Business

Inheritance‑tax receipts reached £1.5 billion in April and May, the first two months of the 2025‑26 tax year, HM Revenue & Customs revealed on Thursday.

The figure is £98 million higher than in the same period last year and keeps the levy on its long‑running upward trajectory.

Yet the latest surge comes just as ministers weigh a rethink of one of their most controversial reforms: extending inheritance tax to the worldwide estates of non‑domiciled residents. The measure, announced earlier this year and expected to raise about £430 million annually, is now under review amid reports of an exodus of wealthy non‑doms.

“If rumours are correct, the Chancellor is contemplating a U‑turn,” said Nicholas Hyett, investment manager at Wealth Club. “Not only would that reduce the extra revenue HMRC was banking on, it also highlights the broader economic cost of driving affluent international residents away—lost spending, investment and philanthropy.”

Hyett argued that imposing the UK’s 40 per cent inheritance‑tax charge on global assets was always the easiest change for the super‑rich to sidestep: “City high‑flyers need to be in London; the mega‑wealthy can live anywhere. The UK is attractive, but not attractive enough to surrender 40 per cent of the family fortune.”

Advisers to non‑doms report that as many as 30 per cent of clients are actively relocating or considering relocation to more favourable tax regimes. Even if the Treasury rows back, Hyett warned, “the horse has bolted—plans are made and confidence in Britain’s stability has been dented.”

The debate has been inflamed by fresh speculation that ministers might scrap inheritance‑tax relief on shares listed on London’s junior AIM market, just months after relief was cut in half. “That would be terrible news for AIM,” Hyett said. “The constant tinkering creates exactly the kind of uncertainty that deters long‑term investment in smaller UK companies.”

With receipts climbing but high‑net‑worth taxpayers heading for the exit, the government faces a dilemma: press ahead with reforms in pursuit of extra revenue, or recalibrate to keep globally mobile wealth—and the broader economic benefits it brings—on British soil.

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Inheritance‑tax take hits £1.5bn in two months as flight of non‑doms casts doubt on future revenues

Deciding whether to register a trade mark for your business name, logo, or both is an important step in protecting your brand. But how do you choose the right option for your business, and what are the advantages and disadvantages of each approach?

In this article, Ben Evans, Head of Trade Marks at Harper James, explores the benefits of registering a trade mark, explains when it’s better to register your business name, logo or both and outlines the key steps involved in securing trade mark protection in the UK.

What are the benefits of trade mark registration?

Registering a trade mark is one of the simplest and most effective ways to secure exclusive rights to your brand name or logo. Once your trade mark is registered, you have the legal right to stop others from using the same or a confusingly similar mark for the same types of goods and services in the country where your mark is registered.

It also makes enforcing your rights much easier. Trade mark infringement is simpler to prove when your mark is registered than when you are relying on unregistered rights, which require evidence of goodwill and reputation.

Once registered, you can start using the ® symbol, putting others on notice that you legally own the trade mark. A registered trade mark also becomes a valuable asset in its own right. For example, you can license or sell it or use the trade mark as collateral for a loan.

Is it better to trade mark a business name or logo?

This depends on how your business uses its brand. Consider whether your customers recognise your business primarily by its name in text or through a distinctive logo. If your brand is mainly encountered as a word, spoken, written or online, a word mark usually provides the broadest protection. It allows you to use the name in any style or font while maintaining legal protection.

A logo mark protects the exact visual presentation of your logo. It can include wording or be purely used as an image. Protection only extends to the specific design you have registered, so if the logo is altered in a noticeable way in future, a new application will be needed.

There are cases where registering a logo mark is more appropriate. For example, if your chosen business name is descriptive or lacks distinctiveness, combining it with a distinctive image can help secure registration. A name like “Eat More Cheese” would be too descriptive on its own for cheese products but might be acceptable as part of a striking combined logo.

If your business sometimes uses the logo without wording, it may be wise to register the logo separately from the name. While word marks are generally recommended for broader protection, the right approach will depend on how your brand appears in practice.

Do you have the budget to trade mark a logo and business name?

Ideally, you would register a trade mark for your business name and your logo. This offers the strongest protection for each brand element.

If you do not have the budget to register both trade marks at the same time, a phased approach works well. You could start with the word mark or logo (whichever holds more commercial value or is most widely used) and then file additional applications later as your business grows.

How do I register a trade mark in the UK?

UK trade marks are registered through the UK Intellectual Property Office (UKIPO), which manages the official Register of Trade Marks. This is a public, searchable database showing registered trade marks, their owners, and the goods and services they cover.

