Business

The World Players Super League (WPSL), a pioneering golf league that brings together amateur golfers from around the world to compete in a single, global competition, has generated significant interest from investors.

With a current valuation of £50 billion, the global golf market is expected to continue growing, driven by increasing demand for golf-related experiences and merchandise.

The WPSL, an extension of the European Players Super League (EPSL), has already attracted a substantial following, with over 2,300 members across the UK and UAE joining in its opening year. The league’s innovative concept, which allows amateur golfers in different countries to fly and compete in different countries worldwide has resonated with the masses and investors alike.

“We believe that an additional £10billion will be invested by amateurs in golf over the next two years alone,” its founder, Feisal Nahaboo, said.

“This is a growing trend, driven by the increasing popularity of golf and the desire for new and exciting experiences.”

The WPSL has already gained traction among high-net-worth individuals, with 2,000 members based in the UAE, including 350 CEOs of notable companies.

In addition to the super league, the WPSL is planning to launch a monthly cup competition to 10,000 amateurs with 100 winning “massive” prizes.

The monthly WPSL World Championship is a golf tournament concept valued at up to £100 million, which has proven particularly attractive to investors. It allows up to 10,000 amateur players to compete globally each month — playing on their own local courses, using their own scorecards, yet all part of the same worldwide competition.

“What’s happening is that whether you’re based in Korea or France or Brazil or South Africa, you can now compete against each other from your own golf course in a cup against competitors from other countries,” Nahaboo said. “It’s not virtual golf using IT! It’s real golf using your clubs and membership golf club!

“Celebrities love it, and we’ve seen significant interest from investors who believe in the potential of this concept.”

The WPSL has already attracted the attention of several high-profile celebrities, including Liverpool Legends Steve Staunton, Ronnie Whelan, Steve McMahon, Bruce Grobbelaar, and Jason McAteer. Also supporting the league are musicians Brian McFadden of Westlife and Keith Duffy of Boyzone, whose respective bands have sold a combined 80 million records and achieved 21 number one hits.

Golf influencer Gary Beadle, who has 6 million social media followers and over 100,000 YouTube subscribers, is not only playing in the league but also promoting and publicising it across his massive social media platforms.

The WPSL is poised for rapid growth, with plans to expand to new countries and jurisdictions. The league’s innovative concept and significant investor interest make it an attractive opportunity for those looking to tap into the growing golf market. According to Nahaboo, the WPSL is set to approach 30 high-net-worth investors to secure backing for its Monthly World Championship Cup.

“The introduction of the World Players Super League will transform golf globally, connecting tours from different jurisdictions and allowing players to compete against each other in a single, global competition,” he added.

Read more:
£100m Super League Golf Revolution: Billionaire Founder Taps UAE’s Net Worth Investors

The UK is on pace for its busiest year of takeovers since 2021, with £74 billion in bids tabled for British companies in the first six months of 2025, according to new research from broker Peel Hunt. The surge is being fuelled by both domestic consolidation and aggressive moves by overseas private equity, particularly from the United States.

Peel Hunt’s analysis highlights that takeover activity is being driven by a mix of public-to-private deals and strategic acquisitions, as undervalued UK assets continue to attract suitors. Notably, contested takeovers are at their highest levels in five years, signalling a more competitive and heated M&A environment.

US firms have played a major role in the resurgence, accounting for over a quarter of bidders so far this year. Private equity firms from the US alone were involved in 14 per cent of all bid situations. Meanwhile, UK-based acquirers have ramped up significantly, representing 63 per cent of buyers—well above the 46 per cent average over the past five years.

Michael Nicholson, head of advisory and M&A at Peel Hunt, said the shift reflects a growing confidence among UK corporates and investors: “US PE firms have met their match in the form of UK-listed consolidators. The benefits of greater scale and more liquidity, while preserving key assets and high-quality businesses in the UK markets, have become increasingly persuasive factors for boards and shareholders.”

The data suggests that a weakened pound and relatively depressed UK equity valuations continue to make British firms attractive targets. However, the recent increase in activity has raised concerns among regulators.

