Business

The UK economy received an unexpected lift earlier this year as businesses rushed to complete orders ahead of President Trump’s sweeping tariff regime, according to the latest forecast from the EY Item Club.

The respected forecaster has raised its 2025 growth projection to 1 per cent, up from the 0.8 per cent previously expected, crediting a “flurry of business spending” in the first quarter before tariffs on imports into the US came into force in April.

“There was some activity and some additional exports brought forward and that lifted [the economy] in the first quarter,” said Matt Swannell, chief economic adviser to the EY Item Club. “But you can see from the size of the upgrade that the outperformance wasn’t massive.”

Despite the modest short-term benefit, Swannell cautioned that the outlook for the remainder of 2025 and beyond remains subdued, with trade disruption, geopolitical uncertainty, and the ongoing impact of fiscal tightening likely to constrain growth.

The Item Club forecast UK GDP will rise by just 0.9 per cent in 2026, before returning to a more typical “cruising speed” of 1.5 per cent in 2027.

“There are likely to be continued headwinds over the next couple of years,” Swannell said. “We’re seeing a combination of uncertainty around trade, the potential for further tax rises, and the lagged effects of interest rate increases, particularly for households refinancing fixed-rate mortgages.”

The EY Item Club also expects the unemployment rate to rise to 5 per cent by the end of the year, up from its current level of 4.7 per cent. While hiring has slowed, the report stresses that companies are not engaging in large-scale layoffs, describing the trend as an “orderly loosening” of the labour market.

Supporting that view, new data from Adzuna shows 875,546 job vacancies in July, a 2.7 per cent increase on the same time last year and the strongest annual growth since July 2022.

“This may be a potential turning point for the UK job market,” said Andrew Hunter, co-founder of Adzuna. However, he noted that vacancy levels remain below pre-pandemic figures and that hiring activity remains “patchy” across sectors.

Inflation is now expected to average 3.4 per cent in 2025, higher than the 3 per cent the Item Club had projected in the spring. This persistent price pressure is being driven by rising household energy bills, higher labour costs, and the impact of April’s increases in the national minimum wage and employer national insurance contributions.

As a result, the Bank of England is forecast to begin easing interest rates over the coming months. The Item Club expects the Monetary Policy Committee (MPC) to cut the base rate in August, November, and February, reducing it to 3.5 per cent, where it is expected to remain in the near term.

“The MPC appears more concerned about cutting interest rates too quickly rather than too slowly,” Swannell said. “But a softening job market and cooling pay growth should provide reassurance that domestic inflationary pressures are set to fade, albeit gradually.”

While the early-year uplift may provide some temporary optimism for policymakers, the EY Item Club’s outlook remains cautious. The UK’s near-term growth is expected to be held back by external shocks, elevated borrowing costs, and limited fiscal headroom.

Swannell summed up the broader outlook: “The UK economy may have got off to a slightly better-than-expected start in 2025, but the bigger picture is one of low growth, persistent uncertainty, and an economy still adjusting to post-pandemic, post-Brexit, and now post-tariff volatility.”

Read more:
Trump tariff confusion gave UK economy short-term boost, but long-term risks remain, says EY Item Club

The rapid rise of padel in the UK is fuelling a wave of planning activity, with new figures showing a 113 per cent increase in court applications in 2024 alone.

The sport’s continued surge in popularity has unlocked nearly 17,000 potential development sites across the country, according to new data released by land and planning insight platform Searchland.

Padel — a fast-paced racquet sport that combines elements of tennis and squash — has become one of the UK’s fastest-growing sports. Figures from the Lawn Tennis Association show that the number of people playing the sport has jumped from just 89,000 in 2021 to more than 400,000 by the end of 2024. This unprecedented growth, coupled with relatively low setup costs and compact court dimensions, has made padel a prime opportunity for investors, developers, and local authorities.

Searchland’s data reveals that the number of padel-related planning applications has risen sharply in recent years. In 2021, only 53 applications were submitted. This increased to 82 in 2022, then nearly doubled to 163 in 2023, before jumping to 348 last year — a 113 per cent annual rise. Already in 2025, 295 applications have been submitted, and the company projects this will rise to 544 by the end of the year, marking a further 56 per cent year-on-year increase.

The platform has also identified a broad and largely untapped pipeline of sites that are well-suited for padel development. It estimates there are currently 16,851 “existing destination opportunities” — sports venues such as golf courses, racquet clubs, and football facilities that have unused land suitable for padel. These sites are typically located in or near urban areas where demand for leisure activities is high. London alone accounts for 1,086 of these opportunities, with 47 of them already having submitted planning applications. Other cities showing strong development potential include Bristol, with 206 sites, followed by Edinburgh, Leeds, and Manchester.

