HSBC Bank plc, a wholly owned subsidiary of HSBC Holdings plc, has entered into a binding agreement to sell its UK life insurance entity, HSBC Life (UK) Limited (“HSBC Life UK”), to Chesnara plc (“Chesnara”), a UK-based life and pensions business. The transaction includes all in-force life insurance policies and investment products written by HSBC Life UK and is expected to complete in early 2026, subject to regulatory approval. On completion, approximately 230 roles supporting HSBC Life UK are expected to transfer to Chesnara and both parties will work closely over the coming months to enable a smooth transition for colleagues and customers. The transaction forms part of the simplification of the HSBC Group announced in October 2024. HSBC is focused on increasing leadership and market share in the areas where it has a clear competitive advantage, and where it has the greatest opportunities to grow and support its clients. HSBC has a market leading position in the UK serving retail, commercial and corporate and institutional banking clients. The UK is one of HSBC’s four core businesses and will continue to be a focus for growth. Following completion of the transaction, HSBC UK will continue to offer life insurance products to UK customers from third party providers.

As summer unfurls its full splendour, gardens, parks and countryside across the UK explode with colour and fragrance. Whether you're a seasoned horticulturist, a casual gardener or simply someone who appreciates nature's beauty, summer flowers bring joy, vibrancy and a touch of magic to the long, warm days. From classic cottage garden favourites to bold border showstoppers, here’s a look at some of the most beloved summer blooms, and how to make the most of them during the brightest season of the year. The Stars of the Summer Garden 1. Roses Nothing quite captures the romance of summer like the rose. From delicate climbers to hardy shrub varieties, roses come into their own during the summer months. Look out for English varieties, such as the fragrant ‘Gertrude Jekyll’ or the blousy ‘David Austin’ hybrids. With regular deadheading and feeding, they’ll reward you with blooms from June well into autumn. 2. Lavender Beloved for its soothing scent and dusky purple hues, lavender is both beautiful and practical. A staple of Mediterranean-style gardens, it thrives in full sun and well-drained soil. Beyond its visual appeal, it also attracts pollinators and repels pests — perfect for companion planting alongside vegetables and herbs. 3. Dahlias For drama and diversity, few summer flowers rival the dahlia. Available in nearly every shade imaginable — from soft pastels to electric brights — dahlias range in form from delicate singles to extravagant pompons. Though they require a little patience to grow (and some protection from slugs), the results are truly spectacular. 4. Delphiniums and Hollyhocks Tall and elegant, these traditional cottage garden flowers add vertical interest and a nostalgic charm. Delphiniums, with their towering spires of blue, violet and white, make a striking backdrop to flower beds. Hollyhocks, meanwhile, are a haven for bees and butterflies and thrive in sunny spots with shelter from the wind. 5. Cosmos Graceful, easy-going and endlessly cheerful, cosmos are a favourite among both beginners and seasoned gardeners. Their feathery foliage and delicate daisy-like blooms in pinks, whites and purples bring a touch of whimsy to any space. They’re also long-flowering — often blooming right through until the first frosts. Planting for Colour and Continuity One of the joys of summer gardening lies in creating displays that evolve throughout the season. To achieve a continuous show of colour, combine early bloomers with mid- and late-summer varieties. Consider mixing perennials with annuals for both structure and spontaneity. Warm tones — like reds, oranges and yellows — can create a sun-drenched Mediterranean feel, while cooler palettes of blues, purples and whites offer a calming, classic look. Don’t be afraid to experiment with texture and height: spiky salvias, frothy scabious and architectural alliums can all add depth and contrast. Caring for Summer Flowers Summer blooms are at their best with a little routine care. Regular watering is essential, particularly during dry spells, but it’s important to avoid overwatering or soaking foliage, which can lead to mildew or rot. Deadheading — removing spent flowers — encourages many plants to produce more blooms. Mulching beds can help retain moisture and suppress weeds, while a monthly feed with a balanced fertiliser will keep plants healthy and vigorous. Be vigilant for pests such as aphids, slugs and snails. Encouraging beneficial insects like ladybirds and lacewings, or using natural deterrents, can help maintain a healthy garden ecosystem. Bringing Summer Indoors The beauty of summer flowers doesn’t need to stay outside. Many of these seasonal stars make stunning cut flowers. Roses, sweet peas, cosmos and dahlias all last well in a vase and can brighten up your home with their colour and scent. For best results, cut stems early in the morning or late in the evening, and remove any leaves that will sit below the waterline. Refresh the water every couple of days and trim the stems at an angle to prolong their vase life. The Joy of a British Summer Garden There’s something deeply grounding about spending time among summer flowers — whether tending a garden, visiting a botanical park, or simply admiring a wildflower verge on a country walk. These blooms mark the height of the growing season, a time of beauty, abundance and celebration. So whether you’re planting a full border, tending to pots on a balcony, or arranging a bouquet for the kitchen table, summer flowers are a simple and joyful way to connect with the season — and with nature itself.

