Business

Bristol and Edinburgh are emerging as the unlikely engines of Britain’s innovation economy, posting the country’s fastest-growing workforces among technology firms, university spin-outs and patent holders, according to fresh research that lays bare the persistent funding gap with the so-called golden triangle.

Headcount at innovative companies in Bristol jumped 65 per cent between 2019 and 2024, with Edinburgh up 43 per cent over the same period, comfortably outpacing Oxford on 40 per cent and Cambridge on 26 per cent, the analysis of nearly 40,000 businesses reveals.

The study, conducted by the research firm Beauhurst, classifies an “innovative” company as one that is either a university spin-out, the recipient of an innovation grant of £100,000 or more, the holder of a patent, or a technology business that has secured equity investment.

Yet despite the workforce surge in regional hubs, capital remains stubbornly concentrated in the south-east. Some 80 per cent of venture capital invested in the UK still finds its way to London, Oxford or Cambridge, the report finds, a figure that is likely to reignite debate over whether Whitehall’s levelling-up rhetoric is being matched by private-sector reality.

Karim Bahou, head of innovation at Sister, the Manchester-based innovation district that commissioned the study, said the work was designed to shed light on the structural reasons behind the funding gap that continues to dog regional cities.

Manchester itself, Bahou’s analysis found, is punching well above its weight. On a per-capita basis the city is on a par with the capital, with each boasting two innovative companies for every 1,000 residents.

Bahou is now urging cities outside the golden triangle to forge so-called “innovation corridors” between themselves rather than continuing to orbit London. The corridors, established networks linking regions that routinely collaborate on funding and company-building, allow capital, talent and intellectual property to flow more freely across the country.

Scotland’s central belt is leading the way. The Edinburgh-Glasgow corridor has already racked up 448 partnerships, including 378 investments and 70 research grants, making it the most deeply integrated city-to-city innovation network in the UK.

“Up in Scotland we see some really strong links between Glasgow and Edinburgh. This is where we think there is an opportunity to apply a Scottish model to the rest of the country,” Bahou said.

The report goes on to recommend devolving research and development tax incentives to regional authorities, establishing dedicated regional investment funds to unlock deal flow beyond the capital, and developing physical innovation districts, Sister itself is cited as an example, to keep intellectual property and talent rooted locally.

“We’ve got the Northern Powerhouse Fund, and that’s brilliant. We should be doubling down on funds like that, that focus on specific regions and the strength they bring,” Bahou said. “But investors themselves need to come and see what’s happening up in the north, we’ve got some incredible businesses here.”

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Bristol leads UK innovation jobs boom as the regions close the gap on London

Britain’s distillers have been handed an unexpected fillip after Donald Trump announced the removal of all US tariffs and restrictions on whisky imports, a concession the president attributed directly to the influence of King Charles and Queen Camilla’s four-day state visit to America.

The decision, revealed on Trump’s Truth Social platform shortly after the royal couple departed for the UK, brings to an end a punishing 10 per cent levy that the Scotch Whisky Association estimates has been costing the industry roughly £4m a week, some £150m over the past year, at a time when distillers were already bracing for a further 25 per cent charge on single malts due to return this spring.

For an industry that counts the United States as its largest export market, with shipments worth close to £1bn annually, the timing could scarcely have been more welcome. Trump told reporters in Washington that the King and Queen “got me to do something that nobody else was able to do, without hardly even asking”, adding that he had moved “in honour” of his royal guests.

Buckingham Palace responded with characteristic understatement. A spokesperson said the King had conveyed his “sincere gratitude” to the president and would be “raising a dram to the President’s thoughtfulness”.

The decision also unlocks renewed commercial co-operation between Scotland and the Commonwealth of Kentucky, two regions historically intertwined through the trade in used bourbon barrels. The Scotch industry imports roughly £200m-worth of these casks from Kentucky each year, using them to mature its single malts and blends. Trump noted the linkage explicitly, describing both as “very important industries” in their respective territories.

Graeme Littlejohn, director of strategy at the Scotch Whisky Association, told Business Matters the industry was “delighted” by the move. “Distillers will breathe a sigh of relief now that these tariffs are off,” he said. “It’s really thanks to the huge amount of negotiation that’s been going on over many months, at a very senior level. Perhaps the state visit has been the catalyst for getting this over the line, and the King’s added that little bit of royal sparkle to make the deal work.”

