Business

Rachel Reeves’s planned overhaul of inheritance tax reliefs for farmers and family businesses could end up costing the Treasury nearly £2 billion by 2030, rather than raising revenue as intended, a new analysis has warned.

Reforms to Business Property Relief (BPR) and Agricultural Property Relief (APR), set to come into force in April, were projected to generate £1.8 billion by the end of the decade. However, modelling by CBI Economics, commissioned by Family Business UK, suggests the policy will backfire by reducing investment, jobs and economic growth.

Under the proposals, inherited farms and business assets worth more than £1 million will face a new 20 per cent tax charge, after decades of being largely exempt. The changes are designed to limit reliefs and align treatment with other forms of inherited wealth.

Yet the new study found that over 60 per cent of family businesses and farms plan to cut investment by more than a fifth in response to the measures. Around a quarter have already begun reducing headcount. By the end of the current Parliament, the changes could cost more than 200,000 jobs, with regions such as Yorkshire, the East of England and Northern Ireland set to be hit hardest.

Neil Davy, chief executive of Family Business UK, warned that the reforms threatened to undermine the Government’s own mission for economic growth: “Far from stimulating investment or delivering higher receipts, these changes risk serious damage to the backbone of the British economy—family businesses and farms.”

CBI Economics estimates the overall hit to GDP and employment from reduced economic activity could push the net fiscal impact of the tax changes into the red—leaving the Treasury £1.9 billion worse off by 2030.

Industry groups are urging the Treasury to delay or abandon the reforms, warning of unintended consequences across multiple sectors.

Tom Bradshaw, president of the National Farmers Union, said the report “must serve as a wake-up call” to ministers: “We face major cuts to investment and significant job losses at a time when we need to strengthen food security and support rural economies.”

Mo Metcalf-Fisher of the Countryside Alliance described the planned tax changes as “foolish and irreversible”, adding: “The damage to agriculture will be swift and far-reaching.”

The issue has sparked a growing backlash in Westminster, fuelled by concerns about the psychological toll the tax changes are already having. In one tragic case, 78-year-old John Charlesworth took his own life last year after becoming overwhelmed by fear over how the new rules might affect his family business.

The policy has also drawn sharp criticism from the Conservative Party. Shadow business secretary Andrew Griffith called the reforms “a blatant breach of election promises” and claimed they would punish entrepreneurship.

“Labour plans to steal the futures of a generation of risk-takers on the back of hooky Treasury maths,” he said. “Our first Conservative budget will reverse this damaging measure.”

The Government insists the changes are proportionate. A Treasury spokesperson said: “Three quarters of estates will still pay no inheritance tax at all. For those affected, tax rates will be halved compared to the general rate, and payments can be made over 10 years, interest-free. This is a fair and balanced approach to supporting our public services.”

The inheritance tax reforms come amid a wider debate over Labour’s fiscal strategy, including its crackdown on the UK’s non-dom tax regime. Separate analysis released this week by former Treasury economist Chris Walker suggested that at least 10 per cent of non-doms have already left the UK, with fears that further departures could erode economic growth by more than £10 billion a year.

The combined pressure of reforms to inheritance tax, capital gains, and non-dom status is now prompting questions about whether the Chancellor’s plans will deliver more revenue—or unintentionally undermine the very growth needed to fund public services.

Family Business UK said: “This is a moment for reflection. There is still time to reconsider these changes before they cause long-term harm to jobs, investment and the rural economy.”

Read more:
Labour’s farm tax reforms could cost Treasury £2bn, report warns

UK-based cybersecurity firm ThreatSpike has raised $14 million in Series A funding to expand its mission of simplifying enterprise security through a unified, end-to-end platform.

The round was led by growth equity firm Expedition Growth Capital, with key additions to ThreatSpike’s board including Will Sheldon, Partner at Expedition, and Emily Orton, co-founder of Darktrace.

Founded in 2011 by computer scientists Adam and Kate Blake, ThreatSpike was built in response to the complexity and cost of traditional cybersecurity tools. The duo, drawing on their experience in some of the world’s most sophisticated financial institutions, bootstrapped the company to profitability without outside capital—until now.

