Business

More than one in five UK small and medium-sized enterprises say international trade tariff disputes remain the single biggest challenge facing their business, as global tensions continue to drive up costs and disrupt supply chains.

New research from Paragon Bank, based on a survey of 1,000 SMEs, found that 21 per cent now view tariff wars as their most significant current concern — ahead of labour shortages, inflation and domestic regulatory pressures.

The findings come almost a year after Donald Trump set out a new round of global tariffs, with ongoing geopolitical tensions adding further uncertainty to international trade. Businesses cited rising input costs, supply chain disruption and shrinking profit margins as the most immediate consequences.

The impact is particularly acute in sectors most exposed to international trade. In transportation and storage, more than a third (36 per cent) of SMEs said tariffs represented their primary challenge, while in manufacturing one in four businesses reported the same.

A quarter of respondents said their profit margins had been directly hit, while 23 per cent reported reduced access to export markets or weaker demand from overseas customers.

Tariff uncertainty is also weighing on confidence and planning. Around 22 per cent of SMEs said it was hampering decision-making, 20 per cent reported longer production times, and 17 per cent said sales had fallen as a result.

The latest wave of trade disputes has its roots in escalating tensions between major global economies, most notably the US–China trade war that began in 2018. Fresh US tariffs introduced in April 2025 triggered retaliatory measures, creating renewed volatility for businesses operating across borders.

For UK SMEs, the consequences have been far-reaching. Companies reliant on imported materials or export markets have faced immediate cost increases, while firms further down the supply chain have also been affected by higher prices and delays.

Phil Hughes, deputy managing director of SME lending at Paragon Bank, said the impact extended well beyond businesses directly involved in international trade.

“Trade tariff disputes have created significant challenges for SMEs, not only those importing or exporting, but also those further down the supply chain,” he said. “Beyond the immediate impact on costs, tariff uncertainty has made planning and decision-making increasingly difficult, leaving many businesses in a state of limbo.”

Hughes said some SMEs had delayed investment or scaled back growth plans as a result of the ongoing uncertainty.

While many businesses have so far absorbed rising costs, concerns are growing about how sustainable that approach will be if tensions persist. In response, SMEs are increasingly exploring alternative sourcing strategies, renegotiating supplier contracts and investing in measures to improve resilience.

“SMEs have shown real resilience, but with tariff uncertainty continuing there are understandable questions about how long this can be maintained,” Hughes added. “As a lender serving more than 16,000 UK SMEs, we are ready to support British businesses with tailored financial solutions to help them adapt and grow in an increasingly unpredictable global trading environment.”

Read more:
Over a fifth of UK SMEs say trade tariff war remains their biggest challenge

Steven Bartlett, the millionaire entrepreneur and Dragons’ Den investor, is facing mounting criticism from celebrities and content creators after comments made on his podcast, Diary Of A CEO, sparked accusations that he is amplifying misogynistic narratives under the guise of long-form discussion.

The backlash centres on a recent episode in which Bartlett, 33, discussed the so-called “male loneliness epidemic” with psychologist Dr Alok Kanojia. During the conversation, Bartlett questioned whether society should “intervene” to ensure so-called incel men,  defined as involuntary celibates,  are partnered with women in order to prevent resentment and social alienation.

“Should society intervene to course correct that, put systems in place to make sure that those men meet partners?” Bartlett asked during the episode, which has since circulated widely on social media.

The remarks prompted a strong response from content creator Shabaz Ali, whose critique of the podcast has since been shared and supported by a number of high-profile figures.

Ali argued that while men’s mental health and loneliness are legitimate issues, the podcast has increasingly “given manosphere ideas a ring light and a hug”, accusing Bartlett of failing to challenge controversial claims made by guests.

“This podcast used to be about business, mindset and healing responsibly,” Ali said. “Now it feels like it’s becoming about blaming women for men’s problems — without challenge, without evidence.”

He added that the format allows guests to make sweeping claims about feminism, dating and birth rates without scrutiny, describing the show as a “Trojan horse” for ideas that would be more obviously challenged if presented in a different tone or setting.

The criticism has attracted vocal support from celebrities and media figures. Sara Cox, Vicky Pattison and Ulrika Jonsson all publicly endorsed Ali’s comments, while dancer Oti Mabuse said she was “disappointed” after previously being a fan of the podcast.

Radio 1 presenter Greg James was particularly scathing, criticising past episodes in which guests made claims about autism, Covid-19 and diet-based health interventions that were not challenged during interviews.

Bartlett’s team has pushed back strongly against the criticism. A spokesperson for Diary Of A CEO said the podcast is designed as a long-form interview format intended to explore guests’ perspectives, not endorse them.

