That “back to school” feeling is creeping in again as summer winds down and autumn rolls in.

But for small business owners, founders, and entrepreneurs, it’s less about classrooms and more about brushing up on your skills, sharing ideas, and connecting (or reconnecting) with others through networking.

A new season is always a good time to meet new people, share what you’re working on, and find collaborations that can push things forward.

If you’re feeling a little lost on where to start, we’ve pulled together 82 free business events happening across the UK this September that you’ll definitely want on your radar.

The Office for National Statistics (ONS) might have been consistently underestimating the UK’s gender pay gap by one percentage point since 2004, a new report suggests.

Over the bank holiday, the British Journal of Industrial Relations (BJIR) shared findings that suggest the ONS may have been overly-reliant on payroll data from large businesses in its Annual Survey of Hours and Earnings (ASHE).

The paper reveals how this has skewed the results of the ASHE for the past 20 years, and potentially influenced how policymakers, employers, and the public understand progress toward pay equality.

What is the UK’s gender pay gap?

The gender pay gap refers to the difference in earnings between men and women employees. In 2024, the mean gender pay gap for full-time employees was 7.0%, meaning on average, women earn 93p for every pound that men earn.

Since records began in 1997, the gender pay gap has been closing. But the BJIR report suggests we might actually need to take a step back in 2025, as the ONS course corrects on what may have been a flawed methodology.

When gathering its statistics from companies, the BJIR alleges that the ONS did not properly take into account that most of its data came from big firms, where the gender pay gap is narrower. In smaller businesses, women are often paid less and underrepresented.

The BJIR findings were first reported by the Financial Times. According to the Financial Times, the ONS said the ASHE survey was under review, and that some of the issues raised in the report had already previously been addressed.

“Weighting schemes are just one aspect of the methodology of a complex survey such as Ashe, and we regularly scrutinise these methods to ensure they continue to be relevant and aligned to best practice,” the ONS said.

However, this is not the first time that the government body has faced accusations of sharing flawed data. In October 2023, the ONS suspended its monthly Labour Force Survey (LFS) due to concerns about data accuracy. This suspension lasted until February 2024.

Incoming pay gap data law changes

Trust in the government’s earnings data will be paramount ahead of incoming changes to pay gap reporting, which are set to come into force from next year.

Large employers will be asked to create action plans on addressing gender pay gaps, at first on a voluntary basis, before being made mandatory in October 2027. 

In June, the government launched a consultation on extending existing pay gap reporting laws to require large employers (those with 250 or more employees) to publish data on disability and ethnicity pay in their organisations.

It is hoped that these law changes will improve pay transparency in the UK. But, if the BJIR is to be believed, the ONS might need to get its own house in order first.

Reliable data matters in today’s labour market

The ASHE survey is used to produce comprehensive statistics on the earnings, hours, and gender pay gap in the UK for employees. Its findings are commonly used to inform decisions related to pay and working conditions, including over the future level of the minimum wage.

The reliability of these statistics matter not only to policymakers but also to employers and workers navigating an increasingly difficult labour market. 

In the hospitality sector alone, 4% of jobs have reportedly been lost since the Budget, in part because employers have struggled to absorb rising costs from higher minimum wages and National Insurance contributions, set by policymakers.

Ahead of changes to pay gap reporting in the forthcoming Employment Rights Bill, the demand for trustworthy wage reporting has never been greater. Without it, firms may end up making decisions on incomplete or misleading evidence.

More than half of UK adults now use their smartphones to scroll online stores, making it a more popular tool for shopping than for playing music, according to a YouGov tracker.

Smartphones have become firmly implanted in many areas of life, and online shopping is no exception. While buyers of the past may have browsed catalogues, telesales, or the high street, today they expect a pocket-sized shopping experience from the comfort of their sofa.

As consumer behaviour evolves, it’s important for ecommerce retailers to keep up. In this article, we’ll explore how small retailers can adapt to stay competitive.

Why mobile shopping is now the majority

According to YouGov’s 2024 study on how Brits are using their smartphones, 55% of Brits report using them at least several times a week for online shopping. That’s around 4% more than say they use their phone for listening to music.

Experts propose that convenience and the rise of mobile pay are major driving forces behind the current dominance of mobile shopping. 

Caila Schwartz, Director of Consumer Insights at Salesforce, explained to Reuters, “What we’ve always seen is this gap between shoppers looking and browsing from their phones, but then they go back to their computers and buy.” 

She added that this gap is shrinking as retailers introduce mobile-specific features like digital wallets (options like Apple Pay and Google Pay), store billing and shipping details for loyalty members, and personalised product recommendations.

