Business

UK businesses have experienced a sharp decline in activity over the past month and expect trading conditions to remain weak until at least March, according to a new survey from the Confederation of British Industry.

The CBI’s latest growth indicator for the private sector showed a weighted balance of -34 per cent, indicating that a significant majority of firms reported falling activity over the past three months. Companies surveyed said they expected the sluggish conditions to persist into the early spring, underscoring continued fragility across the economy.

Economists said the downturn was partly driven by cautious consumers, who reined in spending amid weeks of intense speculation ahead of November’s Budget. Despite that uncertainty now easing, businesses report little evidence of a rebound.

Alpesh Paleja, deputy chief economist at the CBI, said the figures capped a disappointing year for private sector growth. “They mark a continuation of the headwinds that have plagued businesses over the past 12 months: tepid demand conditions, with households cautious around spending, and strong cost pressures squeezing margins,” he said.

Paleja added that pre-Budget uncertainty had delayed investment decisions and major projects, leaving pipelines of work constrained. “The latest growth indicator suggests that the alleviation of this uncertainty hasn’t materially boosted activity,” he said.

The survey echoes other recent data pointing to a fragile economic backdrop. The Office for National Statistics reported earlier this month that the UK economy contracted by 0.1 per cent in October, while retail sales volumes also fell in November despite the annual Black Friday promotions.

Labour market indicators have also weakened. Hiring intentions across the services sector have dropped to their lowest level since July 2020, during the early stages of the Covid-19 pandemic. Analysts link the slowdown in recruitment to higher employment costs following the £25 billion rise in employers’ national insurance contributions and a 6.7 per cent increase in the minimum wage, combined with subdued consumer demand.

While inflation has eased — falling to 3.2 per cent in November from 3.6 per cent the previous month — businesses are planning to raise prices more quickly over the coming quarter to offset rising costs. The fall in inflation prompted the Bank of England to deliver its fourth interest rate cut of the year last week, offering some relief to households and firms.

Looking ahead, the outlook remains muted. The International Monetary Fund expects the UK economy to grow by 1.3 per cent in 2026, a pace that remains weak by pre-pandemic standards. Financial markets believe the Bank of England could cut interest rates once or twice more next year, a move that may help support consumer confidence, spending and growth — but for now, businesses appear braced for a challenging start to the year.

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Firms hit by sharp slowdown in activity as confidence weakens, CBI finds

UK job vacancies fell for a fifth consecutive month in November as employers became increasingly cautious in the run-up to the autumn Budget, according to new figures that underline the growing fragility of the labour market.

Data from Adzuna showed a 6.4 per cent month-on-month drop in advertised roles, with total vacancies falling to 745,448. Compared with November last year, vacancies were down 15 per cent — the sharpest annual decline recorded so far in 2025.

November is typically a strong month for recruitment, particularly as businesses hire ahead of the Christmas trading period. However, weeks of speculation about possible tax rises appear to have prompted firms to delay or cancel recruitment plans, contributing to what Adzuna described as one of the toughest environments for jobseekers in recent years.

Andrew Hunter, co-founder of Adzuna, said the figures reflected a marked shift in employer behaviour. “November is historically a strong month for hiring, so this latest contraction is yet further proof employers are erring on the side of caution,” he said. “The autumn Budget added further uncertainty as we headed into the festive period, and that has weighed heavily on recruitment decisions.”

The slowdown has been particularly severe for those entering the workforce. Adzuna reported a 24 per cent fall in entry-level vacancies, pushing them to their lowest level since 2021. The company said youth unemployment in the UK is now rising at the fastest pace among G7 economies.

Official figures published earlier this month by the Office for National Statistics showed the unemployment rate rising to 5.1 per cent in the three months to October — the highest level since the pandemic. The ONS also confirmed that the UK economy contracted by 0.1 per cent in October, adding to concerns about weakening demand.

The deteriorating outlook helped prompt the Bank of England to cut interest rates to 3.75 per cent from 4 per cent in an effort to stimulate growth and support employment.

Competition for available roles has intensified as vacancies decline. Adzuna estimates there are now more than two candidates for every advertised job, increasing pressure on applicants across most sectors.

While advertised wage growth remains elevated at more than 7 per cent according to Adzuna’s data, this contrasts with official pay figures from the ONS, which show private sector wages rising at closer to 3 per cent — suggesting a disconnect between advertised salaries and actual earnings growth.

Sector-level data points to particularly sharp cutbacks in logistics, where vacancies fell almost 15 per cent over the month. Retail roles dropped by 5 per cent, reflecting weak consumer demand at a critical time of year.