The 112th Tour de France, the world’s most famous stage race, is well underway, and Škoda Auto is once again the main partner – its 22nd year in this role. The carmaker is providing up to 225 support vehicles for the organisers, all of which are either fully electric or plug-in hybrid models. Among them will be two ‘Red Cars’ – the new Škoda Enyaq and Superb iV – for Race Director Christian Prudhomme. Škoda is also the longstanding sponsor of the green jersey for the leader of the points classification and supplies the trophies for the overall winner, points leader, mountain classification leader, and best young rider. This year’s race will see a peloton of 184 cyclists in 23 teams compete over 21 stages, covering a total of 3,339 km, with the finish on Paris’s Champs-Élysées. Martin Jahn, Škoda Auto Board Member for Sales and Marketing, said: “Škoda Auto is proud to mark 22 years as the main partner of the Tour de France. As we celebrate our 130th anniversary of Škoda Auto, our commitment to cycling is stronger than ever. We are looking forward to being part of one of the most watched sporting events on the planet, providing a modern fleet of electric and plug-in hybrid vehicles to support this exciting race. Škoda is joining millions of fans along the route and an incredible three billion TV viewers to witness the riders’ outstanding performances. And we are excited to connect with these fans through our WeLoveCycling platform and share the thrill of the race together.” Tour de France returns to the Champs-Élysées The 112th Tour de France takes place from 5 to 27 July. The Grand Départ sets off from Lille in the north and will culminate with the traditional finish on the Champs-Élysées in Paris. A total of 184 riders in 23 teams will tackle 21 stages and 3,339 km with a total elevation gain of 52,500 metres, crossing France’s Massif Central, Pyrenees, the Alps including the legendary Mont Ventoux climb, and Jura Mountains. The highest point on the route will be the Col de la Loze (2,304 m above sea level). Škoda Auto provides up to 225 support vehicles to the organisers and Race Director As the official main partner of the event, Škoda Auto is supplying the organisers with up to 225 fully electric and plug-in hybrid support vehicles. The fleet will include the new all-electric Enyaq, as well as the plug-in hybrid version of the Superb. In addition to the official vehicles, Škoda will be bringing two show cars to this year’s Tour de France: the Elroq Respectline joins the caravan for every stage of this year’s race, highlighting the brand’s values of respect, diversity, and inclusion. Fans can also look forward to the tenth Škoda Student Car, the L&K 130, designed and built by students at the Škoda Auto Secondary Vocational School of Engineering. Race Director Christian Prudhomme will have two Red Cars at his disposal, which will once again lead the peloton – the Škoda Enyaq and Superb iV. These mobile command centres, covered in distinctive liveries, are equipped with sophisticated communication technology to continuously monitor events on the track and exchange information with other race organisers. Škoda Design creates crystal trophies featuring the 130th anniversary logo Škoda is the sponsor of the green jersey for the points leader and supplies the trophies for the overall winner, as well as the points and mountain classification leaders and best young rider. This year’s trophies will feature a special Škoda logo to mark the carmaker’s 130th anniversary. Škoda launches fan activities and a competition for a place on the Champs-Élysées Throughout the Tour, Škoda will provide race updates and behind-the-scenes stories on WeLoveCycling.com and run competitions with exclusive prizes. The main prizes are places in Škoda cars on the final stage in Paris for seven winners and their companions, including the chance to ride alongside former pros on a 60 km circuit around the Champs-Élysées. Other prizes include professional bikes and official Škoda green jerseys. Members of the Škoda cycling community could also sign up for a ride with 2010 Tour de France winner and Škoda WeLoveCycling ambassador Andy Schleck. During the event, spectators can visit the Škoda Coffee Car, while a Škoda promotional caravan will tour the route with gifts and souvenirs. The car manufacturer also sponsors the official Tour de France app. Škoda’s commitment to cycling rooted in the company’s history The Czech automaker’s history is closely linked to bicycles. In 1895, Václav Laurin and Václav Klement – Škoda Auto’s founders – started with a bicycle factory in Mladá Boleslav. The Czech carmaker supports many other major cycling events for both professionals and amateurs, including the Tour de France Femmes avec Zwift, the Vuelta, and L’Etape. In May this year, Škoda announced it will be the official partner of two more flagship Union Cycliste Internationale (UCI) events for the next two seasons: the UCI Mountain Bike World Championships and the UCI Gravel World Championships.