“Inviting a guest is an act of inquiry, not endorsement,” the spokesperson said. “Steven Bartlett does not adopt the opinions of his guests, nor is the format intended to pass judgment on personal viewpoints.”

They also rejected claims that the podcast aligns with right-wing or manosphere ideologies, pointing to guests from across the political spectrum, including Michelle Obama, Kamala Harris and Gavin Newsom.

However, this is not the first time Bartlett has faced scrutiny over the content of his podcast. In 2024, he was criticised by medical professionals after guests made unchallenged claims about cancer treatments and vaccines. A BBC World Service investigation later examined 23 health-related episodes of the podcast, finding that 15 contained multiple claims that contradicted established scientific evidence, often with “little to no challenge” from the host.

Critics argue that the scale of the podcast, which is reported to reach millions of listeners and viewers daily, brings an added responsibility to interrogate claims more rigorously, particularly when discussing health, gender and social policy.

Bartlett, who rose to prominence in 2022 as the youngest-ever Dragon on Dragons’ Den, has previously positioned Diary Of A CEO as a space for “open, honest conversations”. The latest controversy, however, raises renewed questions about where the line lies between exploration and amplification — and whether neutrality is possible when a platform wields such influence.

Read more:
Steven Bartlett faces celebrity backlash over Diary of a CEO podcast comments

UK inflation rose for the first time in five months over the Christmas period, driven by higher tobacco prices following tax rises announced by the chancellor and a sharp increase in airfares, according to official figures.

Data published on Wednesday by the Office for National Statistics showed that consumer price inflation climbed to 3.4 per cent in December, up from 3.2 per cent in November and above economists’ expectations. It marked the first increase in inflation since July last year and keeps price growth well above the Bank of England’s 2 per cent target.

When Labour took office in July 2024, inflation stood at 2.2 per cent.

The ONS said the rise was largely driven by an acceleration in tobacco prices, alongside higher airfares and rising food costs. Across her October 2024 and November 2025 budgets, the chancellor, Rachel Reeves, increased duties on cigarettes and other tobacco products and introduced a new tax on vapes.

Alcohol and tobacco inflation rose to 5.2 per cent in December, up from 4 per cent the previous month, while airfares jumped by 28.6 per cent year-on-year. Food inflation also edged higher, increasing to 4.5 per cent from 4.2 per cent, with bread and cereals among the biggest contributors.

Paul Dales, chief UK economist at Capital Economics, said the timing of the Budget had played a key role in the data. “The later-than-usual Budget on November 26 meant that the rise in tobacco duties was only captured in the ONS’s December survey,” he said.

Grant Fitzner, chief economist at the ONS, said inflation had “ticked up a little” in December, partly due to excise duty increases on tobacco. He added that airfares had risen more sharply than a year earlier, “likely because of the timing of return flights over the Christmas and New Year period”.

Some price pressures were offset by weaker inflation in recreational and cultural activities, which put downward pressure on the overall index.

The rise in inflation comes days after the ONS reported that unemployment remained stuck at 5.1 per cent, a near five-year high, although economic output expanded by a faster-than-expected 0.3 per cent in November.

Responding to the data, Reeves said the government’s “number one focus is to cut the cost of living”, adding that “this is the year that Britain turns a corner”. She was speaking from Davos, Switzerland, where she is attending the annual World Economic Forum.

Bank of England economists believe the uptick in inflation will be short-lived, with price growth expected to fall back towards the 2 per cent target by the spring as household energy bills decline. Financial markets are pricing in two interest rate cuts this year, which would take Bank rate to 3.25 per cent from 3.75 per cent, following four reductions in 2025.

Nicolas Crittenden, an associate economist at the National Institute of Economic and Social Research, said the increase did not point to persistent inflationary pressure. “Higher tobacco duty and airlines raising prices for festive travellers are the main drivers of this minor rise and do not indicate permanent price increases across the wider economy,” he said.

Services inflation, a closely watched measure of domestically generated price pressures, rose to 4.5 per cent in December from 4.4 per cent the previous month. Core inflation, which strips out volatile food and energy prices, was unchanged at 3.2 per cent.

Read more:
UK inflation rises to 3.4%, first increase in five months

In early 2026, the Irish pensions landscape will undergo one of its most significant shifts in decades.

The introduction of auto-enrolment,  a system that will automatically enrol many employees into a pension scheme, marks a pivotal step in strengthening retirement savings across the country. For workers, employers and the wider system, the implications are profound.

Here’s a comprehensive look at what auto-enrolment means for Ireland, how it works, who benefits most, how employers should view it, and—importantly—what lessons we can draw from other countries in Europe.

What exactly is auto-enrolment and how will it work in Ireland?

Under the new system,  referred to as My Future Fund, most employees who currently do not participate in a workplace pension or payroll-deducted pension will be automatically enrolled. 