Retailers will be hoping for a late surge in spending to salvage the Christmas period, but the ONS reported last week that retail sales volumes slipped by 0.1 per cent in November despite Black Friday falling within the month — a worrying sign for a sector heavily reliant on year-end trading.

With vacancies continuing to fall and employers remaining cautious, economists warn that the jobs market may remain under pressure into the new year unless confidence improves and demand begins to recover.

Read more:
UK job vacancies fall for fifth month as employers rein in hiring

Leonardo has warned the UK government that it may be forced to shut down its helicopter manufacturing operations in Britain if it fails to secure a flagship £1 billion Ministry of Defence contract, a move that would threaten the future of the country’s last remaining helicopter factory.

In a letter to defence secretary John Healey, Roberto Cingolani, chief executive of the Italian defence group, said the contract to replace the long-serving Puma helicopter was central to Leonardo’s long-term commitment to the UK. Without it, the company would be compelled to reassess its entire British footprint, including its historic manufacturing base in Yeovil, Somerset, which employs around 3,300 people.

Leonardo’s AW149 helicopter is currently the sole remaining contender for the programme, after Airbus and Lockheed Martin withdrew from the competition last year. The company submitted its final bid in April, with a decision now resting with ministers.

Cingolani warned that any delay or cancellation of the programme would have serious consequences. In his letter, first reported by the Telegraph, he said the absence of new UK defence contracts would force Leonardo to reconsider further investment in areas such as electronics and cybersecurity, in addition to core helicopter manufacturing.

Leonardo, the successor to Westland Helicopters, has produced military aircraft in Yeovil for decades and currently builds and supports more than 100 helicopters for the British armed forces, including the Merlin and Wildcat fleets. The site also services export orders for customers in the Middle East and North Africa, but senior executives have made clear that overseas work alone cannot sustain the factory indefinitely.

Speaking to investors last month, Cingolani said Leonardo could not “subsidise Yeovil forever”, noting that the company had gone more than a decade without securing a major new helicopter manufacturing contract from the UK government. “At some point we should consider why we keep a plant there for 15 years and don’t get anything,” he said.

The Ministry of Defence has sought to downplay concerns, insisting that no final procurement decision has yet been made. A spokesperson said officials were continuing to assess the business case for the new medium helicopter programme, adding that the tender submitted by Leonardo was still under active evaluation.

Defence minister Luke Pollard reiterated that position in the House of Commons last week, saying that while Leonardo’s bid had been assessed, the process remained commercially sensitive and no details on aircraft numbers, delivery schedules or contract value could yet be disclosed.

The warning comes as Prime Minister Sir Keir Starmer has pledged to significantly increase UK defence spending, committing to raise it to 3 per cent of GDP in the next parliament and to 3.5 per cent by 2035 under Nato obligations. For Leonardo, the Puma replacement contract is seen as a test of whether that rhetoric will translate into sustained investment in Britain’s defence manufacturing base.

Industry figures say the outcome could define the future of sovereign helicopter production in the UK, with Yeovil’s fate hanging on a single decision that could either secure decades of skilled work — or mark the end of an era for British aerospace manufacturing.

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Leonardo warns it could exit UK helicopter manufacturing without £1bn defence contract

Rachel Reeves has ordered a review into the impact of abolishing the UK’s non-domiciled tax status, as questions grow over whether the reforms will deliver the revenues promised by the Treasury.

The chancellor will assess self-assessment tax returns for the 2025–26 tax year, with findings expected to be published in 2026. It marks the first time the government has publicly confirmed that it is formally evaluating the consequences of ending the centuries-old tax regime.

Non-dom status, which was scrapped in April, previously allowed wealthy UK residents to avoid paying British tax on income and assets held overseas by claiming their permanent home was abroad. Reeves replaced the system with a residence-based model, a move that has proved highly controversial among internationally mobile individuals, particularly because of its impact on inheritance tax exposure.

The government has forecast that the reforms will raise £34 billion in additional tax receipts by 2029–30. However, economists and tax advisers have warned that the estimate may be optimistic, citing signs of an accelerating exodus of high-net-worth individuals.

In recent weeks, we have reported that Mohamed Mansour, a long-standing Conservative Party donor, has shifted his residence from the UK to Egypt, while Lakshmi Mittal, the Indian steel magnate, is understood to have moved his tax residency to Switzerland.