Scotland’s First Minister, John Swinney, hailed the announcement as “tremendous news for Scotland”, noting that “millions of pounds were being lost every month from the Scottish economy” under the previous regime. He paid particular tribute to the monarch’s behind-the-scenes role.

The UK government confirmed that the removal applies to all whisky tariffs, including those affecting Irish whiskey producers, a clarification that will be welcomed by distillers on both sides of the Irish Sea. Peter Kyle, the Business and Trade Secretary, called the breakthrough “great news for our Scotch whisky industry, which is worth almost £1bn in exports and supports thousands of jobs across the UK”.

For SMEs across the sector, from craft distillers in Speyside to family-run bottlers in the Highlands and Islands, the lifting of tariffs offers a tangible reprieve. Single malts, which command premium prices in the American market, have been disproportionately affected by the Trump-era levies, and smaller producers without the balance-sheet depth of multinational rivals have felt the squeeze most acutely.

The development represents a rare instance of soft power translating directly into hard economic gain. Whether it heralds a broader thaw in transatlantic trade relations remains to be seen, but for an industry that has spent the better part of a year absorbing the costs of protectionism, the immediate message is clear: the dram is back on.

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Whisky tariffs lifted as Trump hails royal state visit

Christina Ong’s Como Group has emerged as a key shareholder in the lossmaking SL6, the holding company behind The Fat Duck and the Hinds Head, handing the celebrity chef the firepower to expand.

The Singaporean billionaire long credited with turning London’s Bond Street into a luxury catwalk has set her sights on a rather more idiosyncratic British institution: the country kitchen of Heston Blumenthal.

Christina Ong, the 78-year-old fashion mogul and hotelier dubbed the “Queen of Bond Street”, has emerged as the new financial backer of the celebrity chef’s lossmaking restaurant empire. Filings lodged this week show that her family’s Como Group has become a key shareholder with significant control of SL6, the holding company behind Blumenthal’s culinary ventures.

The deal hands the Ong family a foothold in one of British gastronomy’s most distinctive brands and offers the chef the financial muscle to push into new markets. It is understood the cash injection will underpin the expansion of Blumenthal’s award-winning operations, headed by The Fat Duck in Bray, Berkshire, the three-Michelin-starred restaurant that almost single-handedly placed British “molecular gastronomy” on the world map when it opened in 1995. Blumenthal, 59, also operates the nearby Hinds Head pub close to Maidenhead.

“Como’s international experience in the hospitality sector opens up new doors for what comes next,” Blumenthal said, adding that the partnership would allow the group to “explore new possibilities”.

The investment arrives at a delicate moment for SL6. In its most recent set of accounts, the company conceded it was in talks with potential investors to secure long-term funding “to help overcome the current economic challenges [and] provide a foundation for future growth”. For the 12 months to the end of May 2024, revenues fell to £8.9 million from £9.5 million while pre-tax losses widened to £2.1 million, up from £1.4 million the previous year.

A spokeswoman for the company sought to balance the picture, insisting that demand for reservations across both restaurants remained robust and that the Hinds Head had delivered consistent month-on-month growth over the past 18 months, putting it on course for a record year.

Ong’s arrival comes only weeks after Blumenthal confirmed the closure of Dinner by Heston, his two-Michelin-starred ode to historical British cookery housed within the Mandarin Oriental in Knightsbridge. The London site, which opened in 2011, will shut once the hotel tenancy expires, although a sister Dinner by Heston, opened in 2023 inside the Atlantis The Royal hotel on Dubai’s Palm Jumeirah, continues to trade.

For Como Group, the deal extends a hospitality and lifestyle empire that already spans 15 countries. Headquartered in Singapore and controlled by the Ong family, it operates 11 restaurants, the bulk of them in its home city, alongside a portfolio of 19 luxury hotels and resorts in markets including London, Italy, France, the Maldives, Bali, Australia and Thailand. The group’s first foray into food and beverage came in 1989, when it opened the Armani Café in London.

Ong herself is a fixture of British retail and luxury. She founded the Club21 fashion boutiques in 1972 and, through Challice, the investment vehicle she runs with her 80-year-old husband Ong Beng Seng, holds a 56 per cent stake in Mulberry, the British leather goods house. Her interests also include a string of fashion franchise stores running brands such as Emporio Armani.

“We see this partnership as the beginning of something very special,” Ong said. “We look forward to supporting that continued evolution of these iconic restaurants, while unlocking new opportunities for thoughtful growth in the years ahead.”

