Business

Wider access to weight-loss injections on the NHS could deliver significant economic gains by cutting sick days and easing the burden of obesity-related illness, new research suggests.

A study of 421 NHS patients using the latest generation of obesity drugs found the number of sick days taken fell by a third within three months of starting treatment. Combined sick leave dropped from 517 days in the three months before starting the jabs to 334 days after three months of use, according to data from Oviva, the UK’s largest provider of weight-loss support services.

After six months, 77 per cent of patients reported taking no sick leave at all — up from 63 per cent before starting treatment.

The findings highlight the potential economic impact of rolling out obesity injections more widely. Government figures show UK workers took 149 million sick days in 2024, down from a pandemic-era peak but still nearly 10 million more than pre-2020 levels.

Health Secretary Wes Streeting has previously described obesity as a key drag on the workforce, with people living with obesity taking “an extra four sick days a year on average” and many leaving employment altogether.

“These drugs could have colossal clout in our fight to tackle obesity and get unemployed Britons back to work,” Mr Streeting has argued, backing the medicines as a tool for reducing economic inactivity.

Government modelling suggests that a widespread rollout could save the taxpayer £5bn annually through productivity gains and lower healthcare costs. Obesity is estimated to cost the UK economy around £98bn a year, including £15bn in lost productivity and £19bn in direct NHS spending.

Despite political enthusiasm, the rollout of jabs such as Mounjaro, made by Eli Lilly, has been slow. At the end of June, 32,000 patients were still waiting for an NHS weight management appointment, while only 1 per cent of eligible patients currently receive treatment, according to Oviva.

A quarter of a million people across England are expected to be prescribed Mounjaro on the NHS over the next three years, but demand is already outstripping supply.

Martin Fidock, UK chief of Oviva, urged ministers to accelerate distribution: “The Chancellor talks about firing up Britain’s productivity but doesn’t address the millions who are locked out of work by poor health. People living with obesity are twice as likely to be off sick, yet Britain’s postcode lottery for healthcare means just a fraction of patients get access to treatment.”

The average patient in Oviva’s study was 49 years old — an age group where obesity typically peaks and comorbidities such as anxiety, depression and hypertension are common. Alongside the reduction in sick days, many patients reported lifestyle changes, including drinking more water and eating vegetables more regularly.

Research has also linked the new generation of weight-loss treatments to broader health benefits, including halving the risk of death from cardiovascular disease and reducing cancer risks.

Earlier this year, the Tony Blair Institute suggested weight-loss jabs could be offered to half of all UK adults as part of a national obesity strategy. However, if all 26 million Britons with a BMI of 27 or above were prescribed the drugs, the annual bill would be about £38bn — around 17% of total NHS spending.

The debate now facing policymakers is whether the productivity gains and reduced healthcare costs outweigh the upfront price of scaling up access.

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Weight-loss jabs could slash UK sick days and boost productivity, study finds

Think of your favourite brands. What makes them memorable? Why do people keep coming back? The same principles that companies use to position their products and services can be applied to individuals — a process now widely known as personal branding.

Harvard Business School lecturer Jill Avery describes it simply: “Every time we apply for a job, pitch to a client, or vie for a promotion, we are marketing ourselves. Personal branding is about understanding how to communicate our own value proposition — the difference we want to make in the world.”

What is personal branding?

At its heart, personal branding is the deliberate act of shaping how people see you. It’s about defining and communicating your unique value in a way that is accurate, coherent, compelling, and differentiated.

If you don’t take control of that narrative, others will do it for you — and their assumptions may not reflect the qualities you want to project. Done well, personal branding ensures you are remembered for the right reasons and stand out in a crowded professional landscape.

Why does it matter?

Reputation is currency. By consistently demonstrating your values, skills, and passions, you can attract opportunities that align with your authentic self.

A strong personal brand can:

• Draw attention to your unique differentiators, helping you win jobs, projects, or clients.
• Connect you with communities and peers who share your interests.
• Boost confidence, reduce imposter syndrome, and clarify your personal and professional goals.

Ultimately, it helps you become the go-to person in your chosen field or niche.

Building your personal brand

Richard Alvin, senior partner at the Content Crafting company,  suggests a six-step approach to cultivating and maintaining a personal brand:

Define your purpose

Start by identifying your values, goals and unique strengths. Ask: What do I care about? How do I want people to see me? What makes me special? From there, craft a clear value proposition — a sentence that sums up who you are and what you offer.

