Business

The British Chambers of Commerce (BCC) has warned that Britain’s smallest exporters are being “left behind” as larger firms benefit from new trade agreements, calling for urgent government action to help smaller businesses expand overseas.

According to the BCC’s latest Quarterly Trade Confidence Report, only 16 per cent of micro exporters — companies with fewer than ten employees — reported growth in international sales during the third quarter of this year. In contrast, 42 per cent of larger exporters saw exports rise over the same period, highlighting what the BCC described as a “deeply concerning” divide.

The findings, based on a survey of 4,600 UK businesses conducted between August 18 and September 15, reveal that smaller firms are struggling to capitalise on the government’s recent trade deals, including those with India, the United States and the European Union.

William Bain, head of trade policy at the BCC, said the widening gap underlines the need for targeted intervention. “The growing disparity between the experience of the UK’s largest and smallest exporters is deeply concerning,” he said. “It underlines our call for urgent government action, in partnership with business, to help smaller firms reap the benefits of trade.”

While almost half of large exporters (47 per cent) said their export volumes had remained stable, only 27 per cent of micro exporters saw growth, and a further 27 per cent reported declines. In the previous quarter, 29 per cent of large exporters had reported growth in export orders, compared with just 20 per cent seeing a fall.

Overall, 24 per cent of all exporters reported increased overseas sales in the third quarter, while 22 per cent said they had secured more new export orders.

Bain said that although businesses welcomed the government’s refreshed trade strategy, launched in June, the benefits were still not filtering down to the smallest companies. “Larger exporters are starting to feel the effects of improved market access,” he said, “but small and micro businesses need greater practical support — from help navigating paperwork and logistics to tailored advice on entering new markets.”

The BCC’s report comes as the government prepares for International Trade Week and is run by the Department for Business and Trade. The fifth annual event will feature a series of in-person and online sessions designed to encourage more UK businesses to export and to help firms understand the opportunities created by recent trade agreements.

Sir Chris Bryant, the minister for exports, said the government was “breaking down barriers to trade” and negotiating additional deals to open up new markets. “We are determined to make it easier for British businesses of all sizes to sell their goods and services abroad,” he said.

However, business leaders argue that the government must go further if the UK is to strengthen its export base. The BCC said that without dedicated support for small and micro firms, the country risks a two-tier trade recovery, in which only the largest exporters benefit from new market access.

Trade experts warn that smaller companies face unique barriers, including higher compliance costs, limited access to export finance, and a lack of localised expertise in customs and regulation. The BCC has urged the government to extend export credit guarantees, simplify digital trade paperwork, and improve access to on-the-ground support through UK embassies and trade offices.

For Bain, the message is clear: “The UK cannot afford to have its smallest businesses locked out of global markets. If Britain is serious about becoming a trading nation again, the government must give SMEs the tools and confidence they need to grow abroad.”

As International Trade Week begins, the spotlight will be on whether the government’s export strategy can finally translate into meaningful opportunities for the thousands of smaller firms that form the backbone of the UK economy.

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Small exporters ‘left behind’ as larger firms surge ahead, warns BCC

British households have reined in spending on gyms, streaming subscriptions and gaming over the past year, as the cost-of-living crisis continues to reshape consumer habits.

New data from MoneySuperMarket’s Household Money Index, which tracks the income and spending patterns of 8,000 consumers across 31 categories, shows steep declines in discretionary spending, suggesting that households are choosing long-term financial security over short-term luxuries.

Average monthly spending on gym memberships has fallen sharply from £51 in September 2024 to just £13.20 this year, while subscriptions to streaming services such as Netflix and Amazon Prime dropped from £32.20 to £23.50. Spending on video gaming was hit hardest, plunging by 75 per cent to £10.90 a month from £43.70 last year.

The report highlights a marked shift in consumer priorities, with households focusing on debt reduction and savings even as disposable income has edged higher.

Kara Gammell, personal finance expert at MoneySuperMarket, said: “While disposable income has risen, many UK households are making deliberate choices to prioritise long-term financial health over short-term luxuries. The steep decline in discretionary spending reflects this new mindset.”

Gammell added that households are not simply cutting costs but “making their money work harder”, with savings increasingly directed towards loan repayments, pensions and investments.