Beyond sports venues, Searchland has pinpointed 15,742 commercial properties across the UK that are appropriate for padel conversion. These include underutilised buildings or sites that can accommodate padel courts and are positioned in areas with a likely captive audience. London again tops this category, with 929 such sites, followed by Manchester, Leeds, Birmingham, Bradford, and Sheffield.

In addition to permanent sites, Searchland has also identified 674 “short-term padel investment opportunities”. These are large-scale development areas — such as housing estates with long construction schedules — where padel courts could be temporarily installed to generate revenue before full development begins. In many cases, these courts could either be dismantled when required or retained as a feature of the final project. London is home to 151 of these short-term opportunities, while Bristol and Birmingham also offer potential.

Speaking on the findings, Hugh Gibbs, co-founder of Searchland, said the rise in padel’s popularity is more than a cultural moment — it’s a clear market signal.

“Padel’s extraordinary rise in popularity isn’t just a trend,” he said. “It’s a powerful signal to landowners, developers, and local authorities. The combination of surging participation, relatively low setup costs, and strong ROI potential makes padel an ideal addition to both temporary and permanent development plans.”

With almost 17,000 locations already identified as prime opportunities, the potential for growth is immense. As interest continues to grow and demand outpaces supply in many areas, padel is quickly becoming one of the UK’s most attractive sporting investments — offering developers a unique chance to meet the country’s appetite for active, community-driven spaces.

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UK padel boom triggers surge in planning applications as nearly 17,000 development sites identified

Taxpayers have been warned to settle their tax bills by 31st July or risk incurring late payment interest at 8.25%, as HMRC intensifies its crackdown on unpaid liabilities.

The alert comes from Blick Rothenberg, a leading audit, tax and business advisory firm, which says taxpayers who have yet to pay their second payment on account for the 2024/25 tax year must act quickly to avoid financial penalties.

“From May 2022, HMRC increased late payment interest from 3.5% to 8.25% as part of their agenda to crack down on people that owe tax,” said Tom Goddard, Senior Associate at Blick Rothenberg. “People who owe money for the 2024/25 tax year must pay their bill as soon as possible.”

What are payments on account?

Payments on account are advance payments made towards the next year’s income tax bill, calculated based on a taxpayer’s previous year’s liability. They are paid in two instalments — one by 31st January, and the second by 31st July.

For example, someone with a £10,000 second payment on account who delays payment until 31st December 2025 would face nearly £350 in interest charges, Goddard explained.

“This is also an incentive to get your tax return submitted early,” he added. “By doing so, you ensure your July payment is accurate — rather than risk overpaying and waiting for a refund.”

Can payments be reduced?

Yes — if a taxpayer reasonably expects that their income for 2024/25 will be lower than in 2023/24, they may reduce their payments on account. However, Goddard warned that over-reducing the figure could lead to interest charges and potential penalties if the estimate proves too low.

“Now that the 2024/25 tax year has ended, those who have already made a claim to reduce their payments on account should check whether this was appropriate based on their final income levels and, if necessary, adjust their payments,” he said.

Who needs to pay?

Payments on account generally apply to those with self-employment income, rental profits, or investment income, where tax isn’t deducted at source.

Taxpayers do not need to make payments on account if:
• Their 2023/24 tax liability was under £1,000, or
• More than 80% of their tax was collected through PAYE.

Capital Gains Tax (CGT) is also excluded from payments on account.

What if you can’t pay?

Goddard urged those struggling financially to contact HMRC directly as soon as possible.

“HMRC may offer a payment plan to help alleviate some of the financial burden, allowing payments to take place over a more manageable timeframe,” he said.

With just days left before the 31st July deadline, taxpayers are advised to check their status, file their returns if possible, and take action — or risk costly charges and escalating interest in the months ahead.

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Taxpayers who haven’t settled their bill with HMRC must pay by 31st July or face fines and interest

Doug Wright MBE, a man whose name has become synonymous with McDonald’s in the West Midlands, has announced his retirement from the fast food giant after an extraordinary 44-year career.

Wright, affectionately known throughout the region as Mr McDonald’s, has sold his 26-strong restaurant portfolio in a move that brings to an end one of the most inspiring entrepreneurial journeys in British business. Sixteen of the sites will return to corporate ownership, while the remaining ten will pass into the hands of fellow franchisees.

