Business

Providing excellent customer service is often essential for a business to succeed. Even with a strong product and competitive pricing, a business can struggle if its customer service doesn’t meet expectations.

Negative experiences, such as delayed email responses, short-tempered shop workers, or frustrating returns processes, can put customers off. In some cases, a single negative experience may be enough to dissuade someone from returning.

In this article, we’ll explain the importance of prioritising customer service for long-term success, with guidance from 1st Formations, a company formation agent.

What does customer service involve?

To improve your business’s customer service, you first need to understand what it involves.

Customer service covers every interaction a customer has with a company, from their first enquiry to after-sales support. These interactions can take place across digital channels such as email and social media, over the phone, or in person. Each touchpoint can influence how customers perceive the business and whether they feel confident buying from it.

It’s worth remembering that good customer service involves resolving issues, such as complaints and refunds, as well as supporting satisfied customers.

Whatever the situation, strong customer service is typically built on three key pillars: responsiveness, consistency, and empathy. Responsiveness refers to how quickly a business acknowledges a customer. Sometimes, a full resolution requires some time, but customers still appreciate a speedy acknowledgement. Consistency ensures everyone receives the same standard of service across channels and team members. Empathy is also important as it helps staff respond thoughtfully and tailor solutions to individuals. When you put these together, you can achieve excellent customer service. With responsiveness, consistency, and empathy in place, customers should receive timely replies, reliable outcomes, and meaningful interactions.

Why customer service matters

The quality of customer service can affect trust, influence the likelihood of repeat sales, and determine if people recommend the business to others. Over time, interactions shape a company’s reputation, which can influence its financial performance.

Customers who experience poor service often reassess their trust in a brand. This may mean they choose not to return and speak negatively of the business. On the other hand, good interactions can reinforce confidence, encourage repeat custom, and lead to positive word of mouth.

Why exceptional customer service increases customer retention

Retaining existing customers is often more cost-effective than acquiring new ones, which is why many growing businesses view improving customer loyalty as a long-term investment.

When customers experience reliable service or see that a business resolves issues effectively, they are more likely to return. In some cases, customers may even pay slightly more to buy from a business they already trust.

Customer service as a driver of reputation

Customer service plays a role in how potential customers form opinions about a business, even if they haven’t experienced the service first-hand. Online reviews and social media posts can influence how people perceive a business, both positively and negatively.

While it’s hard to avoid ever receiving a single negative review, how you respond to disgruntled customers can also shape your reputation. For example, a business that replies to comments and shows that they’re willing to resolve problems can still build trust. By contrast, ignoring problems or responding defensively to feedback can discourage potential customers.

Turning service interactions into business insights.

Approached thoughtfully, customer service can become a strategic decision rather than a reactive response.

While addressing a single complaint may resolve an immediate issue, repeated feedback about the same concern often signals a wider problem. For example, if an individual comments that their coffee isn’t strong enough, an additional espresso might be a short-term fix. However, if it happens repeatedly, it’s likely time to consider changing your café’s choice of coffee. Attentive businesses look for patterns like this and can use them to refine their products or services over time.

Looking beyond complaints, it’s also worth finding out what you’re doing well as a business. A lot of customers are more likely to contact a business to complain rather than praise it. Because of this, it’s worth creating opportunities for customers to share feedback. Try running a survey to uncover what people like and where you could make improvements. If you act on these insights, you can refine your offering and better align it with customer needs.

Consider how service is part of a business’s overall health

Delivering strong customer service is just one part of running a sustainable business. It’s also something that’s only possible if you have engaged employees. As a founder, it’s crucial to support all staff with training, clear standards, and recognition to help the team offer top-tier service.

Providing good customer experiences also relies on smoothness throughout the organisation. While some people may only think of service in terms of direct interactions with customers, behind-the-scenes departments, like logistics and product development, can also influence customer happiness. For example, delayed shipping due to a planning issue reflects poorly on the customer experience. Similarly, inconsistent sizing across a clothing range can frustrate shoppers and put a strain on the business’s returns process.