However, the findings drew scepticism from the fitness industry. Huw Edwards, chief executive of ukactive, said the figures did not align with what gyms are seeing on the ground. “This research does not reflect the clear trends we are seeing in demand for gym memberships,” he said. “A record 11.5 million people are now members of a gym in the UK, with strong growth across all age groups — particularly among younger generations prioritising their health and wellbeing.”

The report shows households are spending £55.26 a day on bills and other outgoings — an 8 per cent increase on last year. Rising costs for fuel (up 18 per cent), mortgages (up 10 per cent) and groceries (up 8 per cent) continue to squeeze budgets, while school and childcare expenses have surged 23 per cent.

Even traditionally fixed expenses have fallen as households hunt for better value. Spending on mobile phones and top-ups dropped by £10 to £29.80 a month, while broadband and telephone bills declined from £46.70 to £41.20. Life insurance payments fell to £13.79, and toiletries spending slipped from £29 to £25.

MoneySuperMarket’s data also shows a rise in payments towards loans, credit cards and workplace pensions, which Gammell said “signals a growing focus on financial resilience”.

“Households are using their extra cash to reduce debt and invest in their future,” she said.

The behavioural shift comes as inflation stabilises at 3.8 per cent and wage growth eases, prompting traders to bet on another Bank of England interest rate cut before the end of the year, potentially bringing the base rate down to 3.75 per cent.

While Britain’s consumers appear to be finding some breathing room after two years of relentless price pressures, the data suggests they are choosing prudence over pleasure — cutting back on non-essentials to safeguard their financial wellbeing for the long haul.

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Gyms, streaming and gaming subscriptions hit as consumers tighten belts

Nearly half of Britain’s shop workers are abused or attacked every week, according to new research exposing the human toll of the UK’s worsening retail crime crisis.

The Retail Trust, which supports wellbeing across the retail sector, found that 43 per cent of shop floor employees had faced verbal or physical abuse on a weekly basis, while one in four reported being physically assaulted in the past year. More than three-quarters said they had experienced intimidating or aggressive behaviour from customers.

The number of staff reporting weekly abuse has climbed sharply over the past year. Just twelve months ago, about a third said they faced regular hostility — underscoring what the Trust describes as a “deepening epidemic” of aggression in high street stores.

“What was once occasional frustration has become routine abuse,” said Chris Brook-Carter, chief executive of the Retail Trust. “We’re being contacted by people who are ignored, disrespected and shouted at every single day.”

The report paints a stark picture of deteriorating morale and mental health among retail employees. Of those who had experienced abuse, more than 40 per cent said they were considering quitting their jobs or leaving the sector altogether. Nearly two-thirds reported feeling anxious or fearful about going to work.

Brook-Carter said shop workers are increasingly treated as “less than human”, despite efforts by major retailers and government to curb violence and theft. “The proposed law changes are welcome, but they won’t stop the rudeness, hostility and contempt that retail staff tell us they face every shift,” he said.

The Retail Trust cited additional research by YouGov showing that almost a quarter of UK adults admitted they had forgotten to make eye contact or smile at shop workers, and one in five confessed they had failed to say hello or thank you.

In a growing number of cases, abuse has extended online: 30 per cent of shop workers said they or a colleague had been filmed without consent for social media “prank” videos, a trend fuelled by TikTok and other platforms.

Retailers have poured billions of pounds into surveillance technology, including facial recognition systems, body cameras and security gates, in an effort to curb theft and protect staff.

Tesco recently announced it had equipped 5,000 delivery drivers with body cameras after a surge in verbal abuse, having already issued “spit kits” that allow staff to collect DNA from offenders.

Despite these measures, violence and intimidation continue to rise. The government has pledged to make assaults on shop workers a standalone criminal offence and to reverse legislation that previously treated theft of goods worth under £200 as a low-level misdemeanour.

Ministers have promised to end what they called the “shameful neglect” of retail crime, but unions say the measures are too little, too late.

Nadine Houghton, national officer at the GMB union, said the findings expose the urgent need for tighter enforcement and better staffing in stores.

“Our members have been stabbed, punched and threatened with syringes while trying to do their job,” she said. “It’s completely horrifying — no one should have to suffer this kind of abuse and violence at work.”

She called on retailers to ensure “adequate staff and security to prevent incidents and rock-solid procedures to support employees when they occur.”

The rise in hostility towards retail staff mirrors broader challenges facing the UK’s high streets, which have been battered by inflation, theft and changing consumer habits. Retail experts say the industry’s recovery depends not only on economic policy but on restoring respect for those on the front line.