Details of the review emerged following a freedom of information request submitted by Chris Walker, an economist at consultancy ChamberlainWalker, who sought payroll data relating to non-doms. HM Revenue & Customs rejected the request, citing an ongoing “review” of the non-dom reforms.

Walker criticised the refusal, saying: “It is deeply troubling that HMRC is still refusing to release this vital payroll data on non-doms at a time when ministers are relying on these reforms to underpin future tax revenues.”

The move builds on groundwork laid by Jeremy Hunt, the former Conservative chancellor, who initiated plans to abolish non-dom status but stopped short of sweeping inheritance tax changes. Reeves went further after taking office, arguing the reforms were necessary to improve fairness and shore up the public finances.

The Treasury now faces mounting pressure to demonstrate that the policy will not ultimately weaken the tax base by driving wealth, and associated economic activity, offshore.

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Rachel Reeves launches review into impact of non-dom tax overhaul

A UK maritime robotics startup led by a 22-year-old founder has raised more than £750,000 to develop autonomous robots designed to clean ships’ hulls, reduce fuel consumption and remove the need for hazardous underwater diving work.

Edinburgh-based ScrubMarine, founded by Rohith Devanathan while he was still a student, has secured the funding in a venture round led by SFC Capital and PXN Ventures. The investment will allow the company to complete its first commercial prototype, expand its engineering team in Whitehaven, grow its Edinburgh operations and move towards live trials with customers.

ScrubMarine is developing autonomous hull-cleaning and inspection robots that target biofouling – the build-up of algae, barnacles and slime on ships’ hulls. This growth increases drag, driving up fuel consumption and emissions. Devanathan estimates biofouling adds more than $100 billion a year to global shipping costs.

“Biofouling is a hidden problem, but it’s a massive one,” he said. “It increases drag on the vessel, which increases fuel burn. That’s a huge cost for operators, and it’s also bad for the environment.”

Traditional hull cleaning often requires ships to be dry-docked or divers to work underwater alongside large vessels, a process that is costly and can be dangerous. “The diving issue isn’t just about cost,” Devanathan said. “It’s also a serious safety concern. Divers do lose their lives in incidents like these, and that’s why we’re building robots to take people away from that risk.”

The company’s first robot, known as the Turtle, is a lightweight autonomous system that clings to a ship’s hull and removes biofouling using cavitation technology. The process uses microscopic water bubbles that implode on the surface to dislodge debris without damaging the vessel’s protective coatings. The robot also captures inspection data in the same pass, allowing operators to assess hull condition at the same time as cleaning.

Unlike many existing systems, which can be the size and weight of a small car, the Turtle weighs less than 50 kilograms. That makes it easier to deploy without cranes or support divers, significantly lowering operational complexity and cost.

ScrubMarine is also developing a larger autonomous deployment vehicle, nicknamed the Whale, designed to transport multiple Turtle units to offshore vessels and retrieve them without the need for crewed boats or port infrastructure. The system is intended to serve ships operating offshore, including in sectors such as offshore wind, oil and gas and superyachts.

The company believes the technology could scale rapidly. Its business plan forecasts annual revenues of £56 million within five years, with applications across global shipping and marine energy markets.

Born in Chennai and raised in Edinburgh, Devanathan began building websites and small businesses as a teenager before enrolling on a robotics degree at Heriot-Watt University at the age of 17. He founded ScrubMarine in 2024 while studying robotics engineering, where he met co-founder Clyne Albertelli, who was researching robotic systems for maritime use.

The funding round was also backed by the Northern Powerhouse Investment Fund, which supports early-stage companies across the north of England. Private investors include Graham Westgarth, former president of the UK Chamber of Shipping, and Colin Greene, a former Apple country chief executive.

With prototype development nearing completion, ScrubMarine is now preparing for its first commercial trials, as it looks to bring automation, cost savings and safer working practices to one of the shipping industry’s most persistent challenges.

Read more:
Edinburgh startup secures £750k to build robots that clean ships’ hulls

First vinyl records made a comeback, then baggy jeans. Now Britain’s most nostalgic comfort food is enjoying a revival, as a TikTok-famous jacket potato business plots a nationwide expansion.

SpudBros, the family-run baked potato brand founded in Preston, is preparing to roll out across the UK after striking a partnership with EG On The Move, the roadside retail group led by Zuber Issa.

The move comes more than five years after the collapse of Spudulike, once a familiar fixture on British high streets, and signals renewed confidence in a product many thought had been left behind in the 1990s.