Audit your current brand

Before you build your ideal brand, you need to understand how you’re already perceived. Consider your credentials, your social capital (networks and relationships), and your cultural capital (experience and emotional intelligence). Where are the gaps?

Create your narrative

Facts are important, but stories are memorable. Develop anecdotes that illustrate your skills and character — whether that’s a bold career move, a personal challenge you overcame, or the way you led a project to success.

Communicate and embody it

Your brand isn’t just words on a CV. It’s how you show up — online, in meetings, and in casual conversations. Share your stories through LinkedIn, industry events, and personal interactions. Embody your values by consistently acting in line with your stated purpose.

Socialise your brand

Others can be powerful advocates. Surround yourself with gatekeepers, influencers, promoters, and communities who can amplify your message and open new doors.

Reevaluate and adjust

Personal branding is never finished. Seek feedback from trusted colleagues and mentors, adapt to new challenges, and continually refine the way you present yourself.

Making your mark

Personal branding isn’t about self-promotion for its own sake. It’s about clarity, consistency, and confidence — knowing what you stand for and ensuring others do too.

When done well, it helps you attract the right opportunities, connect with the right people, and make the right impact. In an increasingly competitive world, your personal brand is the story that travels ahead of you — make sure it’s the one you want told.

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Personal branding: what it is and why it matters

Tesla has almost halved the cost of leasing its electric cars in Britain, in a bid to reverse sliding sales and shore up its market share against fast-growing Chinese competitors.

British motorists can now lease a Tesla for just over half what it cost a year ago, with monthly payments on a Model 3 starting as low as £252 plus VAT. The Model Y, launched in May and retailing for about £60,000, has also been offered at under £400 per month by some leasing firms. Last summer, the same cars typically cost £600–£700 per month to lease.

Industry sources say Tesla has been forced into ad hoc discounts of up to 40% to leasing companies — both to stay competitive and because of limited UK storage capacity for unsold stock. While retail prices remain unchanged, Tesla has added zero-interest finance deals in its stores, a move analysts say will cost the company around £6,000 over three years on a £40,000 car.

“The most expensive way to find a home for these cars is by cutting the retail price. The cheapest way is to cut the monthly payments,” said Fraser Brown, managing director at consultancy MotorVise.

Tesla’s registrations in the UK fell by 60% in July year-on-year, to just 987 units, pushing its market share down to 0.7%. In contrast, China’s BYD — a relatively new arrival in the European market — claimed 2.3% of all new UK registrations, according to Society of Motor Manufacturers and Traders (SMMT) data.

Across Europe, Tesla faces similar headwinds as Chinese brands undercut on price and flood the market with aggressively priced EVs. BYD, Nio and XPeng have all stepped up their push into the continent, capitalising on consumers’ demand for cheaper electric cars as household budgets tighten.

Despite the slide, Tesla remains dominant in the used EV market, where one in four sales is still a Tesla, according to Auto Trader. Ian Plummer, Auto Trader’s commercial director, said:

“The main thing is you can access Teslas at more affordable prices and a lease is a good way to get a more affordable EV. They are still popular and generate a lot of interest on our platform — new and used — no matter what people think of Elon Musk.”

Leasing companies have become a crucial distribution channel for Tesla as private buyers remain cautious. Cash buyers accounted for just over 27% of Tesla’s new homes market activity, while leasing plans, driven by monthly affordability, are increasingly seen as the key to maintaining volume sales.

The strategy, however, highlights the fine balance Tesla must strike between sustaining demand and protecting brand value. Deep leasing discounts may boost sales volumes in the short term but risk undermining resale values and investor confidence if they become entrenched.

With interest rates stabilising and the UK government considering new incentives to support EV adoption, the next 12 months will be critical for Tesla as it seeks to prove its long-term competitiveness against a wave of Chinese imports.

Tesla declined to comment.

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Tesla slashes UK leasing costs as sales slump against Chinese rivals

Rachel Reeves has been forced to correct the official parliamentary record after giving MPs and peers inaccurate figures on both unemployment and her flagship pension reforms, prompting renewed questions over her command of economic detail.

The Treasury confirmed that Hansard, the record of parliamentary proceedings, had been amended following errors made by the Chancellor during committee hearings.

In one exchange, Reeves told MPs that the £425bn Local Government Pension Scheme was managed by “96 different administering authorities” and that she intended to cut this down to “eight pools” under her reforms to boost investment and efficiency. Officials later conceded the true figures were 86 authorities and a planned consolidation into six pools.

