Business

WhatsApp, the world’s most popular messaging service, will soon begin displaying paid-for adverts to users for the first time—marking a significant shift for a platform that once proudly declared it would remain ad-free.

The Meta-owned service, which has around three billion monthly active users, will roll out the advertising features globally over the coming months. However, WhatsApp has insisted that ads will not appear in users’ personal chats, but instead will be shown in the app’s “status” section, a space used for ephemeral updates similar to Instagram Stories.

The move brings WhatsApp’s functionality closer to its sister platforms, Facebook and Instagram, and signals Meta’s intent to generate revenue from the service, which it bought in 2014 for $19 billion—still the group’s largest-ever acquisition.

WhatsApp said businesses operating “channels” on the platform will now be able to promote content in the updates tab, which also includes statuses. Companies will also be permitted to charge users for access to premium content via subscriptions, with WhatsApp expected to take a 10 per cent commission.

These new monetisation features come as WhatsApp faces growing scrutiny for recent updates, including the controversial introduction of an “Ask Meta AI” button that cannot be removed. The platform appears keen to reassure users that their private conversations will remain off-limits.

“These new features will appear only on the updates tab, away from your personal chats,” WhatsApp said.
“Your personal messages, calls and statuses remain end-to-end encrypted—meaning no one, not even us, can see or hear them.”

The app will, however, share limited user metadata with advertisers, including a person’s location, language, channels followed, and how they interact with ads. It has emphasised that phone numbers and personal messaging behaviour will not be shared or sold.

The company also clarified that users who do not engage with status updates or channels will not see ads in their inbox. “If you’re only using WhatsApp for messaging, you’re not going to see this,” said Will Cathcart, the head of WhatsApp, acknowledging that the updates tab is “not particularly popular” in the UK but is used by 1.5 billion people daily worldwide.

Despite repeated past assurances that WhatsApp would not adopt an advertising model, this announcement confirms a significant shift in Meta’s strategy. The original co-founders of WhatsApp, including Brian Acton, left the company after clashing with Facebook’s management over the direction of the app—most notably, the plan to monetise it with advertising. Acton famously declared “no ads, no games, no gimmicks” as part of WhatsApp’s founding mission.

WhatsApp had denied reports in 2023 that it was considering introducing adverts, but Meta now appears committed to monetising the platform more aggressively. The changes reflect Meta’s growing need to diversify revenue streams in a competitive digital landscape dominated by TikTok, YouTube, and other fast-growing content platforms.

Meta also continues to face pressure from regulators. The Federal Trade Commission (FTC) in the United States is suing the company, alleging that it acquired WhatsApp and Instagram unlawfully in a bid to suppress competition. Meta founder and CEO Mark Zuckerberg has pushed back, arguing that the company faces intense competition, especially from TikTok, and cited a surge in traffic when TikTok briefly went offline in January as evidence.

The commercialisation of WhatsApp is likely to divide users. While the platform has become an indispensable communication tool across much of the world, especially in developing markets, its growing convergence with Meta’s ad-driven ecosystem may alienate users who value its simplicity and privacy-first ethos.

Nonetheless, for Meta, the untapped monetisation potential of WhatsApp—with its vast user base and business integration—is too large to ignore. With over 200 million businesses using the platform for customer service and engagement, the addition of ad tools and subscriptions represents a significant new revenue opportunity.

As the changes begin to roll out, the tech giant will be watching closely to see whether users tolerate the presence of commercial content—or if the move triggers a backlash for crossing one of WhatsApp’s most sacrosanct boundaries.

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WhatsApp to introduce adverts as Meta pushes to monetise messaging app

Emma, the UK-based personal finance app known for helping users take control of their money, has unveiled a powerful suite of enhanced budgeting tools. Designed to offer smarter financial insights, streamline everyday spending, and even improve credit scores, these updates reflect a growing demand for dynamic, user-centric money management solutions.

Launched with the mission of simplifying financial decision-making, Emma’s latest features respond directly to the needs of modern users navigating economic uncertainty, inflation, and rising living costs. Today’s consumers need more than just a static overview of their accounts—they require real-time assistance, proactive alerts, and actionable insights. Emma delivers on all fronts.

One of the standout improvements is the ability to sync budgets with individual pay cycles, whether monthly, bi-weekly, or on irregular schedules. This flexible approach allows users to build their financial planning around their actual income dates—an important step in reducing end-of-month stress and ensuring bills and commitments are met without shortfalls.

Among the most noteworthy additions is the “committed spending” predictor, which anticipates fixed expenses such as rent, subscriptions, utility bills, insurance, and loan repayments. This tool ensures that necessary outgoings are accounted for before users allocate money for discretionary purchases. By making recurring costs visible in advance, Emma helps users reduce the risk of overspending and encourages a more structured approach to monthly budgeting.

Emma’s daily spending allowance tool has also received an intelligent upgrade. It dynamically calculates how much a user can safely spend each day based on their remaining budget, factoring in both fixed and variable expenses. This real-time guidance helps users stay on track without having to manually track every transaction—making budgeting less time-consuming and more sustainable over time.