SpudBros was launched in 2020 by brothers Jacob and Harley Nelson after they took over an old hot potato cart in Preston, Lancashire. During the pandemic, they turned to social media, particularly TikTok, to build a loyal following, using short-form videos to showcase oversized baked potatoes loaded with toppings such as garlic butter, cheese, beans, chilli con carne, tuna coleslaw and bolognese sauce.

That online popularity translated into real-world growth. The brand has since expanded beyond Preston, opening sites in London, Liverpool and Sheffield, while attracting celebrity fans including Will Smith, Joe Jonas, Liam Neeson and YouTube star MrBeast.

The latest step in its growth is a deal with EG On The Move, which operates around 160 petrol forecourts across the UK. SpudBros Express outlets opened last week at EG locations in Blackburn, Lancashire, and Wakefield, West Yorkshire, on a trial basis. If successful, the partnership could see the concept rolled out across EG’s wider national network.

Jacob Nelson said the early launches were just the start. “I am confident Blackburn and Wakefield are just the beginning of a much bigger journey with EG On The Move,” he said.

Salim Hasan, chief operating officer at EG On The Move, said the group expected the partnership to become a long-term fixture at its roadside sites. “Working alongside the SpudBros Express leadership and brand team, we anticipate the opening of these two trial stores will be a strong and successful long-term roadside partnership,” he said.

Earlier this year, the Nelson brothers also signed a deal with Taster to help develop the SpudBros Express concept and explore franchising opportunities. EG On The Move already operates more than 200 food and drink concessions nationwide, with partners including Starbucks, Subway and Greggs.

The return of jacket potatoes to prominence marks a sharp contrast with the fate of Spudulike, which closed its remaining 37 UK branches in 2019 after struggling with falling high street footfall and rising costs. Its demise came during a period when several casual dining chains, including Carluccio’s and Ed’s Easy Diner, also shut sites, although some brands, such as Jamie’s Italian, are now attempting comebacks of their own.

For SpudBros, the combination of social media clout, comfort food nostalgia and high-footfall roadside locations could prove a powerful mix. If the EG On The Move trials succeed, the humble jacket potato may once again become a staple of Britain’s eating habits – this time driven by Gen Z rather than office lunch breaks.

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Jacket potatoes are back as TikTok star SpudBros plots UK forecourt expansion

Preston Cherouny is a seasoned operations leader based in Washington, D.C., known for his steady approach to management and his focus on people, process, and purpose.

As Chief Operating Officer at St. John’s Church, he brings together financial discipline, organisational skill, and compassion to help the institution run smoothly while staying true to its mission.

Born in Atlanta in 1965 and raised in Canton, Connecticut, Preston learned the value of humility and perseverance early in life. After graduating from Avon Old Farms School in 1984, he went on to earn a degree in American Studies from Skidmore College. His early career in Connecticut prepared him for leadership, teaching him the importance of teamwork and clear communication before he relocated to Washington, D.C., in the early 1990s.

Since joining St. John’s in 2017, Preston has served in multiple roles — from Financial Secretary to Interim Parish Administrator, and now Chief Operating Officer. He believes effective leadership comes from listening, patience, and consistency rather than authority. “People don’t expect you to know everything,” he often says. “They expect you to listen.”

Outside of work, Preston Cherouny is an avid golfer and an active member of the University of Maryland Golf Course, where he finds reflection and balance. He also supports education and community initiatives, contributing to his alma mater and local causes. His career and character reflect a simple philosophy — lead with integrity, learn from failure, and stay grounded in what matters most: family, community, and purpose.

Q: You grew up in Canton, Connecticut. How did your early life shape the way you approach your work today?

Absolutely. Growing up just outside Hartford, in a small town like Canton, taught me the value of humility and hard work. My parents, Richard and Mary, were very grounded people. They expected effort, honesty, and resilience. Those principles stayed with me. Even now, when I’m working through a complex operational issue, I can hear my dad’s voice saying, “Slow down and do it right.” That has guided me more than any management book ever could.

Q: After Avon Old Farms and Skidmore College, what were the first steps in your career?

After graduating from Skidmore in 1988 with a degree in American Studies, I worked in Connecticut for a few years. Those early roles weren’t glamorous, but they taught me the foundations of organisational discipline — budgeting, communication, accountability. I learnt how to work with people from very different backgrounds, which helped later in my career.

In 1992, I made the move to Washington, D.C. It was a big shift, both professionally and personally. I married my wife, Merrell, the following year at St. John’s Church, not realising at the time that the church would one day become my workplace and a major part of my professional identity.