It’s the closing chapter of a career that began with the most modest of openings: on 1 July 1981, a then-16-year-old Wright took a cleaning job at McDonald’s in Bedford, earning just 93p an hour.

From there, through sheer graft, leadership and vision, Wright rose through the ranks to become one of the company’s most successful UK franchisees. In 2002, after years of service at the corporate level, he realised a lifelong ambition when he was granted his first franchised restaurant. Over the next two decades, he built Wright Restaurants into a regional powerhouse and one of the West Midlands’ largest private employers, with nearly 3,000 staff.

“I joined McDonald’s initially for three weeks,” Wright reflects, “and it taught me life skills. That’s something I hear time and again from employees and their families.”

Indeed, his legacy is not simply in the bricks, mortar and turnover of a 26-site empire, but in the lives it touched — from staff who found a career, to customers who saw McDonald’s become part of their community fabric.

“From the dream of owning one restaurant, the aim became two — and we just kept going from there,” Wright said. “But you have to step off the bus at some point, and my dad always said: ‘Be sure to orchestrate your own exit’.”

That sense of personal agency has characterised Wright’s business philosophy. Even as his empire grew, his hands-on approach never wavered. Colleagues describe a leader who never lost touch with frontline staff and who built a culture more akin to family than fast food chain.

“I will miss the people the most,” he admits. “We’ve always acted as one big family — we’ve celebrated together and grieved together. Along the way, we’ve lost some very decent people.”

But Doug Wright’s contribution goes far beyond the bottom line. Following a life-changing car accident at the age of 20, Wright became determined to use his success as a platform for giving back. Over the years, he has become a towering figure in West Midlands philanthropy.

As chair of the Ronald McDonald House Charity, he helped raise millions of pounds, enabling the facility near Birmingham Children’s Hospital to provide accommodation for nearly 17,000 families with seriously ill children. Through a staff lottery alone, Wright’s team provided 9,500 nights of family stays at the House.

He has also championed countless local initiatives — from grassroots sports to arts programmes and educational projects. His charity work has included support for Marie Curie, the Teenage Cancer Trust, Arrive Alive, and the Teenage Market.

“The thing I am most proud of is how we have made a difference to so many communities and charities where we live and work,” he said. “Our collective community work has been transformational.”

Wright’s contribution to civic life has also seen him take on a number of high-profile roles. He served as a patron and board member of the Greater Birmingham Chambers of Commerce, as Deputy Lieutenant of the West Midlands, and — in 2023 — as High Sheriff of the West Midlands, a role he described as “the highlight of my working career”.

He also had the honour of being included in Queen Elizabeth II’s final Honours List in 2022, where he was awarded an MBE for services to business and charity.

Though stepping away from McDonald’s, Wright is not retiring from public life. He remains the chair of Kids’ Village, a pioneering charity building the UK’s first holiday resort designed to provide free breaks for children with critical illnesses and their families.

“In particular, being part of the Chamber was a turning point for me — joining an organisation where you can connect, grow, and meet like-minded people,” he said. “The support I received there helped get Kids’ Village off the ground.”

Sir Andy Street, former Mayor of the West Midlands, said: “Doug’s story of rising from humble origins to become the biggest franchisee in the country is one of graft and ingenuity. But more than that, he’s used his success to lift others — through Ronald McDonald House, Kids’ Village, and during his time as High Sheriff. He is the embodiment of the truth that business is a force for good.”

Raj Kandola, acting deputy CEO of the Greater Birmingham Chambers of Commerce, echoed that sentiment:

“Doug stands as one of the West Midlands’ great business success stories. His contribution to the regional economy is matched only by the impact he’s had on the communities he’s served. We thank him for his tireless service and wish him all the best in this next chapter.”

Read more:
Mr McDonald’s bows out: Doug Wright sells 26-restaurant empire after 44 years

Sales of prestige lip products in the UK have surged by 16 per cent year-on-year to £80.4 million in the six months to June, as cash-strapped consumers turn to small luxuries to lift their mood — a classic example of the so-called “lipstick effect.”

The term, coined by Leonard Lauder, former chairman of Estée Lauder, describes how sales of cosmetics and affordable indulgences tend to rise during economic downturns as consumers forgo big-ticket items but still seek moments of emotional reward.

New data from market research firm Circana suggests the trend is alive and well in 2025. Lip product sales grew at nearly double the rate of the broader make-up category, and more than three times the pace of eye make-up sales, highlighting the growing demand for portable, feel-good beauty items.

“While 2025 has been a challenging year and many consumers have become selective in their spending, they are still splashing out on affordable luxuries like lipstick and beauty buys to boost their mood,” said June Jensen, vice-president of Circana’s UK prestige beauty division.