Trade marks must be registered in the correct “Class” or classes, according to the NICE international classification system. You will need to carefully list the goods and services your business offers in each class. This requires precise wording to meet UKIPO requirements. Poorly drafted or incomplete class lists can lead to delays or refusals.

You also have the option of a ‘Right Start’ application, where you pay half the fee initially and receive a preliminary assessment. You can then decide whether to pay the remainder and proceed or withdraw without paying the second half. This can be helpful if you’re unsure whether your mark is distinctive enough.

After you file your application, a UKIPO examiner reviews it for compliance. They will check that the mark is distinctive, not purely descriptive, and free from other restrictions (such as offensive wording or misleading claims). The examiner will also check that your goods and services are correctly classified. You will usually receive an Examination Report within four weeks. This will confirm whether your application is acceptable or whether amendments are needed.

What happens after your application is examined?

If your application passes the examination, it will be published in the UK Trade Marks Journal for two months. During this time, other businesses can object if they believe your trade mark conflicts with their existing rights.

If no objections are raised or you resolve any that are, your trade mark will proceed to registration, and you’ll receive a formal registration certificate. The process takes around six months if there are no complications.

What happens if someone opposes your trade mark application?

If someone threatens to oppose your application within the two-month publication period, this deadline can be extended by one month. This allows time for negotiations, with the aim of reaching a compromise without a formal opposition.

If agreement is not reached, the cooling-off period can be extended by up to 18 months if both sides agree, or it can be terminated so formal opposition proceedings can begin. If unresolved, this process can take a year or more and may lead to delays or changes to your application.

How long does a trade mark registration last?

Once registered, your UK trade mark lasts for ten years. You can renew it every ten years indefinitely. If you do not use your trade mark in commerce within five years, it may be vulnerable to cancellation. It can also be challenged if someone can prove they used a similar mark in the UK before your trade mark was registered or used.

Summary

Registering your business name and logo as trade marks is an important step in protecting your brand. It can be more complex than it seems, with important choices about what to register and how to describe your goods and services. Careful planning, along with a proper clearance search for similar existing marks, is required to avoid potential issues. Getting expert advice early from a trade mark solicitor will help you protect your brand, avoid objections and ensure you have a trade mark strategy that supports your business growth.

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Should I trade mark my business name or logo?

Just as Pygmalion sculpted his masterpiece from a block of stone, you might find yourself shaping your social media strategy from raw data into something valuable.

It’s easy to get caught up in likes and shares, but those metrics don’t tell the whole story of your return on investment. You need to look deeper, exploring key performance indicators that truly reflect your marketing effectiveness. What if there’s a more nuanced approach that could transform your data into actionable insights? Let’s explore those dimensions together.

Understanding Social Media ROI

Understanding Social Media ROI is essential for any business aiming to optimize its marketing efforts. You need to grasp how social media investments translate into tangible business outcomes. This involves analyzing how your campaigns drive revenue, increase brand awareness, and enhance customer engagement.

It’s not just about tracking likes or shares; you must focus on the metrics that directly impact your bottom line.

To calculate ROI effectively, start by identifying your objectives. Are you looking to boost sales, generate leads, or improve customer loyalty? Next, quantify the costs associated with your social media activities—this includes ad spend, content creation, and manpower.

Once you have these figures, measure the return by evaluating conversions, revenue generated, or savings achieved.

Utilizing tools like Google Analytics or social media management platforms can provide critical insights into user behavior and engagement patterns. By leveraging this data, you can refine your strategies and allocate resources more effectively.

Ultimately, understanding Social Media ROI empowers you to make informed decisions, ensuring that every dollar spent contributes to your overall business success.

Key Performance Indicators (KPIs)

When measuring the effectiveness of your social media marketing efforts, identifying the right Key Performance Indicators (KPIs) is essential. KPIs help you quantify your success and align your social media strategies with your broader business objectives. You should focus on metrics that provide actionable insights rather than vanity metrics that don’t drive results.

Start with conversion rates, which measure how many users perform desired actions, like signing up for a newsletter or making a purchase. Tracking this can help you understand the direct impact of your social media campaigns on revenue.

Next, consider customer acquisition cost (CAC). This metric shows how much you’re spending to acquire each customer through social media, allowing you to assess the efficiency of your investment.

Also, look at brand awareness metrics such as reach and impressions. While these aren’t direct sales figures, they indicate how many potential customers are exposed to your content.