Kia UK has delivered an exceptional first half of 2025, achieving record-breaking sales across several key segments. With 62,005 new vehicles registered year-to-date, Kia firmly secures its position as the UK’s third best-selling car brand so far this year. Eco cars (EV, PHEV, HEV, excluding mild hybrids) played a pivotal role in Kia’s momentum with 31,643 electrified vehicles registered during H1 – representing more than half of all Kia sales so far this year. This marked an over 7% increase year-on-year, cementing Kia as a top eco car brand in the UK and just below the market leader. For perspective, in 2011 Kia registered 53,614 cars in the entire year. Strong contributions came from all segments, including the Sportage which is the UK’s second most popular car of any make or model this year with 23,012 registrations year-to-date. The EV3 continues its popularity winning more awards already than there have been weeks in the year, and it is the UK’s most popular retail-registered EV in the first half year, with 6,293 total registrations. Meanwhile, the Picanto saw an increase in registrations of an impressive 35% year-on-year, to 7,607 units registered. Kia’s performance over the first half of 2025 illustrates a compelling blend of product appeal and electrified ambition. Quick Off The Blocks A standout January set the tone for the first half year, as Kia recorded its best-ever start to the year with 10,813 units sold and a commanding 7.8% market share, placing it second overall across retail and fleet. The Sportage SUV continued its dominance, topping the UK sales charts in January and maintaining its stronghold as the country’s best-selling SUV in 2024. Quick off the blocks, the all-electric EV3 also emerged as the UK’s best-selling retail EV. Kia topped UK registrations in February, and it was the number one eco car brand (EV, PHEV, HEV), while the Sportage continued to be the UK’s favourite car with 1,516 registrations. The Picanto was the best-seller in the A-segment and the Ceed the third best-selling C-segment car – testament to Kia’s continued support of the traditional small and hatchback segments. Kia ended Q1 with a host of records: March was the best-ever month for the brand in its 34-year UK history, with an impressive 19,993 registrations. Kia achieved 35,063 registrations across Q1 with a 6.0% market share. This was the largest ever Q1 result for Kia, made up of the most electrified ‘eco’ models registered in any quarter, including the most plug-in vehicles (EV and PHEV). This was appropriately recognised with the EV3 winning the outright 2025 UK Car of the Year award, following in the footsteps of the EV9 in 2024. Q1 was additionally the best-ever result for registrations of the Stonic, Ceed Sportswagon and Sorento HEV. The EV3 earned further praise in April, winning the 2025 World Car of the Year award, again following the same accolade awarded to the EV9 the year before. Kia’s drive for innovation was further highlighted with the UK unveiling of the PV5 Purpose-Built Vehicle (PBV) at the Commercial Vehicle Show at the end of April. In addition, April saw Kia voted by the nation’s car dealers as the top brand for the fifth consecutive time in the National Franchised Dealers Association (NFDA) Winter 2025 Dealer Attitude Survey (DAS). Kia’s registrations continued to impress across both April and May, with Kia ending both months as the third best-selling brand year-to-date, thanks to registrations across all models. Notably, success continued with the EV3 that was the best-selling retail electric vehicle once again, while the Sportage continued its popularity as the best-selling car of any make or model. Kia ended June as the fourth best-selling brand with 10,043 units registered, with a 5.2% market share month-to-date. The Kia EV3 is the brand’s fastest selling EV, contributing to a best-ever June and Q2 for EV registrations. In addition, Kia scored a Q2 eco car registration record, which was aided by the Sportage surpassing 450,000 lifetime registrations – just ahead of Kia’s announcement of pricing and specifications for the new Sportage on 1 July.