When back-end operations are optimised, it can become easier for frontline staff to focus on delivering positive customer experiences. Improved service standards can encourage repeat custom and may help reduce customer churn over time, supporting greater financial stability across the business.

Applying customer service principles to build a thriving business

Customer service delivers the greatest value when it’s embedded consistently across a business, rather than treated as a standalone function.

One practical way to apply strong service is by ensuring your systems support customers at every stage of the buying journey. Investing in improving backroom processes, training customer-facing teams to communicate with empathy, and proactively acting on feedback can strengthen customer service at all touchpoints.

It’s important to remember that customer service isn’t a nice-to-have extra. It should be valued as an integral part of a business that can influence reputation, customer retention, and its overall financial health. Organisations that embed service excellence across their operations are often better positioned to build customer trust and succeed.

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Why customer service is integral to business success

The way people access healthcare has changed in recent years, and many now turn to virtual medical services as a more convenient and accessible option. For some, it has become a regular part of their routine.

For others, it is something they are curious about but have not yet tried. Virtual care combines qualified medical professionals, secure digital platforms, and flexible appointment formats to create a service model that supports patients in a more immediate and accessible manner.

Understanding how these services work and what they offer can help individuals determine whether online consultations are a suitable option for their needs.

Saving Time When It Matters Most

Time is often the first thing people consider when thinking about online healthcare, and for good reason. A virtual consultation removes the need to travel to a clinic, search for parking, or sit in a crowded waiting room. Even the preparation involved in a traditional appointment can take up half a day.

Many virtual services enable patients to select appointments that accommodate their own schedules, rather than the other way around. A short consultation slot can often be found during a lunch break, after work, or in quieter moments at home. Some platforms even offer on-demand consultations that begin within minutes. For parents, caregivers, professionals, students, and anyone with a busy lifestyle, this flexibility makes healthcare management far easier.

There is also the practical advantage of shorter waiting times. Online platforms typically operate with efficient booking systems and streamlined processes, which help keep queues moving smoothly. Patients can log in, speak to a clinician, and receive guidance without the long delays that can occur in physical clinics. Over time, these short-term savings accumulate, making managing health concerns feel far more manageable.

Reducing Exposure to Illness

Avoiding exposure to illnesses is a significant benefit of a virtual doctor’s appointment. Waiting rooms can bring together people with different symptoms, which increases the chance of spreading infections. Virtual consultations reduce unnecessary contact and help protect both patients and clinicians. This approach is beneficial during seasonal outbreaks, as well as for individuals with weakened immune systems or those recovering from surgery.

Round-the-Clock Access to Medical Professionals

One of the most substantial benefits of virtual healthcare is constant availability. Traditional clinics close at set times, and many people find themselves in need of advice outside these hours. Virtual medical services bridge this gap by offering support at any time of the day or night.

This kind of availability is beneficial for urgent but non-life-threatening concerns. People dealing with a sudden symptom at midnight or a worry that develops over the weekend can speak to a clinician without waiting for the next working day. Families with young children often find this particularly reassuring. Symptoms that appear late in the evening no longer require a stressful trip to an urgent care centre for simple assessment or reassurance.

For individuals living with long-term conditions, the ability to contact a clinician promptly can help prevent minor issues from escalating into more serious problems. Regular monitoring and timely check-ins can be arranged without disruption to daily routines. Knowing that help is available whenever it is needed gives many patients a greater sense of confidence and control over their health.

Wide Range of Services at Your Fingertips

Many people are surprised to discover just how much can be done virtually. Online healthcare platforms typically offer far more than a simple conversation with a doctor. Patients can access general consultations, follow-up appointments, prescription reviews, and referrals to specialists when clinically appropriate.

Mental health support is also widely available. Many virtual clinicians offer counselling, wellbeing check-ins, and guidance for managing stress or anxiety. For individuals who prefer the privacy of speaking from home, getting an online medical consultation can be a more comfortable option than visiting a clinic. Regular virtual appointments help establish a sense of continuity, which in turn strengthens therapeutic progress.

For patients who need documentation such as fit notes, medical letters, travel certificates, or work adjustment letters, virtual platforms simplify the process. Clinicians can assess symptoms, verify details, and issue the required documentation digitally.