Faster checkouts, tailored recommendations, and all-hours availability means there are fewer barriers standing in the way of shoppers hitting ‘checkout’. And, because phones are always within reach, casual scrolling can easily turn into an impulse buy.

The trend reflects a broader shift towards digital-first shopping habits, including social commerce, which is particularly prevalent among younger consumers. 

Women and young people more likely to shop on mobile

YouGov reports that women are more avid mobile shoppers, with 60% using their phones for online shopping, compared to a still-significant 50% of men. 

Talking age, 65% of 25-49-year-olds and 57% of 50–64-year-olds say they shop online via their phones. The figure drops sharply after 65, with only 35% of older smartphone users using their devices for shopping, according to YouGov.

Armed with this data, ecommerce retailers can tailor mobile-first marketing to the right audiences. The beauty of mobile commerce is that it offers built-in channels such as targeted SMS and push notifications. 

You can also roll out social commerce campaigns on platforms like Instagram or TikTok, where audiences tend to skew younger and female.

While older shoppers and men are slower to hop on the mobile shopping trend, adoption is steadily increasing across all groups compared to previous years. Regardless of age or gender, all customers now expect a seamless mobile shopping experience as standard.

How do you get your site mobile-ready?

Many sites still fall short of mobile-readiness, with slow loading times, clunky navigation, and frustrating checkout experiences on small screens, which easily drive shoppers away. 

Mobile shoppers have an increasingly short attention span, and any inconvenience can result in abandoned carts. They may be more likely to abandon their shopping carts due to high shipping costs, forced sign-ups, or app downloads.

For SMEs, this can mean lost sales, wasted ad spend, and customers that may not return. To get it right, test your site pre-launch with tools like Google’s Mobile-Friendly Test and take advantage of mobile optimisation features on ecommerce platforms like Shopify.

Even simple fixes, such as offering guest checkout, faster loading pages, and smoother checkouts, can significantly boost conversions and customer satisfaction.

At the start of this year, we reported on exclusive Startups findings that showed hospitality bosses felt the least optimistic about 2025. They were right to worry.

Analysis of jobs Office for National Statistics (ONS) data by the industry’s leading trade body, UKHospitality has found that 53% of all job losses in the UK came from pubs, bars, hotels, and restaurants, after the 2024 Autumn Budget sent employer costs skyrocketing.

UKHospitality represents more than 123,000 venues. In total, it said that about 4.1% of all jobs in the sector, or one in 25, has been lost since last October’s announcement.

According to the group, that percentage is seven times larger than the rate of job losses across the wider UK economy, confirming “the sector is the hardest hit by tax increases.”

Bosses slam “regressive” National Insurance rise

Job losses in restaurants, bars, pubs and hotels total around 89,000 since October 2024, according to the UKHospitality analysis.

The group is blaming this spike on higher taxes announced by Chancellor Rachel Reeves, including a “regressive” rise in the rate of employer National Insurance Contributions (NICs) from 13.8% to 15% at the start of April.

The Office for Budget Responsibility (OBR) had forecast around 50,000 job losses as a result of the changes. As Kate Nicholls, Chair of UKHospitality, pointed out, the actual figure of 164,641 is three times higher. Hospitality alone surpasses that figure by nearly 40,000.

In a triple whammy, Whitehall also lowered the earnings threshold for employers from £9,100 to £5,000 per year – increasing the cost of employing part-time and seasonal workers – and raised the minimum wage and living wage in-line with inflation.

“At a time when the country needs jobs,” said Nicholls, “the Government should be encouraging hospitality to grow and create jobs, not tax them out of existence.”

What else is behind hospitality hiring woes?

The figures from UKHospitality are staggering, but they are not surprising. A perfect storm has been brewing for the hospitality industry, culminating in today’s announcement.

Consumer spending is significantly down as rising inflation makes eating out unaffordable for many patrons. New visa laws have made it more expensive to hire chefs, bar managers, and bakers from abroad, despite the sector being one of the most reliant on non-UK employees.

Business rates also more than doubled at the start of April as a result of the Government withdrawing relief, with the average pub’s rates bill going up from £4,017 to £9,642 a year.

Many employers have raised their prices or introduced new charges to absorb these spiralling costs. But with every penny added to price lists comes the risk of alienating loyal customers, at a time when businesses have never needed them more.

Mandira Sarkar is the owner of Mandira’s Kitchen, a small restaurant in Surrey. “We’re in hospitality,” said Sarkar. “We can’t just pass costs on. It’s becoming impossible to survive.”

More support needed, and soon

Even the big players are bowing out. BrewDog closed 10 pubs and bars last month, and the CEO of Greene King has called for more support to help its struggling franchisees.

Whitehall has responded with some strategic measures designed to boost footfall, like protecting nightlife from noise complaints and awarding some local councils funding to encourage expansion for outdoor dining. But Nicholls has said it’s not enough.