Key eligibility criteria:

Aged between 23 and 60.

Earning over €20,000 per year across all employments.
Not already in a qualifying occupational or personal pension scheme through payroll deduction.

How contributions stack up:

In the first phase (Years 1-3), total contributions will begin at ~3.5% of salary (1.5% employee + 1.5% employer + 0.5% state top-up).

Over a decade, contributions will phase upward until they reach around 6% employee + 6% employer + 2% state = ~14% of salary in later years.
Contributions are calculated up to a salary ceiling (€80,000 in some designs).

Admin & oversight:
A new independent body, the National Automatic Enrolment Retirement Savings Authority (NAERSA), will manage the scheme — enrolling workers, collecting contributions, investing funds, and ensuring portability (so your pot “follows” you across jobs). 

Opt-out & inclusion:
Employees have an opt-out option after a minimum period, but will remain in the system by default if they don’t act. 

Why this matters: The pension gap in Ireland

Ireland faces a significant retirement-savings challenge. Around one in three private-sector workers currently lack any supplementary pension beyond the State pension.
Given the State pension alone is unlikely to sustain many people’s lifestyle expectations in retirement, auto-enrolment aims to plug that gap by making saving automatic and collective.

By moving away from relying solely on individuals to opt-in (and many don’t), the system aims to raise coverage, contributions and ultimately, retirement outcomes. As one commentary put it: “Ireland is the last OECD country to introduce such a system.” WTW

Who will benefit the most?

Workers without any pension
Those aged 23-60 earning over €20,000, who currently are not enrolled in any pension scheme, stand to benefit the most. They’ll receive employer and State contributions they previously missed.
Younger & mid-career workers
Because contributions begin early and compound over time, younger workers (in their 20s or 30s) stand to gain the most from decades of consistent saving. For mid-career workers who haven’t saved, auto-enrolment offers a structured “catch-up” path.
Employers without existing pension schemes
If an employer currently offers no pension scheme, the auto-enrolment model gives them a default, regulated option that fulfils a retirement-savings role for employees, albeit with cost implications (see below).
The economy and society
By increasing private retirement savings participation, the reliance on State support in later life should decline, enhancing long-term sustainability of the pensions system and improving financial security for retirees.

Good (and challenging) news for employers

The positives:

Employers contribute, but the phased structure means contributions start modestly.
Having a national default scheme reduces the burden of setting up and managing many bespoke pension schemes (especially for smaller employers).
Contributions are tax-deductible.

The challenges:

Employers must decide: offer a qualifying occupational pension (to exempt employees from auto-enrolment) OR participate in the default scheme.
Many employers are unprepared: research shows ~79% of Irish organisations are either “completely or partially unprepared” for auto-enrolment.

Additional costs: employer contributions increase over time, meaning long-term budgeting is required.
Administration and payroll systems must be adapted.

What employers should do now:

Review current pension arrangements: do current schemes qualify and exclude employees from auto-enrolment?
Communicate with employees: explain how the scheme will work, opt-out rights etc.
Prepare payroll and compliance systems: ensure cut-offs, eligibility checks, contribution collection.
Budget for phased contribution increases over coming years.

Lessons from Europe: What works, what to watch

Auto-enrolment isn’t a novel idea internationally; countries like the UK, Lithuania, Denmark and Poland have already implemented versions of it. 

UK: Introduced auto‐enrolment in 2012. Pension participation rose from ~40% to ~86%.
Key takeaway: Automatic sign-up works in boosting coverage.
Warning flags: Contribution rates for many workers remain low; many still save too little to achieve a comfortable retirement. 

Lithuania, Poland, Denmark: Various mandatory or quasi-mandatory schemes with combinations of employee, employer and State contributions. 

What Ireland should watch:

Contribution adequacy: Coverage alone isn’t enough—raising savings to meaningful levels is critical.
Scheme design and choice: Employees who already have good pensions may be defaulted into a “standard” product which may be inferior. Ireland’s dual structure (existing scheme vs auto) may create complexity.
Communication & awareness: Workers (and employers) must understand the scheme, their rights, costs and benefits. Research shows awareness gaps in Ireland.

The big picture: Why this could be transformative

The arrival of auto-enrolment in Ireland is more than a policy tweak—it may represent a generational change in how retirement is funded. For many workers who previously had no pension through work, the default enrolment, combined with employer and state contributions, offers a new baseline of savings.

Over decades, this could raise coverage dramatically, reduce future reliance on the State pension, and improve retirement outcomes.

However, the success of the scheme will hinge on three things:

Sufficient contribution levels over time;
Effective administration and employer compliance;
Intelligent communication to both employees and employers so the scheme is engaged with—not ignored or opted-out.