Q: You joined St. John’s Church in 2017. What attracted you to operations in that environment?

Operations work appeals to me because it sits quietly in the background but holds everything together. When I started at St. John’s as Financial Secretary, I found meaning in creating order, building systems, and helping things flow. Later, serving as Interim Parish Administrator and eventually COO, I came to understand how vital steady leadership is in a community-focused institution.

Church operations involve finance, staffing, communication, facilities — but also something less tangible: trust. People look to you not just for efficiency, but for steadiness. I take that responsibility seriously.

Q: What is your leadership style, and how has it developed over time?

My style is rooted in patience, honesty, and persistence. I’ve made mistakes — big ones at times — and those experiences shaped me. Instead of hiding failure, I’ve learnt to study it. The lesson is always in the aftermath: how you communicate, how you rebuild trust, how you adjust.

I’ve said before, “Success is in the work.” For me, it’s about showing up, being consistent, and giving people the space to do their best work. I don’t believe leadership is about having all the answers. It’s about listening. People feel valued when they’re heard, and that’s when they contribute their best ideas.

Q: St. John’s is a historic and highly visible institution. What challenges come with managing operations there?

Every day is different. Some days you’re reviewing financial reports. Other days you’re coordinating repairs on a building that’s older than most of the country. And sometimes you’re helping navigate sensitive community situations.

The biggest challenge is maintaining balance — keeping the institution running smoothly while also supporting the people who make it what it is. I write out short- and long-term goals to keep myself centred. If I stay grounded in those goals, I can manage the unexpected more effectively.

Q: You’ve spoken about slowing down and being present. How does that influence your work?

It influences everything. I learned the hard way that rushing creates errors — in judgement, communication, and operations. When I slow down, I make better decisions. At work, that might mean stepping away from a spreadsheet for ten minutes or walking through the building to reset my thoughts.

This mindset comes from golf, actually. I’m a member at the University of Maryland Golf Course, and the sport teaches patience and presence. Every shot forces you to focus. If your mind is somewhere else, the result shows instantly. Work feels similar.

Q: What has been one of the most meaningful lessons in your career?

Forgiveness — especially forgiving myself. I’ve faced moments where I fell short. What helped me move through them was accepting the failure instead of hiding from it. My wife, Merrell, was a major influence there. She stood by me when things were difficult, and her support reminded me that resilience is built on honesty, not perfection.

Q: Looking ahead, what continues to motivate you in your role?

The people. The staff at St. John’s, the parishioners, the community — they give the work purpose. I also feel a responsibility to maintain the institution with integrity, so it can continue to serve others long after I’m gone. That sense of stewardship keeps me focused.

And personally, I’m motivated by balance. If I can lead effectively while staying present for my family and grounded in my values, that feels like meaningful success.

Read more:
 A Conversation with Preston Cherouny: Steady Leadership in Changing Times

When Dr. Gina Acosta Potter began her education career in 1995, she had no idea that her first classroom would lay the foundation for nearly three decades of leadership.

She was one of only two graduates from U.C. Los Angeles’ teaching credential and Masters Degree program selected for a teaching role in the Santa Monica-Malibu School District. That early opportunity shaped the way she viewed students, teaching, and learning.

“I walked in on the first day of school knowing I had to earn my students’ trust,” she recalls. “Teaching showed me the importance of listening and seeking to understand before leading.”

Her early years gave her a close view of student needs. Many of her students came from diverse backgrounds, and she quickly learned that academic success was deeply connected to housing and food security, English language acquisition skills, along with emotional and social support. These insights stayed with her long after she left the classroom.

Moving Into School Leadership Roles

As Potter grew as an educator, she took on roles such as Associate Principal, Director of Preschool, and later Principal. Each step expanded her responsibilities and her understanding of how schools and educational programs operate.

“Becoming a Principal changed everything,” she says. “It showed me how every decision touches families, teachers, and students in ways you do not always see immediately.”

During these years, she focused on creating compassionate school environments where students felt supported and families felt seen. She also learned how to navigate budgets, staff development, and community expectations. These experiences became the building blocks of her leadership style.

Transitioning to District Leadership Positions

Potter eventually transitioned into district-level roles, including Assistant Superintendent of Business Services and Deputy Superintendent. At this level, she gained insight into navigating the complexities of a school district which included long-term planning, strategic finance, and system-wide equity work.

“When you step into district leadership, you realize that strategy matters as much as heart,” she explains. “You cannot improve outcomes without strong stable systems.”