She also misquoted labour market data during an appearance before the House of Lords economic affairs committee, saying that “20% of people of working age are economically inactive and we have an unemployment rate of just over 4%.” The Treasury clarified that the Office for National Statistics (ONS) puts economic inactivity at 21% and the unemployment rate at 4.7%.

The mistakes, first highlighted by the Mail on Sunday, come at a sensitive time as Reeves faces mounting pressure over her first autumn Budget. Economists warn she may need to raise as much as £50bn to plug a hole in the public finances, a gap critics argue has been widened by policies that have dented business confidence and investment.

Andrew Griffith, the shadow business secretary, accused Reeves of having a “shocking grasp of detail”. He said: “When she’s writing such big cheques with taxpayers’ money, it’s no time to be loose with your numbers.”

This is not the first time the Chancellor has been forced into a public correction. In February, she was compelled to revise remarks about wage growth, having claimed that “since the election we’ve seen year-on-year wages after inflation growing at their fastest rate”. Treasury officials later clarified that real wage growth was running at its fastest pace in three years, not at a record high.

Last year, Reeves also faced scrutiny for exaggerating elements of her CV. She had claimed to have worked as an economist at Bank of Scotland — a role the lender said was misdescribed — and overstated her time at the Bank of England.

The repeated slip-ups are beginning to fuel criticism about her readiness for the Treasury brief. Reeves, who has billed herself as Britain’s first female Chancellor with a mission to restore fiscal credibility, is under intense scrutiny to deliver both accuracy and authority at a time when fiscal headroom is limited and expectations are high.

The corrections come just weeks before Reeves is due to deliver the autumn Budget. With interest payments on government debt climbing and growth sluggish, speculation is mounting about how she intends to balance the books.

She has already ruled out raising income tax, National Insurance or VAT, but the options left on the table — including potential changes to inheritance tax and capital gains tax — risk fuelling controversy.

For now, Reeves is under pressure not just to make the numbers add up, but to convince both Parliament and the markets that she has a firm grip on them in the first place.

The Treasury declined to comment further.

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Reeves forced to correct parliamentary record after misquoting key figures

When BrewDog was storming into the mainstream a decade ago, few could have predicted that one of Britain’s most famous craft brewers would one day become so reliant on JD Wetherspoon.

Yet industry figures suggest that the pub chain’s 794 venues now account for a substantial portion of BrewDog’s remaining draught distribution. If that relationship falters, the company’s flagship Punk IPA risks vanishing from much of Britain’s pub trade altogether.

For a brewer that built its reputation on challenging the big beer brands and convincing landlords to swap Carling for craft, it is an awkward reversal. What was once a disruptive force is now clinging to the mass-market pub estate of Tim Martin’s Wetherspoon empire to keep volumes flowing.

Founded in 2007, BrewDog quickly became synonymous with the UK’s craft beer boom. Marketing stunts — from parading a tank through Camden to brewing beer in taxidermy animals — made headlines, while its aggressive “Equity for Punks” crowdfunding brought in thousands of small investors. Punk IPA became the country’s best-known independent beer, carried by chains and independents alike.

But today’s picture is starkly different. Industry data shows BrewDog’s beers have disappeared from almost 2,000 pubs in the past two years, with Punk IPA distribution down more than 50 per cent. Chains and managed groups have quietly axed the brewer’s taps, preferring rival brands such as Camden Town (owned by AB InBev) or Beavertown (owned by Heineken).

The contraction is partly down to the economics of the pub trade. With rising costs, many groups have simplified their ranges and leaned heavily on deals with larger brewers. Yet BrewDog’s own brand controversies and financial woes have compounded the squeeze.

BrewDog has posted two consecutive years of heavy losses — £59m in 2023 and £30.5m in 2022 — and new chief executive James Taylor has admitted that this year will also see red ink. In July, the company announced it was shutting ten of its own bars, including its flagship Aberdeen site, citing commercial unviability.

Behind the financial strain lies a deal with US private equity firm TSG Consumer Partners, which invested in 2017. The arrangement requires BrewDog to deliver an 18 per cent annual compounding return, a structure that has created constant pressure to grow profits and jeopardises the stakes of its thousands of “Equity Punk” shareholders.

The result has been a company caught between conflicting identities: a punk outsider that still wants to appeal to its fanbase, and a corporate brewer beholden to investor demands.