Finally, analyze customer retention rates. A loyal customer base often stems from effective social media engagement, reflecting your brand’s overall health.

Beyond Engagement Metrics

While engagement metrics like likes, shares, and comments provide a glimpse into your audience’s interaction with your content, they don’t tell the whole story. To truly measure the success of your social media marketing, you need to dig deeper into qualitative and quantitative data that reflects user behavior and sentiment.

Consider metrics such as reach and impressions. These numbers help you understand how many people are exposed to your brand, providing insight into your content’s visibility. Additionally, analyze audience demographics and psychographics to tailor your messaging more effectively.

Monitoring sentiment analysis can also reveal how your audience feels about your brand. Are they positive, negative, or neutral? This emotional data can guide your strategy, helping you adjust your approach to resonate better with your audience.

Furthermore, track referral traffic to your website from social media platforms. This metric serves as a bridge between social engagement and actual interest in your offerings, indicating how effectively your content drives potential customers to your site.

Tracking Conversions and Sales

To effectively gauge the impact of your social media marketing efforts, tracking conversions and sales is essential. This process involves measuring specific actions users take after interacting with your content, such as making a purchase, signing up for a newsletter, or downloading a resource.

To start, set clear conversion goals that align with your overall marketing strategy.

Utilize tools like Google Analytics, Facebook Pixel, or conversion tracking within your social media platforms to monitor these actions. These tools allow you to attribute sales directly to your social media efforts, providing insight into which campaigns and posts drive revenue.

Analyzing this data helps you identify trends and patterns in user behavior. For instance, if you notice a spike in conversions following a specific campaign, it’s a strong indicator of its effectiveness.

Additionally, segment your audience to discern how different demographics respond to your social media initiatives.

Customer Lifetime Value Analysis

Understanding customer lifetime value (CLV) is essential for evaluating the long-term profitability of your social media marketing efforts. By calculating CLV, you can determine how much revenue a customer is likely to generate throughout their relationship with your brand. This metric not only helps you assess the effectiveness of your marketing strategies but also informs budget allocation for future campaigns.

To calculate CLV, analyze historical purchase data and customer behavior patterns. Start by identifying the average purchase value and frequency, then multiply these figures by your average customer lifespan. This data-driven approach allows you to segment customers based on their value, enabling you to tailor your social media content to higher-value segments.

Additionally, consider the impact of your social media marketing on customer retention. Engaging content, personalized interactions, and timely responses can enhance customer loyalty, ultimately increasing their lifetime value.

Brand Awareness Measurement

Measuring brand awareness is essential for gauging the effectiveness of your social media marketing initiatives. It goes beyond simple metrics like likes and shares, focusing instead on how well your audience recognizes and recalls your brand. To achieve this, you can utilize various data-driven approaches, such as surveys, social media analytics, and web traffic metrics.

Start by conducting pre- and post-campaign surveys to assess brand recognition. You can ask questions about brand recall and associations to understand how your campaigns influence perceptions. Additionally, track social media impressions and reach to quantify how many people are exposed to your content. A higher reach often correlates with increased brand awareness.

You should also analyze web traffic data. Look at direct visits to your site; an uptick can indicate that consumers are actively seeking out your brand after engaging with your social media content.

Moreover, employ tools like Google Analytics to measure referral traffic from social platforms, helping you understand which channels drive the most awareness.

Ultimately, combining qualitative and quantitative data will provide a thorough view of your brand awareness and help you refine your strategies for future social media campaigns.

Social Listening and Sentiment

A significant aspect of social media marketing is social listening and sentiment analysis, which offers invaluable insights into how your audience perceives your brand. By monitoring conversations around your brand, you can identify trends, gauge customer satisfaction, and uncover emerging issues before they escalate. This proactive approach helps you adapt your strategy based on real-time feedback, ultimately enhancing your brand’s reputation.

Utilizing sentiment analysis tools, you can quantify emotions attached to your brand. For instance, understanding whether mentions are positive, negative, or neutral allows you to tailor your messaging effectively. If you notice a surge in negative sentiment during a product launch, you can quickly address concerns through targeted communication.

Moreover, analyzing sentiment over time reveals shifts in consumer perception. For example, if sentiment improves after a specific campaign, it might indicate effective messaging or enhanced customer engagement. Conversely, a decline could signal a need for immediate action.

Incorporating social listening into your ROI measurement enables you to connect customer sentiment with financial outcomes. This data-driven approach empowers you to refine your strategies, ensuring your marketing efforts resonate well with your audience and drive tangible results.