ThreatSpike aims to replace fragmented, multi-tool security strategies with a single platform that combines advanced technology and expert human support. Its flagship offerings, ThreatSpike Blue (24/7 managed detection and response) and ThreatSpike Red (unlimited penetration testing), are used by more than 200 customers across 90 countries in sectors including hospitality, industrials, investment management and professional services.

“Cybersecurity has become far too complicated and costly for most organisations,” said CEO Adam Blake. “We take a fundamentally different approach—transparent pricing, no aggressive upselling, and a focus on delivering real-world protection. With this investment from Expedition, we’ve found a partner that shares our values and can help us scale our platform globally.”

Investor Will Sheldon said ThreatSpike’s strong organic growth and customer retention set it apart. “This is the highest level of customer referral-driven growth and satisfaction we’ve seen in the cybersecurity sector. We’re thrilled to partner with Adam and Kate as they continue building an innovative and outcomes-focused platform.”

The company plans to use the funding to expand its engineering, security operations, and go-to-market teams while accelerating development of its core product roadmap. This includes further investment in automation, behavioural analytics and real-time threat detection across cloud and hybrid environments.

Darktrace co-founder Emily Orton, who joins the board as a non-executive director, called the founders “impressive entrepreneurs” and said she looks forward to helping them scale the business during its next phase of growth.

Longtime customer Inchcape Shipping Services praised the firm’s reliability and innovation. “ThreatSpike has consistently delivered on their promises and gone above and beyond to tailor their services to our evolving needs,” said Lee Scott, Head of Cyber Security. “We trust them completely with our cyber defence.”

As demand grows for simplified, outcomes-based cybersecurity in an increasingly fragmented market, ThreatSpike is positioning itself as the antidote to complexity—offering a fully managed, single-platform solution for enterprise-grade protection.

Read more:
ThreatSpike raises $14M to simplify cybersecurity with unified platform

In a digital-first world where automation rules and inboxes are jammed with pitches, one company has quietly taken the opposite route — and succeeded.

OLN Inc, founded by Elijah Medge in 2007, runs on something older than the internet: face-to-face interaction. With its roots in Nashville and its reach now across 30 U.S. cities, OLN Inc specializes in direct sales for some of the world’s biggest brands. Think Amazon, Verizon, Staples, and T-Mobile. But what makes this company unique isn’t just its client list — it’s how they reach people.

“We go where the ads can’t,” says Medge. “There’s something powerful about showing up in person — not selling to a screen, but to a human being.”

The Unseen Advantage

OLN Inc, which stands for Outsourced Licensee Network, helps large corporations connect with hard-to-reach small business customers. Instead of bombarding people with ads or cold calls, OLN Inc reps knock on doors, start real conversations, and build trust face-to-face.

It’s not always glamorous. It requires resilience and grit. But it works.

“Mass emails get deleted. Flyers get tossed. We show up, we listen, we connect,” Medge explains. “That’s what makes the difference.”

Their focus is on practical, everyday services — telecom, business utilities, office supplies. Services small businesses need, but rarely have time to shop for. OLN Inc offers a bridge between those businesses and the Fortune 500 giants that serve them.

Starting with Nothing but an Idea

Elijah Medge started OLN Inc with little more than a drive to prove himself. As a young immigrant to the U.S., he wasn’t handed an opportunity — he built it.

“I didn’t have a clear blueprint,” he recalls. “But I had a belief that people are the best investment.”

At first, Medge did everything — recruiting, training, selling. He didn’t wait for perfect conditions. He moved fast, made mistakes, and learned on the go. Over time, his approach shaped a company culture built on initiative and constant movement.

“Standing still just isn’t part of our rhythm,” he says.

Training Ground for Leaders

Unlike many companies where advancement depends on seniority or politics, OLN Inc uses a different formula: you rise if you perform.

Employees begin with the basics — learning how to sell, communicate, and work under pressure. But the real goal is leadership. OLN Inc develops its top performers to lead their own operations, often providing the resources to help them launch their first brand. “We’re not here to hand out titles,” Medge says. “We’re here to give people the chance to earn real responsibility — and to own something.”

Ownership isn’t just a buzzword at OLN Inc. It’s built into the business model. Those who prove themselves are given the tools, support, and even capital to launch their own office. The network grows this way — branch by branch, leader by leader.