The Financial Conduct Authority (FCA) is investigating a sharp rise in deal leaks after new figures revealed that nearly 40 per cent of takeovers were reported in the media before any official announcement. According to a freedom of information request by the Financial Times, 42 of the 110 M&A announcements made between April 2024 and May 2025 involving London-listed companies were leaked ahead of formal disclosure.

The FCA has opened 33 investigations into potential market abuse since 2020 and expressed particular concern over “strategic leaks” being used as a tactic during ongoing deal negotiations—such as attempts to deter rival bidders or influence market reaction.

In a market notice issued in March, the FCA said: “We are concerned…by strategic leaks where inside information is deliberately given to the press by individuals at an issuer or its advisers.”

The watchdog is now urging companies and their advisers to tighten controls and take greater care in handling sensitive deal information, as confidence in market integrity becomes increasingly critical in a busy M&A landscape.

With further consolidation anticipated across sectors such as tech, healthcare and financial services, and valuations still seen as attractive, the UK’s deal pipeline shows little sign of slowing as 2025 enters its second half.

Read more:
UK takeover surge hits £74bn in first half of 2025, highest since 2021

Santander has announced a £2.65 billion all-cash deal to acquire TSB from Spanish rival Sabadell, marking another significant move in the wave of UK banking consolidation.

The takeover, which is expected to complete in the first quarter of 2026 subject to regulatory approval, will see Santander absorb TSB’s five-million-strong customer base and expand its UK footprint further.

The acquisition price comfortably exceeds the £1.7 billion that Sabadell paid to acquire TSB in 2015, and comes amid mounting pressure on Sabadell as it attempts to fend off an €11 billion hostile takeover bid from Spanish heavyweight BBVA.

Sabadell confirmed the deal on Wednesday, just a week after acknowledging that it had received expressions of interest for TSB. Barclays was among the formal bidders, but Santander ultimately secured the agreement.

In a statement, Banco Sabadell said the sale would unlock value and allow it to propose a special dividend of €0.50 per share—around €2.5 billion—at a shareholder meeting scheduled for next month. The deal was first reported by Spanish business daily Expansión.

The move reinforces Santander’s long-term commitment to the UK market. Dame Ana Botín, executive chairman of Banco Santander, said: “The acquisition of TSB represents a continuing strategic commitment to our customers in the UK. It strengthens our franchise in a core market through the acquisition of a low-risk and complementary business that adds to our diversification.”

TSB CEO Marc Armengol welcomed the news, stating: “TSB is a UK success story, providing excellent service to more than five million customers. This announcement marks the beginning of a new chapter as part of a major group like Santander.”

The deal will bring together two sizable mid-tier UK retail banking operations. TSB had total assets of £46.1 billion at the end of 2023, with £36.3 billion in loans and £35.1 billion in deposits. Santander UK is already a significant player in the sector and is expected to gain considerable economies of scale from the merger.

The acquisition also continues the momentum of consolidation in UK banking, following Nationwide’s £2.9 billion acquisition of Virgin Money UK, Coventry Building Society’s £780 million takeover of the Co-operative Bank, and NatWest’s and Barclays’ recent purchases of banking arms from Sainsbury’s and Tesco, respectively.

Despite interest from NatWest and Barclays in its own UK retail operations last year, Santander had rejected those bids due to disagreements on valuation. The decision to grow instead via acquisition of TSB signals confidence in its UK strategy.

TSB, which traces its heritage back to 1810, was formerly part of Lloyds Banking Group before being spun off and floated in 2014 as a condition of Lloyds’ government bailout during the financial crisis. It was later snapped up by Sabadell.

The Santander-TSB deal is expected to receive close regulatory scrutiny but is seen as a natural fit by industry analysts. With Sabadell refocusing on its domestic market and Santander doubling down on UK expansion, the transaction could reshape the UK retail banking landscape further as the sector continues to consolidate.

Read more:
Santander agrees £2.65bn deal to buy TSB from Sabadell

High street health and beauty giant Superdrug has shrugged off rising tax burdens and wage costs to expand its workforce by more than 600 roles and post a jump in pre-tax profits.