Her work involved aligning budgets with student needs, guiding academic initiatives, and collaborating with county and state partners. She became known for a balanced approach that combined strategic leadership with compassion.

Leading as Superintendent Through Complex Challenges

Potter’s move into the Superintendent role represented the highest level of responsibility in her career. In the majority of districts that she has served, many students faced economic hardship, limited resources, and housing instability, she focused on building systems that addressed those challenges by leading teams of educators in the creation of robust comprehensive ecosystems of support

“We made equity the center of our work,” she says. “Students cannot learn if their basic needs are not met. It is our job to support the whole child and the whole family.”

Her leadership included expanding partnerships with local community groups and state legislative leaders, strengthening support for English learners, and building new pathways for team work. She understood that schools needed strong community ties and a compassionate team of educators focused on student success.

“Schools serve students better when their district focuses on lifting up the community,” Potter notes. “That became one of the guiding principles of our strategic vision and mission.”

Key Leadership Lessons From a 30-Year Career

1. Start by Understanding Students and Educators

Potter believes her career is shaped by her time in the classroom. “If you do not understand the students and educators you serve, you cannot teach and lead them,” she says. Her teaching years taught her that leadership starts with empathy and understanding.

2. Use Data to Support Student Needs

Throughout her district-level work, she learned to rely on data not as a barrier but as a tool. Sound academic strategy and wise financial planning  help schools stay focused on aligning resources to targeted areas where students need the  most support.

3. Build Partnerships Across Communities

Many of her most successful initiatives came from collaborating with state and federal legislative leaders, county and city agencies, and expanding community partnerships. “You cannot solve big problems alone as it takes a team of great minds and hearts across various levels of local, state, and federal leadership to come together to lift up whole communities and utilize education to open doors of opportunity for generational success,” she explains.

4. Stay Flexible and Keep Learning

Potter’s commitment to continuous improvement has been a throughline in her career. She understands that education evolves, and leaders must evolve with it.

A Professional Legacy Rooted in Equity and Connection

Across every role, Potter has remained committed to one core belief: all students deserve access to opportunity and success. Her work, from teaching to managing multimillion-dollar district budgets, reflects that mission.

“I never chased titles,” she says. “I focused on serving students and communities with purpose and integrity—and everything else followed.”

Her story offers a look into the mindset of a leader who has seen every level of the educational system. It is also a reminder that stability and success comes from a keen focus on student success, consistency, team work, community partnerships, and a clear vision for equity.

For readers who want to learn more about her work and insights, visit Dr. Gina Potter’s website at:

Looking Ahead

After nearly 30 years in education, Potter continues to inspire educators and leaders who want to strengthen public schools. Her career shows how thoughtful leadership, compassion, fiscal strategy, partnerships with legislative leaders, and community collaboration can elevate schools and communities.

“My own childhood and every step of my journey as an educator has taught me something important,” she says. “That is what keeps me committed to ensuring education provides students with pathways to life success and generational stability for their families..”

Read more:
Dr. Gina Acosta Potter: A Leadership Journey Shaped by Compassion, Service, and Strategy

UK companies that export food or chemicals face increasing challenges. Regulations are becoming stricter, customers expect the highest quality, and even small mistakes can have serious consequences, from product recalls to delivery delays. Transporting liquids or powdered substances requires particular care, as contamination at any point can create major problems.

A solution that has proven effective in practice is the use of certified ibc containers. These specially designed containers are built to transport products safely and hygienically, whether it’s juice, dairy products, or chemical liquids. High-purity IBCs ensure that nothing contaminates the product and help companies meet international standards.

These containers are modular, meaning they can be adapted to different requirements. Sizes, valves, and closure systems can be configured according to the product’s needs without compromising cleanliness or safety.

Why Cleanliness and Material Quality Matter

IBC containers are ubiquitous in logistics, but not all of them meet the same high standards. For food and chemical products, two factors are especially critical: hygiene and material quality. Even minor contamination can compromise a batch, leading to product recalls, financial loss, or damage to a company’s reputation.

High-purity containers are specifically designed to prevent cross-contamination, ensuring that products reach customers exactly as they were manufactured – free from foreign substances, odors, or changes in taste. The materials used in these containers must also be chemically stable. Some plastics, while appearing neutral, can react with certain liquids over time, which could compromise both safety and product integrity.