Better Access for People with Mobility or Location Barriers

Virtual medical services provide valuable support to individuals who struggle to attend traditional appointments. Individuals living in rural areas often face lengthy travel times to the nearest clinic or specialist. Online consultations eradicate this barrier, allowing access to high-quality care regardless of postcode.

People with mobility challenges, chronic pain, caregiving responsibilities, or limited transport options can also benefit. Booking a virtual appointment eliminates the strain of physical travel and provides a more comfortable and predictable experience. Patients can speak with a doctor from their bed, living room, or wherever they feel most comfortable.

Cost Efficiency and Practical Value

Virtual care can also help reduce indirect costs related to healthcare. Patients do not need to spend money on transport, parking, childcare, or time away from work. Although prices vary between providers, many find the overall experience more economical when considering the time and costs traditionally involved in physical appointments.

Choosing a Service That Works for You

Virtual medical services provide a combination of convenience, flexibility, and comprehensive support that caters to a wide range of healthcare needs. From time savings to constant availability, from specialist referrals to same-day medical certificates, these platforms enable patients to take control of their care in a practical and accessible manner.

Whether used occasionally or as a regular part of managing long-term health, virtual care provides an efficient and trustworthy option that many people now rely on.

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The Benefits of Choosing Virtual Medical Services

Choosing a healthcare franchise is a big decision, and the UK market makes it even more important to understand what you are actually buying into.

Every franchisor promises support, structure, and a proven model, but the best way to spot a genuinely strong opportunity is to break the evaluation into clear, practical checkpoints. When you look at the details behind fees, territory design, training quality, staffing plans, and regulation, you get a much sharper picture of whether a franchise will help you grow or slow you down.

Breaking Down Fees, Costs, and Unit Economics

The first thing most founders examine is the cost, but the goal is not just to compare numbers. You want to understand how each fee connects to real, measurable value.

What to look for in financial disclosures

What is included in the franchise fee, and what will immediately require extra spend
How the franchisor structures ongoing royalties and whether they scale with performance
Whether marketing fees reflect real marketing activity or just a line item on paper

Some franchisors in the UK publish ranges for fees and typical local authority rates, and these can help you cross check what sustainable margins look like. For example, local authority payment trends in England are outlined in guidance by the UK government, and reading through the material on provider fees can help you understand external pricing pressures. Reporting on care provider fee structures provides a sense of how local authorities approach rate-setting. By comparing a franchise’s projected revenue or margin claims against those real world numbers, you can filter out unrealistic promises.

Territory Mapping and Local Market Entry

Territory quality is just as important as brand reputation. A large territory is not always a good one, and a small territory is not always a bad one. What you want is clarity.

Strong franchisors usually offer:

Transparent mapping tools
Evidence of demand, not just population counts
Guidance on commissioning patterns in the region

This is also where regulatory readiness matters. Some franchisors offer deep, location specific compliance guides, and that level of clarity is a good sign. For instance, if you’re starting a franchise in New York you can see how a detailed regulatory playbook should look by reviewing this kind of planning in a guide that outlines local compliance steps, staffing rules, and registration pathways. That shows the level of practical detail you should expect in any serious jurisdiction specific support.

Training Quality and Systems That Actually Work

A healthcare franchise rises or falls on the quality of its training. You want training that is simple enough for new staff to follow but thorough enough to keep operations safe and compliant. Training should cover care standards, documentation, safeguarding, digital onboarding, and communication protocols. If a franchisor claims to offer training but cannot outline the structure, timelines, or competency checks, that is a red flag.

A good way to evaluate training is to ask current franchisees how long it took them to feel confident. If most of them say several months, that tells you the training may be too shallow, the systems too complicated, or the support too reactive.

Technology and Operational Infrastructure

Many franchisors advertise technology as a key selling point, but you want to look at its real purpose. Does it automate scheduling, care plans, invoicing, and compliance logging? Or is it just a rebranded third-party software with limited support?

Run a simple test. Ask the franchisor to walk you through a real care visit from start to finish in their system. If they cannot show it cleanly and confidently, the tech stack is probably not ready for scale.

