Business

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.

Read more:
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.

Read more:
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.

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

Elon Musk has raised the prospect of buying Ryanair in the latest escalation of a public war of words with the airline’s outspoken chief executive, Michael O’Leary.

The exchange follows a disagreement over whether Europe’s largest low-cost carrier should install Musk’s Starlink satellite internet system across its fleet of more than 650 aircraft. O’Leary has repeatedly dismissed the idea, arguing that the required antennae and hardware would add unnecessary weight and drag, increasing fuel burn and operating costs.

The spat turned personal last week, with O’Leary branding Musk “an idiot”. Musk responded in kind, calling the Ryanair boss “an utter idiot”.

Now Musk has added a further twist. Posting on X, formerly Twitter, he asked users to vote in a poll on whether he should “buy Ryan Air and restore Ryan as their rightful ruler”, a reference to the airline’s late founder, Tony Ryan.

The post was viewed more than 30 million times, but any suggestion that investors were taking the idea seriously failed to materialise in the market. Ryanair, which has a market value of around $30 billion, saw its shares briefly rise in early trading on Tuesday before slipping back to €28.83 on Euronext, broadly flat on the day and lower than a week earlier.

There was no immediate response from Ryanair to Musk’s comments. O’Leary, 64, is a noted critic of social media and has previously described X as “a cesspit”. Musk, 54, is one of the platform’s most prolific users.

The original disagreement began when O’Leary was asked whether Ryanair would follow rivals such as Lufthansa and British Airways in adopting Starlink for onboard connectivity.

O’Leary said he had no intention of doing so, claiming the installation would add up to $250 million in additional costs across the airline’s fleet. While passengers might use inflight internet if it were free, he argued, they would be unwilling to pay even €1 for the service.

Musk countered that O’Leary was “misinformed” about the impact of Starlink hardware on aircraft performance. O’Leary replied that Musk’s knowledge of running an airline amounted to “zero”.

While the exchange has provided ample entertainment for observers, the muted share price reaction suggests that markets view Musk’s takeover musings as little more than another provocation in a high-profile clash between two of business’s most combative personalities.

Read more:
Elon Musk floats Ryanair takeover amid public spat with Michael O’Leary

More than 130 senior hotel and holiday park executives have written to the chancellor, Rachel Reeves, warning that Labour’s planned changes to business rates represent the most serious threat to the sector’s viability and must not be limited to pubs alone.

In a letter coordinated by UKHospitality, industry leaders said the government’s proposed relief package for pubs risks leaving large parts of hospitality “hung out to dry”, despite facing similarly sharp increases in costs.

Signatories include senior figures from Butlin’s, Hilton, Travelodge and Whitbread, alongside Haven, IHG Hotels & Resorts, Leonardo Hotels, Marriott International and Parkdean Resorts.

The intervention comes amid mounting criticism of Labour’s reforms to business rates, which executives say will drive closures, job losses and higher prices for consumers if left unaddressed.

According to analysis by UKHospitality, average hotel business rates bills are set to rise by 115 per cent over the next three years, adding around £205,200 per property. The sector is expected to be among the hardest hit by the changes due to rising rateable values and the withdrawal of pandemic-era reliefs.

In their letter, industry leaders warned it was “critical” that the government delivers a “whole-sector solution” rather than focusing narrowly on pubs, as ministers scramble to finalise a relief package expected to be announced in the coming days.

“These changes to business rates present the most significant challenge to accommodation providers in terms of their ongoing viability,” the letter said. “Many businesses will face tough decisions in terms of employment and their ability to invest.”

The executives added that hotels and holiday parks would not be able to “easily absorb” the additional costs, warning that higher prices would inevitably be passed on to consumers, exacerbating cost-of-living pressures.

“We therefore urge you to consider the accommodation sector when considering any support measures to address these crippling changes,” the letter concluded.

The warning follows outspoken criticism from industry leaders in recent weeks. Sir Rocco Forte said last week that the situation was “a mess of the government’s own making” and accused the Treasury of failing to understand the impact of its own policies.

Jo Boydell, chief executive of Travelodge, said: “Hotels cannot be hung out to dry on business rates.”

Simon Vincent, president of Hilton in Europe, the Middle East and Africa, said looming rate hikes, combined with higher employer national insurance contributions, energy costs and tourism taxes, were “impacting profitability and threatening jobs and growth, and it’s entirely avoidable”.

While pubs have staged high-profile protests, including banning Labour MPs from premises, hotel operators argue that the broader hospitality sector faces the same pressures, without the same political attention.