Modern high-purity IBCs go a step further by integrating technology such as barcodes or RFID chips. This allows companies to track every container in real time, providing full visibility throughout the supply chain. For international exporters, this traceability is not just a convenience—it is increasingly required by regulators and partners to guarantee compliance and maintain trust, in line with official guidance such as the UK’s Pollution Prevention Guidance for storing and handling drums and IBCs (PPG 26).

Growing Global Compliance Requirements

Export regulations continue to tighten. For food manufacturers, this includes compliance with HACCP standards and EU food safety regulations, which ensure that products are safe for consumption and free from contamination. Chemical companies must follow rules such as REACH, which dictate not only what substances are allowed in packaging but also how they must be labeled, handled, and documented throughout the supply chain.

Beyond legal requirements, transparency in the supply chain is increasingly important. Customers, regulatory bodies, and business partners want to know exactly where a product comes from, what materials were used in production, and how it was transported. Demonstrating this level of transparency helps build trust and prevents costly misunderstandings or compliance issues.

Experience shows that companies using low-quality containers, or containers that are difficult to clean and inspect, risk delivery delays, product recalls, and potential reputational damage. High-purity IBC containers help minimize these risks. Their easy-to-clean surfaces, robust construction, and compatibility with modern storage systems make them an essential tool for exporters. At the same time, many UK exporters are already operating under significant pressure due to a widening trade gap and limited support, as highlighted in Business Matters’ reporting on small exporters and the UK trade deficit.

Real-World Examples

In the food industry, UK producers of juices, dairy products, or liquid ingredients rely on high-purity IBC containers for transportation. The containers ensure that the product’s taste, color, and quality remain unchanged, while their modular design allows for flexible volumes.

In the chemical sector, high-purity IBCs are equally essential. Companies exporting specialty chemicals need containers that are stable, leak-proof, and fully traceable. These containers meet all those requirements while simplifying work in warehouses and logistics, allowing businesses to operate efficiently without compromising safety or quality.

Efficiency in Storage and Transport

High-purity IBC containers don’t just protect the product; they also make logistics more efficient. Their stackable design saves valuable space in the warehouse, allowing companies to store larger quantities without expanding storage facilities. Standardized sizes make transport in trucks, shipping containers, or even intermodal systems much easier, reducing the need for specialized handling equipment and minimizing the risk of damage during transit.

Uniform filling and discharge systems further streamline operations. Employees can handle multiple containers with less effort, reducing labor time and the likelihood of errors. This consistency is especially important for exporters who operate on tight schedules or manage multiple product lines simultaneously.

High-purity IBCs also offer flexibility in loading and unloading. Many containers are compatible with automated or semi-automated handling systems, which can significantly speed up warehouse operations and reduce operational bottlenecks. This makes it possible to maintain a steady flow of goods, even during peak production or high-demand seasons.

By integrating storage, transport, and handling into a single, reliable system, exporters can combine safety, compliance, and efficiency seamlessly. Investing in high-quality IBC containers not only ensures smoother day-to-day operations but also reduces waste, improves supply chain reliability, and ultimately strengthens the company’s overall logistics performance.

Sustainability as an Added Benefit

Another often-overlooked advantage of high-purity IBC containers is their reusability. In the food and chemical industries, sustainability is becoming increasingly important. Durable containers that can be used multiple times reduce waste and conserve resources, making them a practical solution for companies striving to minimize their environmental footprint.

Recyclable IBCs also help companies meet environmental requirements and demonstrate responsibility toward customers and the public. By implementing a system where containers are cleaned, inspected, and reused, businesses can significantly cut down on single-use packaging and disposal costs. This not only benefits the environment but also supports long-term cost efficiency.

Furthermore, sustainability initiatives resonate strongly with partners, clients, and end consumers. Companies that visibly commit to greener practices gain trust and a competitive edge in increasingly eco-conscious markets. Clean, efficient, and sustainable operations are therefore not just an ethical choice. They are also a strategic business advantage, helping organizations stand out while contributing positively to the planet.

Conclusion

For UK food and chemical exporters, high-purity IBC containers are more than just storage units. They play a crucial role in product safety, efficient logistics, and compliance with international standards.

High-purity containers offer modular flexibility, approved materials, and easy cleaning. They ensure products reach customers safely and unchanged, while also supporting more sustainable and efficient operations. Investing in these containers builds trust, protects brand reputation, and keeps supply chains running smoothly.

Read more:
High-Purity IBC Containers: Essential for Food Safety and Chemical Exports

Jia Xu is a computer scientist and AI researcher with a global academic career spanning Europe, Asia, and the United States. She is currently where her work focuses on natural language processing and large language models.