Final thoughts

If you’re a worker in Ireland aged 23-60 earning over €20,000 and you don’t yet have a pension via your employer, then from 1 January 2026, you’ll likely find yourself automatically enrolled in My Future Fund unless you already have a qualifying scheme.
For employers, this is the time to prepare—review existing pension arrangements, align systems, communicate with staff, and factor in evolving contributions.

Auto‐enrolment isn’t a panacea. It won’t instantly create millionaire retirement pots. But it does change the baseline: saving becomes automatic, employer and state contributions build alongside, and the inertia that often prevents pension saving is broken.

For Ireland, this could be the moment pensions are taken seriously for a broad swathe of the workforce who previously had little or nothing in place. The question now isn’t if the scheme will launch, but how well both employers and employees come on board—and how effectively contributions are maintained, invested, and communicated.

If all goes well, 2026 will mark the dawn of a new era in Irish retirement provision.

Read more:
Ireland’s Game-Changer: Auto-Enrolment Pensions Arrive in 2026

Gambling has long been a fixture of British life, from local high streets to online platforms that let punters place a bet from their sofa.

In her second budget as chancellor, Rachel Reeves announced major changes to gambling taxes that will affect both online and high-street operators.

Remote gaming duty will nearly double from 21% to 40%, a move the industry has called a “devastating hammer blow” that threatens jobs and risks pushing players offshore. The government frames it differently, targeting formats linked to “the highest levels of harm” while funding social priorities like ending the two-child benefit cap.

Gambling in the UK has changed rapidly in recent years, with online platforms now accounting for a growing share of play and providing players with guidance on where to find licensed online casinos in the UK. This growth has brought new opportunities and challenges for operators, regulators, and players alike, particularly when it comes to maintaining a fair, regulated market.

Beyond the headlines, gambling taxes quietly shape everything from employment and nightlife to player safety and the rise of black-market sites. In this article, we break down some of the ways they influence the UK industry in 2026.

Fuelling the Economy

Gambling taxation is a major revenue stream for the UK. Large operators, from online platforms to high-street bookmakers, pay substantial duties, corporation tax, and licensing fees.

Companies like bet365, led by Denise Coates, are among the country’s highest individual taxpayers, showing not just its importance but the transparency and maturity the industry is trying to show. That it’s grown up in many ways.

Beyond the digital world, gambling supports thousands of jobs in hospitality and entertainment. Modern casinos are no longer just gaming floors.

Many have evolved into full entertainment complexes with rooftop bars, restaurants, cabaret shows, and live performances. Betting shops, too, employ staff, contribute business rates, and help keep high streets active, especially in towns where retail options are dwindling.

The economic contribution extends beyond direct employment. Casinos and betting venues bring foot traffic to local areas, supporting nearby restaurants, pubs, and transport services. When a casino hosts a poker tournament or a live music event, it helps multiple sectors at once.

Funding Safer Gambling and Player Protection

Taxation and licensing fees directly support the UK’s safer gambling framework. Rather than abandoning players to unregulated markets, the UK model focuses on regulation, oversight, and accountability. Licensing isn’t cheap, and that’s the point.

Operators need to be financially stable, use tools to promote safe gambling, and have systems to spot harmful betting patterns.

Taxes and fees help fund monitoring and enforcement, self-exclusion schemes, affordability checks, and support services for at-risk players.

The result is a system where players can access gambling in a controlled environment, with clear protections and recourse if something goes wrong. Operators that cut corners face fines, licence suspensions, or outright bans. That accountability only exists because the regulatory framework is funded by the industry itself.

Critics argue the system isn’t perfect. Gambling harm still occurs, and some players slip through the cracks. But the alternative, an unregulated free-for-all or a blanket ban that drives activity underground, is far worse.

Taxation enables oversight. Oversight enables intervention. Intervention saves lives and helps beat addiction.

Preventing the Rise of Black-Market Sites

Attempts to ban or heavily restrict gambling rarely eliminate demand. They simply push players elsewhere. The Betting and Gaming Council has warned that steep tax rises could drive some customers toward unlicensed, offshore sites that operate outside UK law.

Black-market platforms don’t offer the same protections. Deposits aren’t safeguarded. Personal data may be at risk. Winnings may not be honoured. There aren’t any regulators to intervene if something goes wrong. Tax policy has to walk a tightrope, raising revenue without creating conditions that encourage players to drift into unsafe, unregulated spaces.

When taxes become too high, some operators may cut services, close venues, or scale back their UK operations. That doesn’t stop people from gambling, it just pushes them towards less safe options.

Black-market sites don’t offer player protection, responsible gambling tools, or contribute to the UK economy. They focus on profit and tend to grow when licensed operators can’t compete.