Tools for Measuring ROI

When it comes to evaluating the effectiveness of your social media marketing efforts, leveraging the right tools is essential. Analytics platforms like Google Analytics let you track traffic sources and conversions, giving you insight into how social media drives website visits. By setting specific goals, you can measure the ROI more accurately.

Social media management tools such as Hootsuite or Sprout Social provide built-in analytics to assess engagement metrics, follower growth, and audience demographics. These insights help you identify which posts resonate with your audience and which strategies need adjustment.

For deeper analysis, consider utilizing customer relationship management (CRM) systems paired with social media data. Tools like HubSpot and someli.ai allow you to connect social interactions directly to sales and lead generation, giving you a clearer picture of your ROI.

Additionally, sentiment analysis tools can help quantify brand perception. By measuring sentiment around your posts, you can determine how social media impacts your brand’s reputation and customer loyalty.

Case Studies and Examples

Numerous brands have successfully showcased the impact of social media marketing through compelling case studies. For instance, Nike’s “Dream Crazy” campaign, featuring Colin Kaepernick, generated over 1.5 million mentions on Twitter within 48 hours, leading to a 31% increase in online sales. This case highlights how powerful messaging aligned with audience values can drive both engagement and revenue.

Another notable example is Airbnb, which leveraged Instagram to showcase unique listings and user-generated content. Their strategic use of hashtags attracted 1.3 million posts, increasing brand visibility and driving bookings. By analyzing engagement metrics against conversions, Airbnb effectively measured the ROI of their social media efforts.

You can also look at the case of Starbucks, which utilized Facebook for its loyalty program. The brand saw a 25% increase in loyalty card sign-ups after integrating social media promotions. This illustrates how aligning social media initiatives with business objectives can yield measurable results.

These examples demonstrate that when brands align their social media strategies with specific goals, they can quantify success beyond mere likes and shares, showcasing true ROI in their marketing efforts.

Conclusion

To sum up, measuring ROI in social media marketing goes far beyond likes and shares. By focusing on key performance indicators like conversion rates and customer acquisition costs, you can gain deeper insights into your strategies’ effectiveness. Notably, brands that effectively measure social media ROI see an average increase of 15% in customer engagement. By leveraging tools and analyzing data, you can enhance customer lifetime value and make informed decisions that drive real business growth.

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Measuring ROI in Social Media Marketing: Beyond Likes and Shares

For many small businesses and entrepreneurs in the UK, a car is much more than just a means of getting from point A to point B.

It’s a working tool, an indispensable business asset. Meeting customers, delivering goods, transporting equipment, making purchasing trips – these are all daily tasks that require reliable transport.

This increased role means that the condition and reliability of a work vehicle carries increased responsibility – it directly affects the ability to work, serve customers and maintain your professional image.

The car in business practice

According to Money.co.uk, the number of small businesses (0-49 employees) in the UK in 2024 was 5.45 million. A significant number of small businesses rely on cars for business.

Imagine a typical day for a busy entrepreneur – a mobile handyman, photographer, marketer or courier serving several clients a day in different parts of London or Manchester. A morning meeting with a potential client, followed by a trip around the city to pick up materials, and then several more visits to clients. Being late because of a car problem means lost money, disappointed customers and a ruined day.

Risks of negligent care

Small entrepreneurs are increasingly using models such as the Ford Focus Mk3. Its efficiency, manoeuvrability and reliability are ideal for urban environments. However, even the most reliable car requires regular maintenance. For example, changing or topping up the transmission fluid on time has a critical impact on the smoothness of the shifting and the durability of the gearbox, especially if you make 10-15 short trips with numerous stops every day.

A car that is driven every day is subject to increased stress. Ignoring basic maintenance procedures – such as checking the brake system, shock absorbers or transmission – can lead to unpredictable breakdowns, reduced road safety, loss of customer confidence and high repair costs. Repairing a gearbox, for example, can cost many times more than changing the transmission fluid on time.

When you’re focused on running your business, it’s easy to skip scheduled maintenance. However, simple technical issues are not just minor inconveniences. What may start out as a slight vibration or a slightly rough gear change can, if left unattended, lead to significant downtime and hefty bills. These are not just ‘options’ for financial costs, they are often unavoidable costs as a result of negligence.

Practical tips from business car users

To keep your car a reliable partner, you should follow a few simple but effective rules:

Schedule maintenance. Don’t wait until something breaks down. Regular checks are the best way to prevent problems.
If you have more than one car, appoint a person in charge or use reminder apps.
Keep a maintenance log. Even if you drive the car yourself, notes about mileage, brake checks, oil changes, and checking the level and colour of the transmission fluid will help you stay in control.