In newly filed accounts for the year ending 2024, Superdrug reported a pre-tax profit of £136.8 million, up from £111.6 million the year before. The performance came despite what the company described as “pressure” on its margins due to government-imposed hikes in the National Minimum Wage and employer National Insurance contributions.

The company’s headcount rose from 13,845 to 14,479 in 2024, adding more than 600 new roles, including through the opening of 13 new stores. This builds on the 400 new jobs Superdrug created in 2023.

However, the retailer warned that legislative changes from Chancellor Rachel Reeves’ budget have “compounded wage inflation” and added a “strain” to operating costs — concerns echoed in recent weeks by rival retailers including Bodycare.

“Government-driven decisions on areas like National Minimum Wage have compounded wage inflation and continue to put pressure on operating margins for retailers,” Superdrug said in a statement signed off by its board. “The company strives to offset [this] through its cost efficiency and procurement activities.”

Superdrug’s revenues also rose over the period, from £1.5 billion to £1.6 billion.

Despite the positive results, the business warned that consumer sentiment remains cautious amid ongoing cost-of-living pressures. “Customers shopped around as they became more price sensitive,” the board noted, citing reduced high street footfall and squeezed disposable incomes.

Still, the health and beauty sector was one of the few retail categories to see year-on-year sales growth, and Superdrug credited its broad product offering and dual-channel approach — in-store and online — with helping it weather the storm.

Looking ahead, the company said it expects the UK retail environment to remain “challenging and strongly competitive” in 2025. Nevertheless, the directors said they remain confident that their growth strategy will enable the company to maintain momentum.

“The directors are confident that the strong trading performance in 2024 will continue into 2025 and beyond,” the filing stated.

Superdrug is owned by AS Watson Holdings, a Hong Kong-based group incorporated in the Cayman Islands. Sister brand Savers, also part of AS Watson, reported a rise in revenue from £754.8 million to £791.3 million and saw its pre-tax profits climb from £61.2 million to £69.9 million.

The update comes shortly after rival Boots reported a mixed financial year, with strong revenue growth and a surge in pre-tax profit for its Boots UK arm — up from £60 million to £269 million — despite closing more than 300 stores as part of a restructuring plan.

As the battle for high street dominance continues, Superdrug’s resilience in the face of rising tax and labour costs positions it as a key player determined to grow despite the economic headwinds.

Read more:
Superdrug adds over 600 jobs and boosts profits despite tax and wage pressures

Royal Mail has today launched a new £1 million apprenticeship levy gifting fund to help small businesses across the UK tackle skills shortages and unlock growth opportunities.

The initiative, announced alongside the publication of a new report by the British Chambers of Commerce (BCC) and Royal Mail, follows in-depth research which found that a quarter of small firms are struggling to recruit skilled workers — a major barrier to their expansion.

The report, titled Small businesses: delivering growth for Britain, surveyed over 1,200 small firms and revealed that 35% expect to grow in the next 12 months, while 41% predict business as usual. However, 22% anticipate downsizing, with labour market challenges and access to advice identified as key concerns.

In response, Royal Mail’s £1m levy fund will be made available to registered businesses with up to 250 employees, allowing them to apply the funding towards any government-recognised apprenticeship course. This includes both traditional skills training and more modern, digital-focused programmes such as artificial intelligence and e-commerce technology.

The company, which is required to pay the apprenticeship levy due to its size, has opted to redistribute some of its levy allocation to help smaller firms enhance their workforce capabilities.

Alistair Cochrane, Interim CEO of Royal Mail, said: “We are hugely proud of our role in helping small businesses across the UK, but we want to go further in helping them to thrive in today’s competitive market. The research shows small businesses have sent a clear message that they need more support, particularly in accessing workers, exporting and clearer advice.”

The fund launch forms part of Royal Mail Means Business, a wider campaign supporting start-ups and small companies through a dedicated Small Business Hub. The platform includes tailored advice, tools, and guidance on e-commerce, exporting, and technology adoption to help firms scale up effectively.

Shevaun Haviland, Director General of the British Chambers of Commerce, praised the move: “SMEs are the beating heart of the UK economy, driving growth and employing millions of people across the country. Royal Mail’s support for small business, with a particular focus on skills, can help make a real difference in local communities.”