As Brook-Carter warned, “Our shop workers are the beating heart of our communities — but too many are being made to feel unsafe and undervalued in the places they help keep alive.”

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Almost half of shop workers face weekly abuse or attacks as retail crime surges

HSBC has become the first major UK lender since the financial crisis to offer homebuyers loans worth up to 6.5 times their salary, in a move signalling the loosening of mortgage lending rules across the banking sector.

The new deal, launched this week for HSBC Premier account holders, raises the maximum income multiple available on residential loans beyond that of any other high street bank. To qualify, customers must have at least a 10 per cent deposit and either earn £100,000 a year or hold the same amount in savings or investments with the bank.

The offer marks a significant shift in mortgage policy for the lender, which was once among the market’s most conservative. In September, HSBC increased its income cap for first-time buyers to 5.5 times salary; its latest change extends that to select high earners, outpacing rivals such as Nationwide, which lends up to six times income through its Helping Hand scheme, and Halifax, which caps at 5.5 times for borrowers with larger deposits.

Mortgage broker Aaron Strutt, from Trinity Financial, said the move shows how competitive the market has become. “HSBC has gone from being one of the more conservative lenders to being more generous than virtually any other bank or building society,” he said. “This income stretch mortgage is punchy to say the least, and borrowers will really need to think carefully before taking on such a large amount.”

The move comes as the Bank of England, the Financial Conduct Authority (FCA) and the Treasury encourage banks to lend more in an effort to stimulate home ownership. The average house in England is now worth 7.7 times the average full-time salary, and 5.9 times in Wales, pricing many first-time buyers out of the market.

Lending rules were tightened in 2016 to prevent a repeat of the risky borrowing that preceded the 2008 financial crisis. Under those rules, no more than 15 per cent of a bank’s new mortgages can exceed 4.5 times a borrower’s income. In the first quarter of this year, roughly 9.7 per cent of loans breached that level, according to Bank of England data.

The Bank began a review of the 15 per cent cap in July and has since allowed lenders to apply for temporary exemptions, provided the overall industry average remains below the limit. At the same time, new FCA guidance has led many lenders to reduce the “stress test” rates used to check whether borrowers could afford higher repayments, effectively allowing larger loans.

While banks argue that higher income multiples are necessary to reflect rising property prices, some experts warn the government risks fuelling unsustainable borrowing. James Daley, of consumer group Fairer Finance, said the strategy could store up long-term problems.

“I’m very worried about the current policy priorities being driven by the Treasury,” Daley said. “We all want more people to get on the housing ladder, but we could be baking in long-term risks for both borrowers and lenders if we solve the problem by stretching affordability ever further.”

He added that the real issue lies in stagnant wage growth and persistently high property values. “The two fundamental problems holding people back are that real wages have flatlined since the financial crisis, while property prices have continued to rise,” he said.

HSBC insisted that all loans will remain subject to stringent affordability checks and that the new limit is intended to support financially secure customers struggling to bridge the widening gap between salaries and house prices.

“We remain committed to responsible lending,” the bank said. “All applications are assessed to ensure customers can comfortably afford their mortgage, both now and in the future.”

HSBC’s decision reflects a broader shift among UK lenders towards more flexible mortgage criteria as regulators signal a willingness to balance caution with accessibility. With affordability stretched to record levels, banks are under pressure to keep lending volumes up — but critics fear the pendulum may be swinging too far back towards pre-crisis habits.

As the Bank of England continues to weigh up whether to relax its lending caps further, HSBC’s move is likely to set a new benchmark — and reignite debate over how to make home ownership sustainable in an era of stagnant wages and ever-rising property prices.

Read more:
HSBC breaks post-crisis barrier with 6.5-times salary mortgages for top-tier customers

Ryanair boss Michael O’Leary has launched a stinging attack on Chancellor Rachel Reeves, claiming her tax policies are “dooming” Britain’s economy, even as his budget airline posted record half-year profits fuelled by rising ticket prices and surging passenger numbers.

Speaking at the airline’s results presentation, O’Leary accused the Labour government of pursuing policies that would deter investment and weaken growth. “Rachel Reeves is on the wrong path,” he said. “The UK economy is, under the current leadership, doomed. I hold very little faith in Rachel Reeves or the current economic strategy of the Labour government.”