Elon Musk’s announcement that his newly launched America Party will fully back Bitcoin marks a major leap in the digital asset’s political legitimacy — and directly builds on the momentum initiated by the Trump administration earlier this year, says the CEO of one of the world’s largest independent financial advisory and asset management organizations. Nigel Green of deVere Group says Musk’s move signals that Bitcoin has decisively moved from the fringe of financial markets into the core of sovereign-level policy and mainstream political strategy. “Musk is pushing Bitcoin deeper into public life, but this isn’t a solo effort. He’s stepping into a slipstream that was already building under the Trump administration,” says the deVere CEO. “The world’s richest entrepreneur is now amplifying what started as a federal shift, and in doing so, he can be expected to accelerate institutional adoption.” In March, President Trump signed an executive order establishing a Strategic Bitcoin Reserve, formally placing seized Bitcoin into permanent federal custody. Managed jointly by the Treasury and Commerce Departments, this reserve is understood to hold more than 200,000 BTC — now valued in the tens of billions of dollars — placing Bitcoin alongside gold and oil in the United States’ sovereign asset portfolio. “This was a pivotal moment. It reframed Bitcoin from a volatile outsider to a recognised store of national value. It told global markets that the US no longer sees Bitcoin as a threat — but as an asset.” That structural repositioning created the foundation for what Musk has now made political. Musk’s declaration that Bitcoin will be a core pillar of his America Party adds new velocity. It extends Bitcoin’s reach into public-facing discourse and sets the stage for policy platforms that include digital assets at the heart of their economic agenda. “Trump institutionalized Bitcoin through formal policy. Musk is now embedding it into the democratic process,” Nigel Green explains. “This dual momentum is significant validation for the crypto sector.” Markets have responded. Bitcoin climbed above $109,000 on the news, a move underscoring the asset’s growing sensitivity to political events, not just macroeconomic data or risk sentiment. “Bitcoin is no longer a pure market asset, it’s now a political variable,” says the deVere chief executive. “It changes how institutional capital must evaluate it. Exposure isn’t just about price speculation, it’s about positioning ahead of structural adoption.” The implications extend far beyond the US. As Washington integrates Bitcoin into national reserves and political rhetoric, other economies are being forced to react. Argentina, Poland, Bhutan and even Pakistan are weighing sovereign digital asset strategies, while central banks in Asia and Europe monitor the shift. “When the United States, the world’s largest economy, endorses Bitcoin through both policy and politics, it compels global institutions to re-evaluate their own approach,” says Nigel Green. “Bitcoin is being normalized by the most influential levers of power — and that gives it staying power.” For investors, this moment presents both urgency and opportunity. “The conversation has changed,” says Green. “The fundamentals have caught up with the narrative, and the political tailwind makes it increasingly difficult for serious capital allocators to ignore.” He continues: “This is another sign that Bitcoin is entering the sovereign, institutional and political mainstream. We believe investors who engage now, thoughtfully and with proper structuring, will be best positioned as this new phase of adoption unfolds.” Green concludes: “Musk’s move doesn’t just signal support, it propels Bitcoin into another stage of legitimacy. Combined with Trump’s federal reserve policy, the political foundations for widespread adoption are being laid.”