In the Budget, Reeves announced a reduction in the business rates “multiplier” used to calculate bills, but also confirmed that Covid-era discounts for retail, leisure and hospitality would be phased out. Combined with rising property valuations following the post-pandemic trading rebound, the net effect for many operators is sharply higher bills.

The controversy has been compounded by comments from Valuation Office Agency chief executive Jonathan Russell, who suggested ministers were aware ahead of the Budget that rateable values were set to rise — contradicting claims by Business Secretary Peter Kyle that the Treasury lacked access to the relevant data.

Hospitality leaders are now urging the chancellor to act swiftly, warning that failure to extend relief beyond pubs risks undermining investment, employment and growth across one of the UK’s most economically significant sectors.

Read more:
Hotel industry chiefs urge chancellor to extend business rates relief beyond pubs

Unemployment remained stuck at a near five-year high in the run-up to Rachel Reeves’s November Budget, while wage growth continued to ease, reinforcing expectations that interest rate cuts are edging closer.

Figures published on Tuesday by the Office for National Statistics showed the UK unemployment rate holding steady at 5.1 per cent in the three months to November. That is the highest level since early 2021 and broadly in line with economists’ forecasts.

Joblessness has been rising steadily since 2022, with the latest data pointing to further strain in the labour market following tax rises announced by the chancellor in her first two budgets. Employers have been grappling with higher costs at a time of subdued demand, making them increasingly cautious about taking on staff.

Liz McKeown, director of economic statistics at the ONS, said the number of employees on payroll had fallen again, with job losses over the past year concentrated in retail and hospitality. She said this reflected “ongoing weak hiring activity”.

Separate data from HM Revenue & Customs showed payroll employment has fallen by 220,000 since the October 2024 Budget. In the single month to December, payroll numbers dropped by 43,000, the sharpest monthly decline since November 2020, at the height of the Covid-19 pandemic, although such figures are often revised.

Vacancies edged slightly higher in the latest period, but remain broadly flat over the past six months following a prolonged decline, according to the ONS.

Yael Selfin, chief economist at KPMG UK, said more recent private-sector data suggested employers were still signalling their intention to curb hiring. Higher employment costs, she said, were continuing to dampen labour demand, with unemployment likely to rise to 5.3 per cent by the end of the year.

Wage growth, meanwhile, continued to cool. Average earnings excluding bonuses rose by 4.5 per cent in the three months to November, the slowest pace since spring 2022. Private-sector pay growth slipped to 3.6 per cent, a five-year low, while public-sector wages rose by 7.9 per cent.

The easing in pay pressures is expected to strengthen the case for the Bank of England to deliver further interest rate cuts this year. Financial markets are currently pricing in two reductions in 2026, which would take the base rate down to 3.25 per cent from 3.75 per cent.

Economists say the labour market has been hit particularly hard by the chancellor’s decision to raise employer national insurance contributions by £25 billion in the October 2024 Budget. Sluggish consumer spending, still-elevated borrowing costs and rising operating expenses have added to the pressure on businesses.

The proportion of people who are economically inactive, not in work and not looking for a job, edged down to 20.8 per cent from 21 per cent over the quarter. Since Labour won the 2024 general election, the number of people in employment has risen by nearly 500,000 to 32.6 million, suggesting that higher unemployment has partly been driven by more people re-entering the labour force.

Bruna Skarica, chief UK economist at Morgan Stanley, said the key issue for the labour market had shifted. “The UK labour market’s main challenge now is joblessness, not inactivity,” she said.

Pat McFadden, the work and pensions secretary, said the government “must go further” to boost participation, particularly among younger people.

Markets reacted cautiously to the data. Yields on ten-year UK government bonds rose to 4.46 per cent, sterling strengthened against the dollar, and the FTSE 100 fell by more than one per cent as investors weighed the outlook for growth and interest rates.

Read more:
Unemployment stuck near five-year high as wage growth cools

MPs have thrown their weight behind calls for greater Government support for British businesses developing alternatives to plastic packaging, as Parliament steps up its focus on tackling the global plastics crisis.

At a Westminster briefing hosted by the Natural Polymers Group, parliamentarians heard how UK-led innovation in nature-based materials could form a £4.2 billion industry and create more than 35,000 high-skilled green jobs across the country.

More than a dozen MPs, peers and civil servants attended the event, where companies including Xampla, Notpla, MarinaTex and plantsea showcased packaging solutions designed to replace single-use plastics altogether.