Staffing Pipelines and Local Labour Realities

The care sector has staffing shortages, even in an era of growing telemedicine solutions, so a franchise must have a realistic approach to recruitment. Look for practical tools, not just encouragement. This might include job templates, onboarding scripts, local hiring campaigns, or partnerships with training institutions. Ask about historic turnover rates across the network. Low turnover usually reflects strong culture, systems, and support.

Regulatory Scaffolding and Compliance

This is one of the most important parts of evaluating a healthcare franchise. Strong regulatory support should include templates, guidance, supervision frameworks, and clarity on CQC expectations.

A Simple Scorecard to Use

A quick scorecard can make comparisons easier. Rate each category from 1 to 5:

Startup fees and value delivered
Territory clarity and demand evidence
Training depth and practical readiness
Tech usability
Staffing strategy
Regulatory support

High-scoring franchises will be transparent, consistent, and detailed in every category.

Final Thoughts

The best healthcare franchise opportunities are the ones that balance strong systems with realistic expectations. When you look past the sales pitch and focus on what will support you on day one and day one thousand, you can make a grounded, confident decision. If you want more insights, explore similar guides on our blog to continue building a clearer picture of what a strong franchise foundation really looks like.

Read more:
How to Assess a Healthcare Franchise Opportunity

As competition intensifies across the global online trading industry, long-term positioning increasingly depends on platform evolution rather than short-term marketing cycles.

Against this backdrop, SIFX has outlined its strategic direction for 2026, focusing on technology refinement, infrastructure scalability, and enhanced user experience.

The company’s forward-looking framework appears centred on strengthening operational resilience while adapting to shifting trader expectations across multiple regions.

Technology Upgrades and Infrastructure Scaling

One of the core pillars of SIFX’s 2026 strategy involves backend optimisation. With trading volumes fluctuating across forex, commodities, indices, and cryptocurrencies, maintaining execution stability during peak activity remains a priority.

Platform development plans include:

Enhanced order routing efficiency
Improved latency management
Expanded server capacity to support growing user activity
Greater performance consistency across devices

These improvements aim to ensure that execution reliability keeps pace with rising engagement levels.

Expanding Multi-Asset Capabilities

SIFX’s roadmap also signals continued investment in multi-asset functionality. As retail traders increasingly diversify exposure, the platform is prioritising smoother transitions between asset classes within a unified interface.

Rather than focusing on adding excessive instrument lists, the strategy appears to favour:

Deepening liquidity access
Refining spread competitiveness
Optimising cross-asset portfolio visibility

This approach aligns with broader industry trends where functionality and clarity outweigh sheer volume.

Cryptocurrency Trading on SIFX in 2026

As digital asset markets continue to mature, cryptocurrency trading remains a central component of platform engagement. In 2026, SIFX maintains crypto CFDs trading as a core part of its multi-asset offering, reflecting sustained trader interest in volatility-driven opportunities.

Rather than positioning crypto as a standalone niche product, SIFX integrates cryptocurrency trading within its broader CFD ecosystem. Traders can access major digital assets alongside forex, indices, and commodities, allowing for cross-asset strategies within a single account environment. This integration supports more dynamic allocation decisions, particularly during periods when volatility rotates between traditional and digital markets.

From an infrastructure standpoint, platform stability during heightened crypto volatility remains a key operational priority. Execution consistency, margin visibility, and risk monitoring tools are particularly relevant in this asset class, where price swings can be more pronounced than in traditional markets.

As regulatory discussions around digital assets continue globally, SIFX’s 2026 framework appears focused on balancing access with structured risk awareness. For traders who understand leveraged CFD exposure, cryptocurrency trading remains one of the more active and strategically flexible segments of the platform’s overall offering.

Strengthening Mobile-First Development

Mobile trading continues to represent a growing share of global activity. SIFX’s 2026 vision highlights further enhancements to its mobile environment, including interface refinements, faster data synchronisation, and improved risk management visibility on smaller screens.

By aligning desktop and mobile experiences more closely, the company aims to reduce friction for traders operating across multiple devices throughout the trading day.

