as a lower-cost, lower-disruption alternative to heat pumps for millions of UK homes.

Wiltshire-based Luthmore was founded in 2022 by Craig Wilkinson and Martin Gutkowski, both ex-Dyson engineers who previously worked together on projects including the vacuum maker’s abandoned electric car programme. Their ambition is to replace gas combi boilers in small and medium-sized homes with an all-electric system that fits into the same space and delivers comparable performance.

The start-up has now raised £12.4m in total funding, including a recently closed and heavily oversubscribed £5.5m round. Backers include housing developers, residential management companies, plumbing groups and high-net-worth individuals, alongside a £1m investment from the British Business Bank via the South West Investment Fund, delivered by The FSE Group.

As part of its next growth phase, Luthmore has also appointed Hervé Dehareng, a former senior innovation director at Dyson, as chief executive. Dehareng led global launches of flagship Dyson products including the hand dryer and bladeless fan, and has previously held senior roles at Accenture.

“I want to make the Luthmore boiler the electric vehicle equivalent for home heating within three years,” Dehareng said.

Unlike heat pumps, which often require significant insulation upgrades, larger radiators and outdoor units, Luthmore’s boiler is designed as a near drop-in replacement for a gas combi. The unit is the same size as a standard boiler and uses lithium iron phosphate (LFP) batteries to store electricity when it is cheaper — such as overnight or from solar panels — and release it at higher power during peak demand.

The system delivers hot water at up to 30kW and central heating at 10kW, without the need for a hot water tank or radiator replacements. According to Wilkinson, this makes it suitable for flats and terraced homes where space constraints or upfront costs make heat pumps impractical.

“There’s a substantial number of homes where a heat pump is not going to be appropriate,” he said. “Our boiler can fit in the same space as a gas combi and give similar performance, without the upheaval.”

The company estimates its target market at five to six million UK homes, particularly smaller properties transitioning away from gas.

While Luthmore’s boiler undercuts heat pumps on upfront cost — expected to retail at around £4,500 compared with £13,000 for a typical heat pump installation — its founders are candid about the challenge posed by Britain’s energy pricing.

Electricity remains significantly more expensive than gas under Ofgem’s price cap, meaning the running costs are higher. Luthmore estimates annual heating and hot water costs of around £667 for a typical two-bedroom flat, compared with £444 for a gas boiler and £556 for a heat pump.

“That’s the reality of the UK energy system right now,” Wilkinson said, adding that levies and network charges placed disproportionately on electricity risk undermining the transition to electrified heating.

The funding round and leadership appointment come as the government prepares to publish its long-awaited Warm Homes Plan and implement the Future Homes Standard in 2026, both of which are expected to accelerate the shift away from fossil-fuel heating.

Gas boilers have already been banned in new homes, and while Energy Secretary Ed Miliband has stepped back from an outright ban on gas boiler replacements by 2035, ministers remain under pressure to expand low-carbon heating options.

At present, only heat pumps qualify for grants of up to £7,500 under the Boiler Upgrade Scheme, though officials have said they are still exploring the role of alternative electrified systems.

For investors, Luthmore’s pitch is about pragmatism rather than purity. “With regulatory tailwinds, a strong patent portfolio and early traction with developers and installers, we see a compelling pathway for Luthmore to help households cut emissions,” said Ralph Singleton of The FSE Group.

Whether battery-powered boilers can scale fast enough — and overcome the electricity-gas price gap — remains an open question. But with more than £12m raised and a growing policy push to decarbonise homes, Luthmore is betting there is room in the market for an electric option that sits somewhere between gas boilers and heat pumps.

Read more:
Ex-Dyson engineers plot electric boiler to rival heat pumps — but admit high energy costs remain a hurdle

Sir Keir Starmer is preparing to back legislation that would ban under-16s from social media platforms, signalling a decisive shift in the government’s approach to online child protection.

The Prime Minister, who had previously voiced doubts about adopting Australia-style age restrictions, has now dropped his opposition and confirmed that all options are being considered, including a mandatory ban for under-16s.

Speaking on Thursday, Starmer said the government needed to “better protect children from social media”, adding that ministers were closely examining the Australian model and were open to further protections, including age-based restrictions.

Downing Street has also indicated it would not block a forthcoming Conservative amendment to the Children’s Wellbeing and Schools Bill, due to be voted on next week, which would introduce a legal requirement for social media companies to bar under-16s from their platforms.

One policy adviser close to No 10 said the issue had become “live” at the highest levels of government, noting that a large majority of MPs would likely support a ban if it came to a free vote, and that public backing for tougher action was growing.

The political momentum has been building rapidly. Conservative leader Kemi Badenoch said last weekend that her party would introduce a ban on under-16s using social media if it returned to power, while Greater Manchester mayor Andy Burnham has also voiced support for tighter restrictions.

Health Secretary Wes Streeting has backed intervention, warning that social media had been “unleashed without properly understanding the consequences” for children and teenagers.