The deal also marks a public reappearance for the Ong family on the corporate stage. Last year, Ong Beng Seng was fined S$23,400 after pleading guilty to a charge linked to a gift scandal involving a former Singaporean government minister. He had faced a maximum penalty of seven years’ imprisonment, but a judge granted “judicial mercy” in light of his poor health.

For Blumenthal, who has spent three decades coaxing Britons into eating snail porridge and bacon-and-egg ice cream, the message to the dining public is more prosaic. With Como’s chequebook now within reach, the chef has the runway to refresh, and quite possibly enlarge, an empire that, for all its critical acclaim, has been struggling to make the books balance.

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Singapore’s ‘Queen of Bond Street’ takes a seat at Heston Blumenthal’s table

Britain’s reputation as Europe’s cleantech powerhouse is being undermined by a brutal funding drought at the very bottom of the pipeline, with new figures showing investment in the country’s youngest low-carbon and renewable energy companies has collapsed to its lowest level in five years.

Research published by Cleantech for UK (CTUK) reveals that the value of early-stage deals halved in 2025, while the number of transactions plunged from 188 in 2024 to just 94 last year. The slump comes despite the broader sector pulling in £7.2 billion of investment overall, comfortably outstripping Germany’s £1.7 billion and France’s £1.4 billion.

The headline figure may flatter to deceive. Strip away the late-stage mega-deals and a far more uncomfortable picture emerges of an industry whose seed corn is being eaten before it has chance to germinate.

“If we allow the pipeline to dry up now, it means we’ll have no new innovation in cleantech coming through in five years’ time,” warns Sarah Mackintosh, director of CTUK and a former head of innovation at the Department for Business, Energy and Industrial Strategy. “Funders will be sitting there waiting for scale-ups and none will come.”

CTUK, established in 2023 to bridge the gap between Whitehall and the venture community, attributes the early-stage collapse to what it terms a “triple squeeze”: punishingly high industrial energy prices, the quiet closure last year of the Government’s Net Zero Innovation Portfolio without a successor, and investor caution rooted in higher interest rates.

Westminster’s recent decision to decouple gas and electricity prices, severing the link that has long allowed expensive gas to set the price for cheaper renewables, is expected to deliver what Mackintosh calls a “fairly immediate impact”. Yet it does little to address the underlying reality that British industrial energy costs remain among the dearest in Europe, a particular handicap for the capital-hungry sectors at the heart of the energy transition such as battery manufacturing and carbon capture infrastructure.

To these domestic headwinds has been added a fresh geopolitical shock. The US-Iran conflict and tensions around the Strait of Hormuz have rekindled fears of an oil and gas price spiral, with the International Monetary Fund warning that Britain faces the sharpest growth downgrade in the G7 and one of the highest inflation rates as a consequence.

Mackintosh notes that higher rates and the increase in employers’ national insurance contributions have also dulled the appetite of venture capital firms, whose money, she says, “doesn’t go as far as it used to”.

The picture is rather rosier further up the funding ladder. Total equity investment in cleantech rose by 58 per cent year-on-year to £3.9 billion, though the bulk of that capital flowed to software businesses and proven, late-stage operators. Among the standouts was a £750 million raise by Kraken, the energy technology platform owned by Octopus Energy Group, and a £130 million round for energy infrastructure specialist Highview Power. The total nevertheless sits well shy of the £11.9 billion peak struck in 2023.

CTUK is now urging the National Wealth Fund and the British Business Bank to deploy their firepower more aggressively to help young firms cross the so-called valley of death between a laboratory breakthrough and a commercial factory. The National Wealth Fund signalled in January that it intends to channel up to £5 billion a year of taxpayer money into green energy projects, but the question for SMEs is whether any of that will reach companies still trying to prove their technology at scale.

Mackintosh points to British innovators such as battery-tech firm Anaphite, materials specialist Immaterial and carbon-removal venture Supercritical as the sort of “world-leading” businesses now in jeopardy. “These are the sorts of companies that are going to put the UK on the map,” she says. “It would be a travesty if we didn’t even start the ideas because they haven’t got the backing to scale up.”

For a Government that has staked much of its industrial strategy on green growth, the warning lights are flashing. Without urgent intervention to rekindle early-stage investment, ministers risk presiding over a clean-energy economy that imports tomorrow’s breakthrough technologies rather than exports them.