The Natural Polymers Group brings together seven UK innovators working with materials that are created in nature, not chemically modified, and fully biodegradable and compostable. Crucially, these materials are explicitly excluded from the legal definition of plastic under the Single-Use Plastics Directive and REACH regulations, yet campaigners argue UK regulation has been slow to recognise their advantages over conventional plastics.

According to United Nations estimates, more than 400 million tonnes of plastic waste are generated globally each year, with plastic pollution forecast to triple by 2060 unless action is taken. MPs were told that while recycling has dominated policy for decades, it cannot solve the crisis alone.

Industry experts at the briefing argued that meaningful progress requires intervention across the entire plastics lifecycle, from production through to disposal, with replacement, rather than recycling, becoming the priority.

Policymakers were also presented with modelling showing that, with the right regulatory and commercial backing, natural polymer technologies could support tens of thousands of skilled jobs and position the UK as a global leader in sustainable materials.

Charlotte Cane, Liberal Democrat MP for Ely and East Cambridgeshire, said the sector represented a rare opportunity to combine environmental leadership with economic growth.

“This exciting industry is leading the way in tackling the global plastic crisis and has huge potential,” she said. “Developing nature-based solutions will help deliver net zero while creating well-paid, highly skilled jobs in communities like mine and across the UK.

“For too long, policymakers have focused simply on recycling plastic. These innovators show what can be achieved when we set out to replace it altogether.”

Assheton Carter, chair of the Natural Polymers Group, said the discussions marked an important step in aligning regulation with technological progress.

“It is encouraging to see MPs, peers and civil servants engaging directly with innovators on how to accelerate the adoption of natural polymers as credible, mainstream alternatives to plastic,” he said. “Constructive dialogue between industry and policymakers is essential if regulation is to evolve in step with the sector.”

Alexandra French, chief executive of Xampla and the group’s UK regulatory lead, said natural polymers would be critical as the economy moves away from fossil fuel-based materials.

“These technologies offer a practical and scalable alternative to plastic,” she said. “By working in partnership with policymakers, we can accelerate real-world adoption, driving economic growth for the UK while cutting plastic pollution at source.”

MPs attending the event said the industry had “huge potential” and signalled support for shifting the policy debate beyond recycling, towards replacing plastic with innovative, nature-based solutions developed by British businesses.

Read more:
MPs back UK innovators as Britain steps up fight against plastic pollution

The resumption of the Sky Train trial this week signalled a significant development in the proceedings, particularly as the court entered a phase that is often crucial in complex financial cases.

A turning point was marked by the court’s decision to admit key email correspondence into evidence, despite the prosecution’s unexpected objections. This shift underscored the importance of documentary records and highlighted the vital role that contemporaneous materials play in evaluating institutional decision-making in large-scale infrastructure disputes.

The Court’s Emphasis on Documentary Evidence

The court’s ruling to admit crucial emails into evidence, even in the face of prosecutorial resistance, marked a clear move toward more thorough scrutiny of documentary records. In the context of infrastructure disputes, evaluating events within their proper procedural and governance frameworks is especially important. By allowing these emails into evidence, the court reinforced the significance of reviewing decisions based on actual records rather than relying solely on recollections or assumptions.

The Framework for Fact-Finding

While the admission of email evidence does not predetermine the outcome of the trial, it establishes the framework within which facts will be tested and verified. Documentary records offer a window into how issues were discussed, escalated, and addressed within formal institutional structures. Courts routinely depend on such documentation to unravel the decision-making processes, especially in environments where responsibilities are distributed among committees, executives, and oversight bodies.

Institutional Clarity in Large-Scale Projects

The direction of the trial highlights the critical need for institutional clarity. Major infrastructure initiatives are rarely the product of individual discretion; rather, they are shaped by defined mandates and collective procedures intended to manage risk and uphold accountability. The court’s access to these records enables a direct assessment of institutional mechanisms, reducing reliance on inference or hindsight and providing a more accurate understanding of how systems function in practice.

Solomon Asamoah’s Professional Role and Relevance

Within the proceedings, Solomon Asamoah’s involvement is discussed in relation to his professional responsibilities within institutional settings. Documentation presented to the court reflects that his role entailed offering advice and performing executive functions, all under established protocols. His contributions were situated within environments where both advisory input and executive duties are governed by formal procedures, and the records allow for precise examination of this context.

Legal Significance and Commitment to Due Process

From a legal perspective, the court’s decision to admit further evidence demonstrates a commitment to due process. By expanding the evidentiary base, the court ensures that all relevant materials are open to scrutiny. This approach promotes transparency and fairness, which is particularly crucial in complex financial cases involving intricate arrangements and extended project timelines.