Postal Services Minister Justin Madders added: “Small and medium-sized businesses are the innovators and job creators that power our high streets, drive our exports, and are the heart of communities across the country.”

The apprenticeship gifting scheme is now open for applications, with more details and eligibility criteria available through Royal Mail’s online Small Business Hub.

With the UK’s 5.6 million small businesses contributing over half of the country’s employment and economic output, today’s announcement is seen as a timely intervention to bolster the sector during a period of rising wage costs and economic uncertainty.

Read more:
Royal Mail unveils £1 million fund to support apprenticeships in small businesses

Scottish Bakers has launched its inaugural ‘Future of Bakery’ report, an exclusive new industry insight resource designed to empower Scotland’s bakery businesses with vital commercial and consumer data.

Developed in partnership with global ingredients supplier Dawn Foods, the dual report spans both sweet and savoury categories and is available exclusively to Scottish Bakers’ members via the organisation’s new digital Insights Hub.

The report aims to provide actionable intelligence on market performance, consumer behaviour, pricing dynamics, and category growth opportunities, equipping businesses with the strategic knowledge to navigate the evolving bakery landscape in 2025 and beyond.

Lesley Cameron, Chief Executive of Scottish Bakers, said: “With shifting consumer priorities, rising costs and an increasingly competitive retail environment, the need for data-driven decision making has never been greater. This report provides our members with the tools to navigate changing shopper behaviours and capitalise on key growth areas.”

The research draws on comprehensive consumer panel data from NIQ, representing 30,000 UK households, as well as bespoke Scottish shopper insights collected by TRKR from more than 500 respondents.

Key findings from the report include:
• Scotland’s sweet bakery market is now valued at £261 million, with spend rising +4.6% year-on-year — outperforming both total bakery (+2.8%) and total grocery (+2.8%) growth in Scotland.
• The savoury bakery category also remains strong, with a +3% year-on-year increase in spend, just behind total grocery growth at +3.4%.
• Bread continues to dominate the category by volume (31%), but the most significant growth is being driven by Bread Rolls, Flatbreads and Sausage Rolls — highlighting clear product development and merchandising opportunities.

According to Cameron, sweet bakery has emerged as a key strategic category for Scottish retailers, offering a significant opportunity to drive footfall and sales:
“Sweet bakery’s growth trajectory signals its importance to Scottish shoppers and positions it as a critical lever for boosting overall store performance.”

The report is part of a wider strategic push from Scottish Bakers to support sustainable business growth, product innovation, and enhanced competitiveness across the bakery sector.

“Our mission is to support our members and the wider bakery sector to thrive,” Cameron added. “These reports reflect our ongoing commitment to equipping members with the knowledge and tools they need to innovate and grow.”

“Our collaboration with Dawn Foods ensures these insights are not only robust, but also highly relevant and actionable for bakers across Scotland.”

The Future of Bakery reports — and the new online Insights Hub — mark a major step forward in enabling Scottish Bakers’ members to stay competitive amid changing market dynamics and consumer expectations.

Read more:
Scottish Bakers unveil first ‘Future of Bakery’ report to drive innovation and growth

Greggs has warned that full-year profits will come in below last year’s level, after scorching June temperatures dented footfall and overall sales — sending the high street bakery’s shares tumbling by over 13 per cent in early Wednesday trading.

The sausage roll maker told investors that total sales in the first half of the year rose 6.9 per cent to £1.3 billion, while like-for-like sales edged up by just 2.6 per cent. But the firm admitted that momentum slowed significantly in June as Britain sweltered through record-breaking heat, reducing the number of customers visiting its stores.

Although cold drink sales improved in the hot weather, Greggs said overall demand was weaker than expected, particularly for its core baked products. England experienced its hottest June on record last month, with average temperatures reaching 16.9°C — the UK’s second hottest since records began in 1884.

In a trading update, the FTSE 250 company said: “Very high temperatures reduced overall footfall, leading to a modest shortfall in sales relative to our plan.”

As a result, Greggs now expects operating profit for 2025 to be “modestly” below last year’s level. The firm also flagged that cost pressures remain elevated, with wage costs, refurbishment investment and higher employer national insurance contributions all weighing on margins.