The move would bring the UK closer to Australia, where Prime Minister Anthony Albanese introduced world-first legislation last year banning under-16s from platforms including Facebook, Instagram, TikTok, Snapchat and X. Under the Australian system, social media companies face fines of up to A$49.5 million (£25 million) if they fail to take “reasonable steps” to prevent underage access, using tools such as age verification, facial recognition or behavioural age inference.

In the UK, campaign group Smartphone Free Childhood says it has delivered more than 100,000 letters to MPs urging them to support a ban.

The government’s changing stance is also reflected in recent appointments. Josh MacAlister, a long-standing supporter of phone bans in schools, was promoted to children’s minister, while Gregor Poynton, who has expressed support for Australian-style restrictions, was appointed assistant chief whip. Technology Secretary Liz Kendall is also regarded within Westminster as more interventionist on online safety than her predecessor.

Supporters argue that a ban could reduce harms ranging from mental health issues to online radicalisation. Jonathan Hall KC, the government’s independent reviewer of terrorism legislation, has said age restrictions could help prevent a new generation of teenagers from being drawn into extremist content online.

However, the proposal remains controversial. Charities including the NSPCC and the Molly Rose Foundation have warned that a blanket ban could push children towards less regulated platforms or drive harmful behaviour underground.

Andy Burrows, chief executive of the Molly Rose Foundation, said such a move risked “causing more harm than good” unless accompanied by robust regulation of platform design and content.

Starmer himself had previously expressed personal reservations, saying late last year that controlling harmful content might be more effective than outright bans. But with cross-party pressure mounting and public opinion shifting, the Prime Minister now appears willing to move decisively.

If the amendment passes the House of Lords next week, it will go before MPs in the Commons, setting the stage for what would be one of the most significant interventions in the UK’s digital economy and tech regulation to date.

Read more:
Starmer poised to ban under-16s from social media as government hardens stance on child safety online

Britain’s heavy reliance on China for net zero technologies such as batteries could put as many as 90,000 manufacturing jobs at risk in the event of a major supply chain shock, according to a new report.

Analysis by the Institute for Public Policy Research (IPPR) warns that a severe disruption to battery component supplies, lasting as little as a year, could cripple the UK’s automotive industry, sharply reducing electric vehicle production and threatening factory jobs across the country.

The report models a scenario in which geopolitical conflict, such as a crisis over Taiwan, or a natural disaster disrupts Chinese battery manufacturing and processing. In that event, UK battery and car production could fall by nearly half, with widespread knock-on effects across supply chains.

Researchers estimate that around 67,000 jobs in EV manufacturing, 8,000 in battery production and almost 15,000 roles across the wider battery supply chain would be placed at risk, taking the total to roughly 90,000 jobs.

The IPPR argues that China’s dominance of battery materials and components gives Chinese electric vehicle manufacturers a built-in advantage over UK and European rivals, particularly during periods of disruption.

China is the world’s largest producer of batteries and battery inputs, including refined lithium, cathodes and anodes. Even where the UK sources battery cells from Europe or Japan, the report notes that many of those manufacturers themselves rely on Chinese raw materials, leaving Britain indirectly exposed.

By 2030, the IPPR estimates that 47% of UK battery cell demand will still be met through imports. For cathodes, that figure rises to 80%, while anodes are expected to be entirely imported. In the event of a supply interruption, battery output could fall by 50%, resulting in around 583,000 fewer electric vehicles being built in a single year.

Pranesh Narayanan, research director at the IPPR, said the UK’s exposure reflects the growing fragility of global trade.

“The UK is a small open trading nation sailing through an international economy whose waters are getting choppier by the day,” he said. “Trade wars, geopolitical conflict and global shocks ultimately hurt the UK because we rely so heavily on overseas supply chains for essentials, including clean energy technologies.”

To reduce the risk, the IPPR is urging ministers to accelerate domestic production of key battery components and critical minerals, while also diversifying international supply chains away from overdependence on any single country.

The report suggests encouraging joint ventures between UK firms and Asian manufacturers, alongside targeted industrial support to build resilience into the supply chain.

Laura Chappell, a researcher at the IPPR, said that economic resilience should become a core objective of British foreign and industrial policy.

“Diplomats should be working to build partnerships that underpin Britain’s future energy security,” she said. “These can be win-wins, supporting jobs and growth both in the UK and in partner countries.”

The findings are likely to sharpen debate in Whitehall over the national security implications of the net zero transition. A separate report last year by the Royal United Services Institute warned that excessive reliance on China for clean energy technologies posed strategic risks.

Energy Secretary Ed Miliband has faced criticism from Conservatives, who argue that his push for a fully decarbonised electricity system by 2030 risks “binding Britain to Beijing” through increased use of Chinese solar panels and batteries.

The government has previously rejected that characterisation, insisting it will “never compromise national security” and arguing that the greater long-term risk lies in continued reliance on volatile fossil fuel markets dominated by authoritarian states.

However, the IPPR report adds fresh urgency to calls for a more muscular industrial strategy, warning that without decisive action, Britain’s net zero ambitions could leave key sectors of its manufacturing base dangerously exposed.