The app also offers granular insights through category and merchant-level analysis. Whether users want to know how much they’re spending on groceries, dining out, transportation, entertainment, or subscriptions, Emma provides clear, visual breakdowns. These insights are key to identifying spending patterns and making strategic adjustments to improve saving habits.

A particularly helpful feature is budget rollover. Unlike traditional budgeting systems that reset to zero every month, Emma lets users carry over unused funds into the next period. This function rewards users for spending less than planned and encourages continuity rather than penalizing prudent behavior. Over time, this flexibility helps users maintain momentum toward their financial goals without feeling restricted.

Emma goes beyond being just another budgeting app—it is evolving into a full-scale personal finance assistant. One of its latest innovations is a credit-building feature that allows users to report rent payments to credit bureaus. As rent is often the largest recurring payment for many people, being able to leverage this expense to build a stronger credit profile can have long-term financial benefits, including improved access to loans, better interest rates, and enhanced financial reputation.

“Helping people take control of their money has always been our mission,” said a spokesperson for Emma. “With these new features, we’re empowering users with practical tools that offer clarity, direction, and peace of mind. It’s not just about tracking finances anymore—it’s about transforming habits and boosting financial confidence.”

As the budgeting app space becomes increasingly competitive, Emma continues to stand out by addressing the real needs of everyday users. With households under pressure to stretch their budgets and manage uncertainty, tools like Emma are becoming essential. From students to professionals, freelancers to families, the app caters to a wide range of financial situations.

Whether you’re aiming to save more, reduce debt, improve your spending habits, or build your credit score, Emma’s comprehensive toolset makes it easier to stay informed and take meaningful action. Its intuitive design, intelligent features, and focus on user empowerment are why it remains one of the top choices in the world of personal finance technology.

In a time when financial literacy and resilience are more important than ever, Emma proves that a well-designed budgeting app can make a genuine difference—not just in how people spend, but in how they plan, save, and grow.

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Emma App’s latest budgeting tools promise smarter money management and credit-building potential

The future of British high street bank TSB has been thrown into fresh uncertainty after its Spanish parent company, Banco Sabadell, confirmed it has received early expressions of interest from potential buyers and may consider formal offers for the UK lender.

The move comes as Sabadell attempts to resist an €11 billion (£9.4 billion) hostile takeover bid from domestic rival BBVA, which has reignited a long-running power struggle in Spain’s banking sector. A sale of TSB, which has 175 branches, 5 million customers and employs around 5,000 people across the UK, would represent a significant retreat for Sabadell from its international expansion plans.

In a statement issued this week, Sabadell said it had received “preliminary non-binding expressions of interest” in TSB from unnamed parties and would assess any binding offers it may receive. The announcement signals that Sabadell is now open to strategic alternatives for its British arm, as it seeks to shore up its defences against BBVA’s mounting pressure.

TSB was purchased by Sabadell in 2015 for £1.7 billion from Lloyds Banking Group, following the bank’s spin-off in the aftermath of the financial crisis. At the time, Sabadell viewed the deal as a stepping stone in its bid to internationalise. However, almost a decade on, the UK venture has faced challenges, including a damaging IT meltdown in 2018, and now finds itself at the centre of a possible banking shake-up.

According to sources cited by the Financial Times, a sale could fetch between £1.7 billion and £2 billion, close to the price Sabadell originally paid. Potential suitors reportedly include several UK high street giants such as Barclays, NatWest, HSBC, and Santander UK—all of whom may see TSB as a valuable asset to expand their branch network and customer base.

TSB declined to comment on Sabadell’s statement.

The renewed attention on TSB comes amid a flurry of dealmaking activity in the UK and European banking sectors. Metro Bank’s shares surged this week after reports of a takeover approach from Pollen Street Capital, while the Irish government has confirmed it has now fully exited its ownership in AIB Group, selling a final 2.06% stake for €305 million, bringing total state returns to €9.8 billion since the 2008 bailout.

Sabadell, which has its roots in Catalonia and was founded in 1881 by a group of textile merchants, has spent the past year trying to fend off BBVA’s persistent takeover efforts. The bid has become politically charged in Spain, where the socialist-led government has expressed opposition to a tie-up that would significantly consolidate the banking sector. If successful, a BBVA-Sabadell merger would create the second-largest lender in the Spanish loan market, surpassing Santander but still trailing CaixaBank.

Despite domestic political reservations, the European Commission raised no objections to the proposed merger following a foreign subsidies review conducted last year.

In the UK, TSB has tried to re-establish its position under new leadership. Marc Armengol, a former strategy director at the bank, was appointed chief executive in November and took over at the beginning of this year. Armengol has served on TSB’s board since 2022 and joined Sabadell in 2002, giving him deep institutional knowledge of both entities.

However, the broader strategic outlook remains unclear. Sabadell’s willingness to consider offers for TSB suggests a growing acceptance that its UK expansion may no longer align with its long-term goals—particularly as BBVA’s takeover bid continues to dominate its corporate agenda.