The Decline of Physical Betting Shops

High-street betting shops were once a staple of British towns. A familiar part of the landscape alongside pubs, post offices, and corner shops. But rising taxes, increased operating costs, and the shift to online betting have put many of these venues under pressure.

When these shops close, the impact is twofold. Loss of local jobs and business rates, and loss of community spaces that, for many, offered routine, social interaction, and a sense of place. In their absence, high streets risk becoming rows of empty units or luxury flats, spaces that contribute little to local economies or community life.

The tax increase accelerates this trend. Many shops are already close to being unprofitable. Higher duties push them over the edge. The government gains short-term revenue from online operators but loses long-term tax income from physical venues that will never reopen.

Gambling taxes in the UK are about more than revenue. They help fund regulation, support safer gambling initiatives, and contribute to the wider economy.

At the same time, they place real pressure on operators. If that pressure becomes too heavy, jobs are lost, venues close, and some businesses scale back or leave the market. Players don’t stop gambling, they simply move to less regulated spaces where protections aren’t in place. High streets feel the impact too.

The challenge now is maintaining a system that raises public funds while keeping a regulated industry in place, one that employs thousands and is built around player protection. That task has become increasingly difficult.

Read more:
From Bets to Budgets: Breaking down the role of taxes in the UK Gambling Industry

For small and medium-sized businesses (SMEs), equipping employees with the latest skills and tools needs to be a priority.

After all, as the competition grows, SMEs can’t afford to be idle. And it’s not always possible for new hires or seasoned employees to know exactly what industry demands will look like. That’s why SMEs must budget for upskilling within their workforces.

Upskilling doesn’t have to be a major cost, either. With some training courses or certificate programs, employees can gain an edge that helps them become more productive and invested in their work. Read on to learn about eight upskilling moves that SMEs should support in 2026.

1. Workshops to Build Comfort with AI Tools

Today’s workforce needs to be adept at working with AI across a range of areas. From finance to sales and customer service, workers should know how to use AI tools effectively to compose emails or evaluate data. They can streamline daily operations with AI, and simple workshops can help employees brush up on the latest advances.

2. Frontline Leadership Programs

Not everyone enters an industry with leadership training or experience. But many employees aspire to leadership positions, and some training can help them reach these goals. Frontline leadership programs can show employees how to communicate with confidence and encouragement. And employees can learn how to intervene when there are internal conflicts or stagnation in employee engagement. Group coaching workshops or online modules can be excellent ways to explain concepts and model leadership behavior. When employees know that they can ascend into leadership roles, they’ll be more inclined to stick around.

3. Basic Data Analytics Skills

Data collection is central to any SME’s operations. But simply gathering data is not enough. Knowing how to interpret it can help teams spot weaknesses and make changes in response. While not every employee needs robust skills in data analysis, select team members can benefit from building their knowledge. Investing in training or certificates for a smaller number of employees can ensure someone is always able to interpret the numbers. GMC Online Programs can equip students with the skills needed to evaluate information and build a stronger career path.

4. Project Management Training

Many project teams meet remotely, meaning it’s essential to understand how to manage projects using the latest digital tools. Everything from planning to follow-up meetings can be part of the responsibilities. And knowing Agile and Scrum basics can help employees keep projects on-time and operating within the established framework.

5. Experience with Customer Success

Customer retention is key for SMEs aiming to build sustained success. That’s why employees need to gain some understanding of the best practices in customer success. With customer success training, employees can learn how to shape stronger customer relationships, troubleshoot problems, and identify goals. Especially for employees in customer-facing roles, honing soft skills is a must.

6. Ongoing Cybersecurity Training Sessions

As cyber threats continue to evolve in complexity, SMEs need to be prepared and evolve with them. Offering routine cybersecurity refresher training can keep employees nimble and prepared. Look at phishing scenarios, talk about password security, and demonstrate how to manage data securely. Periodic trainings ensure everyone knows the latest threats.

7. Degree-Completion Programs

In some instances, a more time-intensive degree program may be necessary for an employee to advance in their skills and career trajectory. Finance and IT-focused jobs, for instance, require deeper knowledge that shorter workshops may not nurture as well. For top-performing employees with clear potential, offering tuition support can help employees achieve their goals. Ideally, employees can chip away at a degree while maintaining their current role.

8. Designated Study Time

Taking on new learning opportunities isn’t easy for employees already working a full-time job. SMEs can show that they’re serious about supporting employee upskilling by giving them enough time to invest in learning. That can translate to designating study times or giving employees a level of flexibility during the workday. Even a few hours per month can help kickstart the process of learning new skills.

Investing in Upskilling

Upskilling may feel like an extra cost for SMEs at first glance. But upskilling can contribute to greater workplace efficiency, innovation, and retention. For companies trying to build their brand, staying competitive means staying current and giving employees a reason to stay. By investing in upskilling opportunities, like workshops or certificate programs, SMEs can support their workforce.