The transmission fluid is essentially the lifeblood of the vehicle, lubricating moving parts and helping to cool the transmission system. It is recommended to change the transmission fluid every 30,000-60,000 miles or at least every 2-4 years, especially if the vehicle is driven heavily. Failure to change it on time can lead to jerky shifting, increased wear and tear on internal components, and ultimately costly transmission repairs.

The car you’ve turned into your business asset is not just about the initial purchase, it’s about keeping it running smoothly. And it’s not enough to just fill it up on time. Regular inspections, maintenance, care of the transmission, shock absorbers, brakes – these are not technical details, but an opportunity for your car to work for your business, not against it. A reliable car means your movement without obstacles, your reputation, your profit.

Characteristics of Ford Focus MK3 transmission fluid
UK business statistics and facts 2025

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Business mobility: how a car becomes your business tool (and why it’s important to pay attention to the details)

The UK’s fifth‑largest supermarket said like‑for‑like sales grew 3.9 per cent in the three months to early June, up from 2.1 per cent in the previous quarter, when a cyberattack on supply‑chain software provider Blue Yonder forced the retailer to slash prices on some items to keep shelves stocked.

Including new space, total sales rose 4.2 per cent to £3.9 billion, while underlying EBITDA for the first half climbed 7.2 per cent to £344 million. (Morrisons does not disclose pre‑tax profit.)

Chief executive Rami Baitiéh, who arrived last year with a turnaround mandate, said the chain had “bounced back strongly” despite a “challenging macro environment”. Since taking the helm, Baitiéh has focused on tighter in‑store execution, a slimmer product range and fresher food displays to improve customer perception—efforts he claims are starting to bear fruit.

“Value remains at the forefront of customers’ minds,” he said. “We’ve worked hard on price, promotions and meaningful rewards for loyalty.”

Central to that push is the Morrisons More Card, which now offers deeper discounts and personalised deals aimed at cash‑strapped shoppers battling stubborn food inflation.

The grocer is also trialling revamped “market street” sections—complete with farm‑shop‑style merchandising and expanded world‑foods aisles—to broaden its appeal. Early feedback, the company said, has been “very positive”.

Meanwhile, Morrisons is accelerating its convenience‑store rollout. Forty‑two franchise‑owned Morrisons Daily outlets opened during the quarter, taking the estate of small‑format stores to more than 1,700, up 120 year‑on‑year, with more openings planned.

Chief financial officer Jo Goff pointed to “broad‑based progress” across the business. Cost‑saving measures delivered £58 million in the quarter, taking cumulative savings to £700 million; the retailer has now raised its savings target to £1 billion by the end of 2026.

To sharpen pricing and range decisions, Morrisons has also signed a new deal with a global analytics provider, hoping to mine deeper commercial insights as competition among UK grocers intensifies.

The improved performance offers some relief to owners Clayton, Dubilier & Rice, which loaded the company with £6.6 billion of debt when it took Morrisons private in 2021. Although challenges remain, the latest figures suggest the supermarket is regaining momentum after a turbulent start to the year.

Read more:
Morrisons rebounds from cyber‑disruption with stronger second‑quarter sales

More than £1 billion has now been paid out to victims of the Post Office Horizon IT scandal, marking a significant milestone in the ongoing effort to deliver justice to thousands of wronged sub-postmasters.

The government confirmed that, as of 2 June, a total of £1.039 billion had been awarded to just over 7,300 individualsthrough a series of compensation schemes. However, despite the growing payouts, campaigners say many victims are still navigating a slow and often complex path to full redress.

Post Office Minister Gareth Thomas said the government was continuing to speed up payments, particularly in the most complex cases: “We are settling cases every day and getting compensation out more quickly for the most complex cases,” he said. “But the job isn’t done until every postmaster has received fair and just redress.”

The figures span four separate compensation schemes, each designed to cater to victims in different circumstances, reflecting the varying legal and personal consequences experienced by those affected.

The most high-profile group of victims includes the 555 sub-postmasters who led a landmark court case against the Post Office, spearheaded by Alan Bates, whose campaign was brought to national attention through a widely watched ITV drama earlier this year.

Although the group secured a £42.5 million settlement in 2019, most saw only a fraction of that payout due to the high legal costs of taking the case to court. In response, the government established the Group Litigation Order (GLO) Scheme to provide additional compensation. So far, £167 million has been paid through this scheme, including interim payments.