Analysts say a sale of TSB could prove a double-edged sword. On one hand, offloading the UK unit could raise much-needed capital and simplify Sabadell’s business at a critical time. On the other, it could be seen as a move driven by necessity rather than strategy, possibly weakening its hand in negotiations with BBVA or other potential partners.

For TSB itself, a sale to another UK banking group could provide greater strategic alignment and more focused investment, particularly in digital transformation and customer services—areas where the bank has struggled to compete with larger peers.

As the battle over Sabadell’s future plays out in Madrid, TSB’s fate now hangs in the balance. Whether it becomes a bargaining chip in a larger deal or a strategic asset for another UK bank, its next chapter appears poised to be shaped by forces well beyond its own boardroom.

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UK bank TSB could be sold off by Spanish owner Sabadell amid BBVA takeover battle

Shares in Metro Bank jumped more than 15% on Monday to reach a two-year high after reports emerged that Pollen Street Capital, the London-based private equity firm behind Shawbrook Bank, has approached Metro’s leadership about a potential takeover.

The discussions, which could result in the high street lender being taken off the London Stock Exchange and back into private ownership, have reignited concerns over job security for staff and continuity of service for customers—many of whom were only just recovering from the upheaval of Metro’s near collapse in late 2023.

While no formal offer has been made and the terms remain undisclosed, market speculation is mounting that any deal would ultimately see Metro Bank merged with Shawbrook, a specialist business lender already under Pollen’s ownership.

The news sent Metro Bank shares soaring to 130p, up from recent lows of around 30p, delivering a potential windfall for long-suffering shareholders who have seen the bank’s value battered by years of instability, accounting scandals, and regulatory setbacks.

Potential uncertainty for customers and employees

Although investors may welcome the prospect of a buyout, any deal with Pollen Street Capital is likely to bring a new wave of uncertainty for Metro’s 3,000 remaining employees and 3 million customers. The bank only recently concluded a cost-cutting programme that resulted in around 1,000 job losses, part of a wider turnaround plan implemented following a near-failure in October 2023.

Branches—which once operated with fanfare seven days a week and welcomed dogs—have already had their opening hours reduced as the bank seeks to rein in operational costs across its 75-location network.

A merger with Shawbrook would also likely raise strategic questions about branch operations and customer experience. While Shawbrook operates a largely digital-first, specialist lending model, Metro Bank built its brand on high street presence and in-person service. A consolidation could lead to further rationalisation—potentially including more job cuts or branch closures.

A turbulent journey from innovator to troubled lender

Metro Bank made headlines when it launched in 2010 as the first new high street bank in the UK in over a century, promising to shake up the retail banking sector with longer opening hours, in-branch coin-counting machines, and customer service that echoed US standards under its flamboyant founder, Vernon Hill.

But the bank’s initial popularity couldn’t shield it from operational failures. Its reputation suffered a major blow in 2019 after a serious accounting error led to an overestimation of its capital buffer, forcing the resignation of top executives and its founder. In the years that followed, Metro struggled to convince regulators of its ability to independently assess lending risk—further dampening investor confidence.

The situation reached a crisis point in October 2023, when Metro was forced to secure a £925 million rescue deal. As part of the package, Colombian billionaire Jaime Gilinski Bacal took a controlling 53% stake in the lender, having gradually built up his position over the previous three years.

While that bailout saved the bank from collapse, it also signalled the end of Metro’s ambitious plans to disrupt mainstream banking. Since then, leadership has focused on stabilising operations, cutting costs, and seeking new avenues for growth or exit.

The path ahead: private ownership and consolidation?

The reported approach from Pollen Street Capital is the latest in a wave of private equity interest in UK financial services, as undervalued listed banks attract suitors looking for consolidation opportunities.

Bringing Metro Bank into the fold could offer Shawbrook broader reach into the retail banking space, while allowing Pollen to streamline operations and capitalise on back-office synergies. However, it would also carry risk: Metro’s legacy IT systems, its high-cost branch network, and lingering regulatory scrutiny could all complicate integration.

The deal also reflects a broader trend of reshuffling in the UK banking sector. Just this week, shares in Metro’s rival AIB Group rose after the Irish government sold its final stake in the lender, completing a full exit from its post-crisis nationalisation. Meanwhile, TSB—owned by Spain’s Sabadell—is also being shopped around to potential buyers as Sabadell fends off a hostile bid from BBVA.

If Pollen’s interest materialises into a formal offer, it could mark the end of Metro Bank’s turbulent time on the public markets and the beginning of a new chapter under private ownership. But for staff and customers alike, the questions surrounding branch services, employment, and long-term direction remain unanswered.

For now, Metro Bank, Pollen Street Capital, and Shawbrook have all declined to comment on the takeover reports.

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Metro Bank shares surge on talk of private equity takeover by Pollen Street Capital

England’s already strained water supply could be under far greater threat than official forecasts suggest, as the country’s environmental regulator admits it has no reliable data on how much water is being consumed by the booming artificial intelligence sector.