The West Midlands must act fast if it is to bridge a net zero skills gap and become a leader in the green economy, a new report has advised. The Net Zero Future Skills Report says the region would benefit from establishing a Green Skills Centre to help deliver the 480,000 green jobs the UK should create by 2030. It found the need was acute among small and medium-sized enterprises (SMEs), which form the backbone of the West Midlands economy. A high percentage of SME workforces require immediate training, while an equally large proportion recognises the need for these skills in the near future. The report, funded by West Midlands Combined Authority’s Clean Futures Innovation Accelerator programme and produced by Coventry University, makes several recommendations, with goals including: Short-Term : Launch targeted outreach campaigns and establish a Green Skills Centre tailored to SME needs  Medium-Term : Develop structured career pathways through apprenticeships and internships, particularly for the region’s young people Long-Term : Foster collaboration between government, industry, and education to create a resilient green skills ecosystem  Professor Carl Perrin, Associate Pro Vice-Chancellor (Research) at Coventry University, said: “Green skills are no longer a ‘nice to have’ - they are a strategic imperative. Businesses that invest in sustainability and workforce development are not only contributing to environmental goals but also unlocking economic advantages." “One of the main constraints SMEs face is the ability to find the time to run sustainability initiatives and to release people from business day-to-day activity to learn new skills." “Many struggle to allocate time and resources for upskilling, making long-term workforce planning difficult. Training costs and access to training and development tools remain a hurdle, particularly for smaller businesses with limited budgets." “Despite these challenges, the potential benefits of a robust Net Zero skills strategy far outweigh the difficulties. A well-supported, properly co-ordinated training ecosystem will position the West Midlands as a global leader in green industrialisation. Government intervention, business commitment and academic collaboration are essential to delivering this transformation.” Richard Parker, Mayor of the West Midlands, said: “My forthcoming Growth Plan is all about making sure local people have the skills they need to take up the new jobs we’re creating in fast-growing green industries." “It will turbocharge the work that’s already begun to build a pipeline of talent to tackle the net zero skills gap this report rightly highlights." “Through major investment in decarbonising homes and businesses, and by attracting global firms in EV battery manufacturing, energy storage and clean tech, we’re creating real opportunities and making sure local people are ready to grasp them.” Read the full report here

In the world of family businesses, the lines between professional and personal often blur. Your teams aren't just employees; they're often your siblings, cousins, and even your children. This deep connection makes the health and wellbeing of everyone within your business not just a strategic consideration, but something truly heartfelt. Prioritising their wellbeing isn't just about the bottom line; it's about safeguarding the happiness and security of your extended family and the legacy you are building together. While the demands of running a business can feel all-consuming, especially when juggling family dynamics, taking care of your team’s wellbeing is more vital than ever. Here are four reasons why wellbeing is a non-negotiable: 1. Protect Your Most Valuable Asset: Your People Absenteeism, where employees are physically absent from work due to illness, is an obvious drain on productivity. But equally damaging, and often overlooked, is presenteeism, where employees are physically present but underperforming due to illness, stress or fatigue. In a smaller team, the impact of even one or two individuals operating below their potential can be significant, disrupting workflow, delaying projects, and ultimately affecting your bottom line. Investing in wellbeing initiatives can proactively address the root causes of both absenteeism and presenteeism. 2. Wellbeing is Contagious: Positive Habits Spread Our habits are often shaped by those around us. When a team embraces healthy routines together, whether that’s moving more, eating better, or taking time to reset, the ripple effect can be powerful. Programmes like Habits for Health from Wellbeing People not only support individual wellbeing, but also create a shared experience that brings people closer together, reinforcing positive behaviours across the whole team. 3. Boost Morale and Team Cohesion in Close-Knit Teams Workplace stress can easily spill over into family life, potentially straining relationships that are already intertwined with the business. By actively promoting wellbeing, you can create a more supportive and less pressured environment, nurturing greater harmony both within the business and within your families. This strengthens the bonds that are the very foundation of your organisation. 4. Create a Legacy of Care and Sustainability The values you uphold today shape the future of your family business for generations to come. By embedding a culture of care and wellbeing, you are not only supporting your current team but are also laying the foundation for a healthier and more sustainable future. It's about building a legacy to be proud of, one where people feel valued and supported. Every success or setback in a family business rumbles through both work and home life, making wellbeing a shared responsibility and a collective commitment. When you lead with empathy and embed wellbeing into the culture of your organisation, you create a resilient, motivated team that’s prepared to weather challenges together and celebrate shared victories. Ultimately, wellbeing isn’t a perk, it’s a powerful strategy for long-term success and generational continuity. Ready to take the next step? Wellbeing People are a strategic partner of Family Business United so feel free to chat to the Wellbeing People team to explore how a tailored wellbeing strategy can support your business.