Read more:
8 Upskilling Moves SMEs Should Budget For in 2026

Running a small or medium-sized business is tough enough without getting buried in spreadsheets every month. A lot of us owners and managers end up wearing too many hats, sales, customer stuff, operations, and then accounting piles on top.

Those routine financial tasks eat up hours, and honestly, one slip-up can cause big headaches like tax penalties or cash flow surprises.

I’ve talked to plenty of other business folks who’ve found a better way: handing off the repetitive accounting work to offshore teams. It’s not about dodging responsibility; it’s about freeing yourself up, actually, to grow the business. From what I’ve seen (and what the numbers show), companies can cut their finance costs by 50-70% while getting solid, accurate work done by people who know their stuff.

One thing that makes this pretty straightforward for a lot of businesses is working with providers who specialize in building these remote teams. For example, companies like KineticStaff help connect you with qualified accountants who fit right into your workflow, which is why accounting outsourcing in the Philippines has become such a go-to option—the talent there is strong, they speak great English, and the time zones line up nicely with places like the US, UK, or Australia.

Why Bother with Offshore Outsourcing Anyway?

Look, it’s not just about pinching pennies (though that’s a nice bonus). It’s about working smarter. When you keep everything in-house, you’re paying full local salaries, benefits, and office space, and then dealing with turnover when someone leaves. Offshore lets you tap into skilled pros without all that overhead.

Here’s what usually clicks for people once they try it:

Real cost relief—You’re often looking at 50-70% savings on labor alone, based on what firms in places like the Philippines charge compared to Western rates. That money can go straight back into marketing, new hires, or just breathing room.
Better expertise—These teams usually stay on top of rules like GAAP, IFRS, VAT changes, or whatever your local tax quirks are. No more scrambling to keep up with updates yourself.
Easy scaling—Busy season? Growth spurt? You can add people quickly without posting job ads or doing interviews. When things slow down, you scale back—no awkward conversations.
More headspace—Your internal team stops drowning in data entry and starts actually analyzing numbers, spotting trends, and helping make decisions that move the needle.

Plus, over time, there’s some knowledge sharing. You pick up tips from how the offshore folks use tools and processes, and everyone gets sharper.

The 5 Tasks That Are Perfect for Outsourcing (and Why)

Not everything should leave the building—strategic stuff like big-picture planning or sensitive negotiations usually stays in-house. But these five? They’re repetitive, rule-heavy, and perfect for someone focused solely on them.

Payroll is a nightmare if you mess it up—wrong taxes, missed deductions, overtime rules that change. Employees get grumpy fast, and regulators don’t mess around. Offshore teams handle this day in, day out with software that catches errors automatically. They know the compliance quirks for different countries, so payments go out on time and correctly. It’s one less thing keeping you up at night.
Accounts Receivable & Payable (AR/AP) Chasing invoices, paying suppliers, dealing with multi-currency headaches—it all adds up to a ton of admin time. Miss a payment, and your vendor relationship suffers; let collections drag, and your cash flow tanks. Dedicated offshore people automate reminders, reconcile everything cleanly, and give you clear reports on what’s coming in/out. Many see their collection days drop by 20-30% after switching.
Bank Reconciliation Matching bank statements to your books sounds simple until you’ve got hundreds of transactions across multiple accounts. Manual work leads to mistakes, missed fraud, or delayed month-ends. Pros use reconciliation tools to automate most of it, flag weird stuff quickly, and wrap things up faster. It’s boring work, but they’re good at it—and you get cleaner books with way less stress.
Tax Prep & Compliance Taxes are complicated, deadlines sneak up, and one wrong move can mean audits or fines (which can easily hit thousands). If your in-house person leaves, you lose all that built-up knowledge. Offshore accountants deal with VAT, corporate taxes, cross-border rules, and filings reliably. They keep you compliant so you can focus on planning instead of scrambling at deadline time.
Financial Reporting & Analysis Pulling together monthly reports, dashboards, and KPIs—it’s essential, but it takes forever when you’re doing it manually or part-time. You end up with late insights or missing the big picture. Offshore teams crank out accurate, timely reports using tools like Tableau or Power BI. You get visuals and numbers you can actually use to spot opportunities or fix issues early.

How It Actually Adds Real Value Long-Term

Once it’s running smoothly, outsourcing isn’t just a cost hack—it makes your whole finance function tougher and more flexible. The team handles volume spikes, keeps up with regs, delivers insights, and scales without jacking up your fixed costs. A lot of businesses end up with a hybrid setup where offshore and in-house folks work together seamlessly through shared tools.