However, 63 members of the GLO group had criminal convictions, rendering them ineligible for the GLO compensation. They may instead be entitled to compensation through one of two schemes for those who had their convictions overturned.

The Overturned Convictions Scheme is open to anyone whose conviction has been quashed by the courts. This includes individuals both inside and outside the GLO group. It is now directly overseen by the government, which has so far paid out £68 million under this route.

Meanwhile, the newly created Horizon Convictions Redress Scheme caters to those whose convictions were overturned en masse under the Post Office (Horizon System) Offences Act 2024, which came into force in May. These individuals can choose to receive a fast-tracked £600,000 settlement or enter into negotiations if they believe they are owed more. All are eligible for interim payments while final amounts are calculated. This scheme has delivered £245 million to date.

A fourth scheme, the Historic Shortfall Scheme, continues to offer compensation to sub-postmasters who repaid money that was never actually missing, due to errors caused by the Horizon software. Although the government did not break out updated figures for this scheme, it remains a significant component of the overall total.

The Horizon IT scandal is widely regarded as one of the worst miscarriages of justice in British history. Between 1999 and 2015, hundreds of sub-postmasters were accused—and many convicted—of theft, fraud, and false accounting, based on faulty data generated by the Horizon computer system.

To date, 992 convictions have been linked to the system, of which around 700 were brought privately by the Post Office. Many of those affected lost their businesses, homes, and in some cases, their liberty.

While compensation efforts have accelerated in recent months under government supervision, victims and campaigners have raised concerns about bureaucratic delays and the complexity of the claims process. Some have criticised the existence of multiple overlapping schemes, which they say can be confusing and intimidating for claimants.

However, officials maintain that tailored approaches are necessary to reflect the legal and financial differences among affected individuals.

Despite surpassing the £1 billion compensation mark, ministers have acknowledged that many victims are still waiting. The government has pledged to continue processing payments swiftly and to ensure all those entitled to compensation receive what they are owed.

With redress still ongoing and public scrutiny intensifying, the legacy of the Horizon scandal is far from resolved. For many former sub-postmasters, the compensation offers some measure of justice—but for many, it will never fully make up for what was lost.

Read more:
Post Office Horizon scandal payouts pass £1bn as redress efforts continue

The UK’s advertising watchdog has issued a strong rebuke to brands that continue to rely on outdated and harmful stereotypes of older people, warning that many portrayals are offensive and fail to reflect the reality of ageing in modern society.

In a report published today, the Advertising Standards Authority (ASA) singled out several high-profile adverts for depicting older people as grumpy, technologically inept, lonely or burdensome, and said the industry must do more to reflect the diversity and vibrancy of older lives.

One TV advert cited in the report, for Scotland-based Strathmore Foods, shows an elderly man angrily reacting to a football hitting his car before deflating the ball and eating a microwave meal alone—an ad the ASA described as reinforcing damaging stereotypes of older people as both intolerant and isolated.

The ASA’s report follows a wide-ranging study involving 4,000 adults of all ages, who participated in surveys and focus groups designed to evaluate the public’s reaction to how older people are depicted in UK advertising. More than a third of respondents said they believed people over the age of 55 were routinely negatively stereotyped in ads.

Nearly half of those surveyed said portraying older people as unable to use or understand technology was potentially offensive, while more than 20% said ageing was too often depicted as something to be “fought”, particularly in beauty advertising—an approach many believed was harmful to self-esteem and contributed to ageism in wider society.

One of the most criticised examples came from a LinkedIn ad with the tagline “Parents don’t get B2B”, which participants said painted older people as stupid or out of touch. “If you think other people think you are stupid and that’s how you come across, I don’t think that is good for self-esteem,” said one female respondent.

The report also highlighted a JD Williams advert featuring older women in bright, fashion-forward clothing under the strapline “Feeling more girlfriend than grandma.” While some participants saw it as a positive and empowering depiction, others said it reinforced the idea that ageing is something to be resisted, with beauty and happiness linked to looking younger.

Overall, 44% of people surveyed felt that humour at the expense of older people was likely to cause offence, and over a third said stereotypical portrayals—such as being always grumpy, wealthy, or only socialising with peers of the same age—were irritating or unhelpful.

The ASA’s findings also raised questions about advertising targeting practices, with many older viewers saying they were being shown an excessive number of ads for funeral services, cremations, life insurance and care homes, particularly during daytime television. This emphasis, they said, reinforces the notion that ageing is solely linked to decline or end-of-life planning.