The outspoken Irish executive said Labour’s decision to tax wealth and raise air passenger duty (APD) would hurt tourism, business and the wider economy. “You are not going to grow the UK economy by taxing wealth or by taxing air travel,” he said. “You need to reverse those taxes as quickly as possible.”

O’Leary added that Reeves must “learn from her mistakes” and focus on stimulating tourism and spending rather than penalising it. “The way to grow is not by increasing entry taxes, which is what APD is,” he said. “Eventually even a dumb Labour government will work out that for an island on the periphery of Europe, the way to grow — and the way to increase tax revenue — is to get tourists on to the island first and then tax them.”

When asked whether he thought Reeves might change course, O’Leary replied bluntly: “She’ll f*** it up some more.”

The attack came as Ryanair reported record results for the six months to September, with profits surging 42 per cent to €2.54 billion, driven by a 13 per cent increase in average ticket prices and robust summer demand. Pre-tax profits climbed 40 per cent to €2.89 billion, well ahead of market forecasts of €2.5 billion.

Revenue rose 13 per cent to €9.8 billion, as passenger numbers increased 3 per cent to 119 million. The average fare per passenger reached €65, reflecting a combination of higher demand and reduced competition in short-haul European travel.

The airline said it expects to carry 207 million passengers over the year to March 2026 — up from a previous forecast of 206 million — thanks to strong bookings and early deliveries of Boeing 737 Max aircraft. Nearly one-third of Ryanair’s 636-strong fleet now consists of the fuel-efficient Max jets, which allow it to fly more passengers at lower cost.

Despite slower growth in add-on charges for extras such as baggage, which rose just 3 per cent, Ryanair described its performance as “record-breaking” and said it expected to recover from last year’s 7 per cent decline in fares.

“We cautiously expect to recover all of last year’s fare decline, which should lead to reasonable net profit growth for the full year,” the company said.

O’Leary’s comments highlight the growing tension between corporate leaders and the Labour government ahead of the November Budget, in which Reeves is expected to set out measures aimed at boosting growth while closing a £27 billion fiscal gap.

While businesses have praised her focus on stability, several high-profile executives — including Mulberry’s Andrea Baldo and Ryanair’s O’Leary — have warned that Labour’s tax-heavy approach risks deterring investment at a critical moment for the UK economy.

Ryanair’s results underline the strength of post-pandemic travel demand, but also the sensitivity of airlines to government fiscal policy and fuel costs. With its profits soaring and fleet expansion accelerating, the company is positioned for another record year — even as its combative chief executive continues to take aim at Westminster.

As O’Leary put it: “For the UK, you don’t fix a growth problem by taxing the people and industries that drive it.”

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Ryanair chief attacks Reeves’ tax plans as profits soar to record €2.5bn

The Society of Pension Professionals (SPP) has joined forces with Stonewall to publish a new paper calling for stronger inclusion of LGBTQ+ individuals across the UK’s financial and business sectors.

The collaboration, part of SPP’s Inclusive Futures series, highlights the persistent inequalities that continue to affect LGBTQ+ people despite decades of social and legal progress.

The report, featuring insights from Simon Blake (pictured), Chief Executive of Stonewall, and Savannah Adeniyan, Solicitor at Travers Smith LLP and SPP member, shines a light on the inequalities that still shape financial security, workplace culture and representation in senior leadership. It calls on pension providers, employers and policymakers to translate diversity pledges into measurable action.

Blake warns that while the UK has made significant strides since the late 20th century, “a clear picture of inequality remains which flows through to financial inequality and a LGBTQ+ pensions gap.” He points to data from ILGA Europe showing that Britain has slipped from first to 22nd place in European equality rankings over the past decade, reflecting a wider pattern of stagnation and regression.

The figures are stark: two-thirds of LGBTQ+ young people have faced discrimination based on their sexuality or gender identity, while hate crime reports have climbed to nearly 28,000 incidents a year. In the workplace, more than half of LGBTQ+ employees report experiencing harassment or bullying, and almost a third say they do not feel able to be open about their identity at work.

Blake argues that the pensions and financial services sectors have a crucial role to play in addressing these systemic gaps. He urges employers to learn from LGBTQ+ history and lived experience, to ensure scheme information and communications reflect diverse family structures, and to make paperwork and policies genuinely inclusive. “This isn’t just about representation,” he writes. “It’s about dignity, fairness and ensuring our futures are built on equal foundations.”