How to Get Started Without the Headaches

Don’t try to outsource everything at once. Here’s a practical way that works for most:

Look at your current setup—figure out which tasks are eating the most time or causing the most errors.
Shop around for partners—check reviews, experience in your industry, security stuff (like ISO certs), and how they communicate.
Set clear rules upfront—deadlines, accuracy targets, how you’ll chat (Slack? Email? Calls?), and what success looks like.
Start small—pick one or two tasks, run a trial period, tweak as needed, and have someone on your side as the main point of contact.

Watch out for things like time zone gaps or data privacy rules (GDPR, etc.)—good partners help you navigate that.

Wrapping It Up

If you’re a small business owner tired of accounting sucking up your evenings and weekends, outsourcing payroll, AR/AP, reconciliations, taxes, and reporting can change the game. It saves serious money, cuts mistakes, and lets you focus on what you actually started the business to do. Places like the Philippines have built a reputation for delivering reliable, skilled help at a fraction of the cost, and it’s become a normal part of how smart companies run their finances these days.

It’s not magic—it takes some setup—but once it’s going, most people wonder why they waited so long. If it sounds like it might fit your situation, it’s worth exploring.

Read more:
5 Accounting Tasks Most Small Businesses Should Probably Outsource Offshore

Uber has abandoned its pledge to operate an all-electric fleet across major UK, US and European cities by 2030, after its chief executive warned that drivers, consumers and governments are turning away from electric vehicles.

Speaking at the World Economic Forum in Switzerland, Uber chief executive Dara Khosrowshahi said the company’s long-standing commitment to switch to a fully electric fleet by the end of the decade was “just not going to happen”.

It marks the first time Uber has publicly conceded that it will miss the target, which was set in 2020 and closely aligned with Labour’s wider ambitions to accelerate the transition away from petrol and diesel vehicles.

“Our EV target of being all-electric by 2030, that’s just not going to happen based on everything that’s happening in society,” Khosrowshahi said. He added that while Uber would continue to increase the proportion of electric vehicles on its platform, external conditions had made the original pledge unrealistic.

Uber had previously said London would become its first net-zero city by 2025. However, the latest figures show the company remains less than halfway towards achieving that goal, despite London being its most advanced market for EV adoption.

The company has repeatedly warned that the transition would stall without stronger support from policymakers. Last year, Uber said “high upfront EV costs, limited charging access and inconsistent policy support” were continuing to slow adoption among drivers.

Those pressures have intensified as governments have scaled back subsidies and introduced new taxes affecting electric vehicles. In the UK, chancellor Rachel Reeves announced a future pay-per-mile road tax in her Budget, with the government’s fiscal watchdog warning it could significantly dampen demand for EVs.

Rising electricity prices since the pandemic have further eroded the cost advantage of electric cars, while incentives for drivers have been pared back. Uber itself has reduced bonuses for drivers using EVs, weakening financial motivation to switch.

In London, the introduction of the congestion charge for electric vehicles under mayor Sadiq Khan has dealt another blow to Uber’s electrification plans in the capital.

At the end of last year, Uber said 40 per cent of journeys in London were electric, compared with 15 per cent across Europe and just 9 per cent in the United States. In America, the rollback of EV subsidies under president Donald Trump has further slowed uptake.

Despite the shift in tone, Uber’s website continues to state an ambition for 100 per cent of rides in Canada, Europe and the US to be zero-emissions, although no revised deadline has been set.

Khosrowshahi sought to strike a more optimistic note on longer-term technology, suggesting autonomous vehicles could eventually revive Uber’s green ambitions. He said robot-taxis, which are typically electric, could begin operating in London as early as this year.

“One of the benefits of autonomous vehicles is that the vehicles all happen to be electric,” he said. “So the autonomous revolution will also be an electric revolution.”

He added that discussions with UK regulators were progressing, describing London as “leaning in” to both artificial intelligence and autonomous transport, with the UK’s technology talent base “excellent”.

For now, however, Uber’s retreat from its 2030 target underscores the growing gap between political ambition and the realities facing businesses and consumers as the electric vehicle transition loses momentum.

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Uber drops 2030 all-electric target as chief executive warns EV shift is stalling

Asda is preparing to cut up to 1,200 warehouse jobs as part of an aggressive cost-cutting programme, according to the GMB, marking a second wave of proposed redundancies in little more than a fortnight.

Union officials claim the supermarket is planning to outsource distribution of its George clothing range to DHL, placing hundreds of roles at risk across several of Asda’s clothing depots. The work is expected to be consolidated at a single DHL-operated facility in Derby.

The affected sites are understood to include Lymedale, North East Clothing and Brackmills, although the depots themselves are expected to remain open. The move follows revelations last week that more than 150 jobs were at risk after Asda suffered a sharp slump in Christmas trading.