Perhaps most notably, 44% of participants said they felt older people were underrepresented or entirely absent in key categories like fashion, beauty, technology and household goods.

“As a society, we’re living longer, richer and more varied lives,” said Kam Atwal, the ASA’s research lead. “Our research reveals that some of today’s portrayals of older people in advertising are not being received positively, and that the public wants ads to better reflect the varied lives older people lead today.”

The ASA says it will now engage with brands, agencies and media planners to ensure that older consumers are treated fairly and portrayed with greater nuance and respect. It did not suggest immediate regulatory changes but indicated that advertisers would be monitored more closely for content that may breach existing standards on harm and offence.

The watchdog’s call comes as the UK population continues to age. By 2040, nearly one in four people in the UK will be over 65, making older consumers an increasingly important demographic for marketers. Critics argue that failing to adapt to this shift not only risks alienating a large part of the population but also represents a missed commercial opportunity.

Strathmore Foods, whose advert was cited in the report, has been approached for comment. The ASA says it will continue to assess whether the advert, and others like it, breach the advertising code.

Read more:
UK watchdog criticises ‘offensive’ portrayal of older people in adverts

The Bank of England has kept its benchmark interest rate at 4.25%, but hinted that a cut could be on the horizon as early as August, amid growing signs of a weakened UK economy and rising global risks.

While Governor Andrew Bailey acknowledged that inflation is now on a gradual downward path, he warned that the world remains “highly unpredictable”, with escalating geopolitical tensions—particularly in the Middle East—threatening to derail the UK’s fragile economic recovery.

“In the UK we are seeing signs of softening in the labour market,” Bailey said. “We will be looking carefully at the extent to which those signs feed through to consumer price inflation.”

The Bank’s Monetary Policy Committee (MPC) said it remained “sensitive” to developments in the Israel-Iran conflict, which has driven oil prices up by 26% and gas prices by 11% since the MPC’s last meeting in May. Further spikes in energy prices could reignite inflation and complicate decisions around future rate cuts.

The decision to hold interest rates came despite inflation remaining above the Bank’s 2% target and at its highest level in over a year. While some on the MPC are reportedly pushing for an earlier cut, the majority opted to wait, citing a complex mix of domestic and international pressures.

Domestically, the outlook remains uncertain. After a strong start to 2025, the UK economy contracted sharply in April, highlighting the volatility of the current recovery. Although the Bank has slightly upgraded its overall economic expectations, it noted that “underlying growth remains weak”.

At the same time, there are signs that wage growth is slowing—a development that may help bring inflation under control—but unemployment is also rising, with businesses reluctant to hire or replace staff in the face of economic uncertainty.

Despite these warning signs, the Bank appears cautiously optimistic that it will be able to begin lowering rates later this year, especially if inflationary pressures continue to ease and growth remains subdued.

Markets are now pricing in a possible 0.25 percentage point cut in August, with a second cut potentially following by the end of 2025.

For now, the message from Threadneedle Street is clear: the Bank is prepared to act, but only when the balance of risks allows. With energy prices volatile, global tensions high, and growth stalling at home, policymakers are walking a fine line between supporting the economy and keeping inflation in check.

Read more:
Bank of England warns of ‘elevated’ global uncertainty after leaving interest rates on hold

HM Revenue & Customs is expected to net a significant tax windfall from this year’s Wimbledon Championships, as the tournament’s ever-increasing prize pot pushes more players into higher UK tax brackets.

According to tax experts at Blick Rothenberg, Wimbledon is becoming an increasingly lucrative revenue stream for HMRC, thanks to the structure of international tax rules and the tournament’s soaring prize fund. In 2025, the total prize money will rise by a further 7%, capping a decade in which the Wimbledon prize fund has doubled.

“Wimbledon continues to be a lucrative source of taxes for HMRC,” said Robert Salter, Director at Blick Rothenberg. “Not only are the tournament winnings taxable, but the Wimbledon Prize Fund has doubled over the last 10 years, with 2025 alone seeing a further 7% increase.”

Although most of the players competing at Wimbledon are non-UK tax residents, under international tax rules they are still liable to pay UK tax on their earnings from the tournament, including match winnings, sponsorship-related activities, and a share of image rights and marketing revenues generated while in the country.

“While most of the players at Wimbledon will not be tax resident in the UK, the tax rules applying to international sports people mean that they will be fully taxable in the UK on their winnings,” Salter explained. “This includes any additional UK-specific fees which they might get while in the UK for appearing at sponsor events, and a share of their wider image and marketing fees.”