A University of Dundee spin-out has formed a new company dedicated to developing new obesity therapies that avoid the muscle loss often associated with current GLP-1 drugs. Tay Therapeutics was spun out of the University’s School of Life Sciences in 2020 by Dr Andrew Woodland and Dr Mark Bell. Over the past four years, Tay has built a strong track record in drug discovery, delivering three candidate drugs targeting inflammatory and rare genetic conditions. Building on this success, the team has now launched a new company – Hawkhill Therapeutics – dedicated to creating oral, muscle-sparing alternatives to multibillion-dollar blockbuster GLP-1 drugs. While GLP-1 drugs, such as Ozempic and Mounjaro, have been hailed for their anti-obesity properties and potential to prevent the development of related diseases such as diabetes, heart disease and cancer, concerns have also been expressed that a significant percentage of weight reduction comes from the loss of muscle. Preserving muscle mass is vital for overall health, longevity, and a higher quality of life, particularly as we get older. Muscle mass helps with metabolism, weight management, and reduces the risk of falls and fractures, while also supporting bone health and potentially reducing the risk of chronic diseases. Hawkhill Therapeutics is addressing this challenge by developing an oral drug targeting a clinically validated mechanism, in line with growing industry interest in muscle-sparing weight loss solutions. Dr Woodland, CEO of both Tay and Hawkhill, says that he is excited by the potential of the new company. “We are developing potentially game-changing medicines for patients with obesity that we hope will help patients maintain a healthy weight, while retaining muscle mass and improving their overall health and wellbeing,” he said. “With 50% of the global population predicted to be obese by 2050 at a cost of trillions of dollars to the world economy, the world needs drugs that confront the scale of the obesity crisis. The Holy Grail is to address the limitations of the current generation of GLP-1s by improving long term tolerability, reducing side effects and retaining muscle." “We have a strong track record developing innovative treatments and my passion to help patients is what drives me on. Since its inception, Tay has developed three candidate drugs in four years, with less than £15 million funding. This is close to unheard of in our field and it all originated here in Dundee.” Both Tay and Hawkhill are registered at the new Life Sciences Innovation Hub adjacent to the University. As a lean, virtual biotech with chemistry and biology outsourced to contract research organisations, Hawkhill aims to deliver a clinic-ready candidate at a fraction of the usual cost. Hawkhill is currently raising investment to advance its promising obesity program. As the company grows, it plans to expand into dedicated office within the Innovation Hub, with lab space to follow in the future. The Life Sciences Innovation Hub was supported by a £20.2 million Scottish Government investment through the Tay Cities Region Deal as well as by Scottish Enterprise, the Wolfson Foundation, Garfield Weston Foundation, UK Government (through the UK Shared Prosperity Fund) and the University of Dundee.

With the majority of UK households feeling financially secure, the economy is set for a summer boost related to 70% of people heading on holiday – according to new KPMG research. The findings come from KPMG’s latest quarterly Consumer Pulse survey of 3000 people across the UK, which also shows improvements in the last three months in consumer confidence in both personal financial security and the health of the UK economy. Improving Consumer Confidence The number of people feeling financially secure has risen this quarter by three percentage points to 58%, while confidence that the UK economy is improving has risen to 17% from one in ten three months ago. Half of consumers (50%) also report being able to spend freely. But 14% of those surveyed say they are still having to actively cut their discretionary spend to pay for their essentials, while a further 3% of are incurring debt to do so. Despite the quarterly improvement in economic confidence, half of people (51%) feel that the economy is still worsening (but fewer than the 58% saying so last quarter). Most commonly those saying that the economy is getting worse cite the cost of their groceries (79%), utilities (74%), and the general state of public services where they live (42%), as reasons why they feel that way. Responding to the findings, Linda Ellett, Head of Consumer, Retail and Leisure at KPMG UK, said: “Consumer confidence has rallied over the last quarter and only a fifth of consumers now feel insecure about their financial circumstance." "Businesses will be hoping that this improvement brings about increased spending confidence during the summer months. But macroeconomic confidence still looms large, with half of consumers still to be convinced that the economy isn’t worsening.” Travel Plans Despite the mixed opinions on the economy, confidence in personal financial management means that seven in ten people say they will holiday this summer, with: 34% holidaying in the UK 21% holidaying abroad 15% holidaying in both UK and abroad But in the face of an elevated cost of living, which includes rises in some essential bills during the last three months, 75% of those going on holiday are taking steps to reduce the cost of travel, where possible, compared to their last holiday, with: 20% going for fewer nights. 