Surviving a Shutdown

In 2020, the pandemic hit OLN Inc’s model hard. The company’s core — outside sales — was no longer possible.

“We’d never done remote work. It was a foreign concept,” Medge says. “But we couldn’t just wait it out.”

The company pivoted quickly, partnering with Amazon to launch an inside sales program — a new track for the business. In an uncertain moment, OLN Inc avoided layoffs and created a new lane for growth.

“We proved to ourselves that flexibility wasn’t just helpful — it was necessary,” he says.

That experience changed the company’s mindset. What had once been a boots-on-the-ground-only culture now embraced hybrid strategies.

Playing the Long Game

Every year, Medge sets a long-term revenue goal — what he calls a “big, hairy, audacious goal.” But the real work, he says, is in deciding who to bet on.

“I spend more time thinking about people than numbers,” he shares. “Each quarter, I ask: Who’s ready for the next level? Who’s been showing signs of leadership?”

He believes in guiding from behind — letting his team lead while he supports them with insight, structure, and belief.

That people-first philosophy goes deeper than most companies. OLN Inc isn’t just a stepping stone. For many, it’s a launchpad.

“Some of our leaders never thought they’d run anything,” Medge says. “Now they’re mentoring others, opening offices, building teams of their own.”

Not Flashy, Just Focused

There’s no corporate buzz, no viral campaigns. OLN Inc doesn’t chase hype. It keeps its head down and its standards high.

The culture is deeply competitive, but also patient. Success takes time. Development is intentional.

“You don’t become great by rushing,” Medge notes. “You become great by getting better every day — by being in the game, learning as you go.”

That’s the heartbeat of OLN Inc. A company that values experience over noise. A company that sees people not as resources, but as potential.

Lessons from the Field

Looking back, Medge doesn’t point to one defining moment of success. For him, it’s the quiet wins — the reps who gain confidence, the managers who find their voice, the teams that learn to trust each other.

“Progress isn’t loud,” he says. “It’s steady. You might not see it right away, but it compounds.”

He tells his team to keep asking questions. To stay curious. To outgrow yesterday’s version of themselves.

“Knowledge doesn’t age,” he says. “You either build on it or you ignore it. We choose to build.”

The Road Ahead

As OLN Inc grows into new markets and tests new models, its mission stays the same: connect humans to humans, and do it well.

It’s not reinventing technology or riding trends. It’s sticking to a timeless idea — that real connection still matters.

In a world that often celebrates speed and scale, OLN Inc reminds us that growth doesn’t have to be noisy. It can be grounded, steady, and deeply human.

And sometimes, showing up in person is still the most powerful strategy of all.

Read more:
How OLN Inc Built a Sales Army One Door at a Time

Jacob Zach Winsett didn’t always see himself as a judge or an attorney. He started life far from a courthouse—on a farm in Chrisney, Indiana. His days were spent helping his dad, who worked as both a farmer and a welder. It was honest work that taught him discipline early on.

“I learned about responsibility at a young age,” Winsett says. “You can’t skip chores on a farm. It doesn’t work that way.”

Growing up with a brother who became a police officer and a sister who became a nurse, service was always part of the family culture. Sports were too. Winsett played basketball, baseball, and football as a kid. “Being part of a team helped me understand discipline and leadership,” he adds.

These early lessons shaped a career that would lead him to the front lines of justice in southern Indiana.

Where Did Zach Winsett Go to School?

After graduating from Heritage Hills High School, Winsett stayed close to home and attended the University of Southern Indiana. Later, he earned his law degree from Nova Southeastern University in Florida.

“Law school taught me how to think in a completely new way,” he says. “But growing up on a farm taught me how to work hard.”

His path wasn’t linear. Winsett didn’t jump into a flashy law firm. Instead, he focused on public service and the local legal community.

What Law Firms and Courts Has Zach Winsett Worked With?

Starting his legal journey at Burley Scales Law Office is where Jacob Zach Winsett built his skills and reputation. Before long, he became a partner at Scales and Winsett Law Office.

But his career didn’t stop with private practice. Winsett stepped into public service, taking on roles that many attorneys avoid due to the pressure and low visibility. He worked as the Warrick County Public Defender, a job that placed him directly in the courtroom, representing those who often had no one else.