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Britain’s green start-ups face ‘triple squeeze’ as early-stage funding crashes to five-year low

Big ideas are easy to talk about. Bringing them to life is harder. Karan Gupta has built his career on doing both. He works at the intersection of technology, design, and storytelling. His focus is simple. Build things that people actually use and care about.

“I’ve always been interested in how ideas move from concept to reality,” Karan says. “Execution is where most ideas either succeed or fall apart.”

His journey shows how that mindset developed over time.

Early Life: Growing Up Around Innovation

Karan Gupta grew up in San Francisco. The environment around him played a big role in shaping his thinking. He was exposed to technology, creativity, and constant change at a young age.

“I didn’t see innovation as something abstract,” he explains. “It was part of everyday life.”

This early exposure sparked his interest in how products are built and how people interact with them. It also helped him see that technology is not just about tools. It is about people.

UC Berkeley: Learning by Building

Karan attended the University of California, Berkeley. He studied Media Studies and Entrepreneurship. But his most important lessons came outside the classroom.

During college, he launched a digital magazine and a city-focused podcast. These projects gave him real experience in building and managing ideas.

“I wanted to test what I was learning in real time,” he says. “You learn a lot faster when you actually put something out into the world.”

The digital magazine focused on content and audience engagement. The podcast explored local culture and community stories. Both projects required consistent effort and adaptability.

“These weren’t just school projects,” Karan explains. “They were experiments in understanding what people respond to.”

Through this work, he learned how to create, manage, and grow an audience. He also learned how to handle feedback.

“If people don’t connect with what you’re building, you need to adjust,” he says. “That’s part of the process.”

Career Path: Building in Technology and Creative Industries

After graduating, Karan moved into roles across the technology and creative industries. His work focused on digital strategy, user experience, and brand storytelling.

He became known for combining creativity with structure. This allowed him to turn ideas into clear, usable products and campaigns.

“Creativity is important,” he says. “But without structure, it doesn’t go anywhere.”

Over time, he took on leadership roles. He worked with teams to develop campaigns and build products that reached different audiences.

“People don’t engage with complexity,” Karan explains. “They engage with clarity.”

His approach is based on simplifying ideas. He focuses on making sure that users understand what they are seeing and why it matters.

How Karan Gupta Brings Ideas to Life

A key part of Karan’s work is execution. He believes that ideas only matter if they are carried through to completion.

“Anyone can have a good idea,” he says. “The challenge is following through.”

He focuses on a few core principles:

Start with a clear goal
Understand the audience
Build, test, and adjust

“These steps sound simple,” he says. “But they require discipline.”

His experience with early projects helped shape this mindset. Launching a magazine and podcast taught him that progress comes from action, not planning alone.

“You can’t wait for everything to be perfect,” he adds. “You have to start.”

Leadership Style: Building Strong Teams

As Karan’s career grew, so did his role as a leader. He now focuses on building teams that can execute effectively.

“My role is to help people do their best work,” he says.

He believes in clear communication and shared direction. He also values collaboration.

“Good ideas can come from anywhere,” he explains. “You need to create space for that.”

His leadership style is practical. He focuses on results, but also on process.

“If the process is strong, the outcomes usually follow,” he says.

Mentorship and Giving Back

Outside of his main work, Karan spends time mentoring young creatives and entrepreneurs. He sees this as a natural extension of his career.

“I had guidance early on,” he says. “It made a difference.”

He now shares what he has learned with others. His focus is on helping people build skills and confidence.

“Talent is important,” he says. “But mindset is what drives long-term growth.”

He encourages young professionals to stay curious and take action.

“Don’t overthink the first step,” he adds. “Just start building.”

Life Outside Work: Staying Creative

Karan’s personal interests reflect his professional mindset. He enjoys photography, travel, and exploring new ideas.

“Seeing new places helps you think differently,” he says.

He also spends time exploring San Francisco and experimenting with food. These activities help him stay creative.

“Taking a step back often leads to better ideas,” he explains.

A Career Built on Execution and Clarity

Karan Gupta’s career is not defined by one role or title. It is defined by a consistent approach. Start with an idea. Build it. Improve it. Repeat.

“I try to focus on what actually works,” he says. “Not just what sounds good.”

His work shows that success often comes from simple principles applied well. Clear thinking. Strong execution. And a focus on people.

In a fast-moving industry, those fundamentals continue to matter. And for Karan, they remain at the center of everything he builds.

Read more:
Karan Gupta: Turning Ideas Into Real-World Impact

Sir Stephen Fry has launched a £100,000 personal injury claim against the organisers of a major London technology conference, in a case that should give every events business and SME conference organiser pause for thought on public liability and venue safety.