It’s not just about colour anymore. Consumers are increasingly gravitating towards multi-functional products, particularly lip items that combine colour with skincare benefits. Sales of hydrating balms and lip oils surged by 21 per cent year-on-year, with shoppers seeking out formulas that moisturise, tint, and protect, often with added SPF or anti-ageing ingredients.

“These are moments of private indulgence and pleasure that offer refuge from a chaotic world,” Jensen added.

The trend has also been amplified by social media and influencer marketing, with platforms like TikTok and Instagram driving interest in new textures and hybrid formulations. Products like overnight lip masks, tinted balms, and skincare-infused glosses have seen a particular rise.

One standout brand is Laneige, whose products gained popularity through singer Charli XCX’s online endorsements and ambassador work, tapping into a younger demographic eager for accessible but aspirational beauty buys.

While lip products are leading the charge, Circana suggests the lipstick effect is expanding into other categories as consumers look for multi-purpose, mood-boosting beauty staples. Items such as tinted moisturisers, concealers, setting sprays, and powders with skincare benefits are showing early signs of similar growth.

“The lipstick effect is likely to continue flourishing in this economic climate,” said Jensen. “But it’s not just about lipstick anymore — it’s about affordable confidence in all forms.”

In an era of economic caution, the success of prestige beauty suggests that emotional uplift remains a priority — and that even a swipe of balm can offer a powerful form of escapism.

Read more:
Lip balm sales rise as Britons seek affordable luxuries in cost-of-living squeeze

Planning for the future is something many Australians delay, especially when it involves considering what happens after we’re gone.

Yet, creating a robust estate plan is one of the most caring things you can do for your loved ones. Consulting with estate planning lawyers early can help you navigate complexities and ensure your wishes are legally sound.

Key Takeaways

A comprehensive estate plan includes wills, trusts, and powers of attorney
Regular reviews and updates are essential to maintain a resilient plan
Professional legal guidance helps avoid costly mistakes and tax implications
Choosing the right executor is crucial for proper estate management
Trusts offer additional protection and control over asset distribution

The Basics of Estate Planning

Estate planning goes beyond creating a simple will. It encompasses a range of legal documents designed to protect your assets and ensure they’re distributed according to your wishes. The core components include wills, trusts, and powers of attorney.

Many Australians mistakenly believe estate planning is only for the wealthy. In reality, anyone with assets, dependents, or specific wishes about their property should have a plan in place.

“The greatest gift you can leave your family isn’t just what’s in your estate, but clarity about your intentions for it.”

Steps to Build a Resilient Estate Plan

Creating a solid plan begins with taking inventory of what you own. List all assets including property, investments, superannuation, insurance policies, and personal belongings. Don’t forget digital assets like online accounts and cryptocurrencies.

Next, define your beneficiaries clearly. Consider who should receive specific assets and any special conditions you want to place on inheritances. This is particularly important for blended families or when providing for vulnerable beneficiaries.

Choosing the Right Executor

Your executor will be responsible for carrying out your wishes after you’re gone. This role involves locating assets, paying debts, filing tax returns, and distributing property to beneficiaries.

Look for someone who is trustworthy, organised, and willing to take on the responsibility. Consider their age, health, location, and financial knowledge. Some people choose professional executors for complex estates.

Drafting a Comprehensive Will

A valid will in Australia must be in writing, signed by you, and witnessed by two people who aren’t beneficiaries. Beyond these legal requirements, a good will clearly states:

Who your executor(s) will be
Who your beneficiaries are
How assets should be distributed
Guardianship arrangements for minor children
Funeral wishes (though these aren’t legally binding)

Future-Proofing Your Legacy

Life changes constantly, and your estate plan should adapt accordingly. Major life events that trigger a review include marriage, divorce, birth of children or grandchildren, significant changes in assets, moving interstate, or changes in tax laws.

Schedule regular reviews every 3-5 years, even without major life changes. This helps catch outdated provisions or adapt to new legislation.

Utilising Trusts for Asset Protection

Trusts offer additional protection and control over how assets are managed and distributed. They can help minimise estate taxes, protect assets from creditors, provide for beneficiaries with special needs, and manage wealth across generations.

Common trusts in Australia include testamentary trusts (created by will), discretionary trusts, and special disability trusts. Each serves different purposes and offers unique advantages.

Avoiding Common Pitfalls

Many estate plans fail due to simple oversights. Digital assets are frequently forgotten, yet they can have significant financial and sentimental value. Create an inventory of digital accounts, passwords, and instructions for handling these assets.