“Being a public defender is one of the hardest jobs in law,” he says. “But it matters. It’s where you learn what justice really looks like.”

Winsett went on to serve as the Warrick County Drug Court Public Defender, a position that tied legal work with community recovery. He later joined the Warrick County Courts as a Magistrate and eventually became a Judge in Warrick County Superior Court.

What Committees and Associations Is He Involved In?

Beyond the bench, Winsett is deeply involved in shaping the justice system. He sits on the Warrick County Merit Board and participates in multiple committees, including:

Warrick Jail Committee
Community Corrections Committee
Court Alcohol and Drug Program Committee

He also teaches legal education classes for attorneys and judges. “The law is always changing,” he explains. “If we’re not learning, we’re falling behind.”

What Are His Passions Outside of Law?

Outside of work, Winsett stays grounded. He’s a regular at live music concerts and enjoys running. He still finds time for youth sports, both as a supporter and volunteer.

“Youth sports helped shape who I am. I want to pass that forward,” he says. His connection to the community isn’t just professional. It’s personal.

Why Is Zach Winsett Considered a Leader in Law?

Winsett doesn’t chase headlines. He works behind the scenes, where policies and practices take shape. His focus on both defense and reform—especially through drug court programs—marks him as a balanced and thoughtful figure in Indiana’s legal system.

“Leadership isn’t about making noise,” he says. “It’s about showing up, doing the work, and staying honest with people.”

His career proves that you don’t need to come from a big city or a high-profile background to lead. With a firm sense of right and wrong, and a willingness to listen, Winsett has earned respect in the courtroom and beyond.

What Can Others Learn from Zach  Winsett’s Journey?

Winsett’s story shows how dedication and local roots can grow into wide-reaching impact. He didn’t set out to impress anyone—he set out to serve. And along the way, he became someone others look to for guidance.

“Start with what’s in front of you,” he advises. “The big stuff comes later. First, do the small things well.”

In a legal world that often rewards flash over function, Winsett offers something different: consistency, care, and a quiet kind of strength.

Read more:
Jacob Zach Winsett: From Farm Roots to the Courtroom Bench

When you operate in an industry that requires managing a company’s fleet, you already know how challenging it can be at times.

It’s either a breakdown or an accident involving a vehicle or feeling like you’re at the breaking point with fuel prices going high.

However, there are fleet fuel management tips and techniques to help you reduce unnecessary expenses. Some common techniques include overseeing fleet fuel usage and optimizing vehicle use and maintenance.

If your business is consistently troubled by fluctuating fleet fuel prices, you can develop solutions to mitigate these challenges.

6 Ways to Manage Fleet Fuel Cost

Through this article, we have shared six different strategies for managing fleet fuel pricing.

1) Choose The Right Vehicles

The first step in trying the fleet fuel card is choosing the right vehicle.

However, it’s essential to understand what a company means by the term ‘fleet’. It can be translated into various types of vehicles for commercial use by different companies.

When you’re running an efficient fleet, it starts with knowing and using the right type of vehicle for your needs.

It should always start by making a detailed assessment of the business vehicle you’re acquiring and using.

In general, you’ll typically need a smaller vehicle that’s more fuel-efficient. But it’s also necessary to keep in mind that the hauling capacity should be at its maximum for that type of vehicle.

Ideally, it’s best to do this assessment before you acquire a fleet. However, if there’s already a fleet, think if it makes any economic sense to switch vehicles.

You must also see if you have any chance of improving efficiency by expanding or downsizing the total number of vehicles you operate.

2) Optimize Your Vehicles

Well, if choosing the right vehicle for your fleet helps you manage the cost, taking care of them lets you optimize further.

It’s important to optimize the vehicle and keep it at an optimum level of efficiency if you want a better fuel economy in return.

A simple yet crucial thing to consider is the air pressure in the tire. Ensure that your vehicle’s tires are properly inflated to improve fuel efficiency.

In fact, keeping the vehicle’s tires inflated helps improve fuel economy significantly.

So, when you optimize your existing fleet, you’ll get better mileage as a result and lower your expenses on the fleet fuel cards.

It helps to maintain routine checks on vehicles’ fuel efficiency. In fact, lighter vehicles always get better mileage.