Risk Management and Transparency Focus

In addition to technical upgrades, SIFX has indicated a renewed focus on margin transparency and risk management tools. Planned improvements include clearer exposure metrics, enhanced account monitoring dashboards, and more intuitive margin requirement displays.

As regulatory discussions evolve globally, platforms that prioritise clarity and trader awareness are likely to strengthen long-term user retention.

Regional Growth Strategy

SIFX’s development roadmap also reflects geographic expansion considerations. Emerging trading markets — particularly in Latin America and parts of Asia — continue to show increased retail participation. Infrastructure scalability and payment system optimisation appear central to supporting this regional growth.

By aligning technological development with geographic demand, the platform seeks to balance expansion with operational consistency.

Bottom Line

SIFX’s outlined strategic direction for 2026 reflects a measured, infrastructure-driven approach rather than rapid feature expansion. The emphasis on performance, cross-asset integration, mobile enhancement, and risk transparency suggests a platform positioning itself for sustained growth.

In an industry where reliability and adaptability increasingly define success, SIFX’s development roadmap signals an intention to compete not just through market access, but through technical resilience and long-term platform maturity.

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SIFX Outlines Strategic Vision for 2026 Platform Development

More than a third of UK employers are planning to scale back permanent hiring as a result of the government’s new workers’ rights reforms, according to a survey by the Chartered Institute of Personnel and Development (CIPD).

The poll of 2,000 businesses found that 37 per cent intend to reduce recruitment of new permanent staff once the changes take effect, while more than half expect an increase in workplace conflict.

Employers warned that the new Employment Rights Act, which introduces expanded protections including day-one statutory sick pay, easier trade union recognition and a shorter qualification period for unfair dismissal claims, could act as a “further handbrake on job creation”.

Government estimates suggest the legislation will cost businesses around £1bn annually. However, the CIPD said the official analysis may underestimate the true impact, particularly the additional time and administrative burden placed on HR departments to implement the reforms.

Ben Willmott, head of public policy at the CIPD, said the changes risked compounding pressures already faced by employers following last year’s £24bn rise in employer national insurance contributions.

“There is a real risk that these measures will act as a further brake on recruitment,” he said, urging ministers to consult meaningfully with business and consider compromises where appropriate.

The survey found that 55 per cent of employers anticipate more disputes once the reforms are in place. Businesses cited concerns over the reduction in the unfair dismissal qualifying period, from two years to six months, alongside new rights for zero-hours workers and enhanced powers for trade unions.

Under the act, unions will gain improved access to workplaces for recruitment and organising activity, while employees will benefit from expanded “day one” rights.

James Cockett, senior labour market economist at the CIPD, said the findings diverged sharply from government expectations. Whitehall’s impact assessment predicted that greater union engagement could reduce conflict, yet only 4 per cent of employers surveyed believed disputes would decline.

The CIPD noted that most UK businesses, particularly the 1.4 million micro and small employers, do not formally recognise trade unions. In that context, it argued, it is unclear how expanded union rights would materially reduce workplace tensions.

The Trades Union Congress (TUC) has welcomed the reforms, describing them as the most significant upgrade to workers’ rights in a generation and arguing they will improve dignity and wellbeing at work.

Business groups, including the Confederation of British Industry (CBI) and the British Chambers of Commerce, have previously expressed reservations, particularly around guaranteed hours contracts, seasonal work and industrial action thresholds.

The CIPD warned that some elements of the legislation could have unintended consequences. Changes to unfair dismissal, statutory sick pay and zero-hours contracts may lead some employers to rely more heavily on temporary or contract labour rather than permanent hires, potentially increasing employment insecurity.

As businesses weigh the costs of compliance against economic uncertainty, the survey suggests the government faces a delicate balancing act between strengthening worker protections and sustaining job growth.

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Workers’ rights reforms prompt a third of employers to curb hiring

The evolution of betting is undeniable. Whether it’s sports or the most common casino games, it’s clear there has been a very big shift when it comes to how individuals enjoy betting.