Adeniyan’s contribution, titled Visible, Open, Engaging, offers a personal reflection on her experience as a queer Black woman in the legal industry. While she celebrates the progress that has made workplaces more inclusive, she acknowledges that barriers remain. “My queer identity has been welcomed throughout my career in a way that I know many LGBT+ professionals did not experience at the start of theirs,” she writes, recalling how early in her career she was advised to “go back into the closet” to get a foothold in law.

Although such attitudes are fading, Adeniyan says too many professionals still encounter “glass ceilings” or feel unable to be open about their identity for fear of harming their careers. Yet she remains optimistic, pointing to genuine strides being made across the legal and pensions industries. “The proper measure of diversity and inclusion is in actions, not words,” she concludes.

The paper makes a broader economic and moral case for inclusion, arguing that equality is not just a social goal but a strategic imperative for sustainable business. It calls for greater accountability in how organisations measure progress and challenges leaders to see inclusion as part of good governance and risk management.

Together, Stonewall and the SPP are urging financial and professional services to move beyond statements of intent and make inclusion a lived reality — one where every individual can plan, work and retire with security and pride.

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Stonewall and SPP unite to tackle LGBTQ+ inclusion gaps in business and pensions

Jim Browning is an entrepreneur, engineer, and community-minded leader based in Colorado. His career bridges engineering discipline and business strategy, all driven by a belief in helping others rise.

Born and raised on a farm in Texas, Jim learned the value of problem-solving early. He went on to study engineering at the United States Military Academy at West Point.

After 9/11, Jim served with the United Nations Command in Asia, supporting complex international operations that strengthened his leadership and adaptability. When his military service ended, he carried those lessons into the private sector.

As a leader in Trades Education Jim helped to modernise training for trades such as cosmetology, HVAC, and electrical work. Later, as Head of Operations for Run Specialty Group, he grew a network of more than 50 speciality running stores nationwide. In Colorado, he co-founded RNK Running, a community-driven retailer that supports local athletes and events.

Through his company, JB Services, Jim helps organisations build predictable systems, improve communication, and align teams. His approach blends engineering logic with people-first leadership. Guided by the philosophy “I rise by lifting others,” Jim Browning Colorado continues to empower communities and businesses through structure, compassion, and shared success.

Q&A with Jim Browning Colorado

You’ve had quite a diverse career—from the military to engineering and business. How did it all begin?

I grew up on a small farm in Texas where resources were limited, so solving problems creatively became part of everyday life. My dad was a teacher, my mum was a nurse, and both taught me resilience. Running was my escape, and it became my lifetime sport. That combination of discipline and curiosity led me to West Point, where I studied engineering and later to the University of Missouri and Duke to continue studies in Engineering and Business.

How did your military background shape your leadership approach?

Serving with the United Nations Command after 9/11 was life-changing. We were working across cultures and time zones, often in unfamiliar and “uncharted waters”. I learnt that clear systems, communication, and trust are essential. Those lessons became the foundation of how I lead teams and businesses today.

After leaving the military, you moved into education. What drew you to that field?

I wanted to help others gain practical skills that lead to real careers. In the education systems I served, we created structured, consistent training programmes for trades like cosmetology, building maintenance, and many other practical skills. It was about giving people a reliable path to success, not just a certificate.

You later led operations for the Run Specialty Group. What made that role special?

That project was about creating a network of the best independent running stores in the country. We grew from zero to over fifty locations before selling to The Finish Line. It taught me how powerful shared vision can be when everyone understands the mission.

How did RNK Running in Colorado come about?

After that success, I wanted to do something local, something rooted in community. RNK Running started as a small store in Douglas County. It wasn’t just about selling shoes; it was about building a place for people who love running and connection. Even during the pandemic, when we were forced to close temporarily, we kept our team employed because community comes first.

You faced a major tragedy at RNK Running in 2017. How did that experience affect you?

A car crashed into our Parker store, resulting in a young girl named Rylie losing her life and injuring others. It was devastating. Reporters asked if the business would survive, and I told them, “The business isn’t important right now.” That moment reminded me what truly matters—people. Rylie’s parents later started Rylie’s ARK (Acts of Random Kindness) Foundation, and we continue to support it today.

Through JB Services, you now help other businesses. What’s your approach?

I treat business growth like engineering a structure. Begin with the end in mind, build in phases, and make every step measurable. I use the Entrepreneurial Operating System (EOS) tools to help companies align teams and solve problems efficiently. My goal is to bring clarity, predictability, and calm to complex environments.