3) Maintain Your Fleet

Again, the solution comes down to maintenance. When we talk about the routine inspection of the vehicle’s tires, we mustn’t forget about the other aspects of the vehicle.

It means taking care of day-to-day maintenance, routine checking of the engine, brakes, and so on.

Sometimes, clogged filters reduce air and fuel flow. When you use the wrong grade of oil, it puts extra strain on the engine, especially during cold weather.

So, when the car has an improperly maintained cooling system, that forces the engine to work harder. As a result, the car ends up using more energy, and more fuel is burnt in the process.

When you ensure that your fleet vehicles are getting in-time maintenance, it will yield better fuel cost savings.

4. Good Driving Habits

The mileage any given vehicle gets also depends on how the driver handles it.

When driving inefficiently, habits can lead a driver to waste their fuel and, therefore, waste their expenses.

To maintain proper fuel economy in a car, it’s essential for the fleet owner to test prospective drivers before hiring them. As a fleet owner, you can oversee if they have good driving habits to maintain better vehicle health and road practices.

However, when someone has a bad driving habit, it’s challenging to help them unlearn it and adopt good habits.

You can see if your drivers are capable of practicing habits such as:

Not leaving the car idling.
Their use of cruise control.
Their skills to make smooth stops and starts.
Letting off the fuel can also affect the driving habits.

5. Picking Better Routes

Another strategy that can improve the overall fuel economy management of a fleet is route selection. Whether you’re in a logistic service or the trucking business, it’s critical to choose the routes that help maintain fuel economy.

For better fuel management, you must keep in touch with your drivers when they are out on the road. This way, you can guide them along shorter and smoother routes.

You can also update them on different things like new jobs or changes in scheduling. If there are new jobs or changes in schedules or routes, having seamless communication can help you facilitate better ride optimization.

In case of traffic or other hurdles on the way, they might be able to change courses and stay on track with the task while also ensuring better fuel management

6. Fleet Fuel Cards

Well, this is, in fact, the best method for saving your money on fuel costs. When heading a fleet as a business, it’s critical to maintain fleet fuel cards to access timely discounts.

Also, based on your card choices fleet fuel cards, you can access different percentages of discounts and rebates. What’s more, these benefits and discounts keep increasing as you keep using your card.

Also, with fleet credit cards, you can simplify the administrative task of tracking your fuel expenses. So, you can start by centralizing transactions that eliminate the need to save and collect receipts.

Conclusion

Another way to keep track of your fuel expenses is to know the right day for a refill. Especially when you’re handling a fleet, you’ll need gallons of fuel, and the fuel price goes down on specific days. It’s thoughtful to refill on those days to minimize cost on fuel expenses.

However, the tips shared in this article should be helpful when it comes to reducing expenses on the overall fleet of fuel. Let us know what’s your favorite technique for managing fleet fuel expenses.

Read more:
6 Tips for Improving Fleet Fuel Management  

More than two thirds (68 per cent) of leaders of small and medium-sized businesses believe that their company is resilient after weathering the recent storms brought on by external events.

The annual American Express Business Barometer found that this sense of resilience was matched by growing optimism. Almost three quarters (73 per cent) of SME bosses were confident about the future of their company, an increase of four percentage points compared with a year ago. This upbeat outlook is borne out by revenue forecasts: 71 per cent expect their business to grow over the next 12 months.

The survey also found that 71 per cent of respondents believed that they were resilient as a leader, meaning that they were well equipped to deal with the range of challenges that running a business may throw their way. Three quarters (74 per cent) said that seeking feedback and learning from how they dealt with previous issues had been the key to building this up.

Ruchi Sharma, vice-president, UK commercial at American Express, said: “Business owners and leaders have needed to be more agile and determined than ever and it’s encouraging to see in our latest Business Barometer how the SME community believe this is translating into more resilient businesses and stronger leaders.”

The research, conducted in partnership with Small Business Saturday UK, polled 1,000 senior decision-makers at micro, small and medium-sized businesses.

It also found an increasing appetite to invest in technology to “future-proof” operations. Nearly a quarter (23 per cent) of SMEs are planning to invest in tech that helps to drive process efficiency and automation. The same percentage are planning to introduce new payments channels, such as mobile or QR payments, as a way of better serving their customers.