That tension explains why the JD Wetherspoon deal is now so important. Wetherspoon offers volume, visibility, and a nationwide presence. For many casual drinkers, ordering a Punk IPA in a Wetherspoon may be their only encounter with the brand.

But the reliance is dangerous. As one industry insider noted: “If they ever lost the JD Wetherspoon deal, then that’s Punk IPA done as a [pub trade] product.” The pub chain itself is known for its relentless cost discipline and willingness to renegotiate terms. Should Martin decide BrewDog no longer offers value, or if rivals undercut it, BrewDog could lose a huge chunk of its UK distribution overnight.

It is a fragile foundation for a brewer that once prided itself on being indispensable.

BrewDog insists that its strategy is shifting towards “high-impact channels” such as festivals, stadiums and independent pubs, rather than relying on the mainstream trade. Its beers are increasingly visible at music events and sporting venues, while the company pushes exports and retail sales through supermarkets.

There is logic to this. The craft beer market has matured, and the pub trade is no longer the sole route to consumers. Yet BrewDog’s problem is deeper than channel strategy: it is one of brand credibility.

The allegations of a “toxic” workplace culture, leadership turnover, and criticism of its 2017 private equity deal have left a dent in its reputation among core craft beer drinkers. Competitors such as Camden and Beavertown, despite their corporate ownership, are viewed as more consistent and less controversial. Meanwhile, smaller independent brewers are thriving in local markets where authenticity and connection matter most.

For BrewDog, regaining that credibility means more than rebranding its cans or chasing festival contracts. It will require rebuilding trust with its community, redefining what “punk” means in 2025, and showing that the company still has a genuine point of difference.

BrewDog’s reliance on JD Wetherspoon is both a symptom and a symbol of its current predicament. It reflects how far the brand has retreated from its insurgent heyday and how fragile its distribution model has become.

Yet there remains a route forward. Craft beer still commands loyalty, and Punk IPA retains recognition on a scale most rivals can only dream of. If BrewDog can stabilise its finances, ease investor pressures, and re-establish its cultural credibility, it may yet avoid the fate of becoming a footnote in the craft beer story.

But for now, the company’s fortunes hinge precariously on Wetherspoon’s taps. And for a brewer that once claimed it would take on the world, that dependence is a sobering reality.

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BrewDog’s reliance on JD Wetherspoon shows a brand in retreat

BrewDog has suffered another major setback after figures revealed its beers have been removed from almost 2,000 pubs across Britain, in a fresh blow to the once high-flying craft brewer.

Confidential industry data shows that BrewDog’s draught beers have disappeared from around 1,860 pubs over the last two years – cutting its UK distribution by more than a third. Its flagship Punk IPA has borne the brunt, with distribution slashed by more than half, having been dropped from 1,980 pubs in the period.

One pub industry insider told The Times: “BrewDog is losing taps in the [pub and bar trade] like you wouldn’t believe,” with rival brands such as Camden Town and Beavertown moving into its place on the bar.

The losses have come mainly from pub chains and large operators, depriving BrewDog of vital income at the same time as it struggles to repair its financial position and reputation. Last month, the company was forced to shutter 10 of its own branded bars across the UK, including its flagship site in Aberdeen, after declaring them commercially unviable.

The downturn underlines the challenge facing chief executive James Taylor, who took over last year following a turbulent period marked by heavy losses and allegations of a “toxic” workplace culture. The company has reported losses of £59m in 2023 and £30.5m in 2022, with Taylor conceding it will remain in the red this year.

Industry figures suggest BrewDog’s reliance on JD Wetherspoon is now critical. The chain’s 794 pubs account for a large share of its remaining UK distribution. “If they ever lost the JD Wetherspoon deal, then that’s Punk IPA done as a [pub trade] product,” one source warned.

BrewDog’s chief operating officer, Lauren Caroll, said the contraction was part of a wider trend: “Independent brewers across the board have felt the squeeze from the economic pressures hitting the pub trade. With costs rising and consumers watching their spend, pub groups have been narrowing their ranges, and brewery-owned pubs are putting more emphasis on their own brands.

“It’s not just us – every independent brewer has been affected. We saw the trend coming, which is why we’ve shifted focus to high-impact channels like festivals, stadiums, and independents.”

Founded in 2007 by James Watt and Martin Dickie, BrewDog built its reputation on high-octane marketing stunts and the runaway success of hoppy beers like Punk IPA. But recent years have been overshadowed by damaging controversies, from allegations of a “culture of fear” to criticism over a 2017 deal with US private equity firm TSG Consumer Partners.