What does success mean to you today?

Success is seeing others grow. Whether it’s a small business owner preparing for succession or a nonprofit creating community impact, I measure my success by theirs. My motto has always been, “I rise by lifting others.”

How do you view Colorado’s business landscape?

Colorado has a unique mix of innovation and community spirit. There’s a culture of collaboration here—people genuinely want to help each other succeed. It’s the perfect environment for small and midsize businesses to thrive if they have the right systems in place.

What advice would you give to other leaders building teams?

Keep it human. Systems and tools are great, but people make everything work. Build mutual respect through shared struggle and shared success. When teammates respect each other, they can achieve what once seemed impossible.

And finally, what’s next for you?

I’ll continue helping businesses grow through JB Services and mentoring leaders across Colorado and the US. Every project is a chance to build something lasting. The end goal is always the same—stronger teams, stronger systems, and stronger communities.

To learn more about his work, visit jim-browning.com.

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Jim Browning Colorado on Building Businesses That Last

The UK government has recently launched a significant update to energy regulations that will profoundly impact the private rental sector.

These new rules are designed to promote energy efficiency across the housing market and align with the nation’s broader net zero strategy, aiming to reduce greenhouse gas emissions and enhance energy security.

Government Mandate Ushers in New Era for Energy Efficiency

Starting from 2030, all privately rented homes in England & Wales will be required to meet a minimum Energy Performance Certificate (EPC) rating of C or higher. This represents a significant tightening from the current minimum standard of EPC E. The government’s commitment to this new threshold is a key feature of the UK’s net zero growth plan, which seeks to decarbonise the national energy system operator’s portfolio and reduce carbon emissions from the building stock.

The new standard could cut tenants’ annual energy bills by around £240, but it also presents a major financial challenge: landlords face retrofit costs estimated between £6,000 and £7,000 per property.

The Scale of the Challenge

Currently, only 48% of private rented homes in England meet the EPC C standard or higher, leaving approximately 2.4 million dwellings requiring substantial improvements to comply. The Department for Business, Energy & Industrial Strategy (BEIS) has estimated that average upgrade costs range from £6,100 to £6,800 per property. For landlords with portfolios of two to three homes, this could translate into a potential exposure of £12,000 to £20,000, a significant financial challenge.

Key Policy Changes at a Glance

The new energy regulations introduce several pivotal changes:

The current minimum energy efficiency standard for rented properties is EPC E.
By 2030, all privately rented homes in England and Wales must achieve at least EPC C.
Local authorities will have the power to fine UK landlords up to £5,000 per property for being non-compliant.
Compliance will require documented evidence, including photos, invoices, and certifications, to prove retrofit works.
Scotland has set a parallel but distinct target through its Heat in Buildings Bill, aiming for EPC C by 2028 and the phase-out of gas boilers by 2045.

These reforms are integral to the UK government’s net zero strategy and align with initiatives such as the capacity market and the electricity market arrangements, which support the integration of renewable energy projects and low carbon hydrogen agreements into the national grid.

Expert View from UpKeep UK

Drahim Hasula, founder of UpKeep UK, has voiced concerns about a looming compliance crisis. He warns that many landlords are underestimating the speed and scale at which these new EPC rules will impact property values and maintenance priorities. According to Hasula, the issue extends beyond paperwork compliance; it is about ensuring homes remain legally lettable in a market increasingly focused on energy efficiency and carbon emissions reduction.

Hasula highlights that the government’s £3,500 cost cap does not reflect the real costs of retrofitting properties. He advises landlords to conduct audits now, plan phased improvements, and maintain thorough digital records of upgrades ahead of the 2025 EPC methodology changes. This proactive approach will help landlords navigate the evolving regulatory regime and avoid penalties.

Alt Text = UpKeep UK Property Services Worker

Financial and Market Implications

The financial implications of these regulations are substantial. Retrofit costs across the sector could run into billions of pounds, with non-compliant properties facing risks of devaluation or forced vacancy. Although grants and funding schemes like ECO 4 exist to support energy efficiency improvements, many landlords remain uncertain about exemption categories related to cost, structural integrity, or tenant consent.