The Environment Agency (EA) has warned that by 2055, the public water supply in England could face a shortfall of 5 billion litres per day, with an additional 1 billion litres per day needed for industry, agriculture, and emerging technologies. However, that estimate does not include the water used by AI datacentres, which are expanding rapidly and consuming vast amounts of water for cooling, much of it drawn from the public supply.

EA sources told The Guardian that the exclusion of datacentre water usage from its projections makes it impossible to quantify the true future water deficit. Every five years, the agency publishes its national projections for water use, but insiders say this year’s modelling was particularly difficult because of the unpredictable and explosive growth in AI infrastructure, which represents a sharp shift in industrial demand patterns.

The issue is compounded by a lack of mandatory reporting. At present, datacentre operators are not required to disclose how much water they consume, leaving regulators effectively blind to one of the most critical trends shaping England’s future water demand.

AI datacentres, which require significant energy and water resources to operate, rely heavily on cooling systems to prevent servers from overheating. These include cooling towers and evaporative systems, both of which consume large volumes of clean, treated water. Industry estimates suggest AI datacentres use between 1.8 and 12 litres of water per kilowatt hour of energy consumed—figures that, when scaled up across multiple centres, become startling.

A recent study projected that global AI operations could consume up to 6.6 billion cubic metres of water annually by 2027—equivalent to two-thirds of England’s current total annual water consumption.

Alan Lovell, Chair of the Environment Agency, issued a stark warning: “The nation’s water resources are under huge and steadily increasing pressure. This deficit threatens not only the water from your tap but also economic growth and food production.”

He added: “Taking water unsustainably from the environment will have a disastrous impact on our rivers and wildlife. We need to tackle these challenges head-on and strengthen coordinated action to preserve this precious resource and our current way of life.”

The challenge is further complicated by government policy, which is increasingly focused on making the UK a global leader in AI. Prime Minister Keir Starmer has already pledged to expand AI infrastructure, including cutting planning restrictions for datacentres in designated “growth zones”. These zones could see datacentre construction fast-tracked—often without corresponding scrutiny of their environmental impact.

Despite the projected pressures, many AI datacentres continue to use public water supplies rather than seeking private or recycled sources, something the Environment Agency has said it does not wish to discourage, but which raises serious concerns about long-term sustainability and transparency.

Water companies have submitted long-term infrastructure plans to address the growing shortfall, including proposals for nine desalination plants, 10 new reservoirs, and seven water recycling schemes to be completed by 2050. However, critics point out that these projects are expensive, time-consuming, and may not be ready in time to offset rising demand—especially from sectors like AI, which are growing at exponential speed.

The cost of this investment is already being passed on to consumers, with household water bills rising across England to fund the infrastructure upgrades. Meanwhile, the government is planning a nationwide rollout of smart meters to track and charge households based on individual water usage.

Climate change will likely exacerbate the crisis. With hotter, drier summers projected in coming decades, areas reliant on surface water sources will become more vulnerable to drought conditions. Groundwater reserves may also struggle to recharge consistently, further reducing availability.

Some proposals have already attracted fierce public opposition. On Tuesday, Thames Water launched a statutory public consultation on a controversial £300 million drought resilience scheme that would see 75 million litres of treated sewage pumped into the River Thames every day during drought conditions. The plan, centred on the Mogden treatment works in south-west London, aims to maintain river flow by substituting treated effluent for clean extraction.

Critics—including Liberal Democrat MP Munira Wilson—have raised alarm over the risks to water quality, chemical contamination, and the broader ecological impact of introducing treated sewage into the river. The Environment Agency itself has warned that Thames Water has failed to demonstrate the environmental feasibility of the scheme.

This comes as Thames Water continues to leak an estimated 570 million litres of water a day—the highest volume of losses among any UK water company.

The revelations about unaccounted-for datacentre usage are likely to intensify scrutiny of both regulators and policymakers. Without mandatory reporting requirements, the Environment Agency’s future modelling will remain incomplete, limiting the government’s ability to plan effectively for a secure water future.

David Black, Chief Executive of Ofwat, the water industry regulator, urged the sector to move forward with investment. “Boosting supply through building critical water infrastructure is essential to safeguard supplies of drinking water,” he said. “The way is now clear for the industry to build on the success of the Thames Tideway project by delivering the 30 major infrastructure projects we need in England and Wales.”

Yet with rising industrial demand, accelerating climate impacts, and no comprehensive oversight of one of the most water-intensive technologies on the horizon, experts say that even the most ambitious plans could fall short unless systemic reforms are introduced—starting with mandatory water reporting by AI datacentres.

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AI boom means regulator cannot predict future water shortages in England

Emma Jones CBE, the renowned founder of Enterprise Nation and one of the UK’s most vocal champions of small businesses, has been appointed as the new small business commissioner. She will take up the role on 23 June, succeeding Liz Barclay, who completes her four-year term at the end of this month.

The role of the small business commissioner is central to addressing one of the most persistent issues facing SMEs: late payments. According to Enterprise Nation’s own Small Business Barometer, 23% of small firms are regularly paid late, while recent research from Sage estimates the UK’s smallest businesses are owed an average of £42,000 in overdue invoices—a financial drag that stifles growth, limits cash flow, and pushes some businesses to the brink.