Artificial Intelligence is becoming a key strategic focus for smaller firms. Half (49 per cent) said that they had already integrated or were planning to expand their use of either generative AI — generating new and innovative content — or machine learning, which analyses data and makes predictions. The top uses for such technology are enhancing customer service and supporting marketing activity.

Michelle Ovens, director of small business Saturday UK, said: “Developing resilience, and looking particularly at how new technology can help drive this, is one of the best things that small businesses can do to secure their long-term success. We need to rally around the UK’s 5.45 million small businesses to make sure they have as much support as possible.”

Read more:
Small business bosses say they are resilient and optimistic

British manufacturers have urged the government to ensure that small and medium-sized businesses are major beneficiaries of the UK’s rising defence spending by embedding legally binding offset agreements in future military procurement contracts.

Ahead of the release of the government’s revised Defence Industrial Strategy, MakeUK Defence — the trade body representing more than 600 UK defence manufacturers — is calling for foreign contractors to be required to reinvest the vast majority of their contract value back into the British economy.

Offset agreements, which are already commonplace in over 50 developed countries, compel foreign companies that secure military contracts to invest a portion of the contract value locally — either directly in defence-related production, or indirectly in the wider economy. Advocates say such agreements can create thousands of high-skilled jobs and help to secure a sustainable domestic industrial base.

“Securing inward investment in defence deals should be a pillar of the government’s growth agenda,” said Andrew Kinniburgh, director-general of MakeUK Defence. “British SMEs have huge capabilities and the MoD must harness that so they too benefit from defence contracts with overseas companies.”

The UK’s current approach to offset is largely informal, with no formal obligation or enforcement mechanism in place. MakeUK Defence is calling for this to change, arguing that Britain is falling behind international rivals in securing industrial benefits from defence procurement.

As part of its recommendations, MakeUK is calling for a legally binding requirement that foreign firms winning MoD contracts reinvest between 75 per cent and 90 per cent of the economic value of those contracts into the UK over a ten-year period. This could include establishing or expanding manufacturing sites, investing in supply chains, or supporting technology transfer and training.

Such a policy, the group argues, would be particularly valuable for the UK’s network of small and mid-sized defence manufacturers, as well as adjacent industries such as automotive, aerospace, and oil and gas, which possess relevant capabilities but currently struggle to access defence supply chains.

The proposal also includes a call for regional prioritisation to support the government’s levelling-up agenda. Kinniburgh said offset investment could be “harnessed to bolster a regional growth strategy,” with a focus on historically under-supported areas such as the northeast and West Midlands.

Currently, small and medium-sized firms receive only 25 per cent of the UK’s annual defence spending, according to Ministry of Defence figures — just 4 per cent directly from the MoD and 21 per cent indirectly via prime contractors.

In contrast, countries such as Poland and the Gulf states have leveraged offset agreements to secure long-term inward investment, military training, and advanced technology transfer as part of major purchases of fighter jets, missile systems, and other equipment.

The call for change echoes recent comments from Prime Minister Sir Keir Starmer, who told the London Defence Conference that it was time to “seize the defence dividend” and ensure that military investment was “felt directly in the pockets of working people”.

While the UK has pledged to increase defence spending from 2.3 per cent to 2.5 per cent of GDP by 2027 — and potentially to 3 per cent in the next Parliament — industry leaders say that without targeted industrial policy, much of that increase risks flowing abroad.

MakeUK’s proposals would represent a significant shift in UK procurement strategy, bringing it in line with international norms and offering a potential boost to Britain’s high-tech manufacturing base.

“The UK needs to stop viewing defence spending as an isolated cost and start treating it as a long-term investment in industrial capability, regional regeneration and national security,” Kinniburgh added. “A robust, enforceable offset policy is one of the simplest and most effective ways to achieve that.”

Read more:
UK manufacturers urge MoD to channel defence spending to SMEs through binding offset deals

Two of Britain’s largest bioethanol producers have issued stark warnings that a recent UK-US trade deal could trigger site closures and significant job losses across the sector, unless the government intervenes with targeted support.

The concerns centre on the removal of a 19 per cent tariff on US ethanol imports as part of the transatlantic trade agreement, which industry leaders say is putting British manufacturers at a competitive disadvantage.