Of course, this has had a huge impact on the British Economy, as the leisure economy is no longer defined by physical or digital spaces, rather the adaptation of both spaces into a combined and shared space.

The central shift has been the evolution of the betting infrastructure, which has had the most impact on the British leisure economy, transforming back-room transactions into high-speed and data-driven actions personalized to every user.

From the best horse racing sites in the UK to the most common betting shops throughout the country, how much of an impact has the modern betting infrastructure had on the British leisure economy? How will it continue to evolve?

Welcome to Technological Leisure

If there’s one thing that defines the modern betting infrastructure, it must be its adaptation to the digital world. Betting has become universal, from enclosed standalone shops to ecosystems found throughout the internet, its evolution has drastically changed user consumption.

In great part it’s all thanks to innovative wagering technologies. What once was a long and boring process has turned into an easy one-click procedure that anyone can enjoy, promoting competitive socializing where individuals can wager whilst also enjoying the fun of getting to know other individuals with the same passion.

The integration of such systems has helped increase life in various cities, making it easier for individuals to enjoy betting. But it wouldn’t be possible if it wasn’t for the strong back-end systems these sites use, integrating real-time data and analyzing user activity to adapt its servers to the demand, especially at events with big crowds.

The Digital Multiplier

The economic impact of this digital infrastructure goes way beyond the immediate revenue of the gambling industry; it serves as a great example of how similar technological models can be implemented in other areas of the UK economy to favor economic growth. In a world where everyone demands high-speed connection, low latency streaming and stable servers, the systems implemented in the betting industry save as the pillars for the evolution of the UK economy.

In fact, some of these systems, first introduced in the betting industry, are being implemented in other areas of the economy that don’t involve activities like playing or gambling, with entertainment systems and streaming platforms exporting these systems and transforming them to their needs.

Whilst other sectors continue to evolve, the betting industry continues to implement new measures. In an era of financial responsibility where user protection is fundamental, the betting industry continues to create newer systems promoting user protection and security of payments, setting the first bricks for the future of data protection.

The Workforce Transformation

One of the biggest changes when it comes to physical betting shops must be the transformation of the role employees have. Traditionally, employees had to fulfill very simple tasks: if the employee was the bartender, he/she only had to serve drinks and the bookmaker was responsible for placing the bet.

But now, everything has changed, as these roles have mostly disappeared. Nowadays, employees are expected to serve as “tech-enabled hosts”. Every task they do must be fulfilled with a technological interaction in the process. A bartender has to pour out a pint whilst they trouble shoot a digital terminal whilst a bookmaker must have the required knowledge to navigate an integrated app and place the wager or the odds for a specific bet as fast as possible.

Now, employees are expected to be technological natives. They must be able to control and fix any technological problems that arise with ease, adapting to any role possible with the sole focus of providing the best service possible.

An Entertaining Future

As the betting industry continues to evolve, so does the British leisure economy. The fine line between “betting” and “gaming” will continue to blur whilst new measures first introduced on betting sites and games will be adapted and implemented on various areas of the British day-to-day life.

With new systems and innovations, the betting industry will continue to provide the whole UK economy with new ways to evolve, embracing faster and better entertainment focused on social responsibility and data protection.

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What Modern Betting Infrastructure Means for the Future of the UK Leisure Economy

BrewDog has been put up for sale after the Scottish craft beer group appointed restructuring specialists to explore fresh investment and strategic options.

The Aberdeenshire-founded brewer has hired AlixPartners to oversee a structured process that could result in new investors coming on board or parts of the business being sold off.

Founded in 2007 by James Watt and Martin Dickie, BrewDog grew from a small Ellon-based brewery into an international brand with operations in the US, Australia and Germany, alongside around 60 bars across the UK. It currently employs approximately 1,400 people.

In a statement, the company said the decision followed “a year of decisive action” in 2025, including cost-cutting and efficiency measures, as it sought to strengthen its long-term sustainability in what it described as a challenging economic environment.

A BrewDog spokesperson said the appointment of AlixPartners was a “deliberate and disciplined step” aimed at evaluating the next phase of investment. The company added that it expected to attract substantial interest and that its bars and breweries would continue to operate as normal.