19% going self-catering. 17% using a lower-cost airline. 16% controlling cost by using all-inclusive, full or half board deal. 14% staying in a lower star rating hotel. 14% booking joint accommodation with family or friends. Only 5% of consumers say they have chosen to spend more on this year’s summer holiday, while 20% say their holiday will cost around the same amount as last year. Taking children on holiday during term-time is another tactic being deployed to lower the cost of holidaying, with a third (33%) saying their child(ren) will miss some term-time in order to holiday this year, while one in five (20%) said their whole holiday would be taken during term-time. Among consumers not taking a holiday this summer, a fifth had either already been on holiday or will go after summer is over, or both. Four in ten (41%) of those not taking a trip away this summer say it is due to them not being able to afford to, while a quarter (23%) don’t want to go on holiday this year. Summer Related Spend In addition to direct travel related spend and the knock-on benefit of people holidaying in the UK, the demand for travel this summer could also bring a boost to the retail sector, with 77% of people expecting to buy items for their holiday, including 41% of those taking a holiday saying they plan to buy new clothing and 25% new footwear. Only 16% of consumers said that they won’t be spending on summer goods or experiences this year. Reacting to the findings, Linda Ellett, Head of Consumer, Retail and Leisure at KPMG UK, said: “Summer holiday demand looks very healthy, bringing direct and indirect benefit to the UK retail and leisure sectors." "Many households have prioritised discretionary spend for their holiday but, considering both household essential costs and the price of travel have increased, it is little surprise to see three quarters of holidaymakers are still taking a variety of steps to get the cost of their break down where they can.” Quarterly Buying Behaviour Reflecting on their spending during the last three months compared to the previous quarter, consumers most commonly said they had spent less on eating out. Around a quarter of consumers (23%) said they had bought more promotional or discounted items when shopping, while just over a fifth (22%) say they used their loyalty cards more.

Aldi has announced an updated list of priority locations across the UK where it is hoping to seek sites for new stores. The UK’s fourth-largest supermarket recently invited the public to suggest areas most in need of an Aldi store. Aldi has since analysed thousands of suggestions to help shape its store search for the years ahead. The latest list of priority locations where Aldi is actively looking for sites includes: Braintree, Essex Bromley, Greater London Chesham, Buckinghamshire Balby, Doncaster, South Yorkshire Ealing, Greater London Ferndown, Dorset Hitchin, Hertfordshire Kenilworth, Warwickshire Kirkby, Merseyside Largs, North Ayrshire Pickering, North Yorkshire Ponteland, Northumberland South Croydon, Greater London South Shields, Tyne and Wear Tadcaster, North Yorkshire Uckfield, East Sussex Warwick, Warwickshire Wellingborough, Northamptonshire Witney, Oxfordshire Worthing, West Sussex Aldi currently has more than 1,050 stores across the UK and is working towards a long-term target of 1,500. Over the summer, 10 new stores are set to open in areas including Caterham in Surrey, Sheffield in South Yorkshire, and Fulham Broadway in London. This expansion is part of a £650 million investment this year alone, helping Aldi bring its unbeatable value to even more communities. Jonathan Neale, Managing Director of National Real Estate at Aldi UK, said: “We want to make high-quality, affordable food accessible to everyone, and that means opening new stores in the communities that need them most." "The response from the public has been invaluable in helping us identify where demand is greatest, and where we need to focus our efforts on finding the sites that can become new stores.” Each site should be able to accommodate a 20,000 sq ft store with around 100 parking spaces. Ideally the location will be near a main road with good visibility and access. The supermarket says it is also on the lookout for sites to accommodate its Aldi Local store format in Central London in zones one and two, which typically have a minimum size of 5,000 sq ft of trading space, along with an additional 3,000 sq ft of ancillary space. Anybody who has a site that may fit Aldi’s requirements should contact realestateacquisitions@aldi.co.uk.