Vivergo Fuels, a Hull-based facility owned by Associated British Foods (ABF), and Ensus, a German-owned bioethanol plant in Redcar, have both said the influx of cheaper US imports could undermine domestic operations and put thousands of jobs at risk.

Ben Hackett, managing director of Vivergo Fuels, warned that the continued pressure from low bioethanol prices — now intensified by the lifting of the import tariff — could force ABF to close the Hull site, jeopardising up to 4,000 jobs locally and across the supply chain.

“We are encouraged by the engagement we have had from ministers and now need to see those warm words matched with concrete support,” Hackett said.

Vivergo, which was acquired from BP in 2015, is one of the UK’s largest producers of wheat-based bioethanol and also supplies high-protein animal feed as a by-product. The plant employs around 160 staff directly.

Ensus, which is owned by German biofuels group CropEnergies and has operated from the Wilton International site for 15 years, voiced similar concerns. It produces bioethanol from wheat and also supplies animal feed and carbon dioxide for industrial use.

Grant Pearson, chairman of Ensus UK, said the trade deal’s implications would extend well beyond energy. “The consequences will be felt across multiple sectors, including agriculture, the food and drink industry, hospital operating theatres, nuclear power generation, the development of sustainable aviation and maritime fuels — as well as undermining the UK’s potential to decarbonise its chemical industry.”

The British Chambers of Commerce has now backed industry calls for government support, warning that the removal of the tariff risks undermining one of the UK’s key green fuel sectors.

“Targeted government support is needed to safeguard this sector’s future and maintain investor confidence as we work towards our environmental and economic goals,” said Shevaun Haviland, director-general of the BCC.

Bioethanol plays a central role in reducing transport emissions in the UK. The introduction of E10 petrol in 2021 — containing up to 10 per cent bioethanol blended with regular petrol — was seen as a major step toward greener motoring. However, industry figures argue that the removal of trade protections could make UK bioethanol uncompetitive, forcing producers to scale back or shut down.

The sector also supports broader sustainability and decarbonisation targets, including the development of next-generation fuels such as sustainable aviation fuel (SAF). Industry leaders have argued that continued investment in domestic bioethanol production could serve as a springboard for the UK’s green economy — but only if government policy supports a level playing field.

So far, the government has acknowledged the concerns but has not announced any formal financial package or regulatory response. Ministers have said they are continuing to engage with the sector.

Hackett said Vivergo was prepared to invest and expand, but only if the right support mechanisms were in place. “We remain committed to our people and the region — but if the economics no longer stack up, hard choices will have to be made,” he said.

The fate of both plants is now seen as a test case for how the government balances free trade ambitions with its domestic green industry goals — and whether it can safeguard critical jobs and infrastructure in the UK’s low-carbon transition.

Read more:
UK bioethanol producers warn US trade deal threatens thousands of jobs

Small and medium-sized enterprises (SMEs) across the UK are showing remarkable resilience by prioritising employee welfare and environmental sustainability, despite mounting economic pressures, according to new research by Purbeck Insurance Services.

As inflation and the cost of living continue to strain households and businesses alike, over half (51%) of SMEs have stepped up to support their staff. The survey by Purbeck – the UK’s only provider of personal guarantee insurance – found that nearly half of these businesses have either reviewed salaries or issued cost of living bonuses to help employees navigate ongoing financial challenges.

This employee-first approach comes at a time when only a third of Britons describe themselves as financially comfortable, according to recent YouGov data. Yet, despite operating in a tough economic environment themselves, UK SMEs are doubling down on staff welfare — recognising the value of retaining loyal, motivated teams.

Todd Davison, Managing Director at Purbeck Insurance Services, said: “It’s great to see that many UK small businesses are taking practical steps towards decarbonisation, while also looking after their employees, even though they are facing their own fiscal challenges. Doing the right thing does, however, often come at a cost.”

Alongside their people-first mindset, SMEs are also taking environmental responsibility seriously. Ahead of World Environment Day on 5 June, Purbeck’s research revealed that nearly two-thirds (64%) of SMEs are implementing measures to reduce their carbon footprint.

Sustainability efforts were most prevalent among businesses run by younger leaders aged 25-34, and geographically strongest in the West Midlands. In contrast, firms in the North East were the least likely to be introducing environmental policies.