Another common mistake is failing to update beneficiary designations on superannuation accounts and life insurance policies. These designations override your will, so keeping them current is essential.

Understanding Tax Implications

While Australia doesn’t have a specific estate or inheritance tax, other tax liabilities can impact your estate. Capital gains tax, superannuation death benefits tax, and income tax can all affect what your beneficiaries ultimately receive.

Strategic planning can help minimise these impacts. Options include holding assets in tax-effective structures, making superannuation binding death benefit nominations, and timing asset transfers efficiently.

Professional Guidance and Resources

Estate planning involves complex legal, financial and tax considerations. Working with professionals who specialise in estate law ensures your plan complies with current legislation and achieves your objectives.

When selecting an estate planning attorney, look for experience in your specific situation, clear communication skills, and transparency about fees. Initial consultations can help you gauge whether they’re a good fit.

Securing Your Family’s Future

A resilient estate plan provides peace of mind that your loved ones will be cared for and your wishes respected. By taking time now to create a comprehensive plan, you protect your family from unnecessary stress during an already difficult time.

Remember that estate planning isn’t a one-time event but an ongoing process that evolves as your life changes. Take the first step today by consulting with Tonkin Legal to create a plan tailored to your unique circumstances and goals.

Read more:
Building a Resilient Estate Plan in Australia

Technology is revolutionizing the hospitality industry by enhancing guest experiences through innovative solutions. From personalized services to seamless operations, these advancements are reshaping how hotels interact with guests and manage their services, ensuring a memorable stay for all visitors.

In today’s competitive hospitality market, embracing technology is essential for creating exceptional guest experiences. Innovations such as smart room controls, mobile check-ins, and AI-driven concierge services are becoming standard, offering guests convenience and personalization. Integrating more trends into these technological solutions further enhances the guest experience, providing a comprehensive approach to hospitality management.

Enhancing guest experiences with smart technology

Smart technology is at the forefront of transforming guest experiences in hotels. By implementing smart room controls, guests can customize their environment, adjusting lighting, temperature, and entertainment options to their preferences. This level of personalization not only enhances comfort but also elevates the overall guest experience.

Mobile check-in and keyless entry systems streamline the arrival process, allowing guests to bypass traditional front desk procedures. This technology reduces wait times and enhances convenience, making the check-in experience more efficient and enjoyable. Additionally, smart technology enables hotels to gather data on guest preferences, allowing for tailored services and improved satisfaction.

Integrating Internet of Things (IoT) devices further enhances operational efficiency. These devices provide real-time data on room occupancy and maintenance needs, enabling hotels to optimize resource allocation and ensure timely service delivery. This proactive approach to hospitality management ensures guests receive the highest level of service throughout their stay.

Personalizing services with artificial intelligence

Artificial intelligence (AI) is a powerful tool for personalizing guest services in the hospitality industry. AI-driven concierge services provide guests with personalized recommendations and assistance, enhancing their stay by offering tailored experiences. From dining suggestions to activity bookings, AI ensures guests have access to the information they need at their fingertips.

AI also plays a crucial role in analyzing guest data to predict preferences and anticipate needs. By leveraging machine learning algorithms, hotels can offer personalized promotions and services that resonate with individual guests. This level of customization fosters guest loyalty and encourages repeat visits, as guests feel valued and understood.

Moreover, AI-driven chatbots are transforming customer service by providing instant support and information. These virtual assistants handle guest inquiries efficiently, freeing up staff to focus on more complex tasks. This seamless integration of AI into guest services enhances the overall experience by ensuring prompt and accurate responses to guest needs.

Streamlining operations with advanced technology

Advanced technology is not only enhancing guest experiences but also streamlining hotel operations. Automated systems for inventory management, housekeeping, and maintenance ensure that hotels operate efficiently and effectively. By automating routine tasks, staff can focus on delivering exceptional guest services.

Technology also improves communication within hotel teams, facilitating better coordination and faster response times. Mobile apps and digital platforms allow staff to communicate seamlessly, ensuring that guest requests are addressed promptly. This operational efficiency directly contributes to a smoother guest experience, as services are delivered quickly and accurately.

As technology continues to evolve, hotels are adopting more sophisticated systems to enhance both guest experiences and operational efficiency. By staying at the forefront of technological advancements, hotels can ensure they provide the best possible service to their guests, fostering satisfaction and loyalty. For more on how technology is shaping the hospitality industry, explore the latest innovations and their impact on guest experiences.