The update comes as Greggs presses ahead with its store expansion and refurbishment programme, having opened 87 new stores so far this year and on track for 140 to 150 net openings by year-end. It also completed 108 shop refits in the first half of 2025, with another 50 expected before the year’s close.

Despite these investments, analysts have grown increasingly cautious. Panmure Liberum reiterated its ‘sell’ rating and cut its profit before tax forecast by 8 per cent, citing a slowdown in sales volumes and a lack of traction from new initiatives.

“Strategic moves such as evening trading and delivery continue to show limited momentum,” analysts warned, adding that increasing store overlap and “cannibalisation” could make it harder for Greggs to deliver the sustained volume growth needed to offset rising costs.

Greggs has recently extended late-night trading hours at selected outlets, with some locations now open until 2am, as part of a strategy to capture a wider customer base beyond its traditional breakfast and lunchtime core.

Mark Crouch, analyst at eToro, said the brand may be “feeling the heat, but not in the way it hoped”, noting that its affordability appeal may no longer be enough to sustain growth during a cost-of-living squeeze.

“Sure, it’s harder to sell a hot sausage roll in a heatwave,” said Crouch. “But a stretched consumer may be part of the bigger picture.”

Greggs’ share price has fallen nearly 30 per cent in the year to date and is now down 37 per cent from its August 2023 peak, reflecting growing investor concern over slowing growth and inflationary headwinds.

The company said its cost inflation outlook for the rest of 2025 remains unchanged.

Read more:
Greggs shares fall sharply as June heatwave hits sales and profits

Eventwise, the end-to-end budgeting platform built for event professionals, has raised £525,000 in a funding round led by Fuel Ventures. The raise, completed on 30th June, marks a major milestone for the fast-growing startup as it scales its platform and infrastructure to meet increasing demand across the events sector.

Designed to replace outdated spreadsheets and fragmented systems, Eventwise provides event teams with a single, intuitive platform to manage complex budgets. The tool streamlines financial planning, improves forecasting accuracy, and gives real-time visibility over spend — from pre-planning to post-event reconciliation.

The latest funding round will enable Eventwise to expand its platform in three key areas: accelerated product development, enhanced customer success functions, and strengthened operational capabilities to support expansion into new markets.

Commenting on the raise, Eventwise Founder and CEO Chris Cater said: “This raise is a major step forward in our journey. We’ve seen huge momentum over the past 12 months, and this investment allows us to push even further, improving our tech, deepening customer relationships, and building the operational backbone to scale with confidence. We’re excited to have Fuel Ventures continuing with us on this path.”

David Zarmalwal, CFO at Eventwise, added: “Our mission has always been to bring clarity, control, and confidence to event budgeting. This funding gives us the resources to deliver on that mission at a much larger scale. With stronger foundations in tech and operations, we’re set to serve more clients, more effectively, than ever before.”

Eventwise, which has already seen strong adoption from event teams across agencies, venues, and enterprise in-house teams, aims to solve one of the industry’s most entrenched challenges: managing event spend at scale. The platform has resonated particularly well with teams running multiple large-scale events where financial oversight and control are critical.

Fuel Ventures, one of the UK’s most active early-stage investors, has backed Eventwise since its early stages. The firm’s founder, Mark Pearson, said: “Eventwise is transforming a core part of the events industry — one that’s long been plagued by spreadsheets and inefficiencies. The platform Chris and his team have built offers a smarter, more scalable way to manage event spend. We’re thrilled to back them again as they double down on product and prepare for their next phase of growth.”

As the global events sector continues to rebound post-pandemic, demand for digital-first tools that enhance operational efficiency and financial transparency is rising fast. Eventwise is positioning itself as the go-to solution for budget-conscious, experience-driven event teams looking to scale operations without compromising control.

With this latest investment, the company says it is well-placed to capitalise on that trend — and set a new standard for how events are planned, delivered, and accounted for.

Read more:
Fuel Ventures leads £525k investment in Eventwise to scale event budgeting platform

Across the UK and internationally, homeowners are rethinking how they use their outdoor spaces. Gardens are no longer simply areas for planting or summer barbecues.