Tournament organisers are required to withhold tax at a flat rate of 20% from players’ core prize money. But with first-round losers in both the Men’s and Women’s Singles events receiving £66,000, well above the £50,000 threshold at which the 40% tax band begins, most players will be required to file UK tax returns and pay additional tax on their income.

“Even players with little or no image rights income will usually end up in the higher-rate tax band and will need to submit an annual UK tax return,” Salter added.

This year’s event is not only a highlight for tennis fans but also a boost for the Treasury, which benefits handsomely from top-tier international sporting events. Alongside Wimbledon, other global showcases such as The Open Championship in golf also provide a reliable stream of tax revenue tied to elite sport.

“Leading professional events such as Wimbledon, or the Open Championship in July, aren’t just a ‘win’ for sports fans,” Salter said. “They are a win for the Revenue’s coffers too.”

With players competing for titles, prestige and increasingly generous payouts, the UK government will also be celebrating—quietly—from the sidelines.

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Increase in Wimbledon prize money will provide HMRC with a bumper tax take this year

Shell’s chief executive Wael Sawan has warned that a worsening of the conflict between Israel and Iran could deliver a major shock to the global economy, as geopolitical tensions threaten to choke off one of the world’s most important energy supply routes.

Speaking at an energy conference in Tokyo, Sawan said Shell had drawn up contingency plans should the conflict result in disruptions to oil and gas flows from the Middle East. He said a blockage of the Strait of Hormuz—the narrow waterway linking the Persian Gulf to the Indian Ocean, through which around 25% of the world’s oil passes—would have a “huge impact on global trade”.

“If that artery is blocked, for whatever reason, it has a huge impact on global trade… We have plans in the eventuality that things deteriorate,” Sawan said.

The warning comes amid rising tensions in the region and growing speculation that the United States could intervene militarily, following suggestions by Donald Trump that the US may enter the air war. “I may do it, I may not do it. I mean, nobody knows what I’m going to do,” the president said on Wednesday, further fuelling market uncertainty.

Oil markets have already responded to the volatility. Brent crude climbed nearly 1% to more than $77 a barrel on Thursday as investors priced in the risk of supply disruption. Tanker activity in the region has also become significantly more expensive. Data from Clarksons Research, reported by the Financial Times, showed that the daily charter rate for a very large crude carrier (VLCC) on the Gulf-to-China route surged from $19,998 before last week’s Israeli strikes to $47,609 by Wednesday.

The 138% spike in charter rates far outpaces the 12% increase in the Baltic Dirty Tanker Index, which tracks crude oil shipping costs globally. Analysts attribute the jump to escalating fears over the safety of navigating the Strait of Hormuz, with interference in navigation signals already being reported in the Persian Gulf.

“What is particularly challenging right now is some of the jamming that’s happening,” said Sawan, pointing to disruptions in maritime GPS and communications systems in the region.

Financial markets responded cautiously to the developments. On Thursday, global equities slipped slightly, while investors shifted money into traditionally safer assets such as gold and the US dollar. Gold rose 0.1% to $3,372.36 an ounce, while the dollar gained ground against the euro, Australian dollar, and New Zealand dollar.

Kyle Rodda, a senior analyst at Capital.com, said uncertainty over the US response is feeding investor anxiety.

“Market participants remain edgy and uncertain. Speculation remains rife—fed probably strategically by the Trump administration—that the US will intervene, something that would mark a material escalation and could invite direct retaliation against the US by Iran,” he said.

Rodda added that any US involvement would significantly raise the risk of a regional war, with consequences that could ripple far beyond the Middle East, hitting global energy supply and economic growth.

The Strait of Hormuz is often described as the world’s most important oil transit chokepoint. Around 21 million barrels of oil per day flow through the passage, which is only 21 miles wide at its narrowest point. A disruption—whether through military conflict, sabotage, or blockades—could send oil prices soaring and intensify inflationary pressures just as central banks begin to loosen monetary policy.

Energy executives and policymakers are watching developments closely, especially as shipping insurers and charterers begin adjusting risk premiums for vessels travelling through the Gulf.

Shell, one of the world’s largest traders of liquefied natural gas (LNG) and crude oil, has deep exposure to Middle Eastern energy markets. The company’s contingency planning comes amid broader efforts across the sector to ensure continuity of supply should conflict escalate.

With tensions high and the Strait of Hormuz under threat, the coming days could prove pivotal—not just for global energy security, but for the stability of the broader world economy.

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Shell boss warns of ‘huge impact on trade’ if Israel-Iran conflict escalates