Read more:
Net zero reliance on China ‘puts 90,000 UK jobs at risk’, think tank warns

The government is to roll out a new £1bn-a-year support scheme designed to give people on low incomes direct access to emergency cash when they face sudden financial shocks.

The Crisis and Resilience Fund, which launches in April, will run for an initial three years and replace the temporary Household Support Fund that has been extended repeatedly since its introduction during the pandemic in 2021.

Under the new scheme, individuals will be able to apply for emergency payments through their local council, regardless of whether they are in receipt of benefits. Councils will be able to award cash support in cases such as a sudden loss of income, redundancy, an unexpected bill like a broken boiler, or where early intervention could prevent someone from falling into deeper financial crisis.

The fund represents a shift in how crisis support is delivered. Unlike previous schemes that relied heavily on vouchers, food parcels or referrals to food banks, councils will now be explicitly encouraged to provide cash payments. Ministers hope this will help meet a manifesto pledge to reduce what they describe as “mass reliance on emergency food parcels” by giving households greater flexibility and dignity in how support is used.

The Department for Work and Pensions has set out guidance allowing councils to use the funding in three broad areas: immediate crisis payments, housing-related support where there is a sudden shortfall, and longer-term resilience services, including funding for charities and local organisations that provide frontline assistance.

Although the overall level of funding broadly matches the previous Household Support Fund, some councils have expressed concern that it will not be enough to meet rising demand. A recent survey by the Local Government Association found most councils in England do not believe current funding levels are sufficient to cover local welfare needs, particularly as cost-of-living pressures persist.

However, the commitment to provide guaranteed funding for at least three years has been welcomed by local authorities and charities, as it allows councils to plan their support programmes more effectively rather than relying on short-term extensions.

Emma Revie, co-chief executive of Trussell Trust, said the new fund marked an important step forward. She said it could help ensure fewer people are forced to rely on food banks simply to get by.

Children’s charity Barnardo’s also welcomed the move towards cash-first support. It said enabling councils to provide direct payments, rather than vouchers or parcels, would give families greater agency and choice at times of crisis.

Some councils are already using similar approaches, distributing funds via Post Office cash vouchers or digital “pay-by-text” systems that allow people to withdraw money from cash machines quickly.

The new guidance gives councils flexibility in how they divide funding between crisis payments, housing support and resilience services, but they will be required to publish how the money will be used and open applications to the public by 1 April.

Equivalent funding will be allocated to Scotland, Wales and Northern Ireland, with devolved administrations free to decide how the money is spent in their own areas.

Minister for Employment Dame Diana Johnson said the fund would give councils the certainty they need to intervene early and prevent families from being pushed into crisis. She said the aim was to provide fast, practical help at the point people need it most.

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Soho House has secured fresh financing to complete its $1.8 billion take-private deal, stabilising a transaction that had been thrown into doubt just weeks ago.

The London-based private members’ club group said it has now locked in alternative funding to replace a $200 million shortfall, clearing the way for a consortium led by MCR Hotels to complete the acquisition.

In a regulatory filing, Soho House confirmed that Morse Ventures, owned by Tyler Morse, chief executive of MCR Hotels, will provide a $50 million equity commitment. MCR itself will also contribute a further $50 million in equity under its original agreement.

The remaining funding has been secured through changes to the group’s debt structure and shareholder arrangements. Soho House has amended its financing package with Apollo and Goldman Sachs, increasing its senior unsecured notes facility to $220 million from $150 million. As part of the restructuring, Apollo’s equity commitment has been reduced from $50 million to $30 million.

The final $50 million gap was bridged after major shareholders agreed to roll over their equity rather than take cash, reducing the total funding required to complete the deal.

The revised structure follows a turbulent period for the company. Earlier this month, Ron Burkle’s investment firm Yucaipa disclosed that MCR, previously a cornerstone backer, would not be able to deliver its full equity commitment by the expected closing date. That announcement sent Soho House shares tumbling by almost 10 per cent and raised questions over whether the transaction would collapse.

The takeover was agreed in August, when a group of investors led by MCR Hotels offered $9 per share to take Soho House private, valuing the business at $1.8 billion. The consortium agreed to acquire the shares not already held by four major shareholders, who chose to roll over their existing stakes.

Those rolling over include Nick Jones, who owns around 6 per cent of the business, restaurateur Richard Caring, and Goldman Sachs Alternatives, which is also committing additional capital. Actor-turned-investor Ashton Kutcher is also part of the investor group.

Founded 30 years ago, Soho House has expanded to 46 clubs worldwide but has struggled as a listed business since floating in New York in 2021 at $14 a share. The stock has fallen close to 30 per cent over five years, reflecting tougher economic conditions and investor concerns that the brand’s once-distinctive sense of exclusivity had begun to erode.

With funding now secured, the company said it intends to proceed to completion, marking the end of a volatile chapter as a public company and a return to private ownership.

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Soho House secures funding to complete $1.8bn takeover deal