The policy shift is also expected to accelerate demand for green mortgages and energy-efficient rental properties, rewarding landlords who invest early in upgrades. Inefficient assets may be pushed out of the market, reshaping the rental sector and influencing the balance sheet of property portfolios. This trend aligns with the government’s commitment to climate change mitigation and the promotion of clean energy business models. However it could cost UK landlords billions in renovation and upgrade costs as they battle to reach the required Energy Performance Certificate regulations in time.

Preparing for Compliance — Practical Steps for Landlords

To successfully comply with the new energy regulations, landlords should take several practical steps:

Commission updated EPC assessments using the new RdSAP 10 standards to get accurate energy efficiency ratings.
Audit properties to identify and prioritize improvements in insulation, heating systems (such as heat pumps), and glazing.
Retain comprehensive evidence of all retrofit works, including photos, receipts, and warranties, to protect against future downgrades.
Explore funding opportunities through ECO 4 grants, local authority schemes, or green finance products designed to support renewable sources and low carbon hydrogen technologies.
Register valid exemptions promptly on the Private Rented Sector (PRS) Exemptions Register to ensure compliance.

By acting early, landlords can spread retrofit costs over time and avoid the bottlenecks that may arise as the 2030 deadline approaches.

The Role of the Maintenance and Construction Sector

The new regulations are expected to trigger a wave of retrofit demand across the maintenance and construction sectors. This includes installing wall insulation, smart heating systems, battery storage, and integrating renewable energy technologies such as heat pumps and solar panels. Maintenance firms like UpKeep UK and BioWise London play a critical role in bridging the gap between legislation and execution by offering end-to-end services encompassing assessment, documentation, and upgrade management.

Outlook: Data-Driven Property Maintenance and Net-Zero Alignment

What’s the real story behind this EPC C mandate? It’s a complete game-changer for rental properties right across Great Britain. Think of it this way – the government’s finally putting real action behind their climate promises. This isn’t just another regulatory hoop to jump through. We’re talking about something that’s directly connected to the net zero strategy, pushing landlords towards cleaner energy.

Here’s what gets me excited though. As Drahim Hasula says; this decade’s all about data-driven property maintenance. Landlords who get on board early aren’t just covering their backs compliance-wise. They’re positioning themselves to stay profitable while genuinely helping the UK move towards a low-carbon future.

Written by Monty Gordon – UpKeep UK Marketing

Read more:
UpKeep Warns of ‘Compliance Crisis’ as New Energy Regulations Set to Cost UK Landlords Billions

Asda has sold Leon back to its co-founder John Vincent, ending four turbulent years of ownership under the Issa brothers that saw the once health-focused fast-food chain accused of losing its identity.

The deal, which includes 46 company-owned restaurants and 25 franchise sites, comes amid growing criticism that Leon had drifted away from its founding principles of “natural fast food” in favour of higher-calorie, processed items.

Vincent, who launched the chain in 2004 with food campaigner Henry Dimbleby, said he plans to take “a good look under the bonnet” before making major decisions about the company’s direction.

“If you are a Leon guest, I want you to know we are on the case,” Vincent said. “We will now get on with dedicating ourselves to your enjoyment and to your health.”

While financial terms were not disclosed, industry sources suggested Vincent bought the business at a steep discount to the £100 million it fetched when the Issa brothers’ EG Group acquired it in 2021.

The sale completes a full circle for Leon, which the Issas first purchased via EG Group, their petrol forecourt empire, before transferring it to Asda in 2023 to help reduce EG’s multibillion-pound debt load.

The brothers’ control of Leon — and its subsequent integration into Asda’s operations — drew mounting criticism from health campaigners and industry insiders, who said the brand had abandoned its “naturally fast food” ethos.

In early October, co-founder Henry Dimbleby accused Asda of “destroying” the brand, pointing to menu changes such as burgers, nuggets, fries, cookies and cakes that replaced Leon’s former focus on nutritious options.

“I know how easy it is to be sucked down into going for what’s tasty — the sugar, the salt, the cheap,” Dimbleby told The Telegraph. “But in the long term, that’s going to destroy the brand.”

Under Asda, Leon also expanded into supermarket retail with frozen and microwaveable meals, and rolled out hundreds of branded coffee stations across the UK — a strategy designed to scale revenues but one that critics said diluted its premium, health-first image.

Leon’s most recent accounts show revenues fell from £64.9 million in 2023 to £62.5 million in 2024, reflecting weak consumer confidence and a loss of brand loyalty among its core customers.

The slowdown, combined with reputational strain, prompted speculation that Asda was preparing to divest the business. For Vincent, the buyback offers a chance to reclaim Leon’s original purpose — “food that tastes good and does you good.”