Jones’s appointment comes at a critical time for the UK’s small business landscape. With more than 5.5 million SMEs making up 99.9% of the UK’s business population, tackling late payment practices has become an economic priority. The Labour government has already launched a Fair Payment Code, introduced in December 2024, with 300 companies signed up so far. Further legislative proposals—co-designed by Barclay—are expected to be set out in an upcoming government consultation.

Small business minister Gareth Thomas hailed the appointment, saying: “I’m delighted that in Emma Jones’s appointment, we have someone who has long championed small firms and entrepreneurs right across the UK. I am confident that her passion and expertise will ensure small firms have a powerful advocate fighting in their corner.”

“As part of our Plan for Change, I’m determined to make the UK the world’s best place to be an SME—tackling late payments, improving access to finance and getting more small firms exporting around the world. Today’s appointment is a crucial part of that process.”

He also paid tribute to outgoing commissioner Liz Barclay, thanking her for “tirelessly supporting the nation’s small businesses” throughout her tenure.

In her new post, Jones is expected to play a key role in delivering policy-driven and tech-enabled solutions to support the UK’s self-employed and small business community. Known for her practical, no-nonsense approach to entrepreneurship and SME support, she is determined to help business owners spend less time chasing invoices and more time focused on growth.

Speaking on her appointment, Emma Jones said: “Having done it myself, I know the commitment it takes to start and grow a successful business. Founders tell me they are time-poor and spending too many precious hours on non-productive work like chasing debt. This is limiting their capacity to focus on growth—and we want to change that.” “Through the Office of the Small Business Commissioner, we will make life easier for small business owners by leveraging technology to speed up payments and access to support. This work will be delivered in partnership with government and industry, with a shared desire to enable founders to focus on what they do best and retain the UK’s status as a great place to start and grow a business.”

Jones founded Enterprise Nation in 2005 to provide support and resources for startups and small firms. Under her leadership, the organisation has become one of the UK’s most influential voices for entrepreneurs, helping thousands of founders navigate everything from funding and digital adoption to exports and public procurement.

Reacting to her departure, Enterprise Nation’s new chief executive Aaron Asadi paid tribute to Jones’s legacy: “We could not be more proud of Emma and every remarkable thing she has achieved leading Enterprise Nation. This vital role gives her a new platform to continue doing what she does best—cheerleading and championing the UK’s start-up and small business community, this time from the heart of government.” “Emma is a powerful entrepreneurial force in the UK. She is a campaigner and a connector who has helped reshape the landscape for startups and small firms, giving them tools, visibility, and a compelling voice. We wish Emma every success in her new role—may her passion for empowering entrepreneurs continue to inspire and drive meaningful change.”

Over her 20 years at Enterprise Nation, Jones has led groundbreaking initiatives such as Tech Hub, the SME Digital Adoption Taskforce, and various national campaigns aimed at increasing the visibility and resilience of British startups. Her appointment as commissioner gives her a renewed mandate—this time within government—to address systemic challenges and help unlock the full potential of the UK’s entrepreneurial economy.

As the new small business commissioner, Emma Jones takes on a role that is not only about dispute resolution and policy influence—but about restoring trust, speed, and fairness in business relationships. For the UK’s vast and diverse community of small business owners, her appointment is likely to be welcomed as a bold and positive step forward.

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Emma Jones CBE appointed UK small business commissioner to tackle late payments and champion SMEs

Poundland has announced a sweeping restructuring plan that will see it close 68 stores, end online sales, and shut down two distribution centres, in a move that places more than 2,000 jobs at risk and raises questions over the future of the high street discounter.

The announcement follows the sale of the company last week to US investment group Gordon Brothers for just £1, a sign of the pressure the business has been under amid tough trading conditions. Poundland, which currently operates more than 800 outlets across the UK and Republic of Ireland, said it plans to shrink its estate to no more than 650 stores in the long term.

The closures form part of a broader restructuring strategy aimed at returning the business to profitability, following a period of sustained underperformance and what it described as “challenging” trading in clothing and homeware.

As part of the process, Poundland is also seeking aggressive rent reductions from landlords, requesting zero rent on up to 180 stores and proposing cuts of 15% to 75% on dozens more. The plan will be put to creditors in August as part of a court-sanctioned procedure, which applies to UK operations only. The retailer’s stores in the Republic of Ireland and Isle of Man, where it trades as Dealz, are unaffected.

In a significant strategic shift, Poundland is abandoning online sales entirely and scrapping its Perks loyalty app. It will also exit the frozen food category and reduce its chilled offering to a limited range of essentials, including milk and items that form part of its £3 meal deals, such as sandwiches.

These changes will result in the closure of the chain’s frozen and digital distribution centre in Darton, South Yorkshire later this year and its national distribution centre at Springvale in Bilston, West Midlands by early 2026. Poundland said it would continue to operate its other distribution centres in Wigan and Harlow.