Increasingly, they are being transformed into functional, stylish extensions of the home. This growing focus on outdoor living presents clear opportunities for businesses across design, retail, landscaping and property services.

Consumer expectations are evolving, and companies that respond to this shift with practical, personalised solutions are well placed to benefit.

The Lifestyle Shift Behind Outdoor Living

The idea of using outdoor space more intentionally is not new, but the momentum has grown substantially in recent years. With more people working from home and spending time in their local environment, gardens are now being viewed as places to relax, work, socialise and unwind.

Retailers are adapting to meet this demand. The Best Backyard, for instance is an Australian brand who have achieved success by focussing on helping families get outside with outdoor furniture and children’s play equipment that fits into everyday routines. Other brands such as Garden Trading in the UK and Outer in the USA have embraced this same ethos, offering curated outdoor collections that blend indoor comfort with outdoor durability. These examples show how aligning with lifestyle shifts can create strong, future-facing brand propositions.

The Garden as a Personal Retreat

For many homeowners, outdoor spaces are becoming a retreat from busy lives and constant screens. Even small gardens are being adapted to support relaxation, mindfulness and wellbeing. Features such as quiet seating areas, water elements and soft lighting are now high on the wish list.

This shift presents an opportunity for businesses involved in outdoor design, landscaping and home improvement. There is strong demand for services and products that help people build calming, personalised outdoor environments. Garden consultants, furniture designers and wellness brands can all tap into this need by offering packages that combine aesthetics with emotional value.

Boosting Property Appeal and Value

Beyond lifestyle improvements, there is also a financial incentive. Well-designed outdoor areas are increasingly viewed as long-term investments. A garden that includes quality decking, smart lighting, shaded seating or a functional dining space can significantly improve a property’s appeal to potential buyers.

This has opened up new opportunities for businesses in construction, landscaping and real estate. Firms that can communicate the added value of garden enhancements are better positioned to attract homeowners who see their gardens as part of a broader investment in their home.

Rising Demand for Quality and Durability

With increased spending on outdoor spaces, homeowners are placing greater emphasis on quality. Products must now offer both style and longevity. There is growing interest in weatherproof materials, modular designs and sustainable choices that stand up to daily use without losing their visual appeal.

This creates room for businesses that can supply high-end finishes and durable materials. Whether it is outdoor kitchens, furniture, lighting or textiles, the message is clear: consumers are willing to pay more for products that perform well and reflect their design values.

Personalisation and Flexibility Are Priorities

Homeowners are also looking for outdoor spaces that feel personal and tailored to their needs. Generic layouts and one-size-fits-all designs are no longer enough. Instead, people want spaces that reflect how they live, entertain and unwind.

Businesses can meet this demand by offering custom-built features, modular furniture and design consultation services. The goal is to help clients create outdoor areas that evolve with their lifestyle. This personal approach not only supports customer satisfaction but also helps build long-term brand loyalty.

What Businesses Can Take Away

The rise of outdoor living is part of a broader shift in how people think about home, wellbeing and personal space. It is about creating environments that support day-to-day life, reflect individual style and bring value beyond aesthetics.

Companies like The Best Backyard, Garden Trading and others have demonstrated that success in this space comes from understanding the changing needs of modern households. Businesses that provide well-designed, adaptable and durable products will continue to find opportunities in this growing sector.

The message is clear. Outdoor living is no longer a luxury or seasonal trend. It is a core part of how people want to live. For businesses, it is a chance to innovate, connect and grow by helping customers make the most of their space, just beyond the back door

Read more:
Why More Homeowners Are Investing in Their Gardens and What Businesses Can Learn from It

Let me start with this: most bias isn’t loud. It doesn’t storm into the room or make a scene. It’s subtle. It hides behind compliments, casual comments, and unspoken assumptions. And that’s exactly why we need to prioritise talking about it. In today’s workplaces, many of us genuinely want to be inclusive. We pride ourselves on being

self-aware, open-minded, and fair. But bias isn’t always about conscious discrimination. More often, it shows up in the small things — in who we make eye contact with, who we defer to in conversation, or whose ideas we quietly overlook.