The 68-year-old broadcaster and author is suing CogX Festival Ltd and creative agency Blonstein Events Ltd after he fell roughly two metres from the stage at the O2 Arena in September 2023, sustaining multiple fractures to his right leg, pelvis and ribs. Court documents lodged on his behalf reveal that Sir Stephen had just delivered a keynote address on artificial intelligence when he stepped off the stage into what he later described as “nothing but a six-foot drop onto concrete”.

The legal filings allege that the incident “was caused by the negligence and/or breach of statutory duty of the Defendants, its servants or agents, in failing to ensure that the stage and backstage area were safe, adequately lit and properly protected to prevent a fall from height”.

Keith Barrett of Fieldfisher, the law firm acting for Sir Stephen, said: “It’s very unfortunate that court proceedings were necessary, but the Defendants do not accept Sir Stephen’s account of events, and we have had to ask the court to determine who is responsible for his injury and losses.”

A spokesman for CogX said the company was “unable to comment while the legal process is ongoing”, adding that the team had been “deeply concerned” when the accident occurred and continued to wish Sir Stephen a full recovery. Blonstein Events Ltd, meanwhile, struck a more combative tone, stating that no court proceedings had yet been served and that both the company and its insurers were “confident that our defence will be successful as we were in no way responsible for this incident”.

The case lands at a delicate moment for Britain’s £70 billion business events sector, which has worked hard to rebuild bookings since the pandemic and is now under renewed scrutiny over duty-of-care obligations to speakers, exhibitors and delegates. For the thousands of SMEs that operate within the conference, festival and corporate hospitality supply chain, from production houses and staging contractors to venue managers and creative agencies, the dispute is a sobering reminder of how quickly a flagship event can turn into a balance-sheet liability.

Under the Health and Safety at Work etc. Act 1974 and the Work at Height Regulations 2005, organisers carry a clear statutory duty to assess and mitigate fall risks on raised platforms. Public liability cover for events of this scale typically starts at £5 million, but legal costs, reputational damage and the disruption of a contested claim can dwarf any insurance pay-out. Industry insurers have been warning for some time that premiums are hardening, particularly where risk assessments, lighting plans and edge protection are not properly documented.

Sir Stephen, who relied on a walking stick for several months after the fall, told BBC Radio 2’s Claudia Winkleman in December 2023 that he considered himself fortunate. “The person treating me told me he was treating a patient who had fallen on the same day as me, half the distance, and would never walk again. So I really praise my lucky stars. If it had been the spine or the skull, who knows.”

Greenwich Council confirmed at the time that it had been alerted to the incident and was considering whether to open a formal investigation. The outcome of the High Court action, and any regulatory follow-up, will be watched closely by event organisers, venues and their underwriters.

For SME operators in the events space, the message is unambiguous. Robust risk assessments, certified edge protection, properly briefed stage management and watertight contractual indemnities between principal contractors and sub-contractors are no longer nice-to-haves. They are the difference between a profitable event and a six-figure claim.

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Stephen Fry’s £100,000 lawsuit against tech conference puts events industry liability under the spotlight

Mark Zuckerberg’s pledge to deliver “personal superintelligence” fails to calm Wall Street as the social media group lifts its 2026 capital expenditure forecast by another $10bn, even as an algorithm overhaul drives record time spent on Instagram and Facebook.

Meta Platforms wiped roughly 7 per cent off its share price in after-hours trading on Wall Street last night after the owner of Facebook, Instagram and WhatsApp jolted investors with another sharp increase in its artificial intelligence spending plans, even as a sweeping algorithm overhaul drove record engagement across its apps.

The Silicon Valley group, run by Mark Zuckerberg, said it now expected capital expenditure to come in at between $125 billion and $145 billion in 2026, up from the $115 billion to $135 billion range it had pencilled in only months earlier. The revised guidance pushed shares down $46.62, or 7 per cent, to $622.50 in extended trading in New York, despite first-quarter sales and profits that comfortably beat City and Wall Street forecasts.

The reaction underlines the growing unease among shareholders over Big Tech’s escalating AI arms race, with the world’s largest technology companies pouring tens of billions of dollars into data centres, custom chips and machine-learning talent in a bid not to be left behind, a dynamic that is increasingly setting the cost of doing business for smaller rivals and the digital advertising market on which countless British SMEs now depend.