The scaling back of the business reflects not only changing consumer behaviour but also rising operating costs and a need to focus on core product categories and profitable locations.

Founded in 1990 with a single store in Burton upon Trent, Poundland grew to become one of the UK’s most recognisable high street brands, offering value products at fixed low prices. In recent years, it has expanded into fashion and homeware and introduced more flexible pricing and frozen food ranges in a bid to modernise its appeal.

However, under the ownership of Pepco Group, which put the company up for sale in March, the business struggled to maintain margins and suffered from poor performance in non-food categories.

The £1 sale to Gordon Brothers, best known in the UK for its previous ownership of Laura Ashley, reflects the level of distress within the business. The US firm has said it will invest up to £80 million in Poundland to support the turnaround plan.

Barry Williams, managing director of Poundland, acknowledged the gravity of the situation: “It’s no secret that we have much work to do to get Poundland back on track. While Poundland remains a strong brand, serving 20 million-plus shoppers each year, our performance for a significant period has fallen short of our high standards and action is needed to enable the business to return to growth.”

“It’s sincerely regrettable that this plan includes the closure of stores and distribution centres, but it’s necessary if we’re to achieve our goal of securing the future of thousands of jobs and hundreds of stores.”

The restructuring will bring inevitable concern for the chain’s workforce. Poundland currently employs around 16,000 people, meaning more than one in eight roles could be at risk if all proposed closures and job cuts go ahead.

The situation at Poundland highlights the continued volatility in UK retail, especially among value-focused brands that face pressure from both ends: squeezed consumer spending and rising operational costs.

Analysts say the decision to exit online sales, frozen food, and unprofitable stores reflects a wider trend among struggling retailers to simplify operations and return to basics. However, the sheer scale of the cutbacks will make this one of the most significant high street restructurings of the year.

While Gordon Brothers’ investment gives Poundland a financial lifeline, the success of the turnaround will depend on its ability to retain customer loyalty, streamline operations, and adapt to a rapidly shifting retail landscape. The outcome of its August restructuring vote will also determine how many stores—and how many jobs—can ultimately be saved.

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Poundland to shut 68 stores in restructuring that puts 2,000 jobs at risk

The future of British horse racing is under serious threat unless the government urgently reconsiders proposed tax changes and new gambling regulations, a cross-party group of MPs and peers has warned.

In a new report published Sunday night, the All-Party Parliamentary Group (APPG) for Racing and Bloodstock said the combined impact of proposed tax reforms, stricter affordability checks, and an outdated funding model could deal lasting damage to one of the UK’s most prominent sporting industries.

The warning comes as the Treasury continues its consultation on replacing the UK’s complex three-tier betting tax system with a single Remote Betting and Gaming Duty. The consultation, launched in April, closes on 21 July.

At stake, the APPG argues, is the health of an industry that contributes over £4 billion annually to the UK economy, sustains more than 85,000 jobs, and is second only to football in terms of spectator popularity.

The report, produced with input from racing stakeholders and led by the British Horseracing Authority (BHA) as secretariat, raises alarm over the potential consequences of consolidating the current betting tax system.

Under the proposed reform, these could be replaced by a single unified tax, raising concerns that racing-specific betting could become less commercially viable for bookmakers, leading them to promote more profitable—yet riskier—forms of gambling, such as online slots and casino games.

The APPG argues that such a shift would reduce investment in horse racing, as betting companies may be disincentivised from offering or advertising racing products.

The report also criticises the Horserace Betting Levy, a longstanding mechanism designed to ensure that a portion of betting profits is reinvested in the racing industry. The levy, last updated in 2017, is increasingly seen as inadequate compared to international standards, with countries like France and Ireland offering far greater support to their domestic racing sectors.

The APPG further cautioned that increased affordability checks—intended to protect consumers from problem gambling—may have unintended consequences for racing. The group contends that racing punters are largely low-risk, and could be discouraged by intrusive checks, with little impact on more harmful forms of gambling.

Dan Carden, Labour MP for Liverpool Walton and co-chair of the APPG, urged the government to take the sport’s concerns seriously.

“The message from this report is clear: British racing needs this Labour government to be on its side. Racing is part of our national story, and its enjoyment and support extends all the way from rural to urban working-class communities.”

Brant Dunshea, chief executive of the British Horseracing Authority, echoed the sentiment, warning of wider socio-economic consequences.

“The cultural, social and economic value of racing is huge for towns and rural areas across Britain. It is those communities that will suffer the job losses, the decline in community pride and the loss of identity that will come if racing is allowed to fail.”

The concern is particularly timely as the Royal Ascot festival—one of the sport’s flagship events—gets underway this week, drawing attention to the role horse racing continues to play in British cultural life.

In response, a government spokesperson acknowledged the importance of the industry but offered no assurances beyond its current engagement process.

“We recognise the huge importance of horse racing to the British sporting calendar and the significant contribution it makes to the economy every year. We have recently launched a consultation on the tax treatment of remote gambling and are actively engaging with the sector, so are grateful to the APPG for their contributions and will consider the report fully.”