An internal email to staff said no decisions had yet been made and stressed that day-to-day operations would be unaffected while advisers reviewed strategic options.

The move comes after a turbulent period for the brewer. BrewDog reported a £37m loss last year and announced job cuts in October. Earlier this year it confirmed the closure of 10 UK bars, including its flagship Aberdeen venue.

Last month, the group halted production of its gin and vodka brands at its Ellon distillery as part of efforts to “sharpen” its focus on core beer operations.

In recent years BrewDog has frequently attracted headlines, both for bold marketing campaigns and for controversies over workplace culture. In 2024 it faced criticism after announcing it would no longer hire new staff on the real living wage, opting instead to pay the statutory minimum. Co-founder James Watt subsequently stepped down as chief executive, taking on a new role as “captain and co-founder”, while Martin Dickie exited the business last year for personal reasons.

AlixPartners declined to comment on the sales process.

The potential sale marks a significant turning point for one of Britain’s most recognisable craft beer brands, which once positioned itself as a disruptor to global brewing giants and attracted thousands of small-scale investors through its “Equity for Punks” fundraising scheme.

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BrewDog put up for sale as advisers explore break-up options

Former business secretary Sir Vince Cable has called for a police and government investigation into the conduct of Andrew Mountbatten-Windsor during his tenure as the UK’s trade envoy, following the release of US justice department files that appear to show he shared official and commercial information with the convicted sex offender Jeffrey Epstein.

The newly released documents suggest that Andrew, who served as Britain’s special representative for international trade and investment from 2001 to 2011, forwarded UK government documents and commercially sensitive material to Epstein.

Sir Vince, who was secretary of state for business and trade during part of Andrew’s tenure, described the alleged behaviour as “totally unacceptable” and said the matter should be scrutinised by law enforcement authorities.

“We need a police or DPP check on whether criminal corruption took place and a government investigation into how this was allowed to happen,” he said.

Andrew has consistently and strenuously denied any wrongdoing.

According to the documents, in 2010 Andrew forwarded an email exchange concerning Royal Bank of Scotland and Aston Martin to a contact, David Stern, who subsequently passed it to Epstein. The correspondence reportedly included details about RBS restructuring plans and comments regarding its then chief executive, Stephen Hester, as well as references to internal tensions at Aston Martin.

It remains unclear whether the information originated directly from Andrew’s official role. At the time, RBS was majority-owned by the taxpayer following its financial crisis bailout. Andrew was also a customer of the bank and may have had separate dealings with management.

Further emails cited in the US files indicate that Andrew may have shared government visit reports relating to Vietnam, Singapore and China with Epstein. Separate correspondence suggests information about Iceland was passed from Treasury sources to banker Jonathan Rowland.

Under official guidance, trade envoys are bound by confidentiality obligations covering sensitive commercial and political information obtained during official visits.

Thames Valley Police confirmed it had consulted specialists at the Crown Prosecution Service regarding the allegations.

Labour MP Sarah Owens, chair of the women and equalities committee, said Andrew must answer questions from police and Parliament. Fellow Labour MP Rachael Maskell called for greater transparency and accountability, arguing that Andrew should be stripped of his remaining constitutional roles.

King Charles has previously expressed “profound concern” over allegations surrounding his brother. Buckingham Palace has said it stands “ready to support” police if requested.

The latest disclosures add to longstanding scrutiny of Andrew’s association with Epstein. Additional images released in the US document tranche have further intensified calls for him to testify in the United States.

The former duke recently relocated from his Windsor residence to the Sandringham estate in Norfolk as pressure surrounding the case continues to mount.

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Andrew’s time as trade envoy should be investigated, says Vince Cable

The UK’s gender pay gap will not close for another three decades if progress continues at its current rate, according to the Trades Union Congress (TUC).

Analysis of official earnings data by the union body shows that the average disparity between men’s and women’s pay stands at 12.8%, equivalent to £2,548 a year. At that pace of improvement, the gap would not be eliminated until 2056, the TUC said.