“We will take our time, listen to our guests and our teams, and make decisions that stay true to Leon’s mission,” Vincent said after the deal.

An Asda spokesperson thanked Leon employees for their “contribution and hard work” over the past two years, saying: “We wish them all the best as they move forward under new ownership.”

For Asda, the sale simplifies its portfolio as it focuses on debt reduction and supermarket integration following the Issa brothers’ leveraged takeover.

For Leon, it represents a second chance. Once hailed as Britain’s answer to healthy fast food, the brand now faces the challenge of rebuilding consumer trust and reaffirming its place on the high street.

With Vincent back at the helm, industry observers say Leon’s comeback story may depend on whether it can balance its original healthy ethos with commercial reality — and prove that fast food can still be good food.

Read more:
Asda sells Leon back to founder after ‘junk food’ backlash

The Stephen Lawrence Day Foundation (SLDF) and the Institute of Directors (IoD) have joined forces to launch a groundbreaking scholarship programme aimed at accelerating the careers of exceptional Black business leaders across the UK.

Launching in October 2025, the initiative will provide three outstanding leaders — one from a start-up, one from an SME, and one from the public or third sector — with a fully funded place on the IoD’s prestigious Certificate in Company Direction programme, worth nearly £15,000.

Each recipient will also receive a two-year IoD membership, offering access to professional development resources, mentorship opportunities and one of the UK’s most influential leadership networks.

The collaboration marks a significant milestone in the shared mission of both organisations: to dismantle systemic barriers to success and create a pipeline of Black talent for senior decision-making roles in business, government and the not-for-profit sector.

The scholarship aligns with the SLDF’s “3 C’s” vision — Careers, Classrooms and Communities — reflecting a holistic approach to empowerment and representation:
Careers: Equipping high-potential Black leaders with governance, strategy and financial expertise to confidently step into boardroom roles.
Classrooms: Reinforcing the Foundation’s belief in lifelong learning and the power of professional education.
Communities: Developing visible role models and changemakers who will champion equity, mentorship and inclusion across sectors.

Jessica Neil, CEO of the Stephen Lawrence Day Foundation, said the initiative represents both a symbolic and practical step forward “Stephen’s legacy calls us to imagine a society where talent and ambition are not limited by systemic inequality. This scholarship is not just an opportunity for three individuals – it’s an investment in the future leadership of the UK, where Black voices are heard, valued and empowered to make lasting change.”

Baroness Doreen Lawrence of Clarendon added: “Stephen believed in a world where everyone, regardless of background, had the opportunity to achieve their full potential. This partnership is a step toward that vision — breaking down barriers, elevating Black excellence, and creating space for new voices at the highest levels of leadership. It’s about justice, legacy and lasting change.”

Jonathan Geldart, Director General of the IoD, said the organisation was proud to collaborate on a programme that champions diversity and strengthens the UK’s leadership pipeline:

“Great leadership thrives on diversity of thought, perspective and experience. By partnering with the Stephen Lawrence Day Foundation, we are ensuring that the next generation of Black leaders has the tools, knowledge and networks to shape a more inclusive business landscape.”

Each selected leader will receive:
Full funding for the IoD Certificate in Company Direction (to be completed within two years) – worth £14,850.
Two years of IoD membership, including access to exclusive resources, events and networking opportunities – worth £988.

The scholarship is open to applicants who self-identify as Black or from racially minoritised or marginalised backgrounds, with priority given to those of Black or mixed Black heritage.

Applicants must:
Hold, or have held in the past 12 months, a senior leadership or director role for at least two years.
Demonstrate influence over strategic decisions within their organisation.
Show a proven record of driving business growth, social value or community impact.
Present a clear vision for how the opportunity will benefit their leadership journey and the wider community.

How to apply

Applications open 31 October 2025 and close 28 November 2025, with winners to be announced in January 2026.

Interested candidates can apply or learn more at: http://iod.com/l/iod-and-sldf-scholarship-hy6sbnjkls866sfx

This landmark collaboration between the Stephen Lawrence Day Foundation and the Institute of Directors represents a bold commitment to equity, excellence and empowerment, nurturing the leaders who will shape the future of British business and public life.

Read more:
Stephen Lawrence Day Foundation and Institute of Directors launch landmark scholarship to boost Black leadership in UK boardrooms