While the government continues its consultation process, stakeholders in racing remain wary. With many small racecourses and training operations already struggling under rising costs and declining betting revenue, there are fears that without swift intervention, structural damage could become irreversible.

The APPG’s report stops short of prescribing precise legislative fixes, but calls for a pause and reassessment of current tax and regulatory proposals. It also urges ministers to commit to a reform of the betting levy to reflect modern betting behaviour and secure the long-term viability of Britain’s racing industry.

As gambling regulation and taxation evolve in a digital era, policymakers now face the challenge of balancing public protection with preserving the country’s sporting heritage. For the racing industry, the next few months could prove critical.

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Tax changes ‘threaten future of horse racing’, warns parliamentary group

Leadership projects confidence—crisp suits, firm handshakes, commanding presence. But let’s face it, behind the boardroom doors, the grind takes a toll.

Long hours, endless stress, and too many skipped workouts pile up. Energy fades, waistlines expand, and each year feels heavier. Leaders notice it, even if they don’t say it out loud.

That’s why many are turning to solutions like hormone therapy and weight loss programs. TRT clinics and tirzepatide Temecula treatments are gaining ground, not as quick fixes but as tools for men ready to reclaim their edge. These aren’t about shortcuts—they’re about getting back to the gym, feeling sharp, and leading with purpose.

The Hidden Weight of Leadership

Leading isn’t just mentally taxing—it’s physical. Deadlines, team demands, and client expectations create a pressure cooker. Stress hormones spike, sleep suffers, and extra pounds creep in, especially around the middle. Simple tasks like climbing stairs start feeling like a slog. It’s not just aging; it’s the lifestyle.

Temecula clinics get this. They’re built for high achievers juggling packed schedules. The process starts with real conversations—not rushed appointments. Bloodwork reveals what’s off, and plans are tailored to specific goals. Leaders aren’t treated as data points but as people with unique challenges, whether it’s fatigue or stubborn weight.

Hormones Hold the Key

Willpower can carry leaders far, but if hormones are out of whack, progress stalls. Low testosterone saps energy, clouds focus, and dims motivation. TRT (testosterone replacement therapy) restores balance, boosting natural testosterone levels. The result? More drive, better workouts, and sharper thinking.

Temecula TRT clinics don’t cut corners. They test levels thoroughly, explain options clearly, and avoid hype. A manager once described how TRT gave him the stamina to tackle both work and evening runs, without the mid-afternoon crashes. It’s not about becoming a superhero—it’s about feeling like a better version of oneself.

Weight Loss Isn’t Just Willpower

Leaders are no strangers to discipline. They hit career milestones and crush goals. So when weight won’t budge, it’s maddening. Diets get stricter, calories get slashed, yet the scale stays stuck. It’s not a lack of effort—biology’s often the culprit.

Tirzepatide, offered at Temecula clinics, changes the game. This medication curbs appetite and shifts how the body handles fat. Meals feel satisfying sooner, and cravings don’t derail progress. It’s not about starvation but aligning biology with goals. Tracking progress with tools like MyFitnessPal alongside tirzepatide helped a CEO shed 20 pounds without feeling deprived. Sustainable weight loss becomes achievable, not a pipe dream.

From Fog to Clarity

Leadership demands a clear head, but low energy muddies thinking. Small details slip, meetings drag, and decisions feel heavier. TRT does more than rebuild muscle—it sharpens the mind.

Temecula providers stay engaged, monitoring progress and tweaking plans as needed. It’s not just about meds—it’s about crafting better days. A sales director noticed he stopped zoning out during strategy sessions after starting TRT, giving him an edge competitors envied. Clarity translates to confidence, both at work and beyond.

Rediscovering the Gym

The gym used to be a release—a place to build momentum. But when energy tanks and weight creeps up, workouts feel punishing. Lifting feels off, cardio gets skipped, and frustration sets in. TRT rebuilds strength, while tirzepatide lightens the load. Temecula clinics tie it together with practical plans.

No need to be a fitness guru. Simple routines, like 30-minute strength sessions, fit busy lives. A business owner started with short workouts guided by his clinic’s advice and soon craved longer sessions. Movement stops being a chore and becomes a habit, fueling progress both in and out of the gym.

Support Breaks the Silence

Leadership can feel isolating. Men are expected to have it together, to solve every problem solo. But when health falters, going it alone backfires. Temecula clinics offer more than treatments—they provide partnership. Questions get answered, concerns get heard, and plans evolve with real input.

This support makes all the difference. From navigating TRT to tracking tirzepatide’s effects, clinics walk alongside leaders. A CFO appreciated how his clinic explained every step, making hormone therapy feel approachable, not intimidating. That guidance turns a daunting process into a manageable one.

Real Results Take Time and Trust

Health changes don’t happen overnight, and Temecula clinics are upfront about that. TRT and tirzepatide deliver, but consistency is key. Regular check-ins track hormone levels or weight loss, ensuring plans stay on point. Trusting the process—and the providers—pays off.