Read more:
Technology in Hospitality: Innovations Shaping Guest Experiences

There’s a quiet shift happening across UK manufacturing floors, and it’s not all about robots or AI algorithms pulling headlines. While the tech press stays busy covering quantum experiments and sci-fi-esque automation, the real action is unfolding in more grounded, practical spaces.

It’s not dramatic. It’s not loud. But it’s changing the way things get made—and who gets to make them.

UK manufacturers, long caught between the pressures of offshore competition and post-Brexit supply chain headaches, are finding new footing by rethinking how they produce goods in the first place. The playbook isn’t about outpacing global giants. It’s about tightening up operations, working smarter with what’s already here, and building systems that can move quickly without falling apart under pressure. It’s manufacturing with its boots on the ground—and its eyes fixed on resilience.

No More Waiting Games

One of the clearest signs of progress is how much faster design turns into a product. Prototyping timelines that once dragged for months now wrap up in weeks. The magic isn’t in flashy front-end innovation—it’s buried in the back end. UK firms are tapping into better tooling partnerships, smarter CAD workflows, and modern fabrication techniques that let them move quicker without bleeding quality.

Processes like injection moulding are playing a bigger role here. Instead of shipping designs out to Asia and praying they come back on time, more British firms are keeping it local. Moulds can be cut, tested, and put into production with fewer middlemen, less margin for error, and far tighter turnaround. The benefits are compounding. Products hit shelves faster, defects are spotted sooner, and entire supply chains become less brittle. It’s not a revolution—it’s a smarter way to survive and scale.

And it’s not just the big players who are winning here. Smaller shops and mid-tier manufacturers—many of them family-owned or regionally based—are quietly using this tech-forward approach to stay competitive without chasing risky expansion. It’s steady, grounded growth, and it’s working.

The Labour Challenge Gets a New Angle

Labour is still a problem—no surprise there. But the solution isn’t to automate everyone out of a job. What’s actually happening is more layered. Yes, some tasks are being handed off to machines. But just as many are being upgraded in place, with staff now learning to operate software-guided systems or work in tandem with cobots. Roles are shifting, not disappearing.

The companies that are doing this well aren’t just throwing equipment at the issue. They’re retraining teams, reshaping shop floor dynamics, and investing in upskilling instead of flat-out replacement. The result? More efficient teams who understand both the equipment and the product. It’s a far cry from the dystopian vision of empty factories full of buzzing arms and conveyor belts.

It’s also helping shift perception. Younger workers—those previously uninterested in “the trades”—are taking another look when they realise the job involves touchscreen control panels, 3D modelling, and real-time performance data. Manufacturing isn’t just welding and assembly anymore. It’s software, logistics, analysis, and decision-making, too. And that makes it a whole lot more interesting to the next generation.

Supply Chain: Tighter, Not Bigger

Post-Brexit, supply chains were left wobbly and exposed. What’s changed is how UK firms are choosing to respond. Instead of overreaching, many are pulling things back in. More regional sourcing, fewer international dependencies, and a willingness to spend a little more upfront in exchange for predictability down the line.

What’s powering this isn’t some nationalistic push for domestic-only sourcing—it’s pragmatism. Suppliers you can drive to are easier to manage than ones halfway across the globe. Especially when timelines matter and a single delay can hold up thousands of units.

The stronger firms are also simplifying SKUs, trimming back options that make production messy or shipping unreliable. It’s less about cutting corners and more about cutting waste—time, money, energy, and complication. There’s a new appreciation for just-enough inventory, smart forecasting, and partners who can flex under pressure.

Output Is the Wrong Metric Now

The number of units moving out the door still matters, of course. But relying on factory output alone as a measure of success is starting to look a bit outdated. What counts more now is how adaptable the operation is. Can the factory pivot? Can it respond to demand shifts without choking? Can it run shorter, more profitable batches without a mountain of waste?

Manufacturers with this kind of agility are the ones being snapped up by investors and eyed by multinationals. It’s not just that they can build things—it’s that they can change what they build without months of retooling. That’s becoming more valuable than brute scale.

Plants that once ran one core product year-round are now managing multiple short runs, tweaking specs on the fly, and using live data to adjust production based on incoming orders rather than historical forecasts. It’s not always tidy. But it works. And when a customer changes a spec on Monday and still wants delivery by Friday, it’s often the difference between keeping a contract and losing one.

The Cost of Innovation Is Dropping

Maybe the most underreported story in UK manufacturing is how accessible it’s become to launch a new product. Small-batch manufacturing no longer requires deep pockets or massive warehouses. With the right digital tools and a few strong production partners, start-ups can move from concept to shelf without betting the farm.