Zuckerberg sought to reassure the market that the spending would pay off, arguing that Meta’s algorithm changes were already translating into stickier users and a more lucrative advertising business. The chief executive said improvements to content ranking had lifted “real time” spent on Instagram by 10 per cent in the first quarter, while video engagement on Facebook climbed by more than 8 per cent globally, the biggest quarter-on-quarter jump in four years.

Susan Li, chief financial officer, told analysts that Meta had doubled the length of user interactions used to train Instagram’s recommendation systems during the period, allowing its AI models to “develop a deeper understanding of user interests”. Engineers had also accelerated the speed at which fresh posts were surfaced, using “more advanced content understanding techniques” to identify content that might appeal to a user “even if they haven’t engaged with a lot of similar content”.

More than half a billion users on each of Facebook and Instagram are now consuming AI-translated videos after the company began auto-dubbing clips into a viewer’s local language, a move designed to widen the pool of recommendable content and, ultimately, monetisable inventory. Across Meta’s family of apps, daily active users hit 3.56 billion in the first quarter.

The increased engagement is feeding directly into the advertising machine that still generates the lion’s share of Meta’s revenues. Total ad impressions rose 19 per cent year-on-year in the period, as the group’s automated, AI-powered ad platform, which lets brands personalise campaigns at scale, continued to gain traction with marketers, including the small and mid-sized advertisers that increasingly account for the bulk of its long tail.

Zuckerberg used the earnings call to set out his most ambitious vision yet for the technology, telling investors that Meta intended to build AI agents capable of delivering “personal superintelligence” to billions of people. He said he wanted Meta’s products to “understand people’s goals specifically and then be able to just go work on them for them, and check back in”, whether those goals related to health, learning, relationships or careers.

“Literally every person in the world is going to want some version of it,” he said, suggesting that consumers would be “willing to pay a lot of money to have premium or high compute versions” — a hint that Meta is preparing to layer subscription products on top of its traditionally ad-funded model.

AI models, Zuckerberg added, would help Meta to “develop a first principles understanding of what you care about and what each piece of content in our system is about, so that way, we can show you more useful things for what you’re trying to accomplish.”

The bullish tone on AI sat uneasily, however, with the group’s plans to cut roughly 8,000 staff, or 10 per cent of its workforce, in May. Pressed on whether the technology would ultimately replace human workers, Zuckerberg insisted his view differed from much of Silicon Valley.

“My view of AI is very different from many others in the industry,” he said. “I hear a lot of people out there talk about how AI is going to replace people instead. I think that AI is going to amplify people’s ability to do what you want, whether that’s to improve your health, your learning, your relationships, your ability to achieve your personal career goals, and more.”

Li told analysts she was “unsure about the optimal workforce size” for the company, but said management was determined to use AI tools to “substantially increase our productivity”. She added: “We’re approaching this with a bias for wanting to use these tools to build even more products and services than we would have before. At the same time, we’re making very significant investments in infrastructure, and we are very focused on continuing to operate efficiently. So I think we will be continuously evaluating how we’re structured, just to make sure we’re best set up to deliver against our priorities over the coming years.”

For all the angst over capital spending, the underlying numbers were strong. Meta reported first-quarter revenue of $56.3 billion, ahead of Wall Street’s $55.58 billion consensus. Net income jumped 61 per cent year-on-year to $26.8 billion, well clear of the $17.2 billion analysts had pencilled in, although the figure was flattered by an $8 billion tax benefit linked to the US tax reform package signed into law last July.

The question now facing shareholders is whether Zuckerberg’s vast bet on AI infrastructure will deliver the productivity gains and new revenue lines needed to justify the bill, or whether, as some on Wall Street fear, the social media empire is about to enter another costly chapter of the metaverse playbook, only this time with a different acronym.

Read more:
Meta’s $145bn AI splurge spooks investors despite engagement surge

Rolls-Royce has brushed aside investor jitters over the war in Iran, telling shareholders it remains firmly on course to deliver at least £4 billion of underlying operating profit this year, with engine flying hours running 15 per cent ahead of pre-pandemic levels.

The Derby-based aero-engine giant used its annual general meeting this week to draw a line under several weeks of share-price turbulence triggered by Donald Trump’s decision to launch military action in the Middle East. Since hostilities began, the stock has shed close to 20 per cent of its value, sliding from an all-time high of £13.63 and wiping more than £20 billion off the company’s market capitalisation. Shares clawed back 2.9 per cent in early trading on Thursday to stand at £11.06.