A tech founder saw gradual gains with TRT, noticing better sleep and focus after a few months. Tirzepatide users often report steady fat loss over weeks, not days. Patience, paired with expert guidance, builds lasting results. Rushing risks setbacks, but steady effort transforms how leaders feel and perform.

Closing Thoughts

Leadership demands everything—time, focus, resilience. But health can’t take a backseat. Fatigue, extra weight, or brain fog aren’t just annoyances; they’re signals to act. Temecula TRT clinics and tirzepatide treatments offer real solutions, not hype. They help men balance hormones, shed pounds, and rediscover their drive.

The desk will always be there. The gym—and the strength it brings—can be too. Leaders who invest in their health don’t just run businesses; they run their lives with purpose. Honestly, that’s the kind of leadership that lasts.

Read more:
From Desk to Gym: Temecula TRT Clinics and Weight Loss for Leaders

Dr Rashmi Mantri is the Founder Director of the British Youth International College (BYITC) Supermaths, an award-winning education platform that equips children with vital life skills through Abacus Maths, coding, English, and more.

What began as a mission to help her son overcome maths anxiety has grown into a global movement blending innovation, accessibility, and educational excellence.

Here Dr Mantri shares the story behind BYITC, the power of ethical and game-based learning, and her passion for bridging educational gaps—especially for girls—while nurturing the next generation of confident, creative, and digitally fluent learners.

What do you currently do at British Youth International College?

At BYITC, we focus on giving children the essential skills they need not only to succeed academically, but to thrive in life. Our flagship programme uses the centuries-old Abacus tool in a uniquely game-based format to teach students how to perform complex calculations faster than a calculator. But beyond improving numeracy, our courses also help sharpen mental focus, memory and problem-solving skills.

Alongside Abacus Maths, we offer a broad curriculum that includes English, Science, coding, computing science, and entrance exam preparation for grammar and private schools—providing a cost-effective alternative to traditional private education.

We’re also proud to be embracing innovation. BYITC has integrated Olivia, the UK’s first AI assistant for children, to support both learning and administration. And through our online Teacher Training Programme, we’re preparing the next generation of educators to lead with confidence in digital-first classrooms.

We’ve built a culture that goes beyond rote learning. By integrating interactive games and real-world problem-solving, we nurture creativity, critical thinking and a genuine love for learning. Our mission is to make high-quality education more accessible and inclusive.

As part of our CSR efforts, we run free webinars, workshops and masterclasses to expose children to new ideas and skills. Our BYITC Inspire Awards is an annual celebration of young talent and innovation—recognising both student achievement and emerging entrepreneurs. We also offer scholarships and run community initiatives, particularly supporting education for girls.

Through our global Franchise Programme, we empower like-minded educators to establish BYITC Learning Centres worldwide, offering full training and support.

What was the inspiration behind your business?

It all began with a simple moment at home. I asked my son Dhruv, then in P5, “What’s 13 minus 35?”—and he couldn’t answer. That moment revealed how children can struggle with foundational maths.

As an academic, I decided to take action. I introduced Dhruv to the Abacus method of mental arithmetic. Within six days, he had mastered it—performing calculations faster than a calculator. His skills earned him the nickname “The Human Calculator” after his appearance on ITV’s Little Big Shots.

The response from other parents was overwhelming. I held an open day at Dhruv’s school, which quickly led to teaching more children—and in 2015, BYITC Supermaths was born. My goal was, and remains, to equip children with confidence and life skills—not just exam results.

Who do you admire?

I have great admiration for Sal Khan, founder of Khan Academy. He has revolutionised education by making high-quality resources free and accessible to learners worldwide. His work proves that education can be both scalable and impactful when powered by technology and purpose.

Looking back, is there anything you would have done differently?

During the pandemic, we created the world’s first Abacus Maths app, which took two years to develop. Looking back, I wish we had embraced automation earlier. It would have accelerated our ability to scale and improved our systems right from the start. That said, the app became a vital part of our growth story.

What defines your way of doing business?

Two words: ethics and innovation. We’ve always prioritised transparency and integrity—with our students, educators, and parents. Every decision is guided by a commitment to providing real value.

At the same time, innovation is in our DNA. We were the first to develop a games-based Abacus learning app, which helped us pivot rapidly during the COVID-19 crisis. Our platform continues to evolve, with new features, games, and AI tools like Olivia to enhance the learning experience.

Franchising has helped us scale globally, but it’s the strength of our system—built through constant research and development—that makes this growth sustainable.

What advice would you give someone starting out?

Start with a problem you care deeply about. Your passion will fuel your purpose, and your product will become a solution driven by mission, not just market demand.

Be prepared for hard work and setbacks—but know that if you believe in your idea and stay committed, the impact can be transformative.

What do you enjoy outside of work? How do you maintain a work/life balance?

I find balance through music and long walks. Both help me switch off and recharge. In a fast-paced entrepreneurial world, it’s essential to protect your energy and make space for reflection. Balance doesn’t come from doing less—it comes from being intentional about what matters.

Read more:
Getting to know you: Dr Rashmi Mantri, Founder Director, British Youth International College (BYITC) Supermaths