Capital is flowing more easily, too. Regional funds, angel groups, and sector-specific grants are helping bridge the gap for first-time founders and second-stage businesses alike. Investors aren’t just looking for big exits—they’re looking for operational stability, sustainable margins, and teams that understand their cost structure from the start.

What’s working best is a measured approach. No bloated teams. No speculative over-ordering. Just tight forecasting, localised partnerships, and the kind of planning that can actually hold up when the market doesn’t behave. That’s what gives smaller firms a shot—and it’s what’s pulling attention away from the old titans and toward a new tier of operators.

What It Comes Down To

British manufacturing isn’t trying to go viral. It’s not chasing hype. It’s figuring out how to be faster, leaner, and more reliable in a world that doesn’t give much room for error. The tools are better. The strategies are sharper. And the people making it all happen aren’t waiting around for someone else to figure it out.

They’re solving it themselves—one part, one process, one product line at a time. And that, quietly, is what’s keeping the industry moving forward. Not with a bang. But with focus, grit, and a lot more agility than anyone expected.

Read more:
British Factories Are Getting Smarter—But It’s Not Where You Think

When you’re running a small business, every dollar counts — and when you hear “OSHA compliance,” your first thought might be, “Great, how much is this going to cost me?”

You’re not alone. Thousands of small business owners worry about how to meet safety standards without blowing their budget or slowing down growth. But the truth is OSHA compliance doesn’t have to be expensive (and ignoring it could cost you a lot more).

Whether you’re operating a warehouse, managing a construction crew, or just getting your first few employees into a facility, staying ahead of safety requirements is key to protecting your people and your bottom line.

With this in mind, let’s walk through some practical, low-cost ways to meet OSHA standards — even if you’re a lean operation with limited resources.

Start With Free Resources

Before you pay for a consultant or a fancy training program, look at what OSHA already offers for free. The agency isn’t just there to enforce rules — it actually provides a ton of resources to help businesses understand and meet them.

You can access:

Industry-specific safety guidelines
Printable checklists
Hazard identification tools
Recordkeeping forms
Sample safety and health programs

And best of all, OSHA’s On-Site Consultation Program offers free, confidential safety visits for small businesses — with no penalties or fines. They’ll assess your worksite and help you fix hazards without reporting anything to enforcement. Think of it as a free second opinion before the real inspector ever shows up.

Build the Habit of Internal Safety Walkthroughs

You don’t need a degree in safety management to walk through your facility with a sharp eye. The goal is to identify potential risks and take action before anyone gets hurt. Things like blocked fire exits, frayed cords, wet floors, and improperly stored chemicals are common violations that can often be corrected in minutes once noticed. (You just have to use common sense.)

Make it a habit to walk your workspace weekly or monthly, depending on the risk level of your environment. Keep a notebook or a shared doc where you track what you’ve found and what’s been fixed. Employees should be encouraged to flag concerns, too. They often spot issues faster than anyone else. Involving them helps you stay ahead of problems you might otherwise miss.

Train Smarter, Not More Expensively

One of the biggest costs small businesses face with OSHA compliance is training. Sending employees to off-site sessions or bringing in trainers can be both time-consuming and expensive. But today, there’s a better way.

Online training and certifications have made OSHA compliance easier and more budget-friendly than ever. One smart example is online forklift certification. If your team uses powered industrial trucks, OSHA requires that operators be certified. Rather than sending workers off-site for a day or more, online forklift certification allows them to complete the training at their own pace and on their own schedule.

Turn Safety Into a Daily Mindset

Compliance is about culture. When safety becomes part of your company’s everyday rhythm, you’re protecting your team, building an environment of accountability, and saying that you prioritize professionalism.

That doesn’t have to mean long meetings or complex initiatives. A five-minute safety huddle in the morning can go a long way. So can calling out good safety habits when you see them, encouraging open communication about hazards, and making it easy for employees to report concerns.

When your team feels like safety is everyone’s job — not just management’s — you’re far less likely to deal with costly accidents or citations.

Stay Organized With Your Records

If OSHA comes knocking, being able to show your work is critical. That means keeping clear, up-to-date records of your safety efforts. (Even if you’re doing everything right, failing to document it can put you at risk.)

At a minimum, you should keep records of all safety training completed by employees, any equipment inspections or repairs, incident and near-miss reports, and internal walkthrough notes. Something as simple as a cloud folder or physical binder system works just fine, as long as it’s updated and accessible.

Make Small, Strategic Upgrades

Many small businesses assume that bringing a space up to OSHA standards means spending thousands on renovations. In reality, some of the most effective safety improvements are also the most affordable.