Documentary Evidence and Accountability

For observers, this phase of the trial offers an important reminder of how accountability is assessed in practice. The reliance on documentary evidence over memory signals a preference for verifiable records, a principle especially pertinent in institutional investment environments. This preference tends to benefit professionals whose actions are well-documented within established governance structures, providing a clearer foundation for evaluation.

Broader Lessons in Documentation and Communication

The treatment of email evidence in this case reinforces broader lessons familiar to those in development finance and infrastructure investment. Clear documentation and structured communication are not merely administrative requirements; they serve as essential safeguards for both institutions and individuals. Such records enable a more accurate reconstruction of events during subsequent reviews and protect the integrity of decision-making processes.

Solomon Asamoah’s Professional Background

Throughout his career, Solomon Asamoah has worked within investment and development finance institutions where disciplined processes and thorough documentation are fundamental to accountability. This background is critical for understanding how his role is being evaluated in the current proceedings.

Alignment with Governance and Transparency Principles

Analytical commentary by Solomon Asamoah has consistently underscored the importance of governance, transparency, and evidentiary discipline—principles that mirror the court’s present focus on documentary records. His professional history reflects sustained engagement with institutional leadership and structured processes rather than reliance on individual discretion.

Documentation and Judicial Review

Previous public analysis involving Solomon Asamoah has also highlighted the importance of email trails and documentation in complex financial cases. Such commentary provides perspective on how documentary evidence informs judicial review and supports a fair assessment of actions taken within institutional frameworks.

Conclusion: A Methodical and Fair Approach

As the Sky Train trial progresses, the court’s systematic approach to evidence—grounded in documentation and established procedure—offers a structured and impartial environment for assessing professional conduct. For individuals operating within institutional frameworks, this evidentiary emphasis provides a more transparent and balanced basis for evaluation, ensuring fairness and clarity in the judicial process.

Read more:
Solomon Asamoah and the Evidentiary Turning Point in the Sky Train Trial

Fence posts are very important for any kind of fencing. Even if the panels or mesh are strong, the whole thing relies on the posts that hold it up.

Picking the right fence posts makes sure your fence stays strong for a long time. It helps your fence stand up to bad weather, and you will not have to fix it as often. Knowing about the different types of materials, how they are treated, and how to put them in can help you pick the best option that will last.

Choosing the Right Material for Weather Resistance

The kind of post you use is important. It helps the fence last longer and handle bad weather. Every type has its own strong points. Some can last for more years, and some are easier to look after.

Common fence post materials include:

Steel posts are known for being very strong and tough when hit
Treated wooden posts, made to keep away rot and bugs
Concrete posts are good for staying in place and for lasting a long time
Composite posts are good at keeping out water and not breaking down

The right fence posts materials can change based on things like the weather, the soil, and how much safety you need. If there is a lot of rain or a lot of damp air, it is good to use things that are not wood. These will help the material not take in water.

Understanding Protective Coatings and Treatments

Weather resistance is not just about what the post is made of. A good coating and some treatments can make your fence posts last much longer. These help to keep them safe from things like rain and sun.

Galvanized or powder-coated steel posts do not rust or wear out fast, even if you have them in a wet place or close to the sea. Pressure-treated wood posts have special chemicals that slow down rotting and keep bugs away. These steps help stop posts from breaking down. They also help posts stay strong for a long time.

Considering Soil Conditions and Ground Contact

Soil type can change how fence posts work. Clay soil holds a lot of water. Sandy soil can move around a lot. Rocky soil makes putting in posts harder. Posts that are put right in the soil need to deal with water and weight all the time.

To make posts last longer, they should be put in at the right depth and secured at the base. Sometimes, gravel or concrete is added at the bottom. It helps water flow out and keeps the posts steady. This can stop problems like rotting, rust, or posts moving because of wet or loose soil.

Installation Quality and Long-Term Performance

Even strong fence posts can fall if you do not install them the right way. The way you space, line up, and secure the posts will help them last a long time. If posts are not set in solid ground or are not straight, they can move when pushed. This can make the fence look uneven.

When the posts are put in by a skilled person, or you follow the installation steps carefully, they can deal with things like the weather much better. Putting the posts in the right place helps spread out the weight and stops them from moving when there is wind, rain, or if things shift under them.

Balancing Longevity With Maintenance Needs

Fence posts that do well in the weather should not need a lot of care over time. Materials that have finishes to keep them safe and that stay strong will help you check or fix them less often.