Bias doesn’t just live in hiring practices or performance reviews — it creeps into how we speak to each other, who we trust, and who we assume holds the authority in the room. And even when it’s unintentional, it’s no less powerful. In fact, that’s what makes it so difficult to address.

These small moments shape workplace culture. They influence how people feel — whether they feel heard, respected, and seen. And they have real consequences. Over time, they impact who gets invited to the table, who feels comfortable speaking up, and ultimately, who progresses.

What makes this even more complicated is how hard it can be to call out. When bias is subtle or unconscious, raising it can feel awkward or even risky. You’re often left wondering if you’re being too sensitive, or worse, made to feel like the problem for pointing it out.

I’ve experienced it firsthand. I’ve been in business conversations where I was leading the discussion — until my husband joined me. Suddenly, the conversation shifted toward him, as if the authority had walked in with him. I’ve had visitors to my company assume someone else — usually male — must be the owner. These aren’t isolated incidents. And I know many others, across genders, ages, and backgrounds, have similar stories.

Unintentional bias doesn’t discriminate. It affects women, yes. But it also affects younger professionals who are spoken down to, older colleagues who are overlooked for being “outdated,” introverts mistaken for lacking confidence, and people from diverse ethnic or socioeconomic backgrounds whose voices may not fit the dominant culture of the room. It doesn’t always come from malice. Often, it comes from familiarity, habit, or a lack of exposure to difference.

Sometimes the bias shows up in meetings — where the same voices are heard over and over, while others remain on the margins. Sometimes it shows up in casual conversation — when assumptions are made about someone’s role, capability, or priorities. And sometimes, it’s in who we turn to for validation, feedback, or final decisions.

The challenge with these forms of bias is that they can feel so ordinary. They’re not big enough to warrant a complaint, but they chip away at people’s sense of belonging. When you experience these moments repeatedly, they become exhausting. You start to anticipate beingoverlooked, dismissed, or misunderstood. And that anticipation can hold people back from contributing, taking risks, or even staying in a role long-term.

So, what can we do?

First, we can listen more carefully. Not just to what’s being said, but to who is saying it — and who isn’t being heard. We can be aware of patterns: are certain people regularly interrupted?

Are some ideas dismissed until repeated by someone more senior or familiar? Second, we can challenge our own assumptions. Before making a judgement about someone’s ability or credibility, ask yourself: am I basing this on evidence, or on a stereotype I haven’t questioned? Am I hearing this person clearly, or filtering their voice through a bias I didn’t realise I had?

Third, we can be more intentional about inclusion. That means actively inviting quieter voices into conversations, giving credit where it’s due, and making space for different communication styles. It also means acknowledging when we get it wrong — and being open to feedback without defensiveness.

And finally, we can keep the conversation going. It’s easy to treat bias as a box to tick or a workshop to attend. But real inclusion is a daily practice. It’s built in every meeting, every interaction, every decision.

These efforts don’t have to be perfect to be meaningful. Sometimes it’s just about pausing before reacting. If someone raises a concern, instead of getting defensive, we can respond with curiosity: “Can you tell me more about what you noticed?” That small shift — from defensiveness to dialogue — can make all the difference.

It’s also helpful to understand that addressing bias doesn’t mean pointing fingers. It’s not about blame. It’s about learning. We all have blind spots. We’ve all absorbed messages, assumptions, or social cues that we didn’t even realise were shaping our thinking. The goal isn’t to be flawless — it’s to be willing to reflect and grow.

Leaders in particular have a crucial role to play. The way they handle feedback, distribute opportunities, and model inclusive behaviour sets the tone for the whole team. But you don’t have to be a manager to make a difference. Every one of us contributes to the culture we work in. Inclusion is everyone’s responsibility. Creating a more inclusive workplace doesn’t require sweeping reforms or complex HR

initiatives. It begins with awareness. With slowing down, paying attention, and having the humility to admit we all have blind spots. It’s in how we speak, who we notice, and whether we’re really listening.

Because when people feel seen and valued for who they truly are — not just who we assume they are — we create a workplace that works better for everyone.

Read more:
“Did You Mean That Like That?” Conversations – Recognising Unintentional Bias in Business