“The Government needs to recognise the devastating impact of its tax increases on working people and communities across the country. It should take action at the Budget to reverse this damage by lowering business rates, fixing NICs, and cutting VAT”, said Nicholls.

As some companies experiment with four-day work weeks, some US tech firms are reportedly taking a page from China’s book, by adopting the extreme 996 working model.

The 996 schedule means working 12 hours a day for six days a week. Often praised as a “hustle strategy” that drives rapid growth and innovation, it’s also attracted controversy for leading to extreme burnout. First popularised in China’s tech and internet industries, the model has since caught on in some growth-hungry US companies.

On this side of the pond, though, it’s unlikely to stick. Our Right to Switch Off (RTSO) survey shows that UK founders lean towards boundaries and work-life balance, not extreme hours.

So what lessons, if any, should small-team founders take from the 996 movement?

What is the 996 – and why is it trending in the US?

The 996 model requires employees to work from 9am to 9pm for six days a week, adding up to 72 hours in total. The schedule was popularised in China’s tech and internet sectors, quickly becoming the industry norm over there. 

Despite being declared illegal by China’s Supreme Court in 2021, the approach has also spread to Silicon Valley’s tech and AI startups. Staffing and recruitment entrepreneur Adrian Kinnersley told Wired that 996 is becoming “increasingly common”.

Some companies are even using it as a filter in the hiring process. “We have multiple clients where a prerequisite before interviews is whether candidates are willing to work 996,” said Kinnersley.

One example of a firm that’s apparently adopted a 996 model is the AI startup Rilla. Wired reports that the company’s job listings openly demand more than 70 hours a week, warning applicants not to apply unless they are “excited” by the schedule.

Startup culture is often closely associated with hustle culture; a recent workplace phenomenon characterised by glorifying constant busyness, long working hours, and the relentless pursuit of success.

Productivity and achievement can be positive. But hustle culture can be detrimental when it encourages unsustainable practices, and neglects the importance of rest and recharge.

This is why the 996 has attracted considerable backlash. Critics highlight its links with burnout, health issues, and even worker deaths. And, as Kinnersley points out, the model seems “wildly noncompliant” with US labour laws, raising doubts about its legality as well as its ethics.

Why 996 is a toxic trap for startups

The criticism of 996 centres on its damaging impact on employee health. Such long hours are closely linked to burnout, as well as serious mental and physical health issues.

But the risks don’t stop there. Extreme schedules can also hurt business performance since tired employees make more mistakes, take longer to recover, and morale drops, leading to higher staff turnover. For small teams, losing just one person can seriously stall growth. In this way, adopting 996 with the goal of expansion can end up backfiring.

UK founders seem to already recognise this. In our survey of more than 500 business leaders, over 90% supported the government’s proposed RTSO laws, which would give employees the right to disconnect from work communications outside their contracted hours.

Unlike their US and Chinese counterparts, most UK and European founders don’t fall into the trap of overworking. Instead, they recognise that real growth is possible while also protecting employee health and wellbeing by adopting sustainable working practices.

What founders should do instead

Instead of requiring employees to pull extreme hours, bosses should focus on setting realistic working weeks, protecting downtime, and offering fair policies for overtime. 

When you do need work completed outside the usual 9–5, there are healthier ways to approach it, such as sprint-based projects, flexible scheduling, and clear boundaries around off-hours communication. These all help teams stay agile without burning out.

The 996 model isn’t a badge of honour, it’s a red flag. Smarter leadership looks like building a culture that values balance, as this will strengthen your team, protect well-being, and drive better long-term results.

For more tips on creating a healthier workplace culture in 2025, read our guide to organisational culture.

There’s been a major update on the timeline for the government’s new Employment Rights Bill. Aiming to both support economic growth and empower workers, the changes are set to roll out in stages from this year until 2027.

In its newly-released roadmap, Whitehall has outlined which reforms are on the bill and when they’ll be implemented. 

The ambitious package will modernise unfair working practices, such as zero-hour contracts, eligibility for Statutory Sick Pay (SSP), and unfair dismissal. 

All industries will be affected but retailers and hospitality operators in particular should take note. Pubs, bars, restaurants, and shops will be especially affected by the changes due to their high reliance on zero-hour contracts, tipping culture, and flexible shifts. 

What’s changing (and when) in the Employment Rights Bill?

After announcing the Employment Rights Bill in October last year, the government has now released a comprehensive roadmap for its implementation. With such an ambitious roster of changes, the reforms will be rolled out in phases. 