Adding anti-slip mats, improving signage, checking that fire extinguishers are accessible and up to date, upgrading lighting in dim corners, or installing guards on dangerous equipment are all relatively low-cost actions that make a major impact. You don’t need to do everything at once — just tackle the highest-risk areas first, and set a quarterly schedule for addressing others.

Over time, these small improvements compound into a safer, more compliant, and more professional operation.

Creating a Plan

All it takes to meet OSHA requirements is a little bit of knowledge and proactive planning. With a clear plan, a proactive mindset, and the discipline to make safety a regular part of your operations, you can accomplish almost anything you set out to do.

Read more:
Budget-Friendly Compliance Tips for Growing Operations

A significant merger is underway between a prominent technology-based company with a substantial reputation in digital marketing and the European Players Super League (EPSL), a UK-based golf tournament series.

This partnership aims to create a highly scaled golf tournament system, leveraging technology to unite the golf community.

The Merger

The merger plans to bring together various key players:

A web-based digital marketing company with 50,000 registered amateur golfers, having hosted a substantial proportion of golf tournaments in recent years.
The European Players Super League (EPSL), featuring 300 playing professionals, amateurs, and celebrities across bucket-list courses in Europe and globally.
2,000 UAE playing amateurs residing in UAE.
1,000+ high net worth CEOs.

Vision and Objectives

The ‘Golf Super Group’s’ vision is to create a community of over 100,000 amateur golfers through a portal system and web application. This platform will enable golfers to compete against each other, alongside former Ryder Cup players, European Tour winners, and celebrities from various industries at actual golf courses – many of which are bucket list courses. The Super League handicap system ensures a level playing field, allowing participants to compete on an equal basis irrespective of their playing status.

Key Benefits

This merger offers shareholders numerous benefits, including:

– Attracting substantial attention from golf companies worldwide, creating opportunities for product and service sales through 100,000 amateurs on web based and app-based system.

– Potential for consolidation and growth, as more businesses join the Super League umbrella.

Quotes from Key Stakeholders

Part owner and founder of the Super League tour, Mark James, is excited by the mergers and leads the direction of the tour through a Strategic Board that he heads up.

Mark James is Europe’s former Ryder Cup captain who has played in 7 Ryder Cups and won 18 times on the European Tour said: “The European Players Super League is a unique and innovative concept that brings together high-net-worth amateurs, respected professionals, and celebrities, in a spirit of camaraderie and competition. I head the Strategic Board which is supported by a team of credible European Tour champions, including Phillip Price, Steve Dodd, Ronan Rafferty, Robert Rock and Roger Chapman, who provide guidance and support in various aspects of the tour. Celebrities are advisors too as they have massive social reach. Former Premier League legends Andy Cole, Lee Dixon, Robbie Fowler, Matt Le Tissier, Alan McInally and Westlife’s Brian McFadden are all on my advisory board steering the golf business. We report into the Executive Board run by our capable leader Feisal Nahaboo.

Our tour is predominantly amateur driven, with professionals participating in a spirit of sportsmanship and friendly competition. I can confidently attest to the growth and quality of our stable of players. And as we add on more players, we will engage quality control and integrity into all our play. Banter and fun underpin all our competitions.”

Feisal Nahaboo, Founder and CEO of EPSL, said: “Our strategy, proven with the Xeinadin Accountancy Group, will be replicated in golf now. We’re creating a ‘corporate monster’, leveraging technology and momentum to drive commercial opportunity.”

Russell Yeomans, CEO of World Players Super League (formerly sport2business), added: “The merger pieces are synergising, and we’re building something remarkable. By uniting businesses and golfers, we’re transforming the golf industry and creating a new pedestal for amateurs in the sport.”

Future Outlook

The Golf Super Group is poised for significant growth, with immediate plans on the planned merger to boast:

– 50,000 amateur golfers.

– Over 20 million social media followers via Supler League player accounts

– Over 300,000 YouTube subscribers.

– Amateur and PRO Golfers residing in over 30 notable countries.

– Over 1000 ultra-high-net-worth CEOs competing in the Super League and CEO Masters format.

This planned merger marks a new era in golf, with the potential to revolutionise the sport and create new opportunities for golfers, businesses, and investors alike.

Super league has transacted with new investors over the past 2 weeks and expects growing interest post forthcoming mergers.

Read more:
50,000 Amateurs Unite: Former Ryder Cup Captain Part Owner Of Groundbreaking Planned Merger Set to Revolutionise Golf