The gap varies sharply by sector. In finance and insurance it is widest at 27.2%, while in leisure services it is just 1.5%. Even in female-dominated sectors such as education and health and social care, the pay gap remains significant at 17% and 12.8% respectively.

The gender pay gap reflects the difference in average earnings between men and women across organisations and industries. Companies with more than 250 UK employees are legally required to publish gender pay data.

The TUC said the disparity means the average woman “effectively works for 47 days of the year for free” compared with male colleagues.

“Women have effectively been working for free for the first month and a half of the year compared to men,” said TUC general secretary Paul Nowak. “With the cost of living still biting hard, women simply can’t afford to keep losing out.”

The pay gap is largest among workers aged 50 to 59, a trend the TUC attributes partly to the long-term impact of women pausing or scaling back careers to take on caring responsibilities.

The union federation is calling for improved access to flexible working, expanded childcare provision and stronger parental leave policies to help narrow the gap. Nowak described the government’s recent Employment Rights Act as “an important step forward”, but argued further action was needed so parents could better share caring duties.

Business groups have previously warned that additional employment rights and benefits could increase costs for employers. Matthew Percival, director of the future of work and skills at the Confederation of British Industry (CBI), said firms were already facing significant pressures.

“The cost of doing business is leading to job cuts,” he said. “With major changes to employment laws coming, the government must take care not to add further strain.”

Under new rules, employers will be required to publish action plans setting out how they intend to reduce their gender pay gap.

A government spokesperson said ministers were “tackling the root causes of the gender pay gap” through measures including expanded childcare entitlements, strengthened protections for new mothers and changes to flexible working rights.

Despite incremental progress in recent years, the latest figures suggest that without faster reform and structural change, pay parity remains a distant prospect.

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Gender pay gap won’t close until 2056 at current pace, warns TUC

Sir Gerald Ronson’s forecourt empire has delivered a record profit, with the property tycoon’s service station business now valued at more than £1.5bn.

GMR Capital, the parent of petrol forecourt operator Rontec, reported pre-tax profits of £98.4m for the 12 months to the end of September, up 6 per cent on the previous year and surpassing its earlier peak of £95.7m in 2022.

The record came despite revenues slipping 7.7 per cent to £1.56bn, reflecting what the company described as a “challenging economic environment” and cautious consumer spending.

Rontec, which operates 267 service stations across the UK, said rising costs, higher employer national insurance contributions and living wage obligations had squeezed margins. However, lower interest repayments, as borrowing costs eased over the year, helped boost profitability.

The group described the period as “another successful year”, extending a long track record of resilience. GMR has recorded losses only three times in the past three decades, with its most recent annual loss dating back to 2009.

In 2025, property agent Colliers revalued Rontec’s real estate estate at £1.51bn, an increase of £318m. The uplift was attributed partly to investment in site improvements and partly to broader commercial property gains as interest rates fell.

Rontec has been investing heavily in modernising its estate. The company is midway through refurbishing its Shop’N Drive convenience stores and has upgraded its Subway franchises. Its food-to-go offer continues to expand, including 43 franchised outlets of Greggs.

The group has also earmarked tens of millions of pounds for ultra-fast electric vehicle charging hubs. Six forecourts currently host the chargers, with another six planned, although rollout has been slowed by delays in securing high-capacity grid connections and uncertainty in the EV market.

Ronson, 86, who introduced self-service petrol stations to the UK in the 1960s, has previously described Rontec as his “f*** you” business because of its ability to generate cash through economic cycles.

Better known publicly for landmark developments such as the 46-storey Heron Tower in the City of London, Ronson also served six months in prison in the 1990s for his role in the Guinness share-trading scandal.

He remains chairman of GMR, with his wife Gail and daughters Nicole and Lisa also serving on the board.

Company accounts show Ronson spent £164,000 chartering the company jet during the year, along with £82,000 on use of a company-owned yacht. The yacht was subsequently sold for £2m to a company owned by his wife.

Despite headwinds in consumer spending and higher operating costs, Ronson’s forecourt empire has once again demonstrated its ability to generate record returns — reinforcing its reputation as one of Britain’s most resilient private business empires.

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Record profit for Sir Gerald Ronson’s forecourt empire