Nadine Houghton, national officer at the GMB, said the impact on families and communities would be severe.

“In the Lymedale depot alone there are 14 couples with children whose entire household income relies on working there,” she said. “GMB is clear: the private equity buyout of Asda has been a disaster for workers, customers, the supply chain and communities.

“The recent job cuts announcement and now the outsourcing of clothing distribution paves the way for a full carve-up of the company.”

Asda is under intense pressure to rein in costs after its share of the UK grocery market fell to a new low of 11.4 per cent over the festive period. Sales in the 12 weeks to December 28 fell by 4.2 per cent year-on-year, making Asda the only major supermarket to report a decline over Christmas and marking its 22nd consecutive month of falling sales.

The turmoil reflects the scale of the challenge facing Allan Leighton, who returned to the business in November 2024 to oversee a turnaround. Leighton has warned that a full recovery could take up to five years, although he said in May that there were “green shoots” of improvement.

Despite pledging to undercut rivals including Tesco and Sainsbury’s in a renewed price war, Asda’s market share has continued to slide, from 12.6 per cent when Leighton took the helm to 11.4 per cent today. That compares with a 14.4 per cent share in 2021, when the business was acquired by TDR Capital alongside billionaire brothers Mohsin Issa and Zuber Issa in a £6.8 billion deal.

TDR has been exploring ways to restructure the group, including separating out divisions such as George and Asda Express, its convenience store estate. The latest outsourcing move is seen by unions as part of that broader strategy.

Financial markets have also reacted nervously to Asda’s struggles. A €1.3 billion (£1.1 billion) term loan issued by its parent company, Bellis Finco, in 2024 has fallen to a record low of 88 cents on the euro, down from close to par early last year.

Despite the supermarket’s difficulties, filings at Companies House show that TDR’s 17 partners shared profits of £31.3 million in the year to April, a point seized upon by union leaders.

“Hard-working families and working-class communities should not see their livelihoods put at risk due to the business decisions of a handful of private equity executives,” Houghton said. “It is time for TDR Capital to come clean and be honest about their plan for the business, they owe it to every single Asda worker.”

Asda was contacted for comment.

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Asda prepares to cut up to 1,200 warehouse jobs amid cost-cutting drive

UK toy sales rose for the first time in five years last year, offering rare optimism for a sector that has struggled since the pandemic, but industry leaders are now watching closely for any fallout from potential social media bans aimed at under-16s.

The value of UK toy sales increased by 6 per cent in 2025, according to data from Circana, marking the first year of value growth since 2020. The total market was valued at £3.9 billion, as the number of toys sold also edged up by 1 per cent compared with the previous year.

Speaking at the annual Toy Fair on Tuesday, analysts said the rebound has been driven largely by the so-called “kidult” market, older children and adults whose purchasing decisions are often influenced by popular culture and online trends.

Melissa Symonds, executive director of UK toys at Circana, described 2025 as a “clear turning point” for the industry after several years of decline.

“Excluding the unusual pandemic years, this was the first period of organic growth since 2016,” she said. “Spending by older consumers has been critical to that recovery.”

Kidults, defined as buyers over the age of 12, accounted for 30 per cent of the UK toy market last year, up from 17 per cent in 2016. Building sets, particularly those produced by LEGO, have remained popular with adults, while collectibles saw 12 per cent growth across generations.

Circana identified franchises such as Pokémon, K-Pop Demon Hunters and Hello Kitty as “market-moving trends”, many of which have been amplified through social media platforms.

Tie-ins with cinema, streaming and video games also performed strongly, with brands linked to Minecraft and Formula 1 cited as particular successes.

However, the industry is increasingly alert to the potential consequences of restrictions on social media use by younger audiences. Symonds said toy makers were closely monitoring developments following the introduction of a social media ban for under-16s in Australia, amid speculation that similar measures could be considered in the UK.

“If bans were introduced more widely, manufacturers and retailers would need to rethink how some products are marketed,” she said, noting the growing role that online platforms play in shaping trends and demand.

Kerri Atherton, spokesperson for the British Toy and Hobby Association, which hosts the Toy Fair at Olympia London, said it was still too early to judge the long-term impact of any potential restrictions.

She described 2025 as a pivotal year for the sector but warned that financial pressures remained acute for both businesses and consumers heading into 2026.

“Cost-of-living pressures haven’t disappeared, even though spending on children, particularly around Christmas, has remained a priority for many families,” she said.

After a pandemic-era surge, toy sales fell back as households cut discretionary spending. The return to growth last year has given the sector renewed confidence, but industry leaders cautioned that sustaining momentum will depend on how successfully manufacturers adapt to changing consumer behaviour, both online and off.

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Toy sellers watch social media curbs as UK market returns to growth