The market’s anxiety has been understandable. Rolls-Royce’s civil aerospace division leans heavily on long-haul carriers operating through the Gulf, and the threat of a blockade in the Strait of Hormuz raised the spectre of jet-fuel shortages, route cancellations and a fresh bout of pain for an engine maker still scarred by the pandemic-era grounding of the global fleet.

Yet the picture painted by chief executive Tufan Erginbilgic, now nearly three and a half years into his turnaround, is one of remarkable resilience. In the first four months of the year, engine flying hours have run ahead of internal forecasts. In the three months to 31 March, large engine flying hours rose 5 per cent to reach 115 per cent of 2019 levels. The company is sticking to its full-year guidance of 115 to 120 per cent.

Crucially, Rolls-Royce reported a “significant recovery” in Middle Eastern airline activity, with flying hours on the Airbus A350, powered exclusively by the company’s Derby-built Trent XWB, its single largest revenue line, having “fully recovered to pre-conflict levels”. Carriers, it said, had moved with unexpected speed to redeploy aircraft into other growth markets, leaving far fewer planes parked than analysts had feared. Qatar Airways is the world’s second-largest A350 operator after Singapore Airlines, with both running substantial Gulf traffic.

The group also pointed out that the bulk of aircraft currently grounded for economic reasons, chiefly fuel-cost pressures, are narrow-body, short-haul jets, a segment Rolls-Royce does not serve.

For Erginbilgic, the message to shareholders is that diversification is doing its job. Civil aerospace remains the engine room, but the defence arm, supplying powerplants for the Eurofighter Typhoon, Royal Navy warships and submarines, and several US military programmes, is buoyant amid heightened Western defence spending. The power systems division, which builds diesel engines and generators for everything from data-centre backup to German and Polish army fighting vehicles, is benefiting from the global data-centre boom and rearmament across Nato. A fourth, emerging leg, small modular nuclear reactors, formally backed by the UK government, adds longer-dated optionality.

The reaffirmed guidance points to underlying operating profit of £4 billion to £4.2 billion this year, with free cash flow of £3.6 billion to £3.8 billion.

“We have had a strong start to the year. Operational performance has been strong across the group,” Erginbilgic said. “With our diversified portfolio of three high-performing businesses, we are creating a more resilient and agile Rolls-Royce that is better equipped to respond to changes in the external environment. The conflict in the Middle East has created uncertainty for the industry. We are taking the necessary actions and expect to fully mitigate the current financial impact of the disruption to our business.”

For SME suppliers across the Midlands aerospace cluster, many of whom rely on Rolls-Royce’s order book to keep their own production lines moving, the reaffirmed guidance will be welcome reassurance that the engine maker’s recovery story remains firmly intact, geopolitics notwithstanding.

Read more:
Rolls-Royce holds nerve on £4bn profit target as flying hours soar past pre-pandemic peak

Premier Inn owner Whitbread is to scrap its chain of branded restaurants and recycle £1.5 billion of hotel freeholds through a sale-and-leaseback programme, placing 3,800 jobs at risk as the FTSE 100 group tears up its five-year plan in response to mounting cost pressures and a restless activist investor.

Britain’s largest hotel operator has been hunting for ways to lift returns and protect margins after the autumn Budget left it nursing a sharp rise in business rates and employer national insurance contributions. Pressure has been compounded by US activist Corvex Management, which has urged the board to launch a strategic review after a prolonged spell of share price underperformance.

Unveiling the outcome of its business review on Thursday, the company set out a new five-year roadmap targeting a £275 million uplift in annual profits and £2 billion of shareholder returns. Investors gave the plan a frosty reception: shares slumped 6 per cent, or 151p, to £22.34 in early trading.

Central to the overhaul is the extension of the £500 million restructuring of Whitbread’s food and beverage arm. Two years ago, chief executive Dominic Paul launched the so-called “accelerating growth plan”, converting 112 Beefeater and Brewers Fayre sites into 3,500 new bedrooms and offloading a further 126 restaurants. The group will now go further, replacing all 197 of its remaining branded outlets with what it described as “a more efficient integrated restaurant” format. The shift, expected to deliver a return on capital of between 15 and 20 per cent by 2031, will knock up to £160 million off food and beverage sales this year as sites transition.

The property strategy marks an equally significant pivot. Whitbread, which currently owns the freeholds of roughly half its hotels, will recycle £1.5 billion of property to fund future growth and trim net capital expenditure by more than £1 billion over the next five years. The move will reshape the company into a majority-leasehold business, with freehold ownership falling to between 30 and 40 per cent of the estate.