That deal requires BrewDog to deliver an 18 per cent compounding return on TSG’s shares, creating growing pressure on the brewer’s finances and sparking concern among its thousands of small “Equity Punk” investors.

Taylor, a former fashion executive who succeeded Watt and then James Arrow as chief executive, has overseen a major rebrand of the beer range in an attempt to restore momentum. But with shrinking pub distribution and sustained losses, BrewDog faces a fight to reclaim its place at the bar.

Read more:
BrewDog beers axed by almost 2,000 pubs as brand battles losses and closures

John Lewis has been forced to supply months’ worth of bottled water to residents in a Hampshire village after fertiliser pollution made the local supply unsafe to drink.

For the past four months, the retailer has delivered bottled water to homes in Longstock, near Andover, after tests revealed high levels of nitrates in drinking water drawn from its Leckford Estate, a 2,800-acre farm owned by the John Lewis Partnership since 1929.

The estate, known as the “Waitrose Farm”, produces fruit and other goods for the supermarket. About half the homes in Longstock are supplied directly with water from the site.

Nitrates, widely used in fertilisers, can seep into groundwater when washed out of soil by rainfall. Elevated concentrations in drinking water reduce the blood’s ability to carry oxygen, posing particular risks to infants — who may develop “blue baby syndrome” — as well as pregnant women.

Local authorities have told villagers they can continue to drink tap water only if it is supplemented by bottled supplies. Expectant mothers and young children have been advised not to consume the tap water at all.

The Leckford Estate has installed new filtration systems at its boreholes, which are partly fed by the River Test, but it expects problems to persist for at least another month while testing continues.

A spokesperson for the estate said: “The presence of nitrates is unfortunately a nationwide issue. We’re in regular contact with residents and have supplied free bottled water while new systems are installed. As a long-term solution, we are exploring options to connect Longstock to the local water provider.”

The government has previously warned of a rise in nitrate levels across England linked to prolonged dry weather, cropping changes and greater use of fertiliser. More than half the country has now been classified as a “nitrate vulnerable zone”, requiring extra monitoring.

Nearly 30% of water sourced from aquifers rather than rivers must now be treated or blended to meet safety standards.

The contamination at Leckford comes amid wider scrutiny of water quality. Southern Water, which supplies the surrounding region, was responsible for 15 serious pollution incidents last year.

A comparable incident occurred in Bramley, Surrey, when a petrol leak at an Asda filling station forced Thames Water to issue a “do not drink” order and distribute bottled water to residents.

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John Lewis estate supplies bottled water after pollution contaminates village supply

I recently discovered an amazing shopping website, Temu. They have a wide selection of products, from clothing to home goods, and the prices are incredible!

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As a Temu Influencer, you can receive free product samples from Temu, earn up to 20% commission (the commission rate applicable to the influencer shall be determined based on the country/region associated with their registered account at the time of participation), and get exclusive opportunities for sponsored promotions and boosting options. For those already familiar with  affiliate marketing or social media e-commerce, TEMU’s approach will feel intuitive. Creators can earn through commission-based referrals, with the potential to scale their earnings as their audience grows. The platform provides promotional tools and resources to help creators effectively showcase products to their followers.

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I advise all content creators to join Temu’s influencer program to earn commissions, rewards, and generous profits. I consider Temu’s influencer program one of the best free profit-making programs.

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In general, TEMU’s influencer program is not only suitable for creators with a large fan base, but also provides fair and potential profit opportunities for small and medium-sized or even newly established creators. If you want to turn your creative passion into tangible income, Temu influencer program is undoubtedly a good platform.

Also, let me tell you an interesting thing——I also got a discount code from Temu, why not come and experience Temu’s activities for yourself! Exclusive discount code: ack641880

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Exploring the TEMU Influencer Program: A New Way for Creators to Earn   

British racing will stage the first strike in its modern history next month, cancelling all fixtures on 10 September in protest at the Treasury’s plan to raise betting tax.

Four meetings due to take place at Carlisle, Uttoxeter in Staffordshire, and Kempton and Lingfield Park in Surrey will be called off, costing the industry an estimated £700,000. The blackout comes just days before the start of the St Leger Festival at Doncaster, one of the sport’s marquee events.

The strike is designed to underline opposition to proposals to increase the tax paid by bookmakers on sports bets from 15 per cent to 21 per cent, bringing it into line with online casino games. The British Horseracing Authority (BHA) and industry leaders warn that the move would undermine the sport’s financial model, which depends heavily on the separate horseracing betting levy. That levy — a 10 per cent tax on bookmakers’ profits from racing wagers — returned £108 million to the sport in 2024-25.