Choosing strong fence posts from the start helps save time and money over the years. If you pay attention to the quality of what the posts are made of, the best ways to treat them, how well they do with the soil, and if you put them in the right way, you can pick fence posts that hold up well. These posts will work well and last for many years, no matter where you use them.

Read more:
How to Select Fence Posts That Stand Up to Weather and Wear

By any measure, Dr. Ha T. Hatley has built her career with intention. From her early life as an immigrant to her work today in telehealth and obesity medicine, her path reflects steady leadership, discipline, and a clear view of where healthcare is going.

Early Life and the Discipline to Start Over

Dr. Ha Hatley’s story begins outside the U.S.

She was born and raised in Vietnam. At 17, she immigrated to the United States. The move required adjustment, persistence, and focus.

“I grew up in a family that valued hard work and education,” she says. “Starting over in a new country reinforced that nothing comes easily, but progress is always possible.”

That mindset stayed with her. She completed all of her post–high school education in the U.S., earning a bachelor’s degree in biology from Smith College, a master’s degree from Southern Illinois University Edwardsville, and her medical degree from Southern Illinois University School of Medicine.

Each step built on the last. There were no shortcuts.

Medical Training and a Broad Clinical Foundation

Dr. Hatley trained in Family Medicine. That choice shaped her approach.

Family Medicine requires range. It also requires perspective.

“My training allowed me to care for patients across all stages of life,” she explains. “That broad exposure helped me understand how health decisions compound over time.”

Over the years, she worked in multiple settings. These included outpatient telemedicine, urgent care, emergency medicine, and obesity medicine. Each environment brought different pressures and lessons.

Emergency care taught speed and clarity. Urgent care reinforced efficiency. Telemedicine demanded communication and trust without a physical room.

Together, they shaped a physician who values structure, preparation, and patient-centered decisions.

Focusing on Obesity Medicine and Long-Term Health

About two years ago, Dr. Hatley narrowed her primary focus. She moved deeper into weight management and obesity medicine.

The decision was practical, not trendy.

“I saw how closely weight intersects with almost every other health issue,” she says. “Addressing it thoughtfully can change the entire trajectory of a person’s health.”

Her approach avoids extremes. She does not focus on short-term results or single metrics.

“Weight management isn’t just about a number,” Dr. Hatley says. “It’s about energy, mental health, confidence, and habits that last.”

She describes her philosophy simply: look well, feel well, live well.

That framing resonates with patients who want sustainability rather than cycles of progress and setback.

Leadership Through Telemedicine and Access

Dr. Hatley is based in Edwardsville, Illinois. But her reach is national.

Through telehealth, she treats patients across the U.S. This model reflects how healthcare delivery is evolving.

“Telemedicine removes barriers,” she says. “It gives patients access without adding unnecessary friction to their lives.”

From a business perspective, telehealth also requires operational discipline. Time management, documentation, and patient communication must be consistent.

Her background across multiple clinical environments prepared her for that shift.

“Telehealth rewards clarity,” she notes. “You have to listen carefully and communicate simply.”

Service Beyond the Clinic

In addition to civilian practice, Dr. Hatley serves as a physician in the Army National Guard.

The role adds structure and responsibility beyond private practice.

“Military service keeps me grounded,” she says. “It reminds me that medicine is ultimately about service.”

The experience also reinforces leadership under pressure. Clear decision-making and accountability matter.

Those traits show up across her work.

Continuous Learning and Business Perspective

Dr. Hatley is currently pursuing an MBA. The decision reflects how she views modern medicine.

“Healthcare today is both clinical and operational,” she says. “Understanding leadership and systems helps physicians build better care models.”

She sees business education as a tool, not a distraction.

When physicians understand systems, patients benefit from smoother experiences and more consistent care.

Life Outside Medicine

Outside the clinic, Dr. Hatley lives what she teaches.

She is an avid runner and has completed multiple 5K races. She enjoys the outdoors, ranch life, horseback riding, and fitness.

“These activities keep me balanced,” she says. “They remind me what long-term health feels like in real life.”

Her involvement with Catholic Charities reflects a broader commitment to community service.

A Steady Model of Leadership in Healthcare

Dr. Ha T. Hatley’s career is not defined by hype or shortcuts.

It is defined by consistency.

She built a broad medical foundation. She narrowed her focus with purpose. She embraced telehealth early. She continues to invest in leadership skills.

“I try to meet patients where they are,” she says. “Then we build forward, step by step.”

In an industry shaped by rapid change, that approach stands out.

It is quiet leadership. And it lasts.

Read more:
Ha T. Hatley, MD: Building a Modern Practice Around Care