Xu began her academic journey in Germany. She completed her bachelor’s and master’s degrees at TU Berlin, studying and working entirely in German. She later earned her PhD from RWTH Aachen University under Professor Hermann Ney, a leading figure in machine translation. During this period, she also completed research visits at Microsoft Research and IBM Watson, gaining early exposure to industry-scale AI systems.

Her academic career continued in Asia. Xu served as an Assistant Professor and PhD adviser at Tsinghua University and later became an Associate Professor at the Chinese Academy of Sciences. Across these roles, she led research teams working on dialogue systems, machine learning generalisation, and efficient AI models.

Jia Xu is known for combining theory with real-world application. She has authored around 50 research papers and holds 12 patents and provisional patents. Her teams have ranked among the top performers in 18 major AI competitions, including second place in the Amazon Alexa Prize Social Bot Challenge.

In recent years, Xu’s work has focused on making large language models smaller, smarter, and more sustainable. She believes true success in AI comes from lasting impact, not scale alone.

An Interview with Jia Xu on Building a Global Career in AI

Your career has taken you across Europe, Asia, and the United States. Where did it all begin?

I began my academic journey in Germany when I was nineteen. I moved there to study computer science and had to learn how to live, study, and think in a new language at the same time. I completed both my bachelor’s and master’s degrees at TU Berlin entirely in German. That experience shaped how I approach challenges. I learned early that progress often comes from patience and persistence rather than speed.

How did that early experience influence your research mindset?

It taught me resilience. When language is limited, fundamentals speak.. Fundamentals lead. Listening sharpens. Preparation deepens. That mindset stayed with me during my PhD at RWTH Aachen University, where I worked under Professor Hermann Ney in machine translation. At the time, machine translation was still considered very difficult. Seeing how long-term research could slowly turn impossible ideas into real systems left a strong impression on me.

You also spent time in industry research labs. What did those experiences add?

During my PhD, I had research visits at Microsoft Research Redmond and IBM Watson. Those environments showed me how research operates at scale. I am grateful for that time and my mentors and colleagues. Industry labs care deeply about whether ideas can work in real systems. That balance between theory and application stayed with me. It reinforced my belief that strong research should eventually connect to real use cases.

After your PhD, you moved into academic leadership roles in Asia. What stood out during that phase?

I served as an Assistant Professor and PhD adviser at Tsinghua University and later as an Associate Professor at the Chinese Academy of Sciences. These were intense and productive years. I worked with talented students and researchers on machine learning and natural language processing. Different academic cultures value different things, and adapting to those expectations helped me grow as a leader. I learned that thinking is just as important as directing.

Many people know your work through AI competitions. Why were those important to you?

Competitions test whether ideas actually work. My teams contributed to 18 top-ranking results in major natural language processing challenges. One highlight was earning second place in the Amazon Alexa Prize Social Bot Challenge. That project forced us to think about long-term conversations, system robustness, and user experience. It showed clearly that accuracy alone is not enough. Real systems must be reliable, efficient, and engaging.

In recent years, your research has focused on efficiency and smaller models. Why does that matter?

Large language models are impressive, but they are expensive and resource-heavy. Many organisations cannot use them easily. I am interested in making models smaller and smarter so they can be deployed more widely. Efficiency is not about lowering standards. It is about better design. A well-built, smaller model can be more practical and trustworthy in real-world settings.

How do you personally define success in your field?

I measure success using two standards. One is my own judgement as a researcher. I understand the depth and impact of my work. The second is social feedback. If an idea is recognised and helps make the world better, then it matters. Decades ago, machine translation seemed unrealistic. Today, it is part of everyday communication. Being part of that long journey of turning the unreachable into something achievable is meaningful to me.

You place strong emphasis on values and integrity. Where does that come from?

Every career includes challenges that test your principles. I believe lasting success comes from staying aligned with one’s goals and social values, even when it can be difficult sometimes. Authenticity matters. It affects how one works with colleagues, mentors students, and chooses research problems. For me, success is not just about achievement. It is about contributing something that lasts beyond oneself.

What role does mentorship play in your work today?

Mentorship is at the heart of my work. I help students view research not as a series of immediate wins, but as a long-term journey where setbacks are stepping stones. Success is built through steady effort and curiosity. At the same time, I learn from my students, their questions, fresh perspectives, and fearless curiosity constantly push me to grow and evolve. For me, mentorship is a team journey of discovery, resilience, and shared growth.

Read more:
Jia Xu on Building a Global Career in Artificial Intelligence