An economic study commissioned by the BHA estimated the proposed rise would cost the industry £330 million over the next five years and jeopardise 2,752 jobs in the first year alone. Racing is the UK’s second-largest spectator sport, worth £4.1 billion to the economy and supporting 85,000 jobs.

Jim Mullen, chief executive of the Jockey Club, which owns Carlisle and Kempton, warned the move would cause “irreparable damage that threatens a sport the nation is, and should be, proud of”.

Martin Cruddace, chief executive of Arena Racing Company, owner of Lingfield and Uttoxeter, said the plan posed an “existential” threat: “Unlike online casino games, British racing makes an enormous contribution to society and employment, has vastly different rates of gambling-related harm and is not available every ten seconds, 24 hours a day.”

The strike, which will see fixtures rescheduled but not replaced on the day, is intended to send a unified message to government. Trainers, jockeys and owners will join racing leaders and MPs at a Westminster campaign event instead.

Brant Dunshea, chief executive of the BHA, said: “British racing is already in a precarious financial position. Research shows that a tax rise could be catastrophic for the sport and the thousands of jobs that rely on it. We haven’t taken this decision lightly but our message is clear: axe the racing tax and back British racing.”

The Treasury has argued that harmonising betting and gaming duty would “provide tax certainty and increase simplification for remote gambling”.

The strike highlights the sport’s reliance on betting revenue and its vulnerability to shifts in government policy. Racing takes place in Britain on 363 days a year, with cancellations previously limited to bad weather, animal disease outbreaks or the Covid-19 pandemic. September’s action will mark the first time the industry has voluntarily suspended its own programme.

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British horse racing to strike for first time in protest at betting tax hike

Evelyn Partners, one of the UK’s largest wealth managers, is preparing to be put up for sale in a deal that could value the business at more than £2 billion.

Owners Permira and Warburg Pincus have appointed investment bank Evercore to explore a potential auction, with formal sale plans expected to be launched within months.

The move marks a shift away from earlier ambitions to float the business on the London Stock Exchange, despite a recent improvement in market sentiment.

Industry sources suggested that while a public listing has not been ruled out entirely, a trade sale is now seen as the most likely option, realistically taking place no earlier than the first quarter of 2026.

Founded in 1836 under the Tilney brand in Liverpool, Evelyn Partners has grown into one of Britain’s top five wealth managers, with £63 billion of assets under management as of the end of 2024. The group serves more than 150,000 affluent families and reported earnings of £174 million last year, up 12%. Its services include investment management, financial planning and its Bestinvest online platform.

The company has been reshaped to focus squarely on wealth management in preparation for a sale, following the disposal of its Smith & Williamson professional services arm and its fund administration division.

Potential buyers are thought to include NatWest, which is seeking to expand its wealth operations, although chief executive Paul Thwaite has cautioned that acquisitions must clear a “very high bar financially and operationally.” Evelyn’s scale could help bolster NatWest’s existing high-net-worth division, which includes Coutts.

Other likely suitors are the Royal Bank of Canada, which acquired Brewin Dolphin for £1.6 billion in 2022, and US-based Raymond James, which bought Charles Stanley for £279 million. The Ontario Teachers’ Pension Plan, which took a minority stake in Seven Investment Management for £255 million, is also seen as a contender.

Analysts say the attraction for buyers lies in exposure to a wealthy and fast-growing demographic in the UK, particularly at a time when asset prices are rising and demand for investment advice is strong.

Evelyn also have a specialist SME division, which through sponsorship go things like the Intrepid 232 (pictured) and the Business Champion Awards, has focused on supporting the entrepreneurs behind some of the countries fastest growing companies.

Evelyn competes with Rathbones, Quilter and St James’s Place, although the latter operates a different partnership-led business model.

The sale comes against the backdrop of regulatory reforms that will allow banks and financial firms to provide unsolicited investment guidance without carrying out full client assessments. Some in the industry believe this could broaden opportunities, while others fear it may encourage customers to bypass wealth managers altogether.

Permira acquired Evelyn in 2014, with Warburg Pincus joining as a shareholder in 2020 when it merged Smith & Williamson into the business. Neither firm, nor NatWest, would comment on the possible sale.

Read more:
Evelyn Partners tipped for £2bn sale as private equity owners prepare auction