Paul defended the rebalancing as a pragmatic response to “significant cost increases in the form of business rates and national insurance, as well as the implied market discount of our inherent value”. He added: “Owning a significant proportion of our property is a unique strength which powers the growth of Premier Inn while supporting our resilience as a business, underpinned by a strong balance sheet. But we can improve our approach. We will refocus our capital spend and recycle more of our freehold real estate, driving increased margins and returns, reducing our capital intensity and increasing cash returns for shareholders.”

The strategic reset accompanied a set of full-year results that underlined why the board feels the need to act. Revenue for the 12 months to the end of February was broadly flat at £2.9 billion, in line with City forecasts, while pre-tax profit tumbled 19 per cent to £298 million after £130 million of impairment charges linked to the restaurant restructuring. The group held its full-year dividend at 97p, with a final payout of 60.6p per share.

For the wider hospitality sector, Whitbread’s retreat from its branded restaurant heritage and its tilt towards a leaner, leasehold-heavy model is likely to be read as a bellwether. With business rates revaluations, employer NICs and stubborn wage inflation continuing to bite, even the largest operators are concluding that capital-light growth and aggressive cost discipline are no longer optional.

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Whitbread axes branded restaurants and puts 3,800 jobs at risk in £1.5bn Premier Inn shake-up

Britain’s biggest winemaker uncorks a record-breaking year as chief executive James Pennefather sticks to his audacious target of capturing 1 per cent of the global champagne market by 2035.

Chapel Down, Britain’s largest winemaker, has sold more than a million bottles of English sparkling wine in a single year for the first time, a watershed moment in its bid to seize 1 per cent of the global champagne market by 2035.

The Kent-based producer, listed on London’s junior Aim market and backed by the billionaire Lord Spencer of Alresford, said the million-bottle haul equates to roughly 0.4 per cent of champagne’s worldwide market share. James Pennefather, who took the helm as chief executive last year, expects that figure to climb to 0.7 per cent by the end of the decade.

Pennefather said the company’s long-term ambition was anchored in the available acreage across its native Kent. “We certainly do have options to get there faster, but it also slightly depends on what happens to the wider champagne market,” he said.

While champagne has historically been the preserve of formal celebrations, Pennefather argued that English sparkling wine was redrawing the boundaries of the category. “One of the real strengths of Chapel Down and English sparkling wine is that we’ve expanded the number of occasions on which people are drinking high-value sparkling wines,” he said. “That gives us confidence that we are also expanding the category as a whole.”

The company farms more than 1,000 acres of vineyards across the south-east of England, producing both still and sparkling wines. Its growing brand profile has been bolstered by partnerships with Ascot, The Boat Race and the England and Wales Cricket Board.

Results for the year ending 31 December 2025 lay bare the appetite for home-grown fizz. Group revenues climbed 19 per cent to £19.4 million, fuelled chiefly by a 38 per cent surge in off-trade sales through supermarkets to £9.4 million on the back of a 5 per cent rise in listings.

On-trade sales, those flowing through pubs, bars and restaurants, edged up 5 per cent to £2.6 million, helped by new account wins. International revenues jumped 49 per cent to £1 million, lifted by the firm’s tie-up with Jackson Family Wines in the United States and a higher profile at British airports and St Pancras International station.

The performance pushed Chapel Down back into the black, with pre-tax profits of £469,000 compared with a £1.4 million loss the previous year. Buoyed by a strong start to 2026, the board reaffirmed guidance for net sales of £22.1 million, in line with City consensus.

Pennefather conceded that the conflict in Iran was a watch-point for the business, although the Middle East accounts for only a “small” share of revenues. “We haven’t seen any immediate impact,” he said, “but a sustained increase in fuel costs could have an impact on profitability.”

Elsewhere, investors raised a glass to Carlsberg after the Danish brewer posted its first quarterly volume rise in a year, helped by its push into soft drinks. The world’s third-largest brewer, which counts Kronenbourg, Skol and Somersby cider among its stable, reported a 2.8 per cent lift in total organic volumes during the first quarter, with growth across every region. Soft drinks volumes leapt 10 per cent, driven in no small part by its £3.3 billion takeover of Britvic, while beer volumes nudged 0.4 per cent higher.

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Chapel Down toasts million-bottle milestone in race to challenge champagne