Larger SMEs (with 100-249 employees) are leading the way on green initiatives, with actions ranging from reducing business waste (adopted by 45%) to launching in-house recycling schemes. Notably, one in three SMEs tackling environmental concerns is encouraging sustainable procurement practices across their supply chains, demonstrating a growing awareness of embedded sustainability at an operational level.

While green action and employee support both carry costs, Purbeck’s report suggests that good business practices are translating into strong staff loyalty. The smallest firms are seeing the best retention rates, with 40% of businesses with fewer than 10 employees describing their employee retention as ‘very good’ — a higher proportion than their larger counterparts.

Davison added: “With the right financial backing, even the smallest businesses can play a meaningful role in working towards net zero without a negative impact on their cashflow or employee wellbeing. That’s why it’s vital to protect owners from risk if a loan is required — personal guarantee insurance helps to de-risk borrowing and enables SMEs to focus on their long-term goals with confidence.”

The findings underline how UK SMEs — often referred to as the backbone of the economy — are doing more than just surviving; they’re helping drive social and environmental change from the ground up. As the push toward net zero gathers pace and workers continue to feel the pinch, this dual focus on sustainability and staff support may prove critical in shaping a more resilient, responsible economy.

Read more:
UK SMEs show resilience by supporting staff and embracing sustainability

Almost half of UK employers have seen increased staff turnover as a result of delaying pay rises for professionals and white-collar workers, according to new research from global talent solutions consultancy Robert Walters.

In a survey of UK business leaders, 47% admitted that postponed or reduced salary reviews had led to higher employee attrition, as organisations struggle to balance cost controls with retention. The findings come amid a broader climate of economic uncertainty, with many companies prioritising the management of overheads in response to shifting market conditions.

Chris Eldridge, CEO of Robert Walters UK & Ireland, acknowledged the pressures that employers are facing but warned of the long-term costs. “Businesses are under immense pressure to keep costs down, and for many, salary increases just haven’t been feasible this year. In fact, 64% of business leaders cited budget constraints and business performance as the primary reasons for holding off on pay reviews,” he said.

“However, our research shows that these decisions are not without consequence. Whether it’s higher turnover or a gradual drop in motivation, companies are starting to feel the effects.”

The data highlights a growing gap between employer actions and employee expectations. Among UK employees who did not receive a pay rise this year, 63% are now actively looking for a new job. Even among those who did receive an increase, 61% said it fell short of their expectations.

This disconnect is contributing to a wider sense of disengagement. Over one in three employers (36%) reported lower morale and reduced motivation in teams following delayed pay increases — a challenge that is particularly difficult to navigate in a competitive labour market.

Chris Eldridge added: “There’s a clear message here: even if employees understand the business pressures, unmet expectations are still pushing them to reconsider their options. With AI-driven tools simplifying the job application process, professionals can now explore new roles with unprecedented ease.”

Sinead Hourigan, Global Head of CX, Commercial and Customer Experience at Robert Walters, said companies should prepare for a rise in salary discussions in mid-year reviews, especially among workers who feel overlooked.

“This is where salary benchmarking and market insights become vital. Employers need to go into conversations armed with credible data — not just to justify pay decisions but to show fairness and manage expectations effectively.”

To support employers in this, the newly released Robert Walters 2025 Salary Survey offers comprehensive insight into current market rates, pay trends and hiring outlooks across a range of professional sectors. The guide is designed to help businesses conduct evidence-based, transparent conversations about pay.

With many businesses constrained on what they can offer in terms of compensation, Robert Walters is urging employers to think beyond salary alone. The firm’s research suggests that career development, flexible working, and internal mobility opportunities are increasingly important to professionals weighing their options.

“When pay rises aren’t on the table, culture and communication matter more than ever,” said Sinead Hourigan. “We’re seeing more employers ask how they can retain their best people creatively and thoughtfully. The organisations that succeed will be those that balance cost control with genuine investment in employee experience.”

As the cost of living remains high and employees continue to reassess their priorities, the message for employers is clear: inertia on pay and progression risks triggering costly talent losses — and recovering that ground will take more than budget alone.

Read more:
Delaying Pay Rises Is Driving Staff Turnover, Say Nearly Half of UK Employers