Leading a business in the UK today demands more than just commercial acumen. In a climate shaped by uncertainty, evolving workforce expectations, and rapid technological change, business leaders are navigating a landscape that is as complex as it is competitive. The challenges they face are varied and interconnected, requiring strategic adaptability and strong leadership. 1. Economic Uncertainty and Inflation Pressures Despite some signs of stabilisation, the UK economy continues to present significant challenges. Inflationary pressures have affected supply chains, reduced consumer confidence, and driven up operational costs. While interest rates have fluctuated in response to these pressures, uncertainty remains a constant factor in financial planning and investment decisions. Brexit-related issues further complicate matters. Trade barriers, changes in regulation, and increased bureaucracy continue to affect businesses engaged in cross-border commerce. This has added to the administrative and logistical burdens many companies now face. 2. Attracting and Retaining Talent Workforce dynamics have shifted dramatically in recent years. Skills shortages in key sectors, changing employee expectations, and increased competition for talent have made recruitment and retention a critical concern. Organisations are under pressure to offer not just attractive salaries, but also meaningful career development, flexible working arrangements, and a supportive workplace culture. In particular, younger workers are placing greater emphasis on work–life balance, personal growth, and the values of the organisations they work for. Businesses that fail to adapt risk losing talent to more forward-thinking competitors. 3. Navigating Digital Transformation Digital transformation continues to be a key priority, but it presents both technical and strategic challenges. Many businesses, especially small and medium-sized enterprises, are struggling to modernise legacy systems, integrate new technologies, and protect themselves from increasingly sophisticated cyber threats. The rapid pace of innovation — particularly in areas such as artificial intelligence, automation, and data analytics — requires leaders to make informed decisions about investment, implementation, and workforce training. Success in this area depends on having a clear vision, robust planning, and the capacity to adapt quickly to technological change. 4. Sustainability and ESG Demands Environmental, Social and Governance (ESG) considerations are now a central concern for businesses across all sectors. Regulatory requirements, investor expectations, and consumer demand are pushing organisations to demonstrate clear commitments to sustainability, diversity, transparency, and ethical practices. For many leaders, the challenge lies in embedding ESG principles into core business strategy rather than treating them as separate initiatives. This involves measuring and reporting impact, setting realistic but ambitious goals, and ensuring that progress is visible and credible. 5. Geopolitical Tensions and Global Supply Chain Disruption Ongoing geopolitical instability has heightened risk across supply chains and international markets. Conflicts, trade tensions, and regulatory shifts are all contributing to an environment in which resilience and adaptability are essential. Supply chain diversification, scenario planning, and investment in risk mitigation have become vital components of business strategy. Leaders must balance the need for global reach with the importance of reducing exposure to volatile international conditions. The Evolving Role of the Business Leader In this demanding environment, the role of the business leader has evolved. It is no longer enough to focus purely on profit and growth. Effective leadership today requires emotional intelligence, technological awareness, a commitment to responsible business practices, and the ability to lead through uncertainty. Resilience, agility, and a long-term strategic mindset are essential qualities for navigating today’s challenges and preparing for those still to come. For UK businesses, success will depend not only on responding to the present but also on anticipating the future.

Farnborough Aerospace Consortium (FAC) has promoted Kim Yeomans to Chief Operating Officer (COO). Kim has been part of the highly respected trade association for more than 20 years and has a wealth of knowledge as well as high level contacts. She started at the organisation as PA to the CEO, then was chief of staff before being appointed Operations Manager. Her promotion to COO is testament to her efforts in helping build FAC into one of the most respected trade associations of its kind. It has a packed schedule throughout the year and its membership is growing steadily as aerospace enters a new period. Alan Fisher, CEO of FAC, said: “This is very much deserved and as our membership knows, Kim gives us our thrust and uplift. In more than 20 years she has developed a great deal of knowledge and knows industry influencers extremely well." “Kim was also a founder member of Women in Aviation and Aerospace Charter (WiAAC), which was announced at the Farnborough International Air Show in 2018." “She now sits on its steering committee and she is also a governor of Farnborough College of Technology." “In her new role Kim will continue to lead our operational strategy and execution to ensure we deliver excellence and drive sustainable growth.” Kim said: “It is an honour to have this new title and I’m grateful to the board. I have spent more than 20 years in the industry and have seen it develop, and we are now entering a new, exciting phase." “Our members really are the driving force of British aerospace and our aim at FAC is to help them prosper and win business." “FAC really has taken off in recent years and we now have members across the country and around the world.”