Here is when employers can expect each change to take effect:

Immediate (once granted Royal Assent):

• Some recent union restrictions (from 2016 and 2023) will be removed, meaning workers involved in strikes have more legal protections
• Striking workers will have protection from being sacked for the whole time of a legal strike and even after it ends
• If an employee is dismissed mainly because they joined protected industrial action, that dismissal will automatically be unfair

From April 2026:

• The earnings threshold and three waiting days for SSP will be removed, with eligible employees now able to receive SSP from their first full day of sickness absence
• Employees will be able to give their employer notice that they will be taking paternity and unpaid parental leave from day one in a job
• Whistleblowers in your business will be protected from retaliation. Protections will also extend to include the prevention of sexual harassment
• A new body called the Fair Work Agency will monitor and enforce workplace rights, so small businesses may be checked for compliance
• The maximum period of the protective award in collective redundancy will be doubled, so the compensation period workers can get will be twice as long
• Easier processes for unions to be recognised and vote on issues, including electronic and workplace ballots, will be introduced

From October 2026:

• Legislation will be introduced to ban ‘fire and rehire’; a practice where businesses cut staff to rehire new workers on worse terms to cut costs
• Employees will be consulted on how tips are shared out in the workplace
• You’ll be required to take ‘all reasonable steps’ to prevent sexual harassment in your workplace, and you’ll have a new duty to prevent third-party harassment by clients, customers, or contractors
• Union reps will have stronger protections, including access to paid time off and facilities to perform their duties
• Voluntary gender pay gap and menopause action plans will be introduced

In 2027:

• Pregnant employees and new mothers will be better protected against dismissal
• Workers will have the right to take time off when close family members die
• Exploitative zero-hours contracts will be a thing of the past, and contracts must outline predictable hours
• Staff will be protected from unfair dismissal from their first day of work
• Employees will be able to request flexible hours more easily
• Gender pay gap and menopause action plans will be made mandatory, after being introduced voluntarily in April 2026
• Rules around preventing harassment in the workplace will be clearer
• Rules for working with unions and employees will be updated for modern workplaces

What employers need to do

It’s wise to begin reviewing your contracts and shift practices before the changes begin rolling out later this year. Pay special attention to practices around sick leave and paternity / parental leave, as laws around these are set to change imminently.

In addition, updating your payroll and HR systems ahead of the changes to SSP and parental leave will help minimise headaches later down the line. These changes are set to take effect from April next year, which will roll around quickly.

While reforms around tipping, harassment, and flexible working will come in later 2026 and 2027, it won’t hurt to start looking at your policies around these already. 

Given that numerous changes are underway, it’s smart to begin training managers on the reforms so they are well-informed once they become set in stone. Being proactive will always help ensure that transition periods run much more smoothly.

Why it matters for small businesses

The reforms aren’t optional, and failing to comply can lead to costly employment tribunal claims, fines, or damage to your business’s reputation.

Businesses are already facing tough challenges, from tax hikes to shrinking profit margins, so the last thing you need is extra pressure like legal disputes or recruitment headaches. Non-compliance with the new rules will only exacerbate these problems by increasing staff turnover, recruitment costs, and the risk of lawsuits.

But don’t stress, the phased rollout of the reforms gives you plenty of time to adapt, as long as you start in good time. Following the new rules not only reduces risk, but it can also boost staff morale, retention, and your business’s reputation in a competitive job market.

HM Revenue and Customs (HMRC) has issued a warning to business owners who file Self Assessment tax returns, as scam attempts become increasingly sophisticated.

Scammers send falsified letters, emails, and voicemails from the department that threaten legal action over pretend tax errors or underpayments. Concerned customers reported more than 170,000 scam referrals to HMRC in the 12 months to 31 July 2025. 

Earlier this year, 100,000 PAYE employees were contacted after their accounts were used in a phishing scam that cost HMRC £47m.

Kelly Paterson, HMRC’s Chief Security Officer, said: “Scammers target individuals when they know Self Assessment customers will be preparing to file their tax returns. We’re urging everyone to stay alert to scam emails and texts offering fake tax refunds.”

Rise of fake tax refund scams

Scammers often impersonate government bodies such as HMRC, Companies House or even the Intellectual Property Office (IPO), in order to steal your money, or your identity, by getting you to reveal personal information. These kinds of scams are called ‘phishing’. 

Thanks to the information you file in your tax return, phishers who contact business owners may be able to gain access to confidential information like passwords, usernames, and access codes, so it’s important to stay vigilant.

HMRC data reveals that over a third of phishing attempts reported by customers last year regarded bogus tax rebates. Criminals can contact you via email or text message in order to get you to click on a hyperlink and enter personal details.

Image credit: gov.uk

New year, new scams

HMRC says filing early can help. Those who have already submitted their tax return are more likely to recognise scam attempts near the Self Assessment 31 January 2026 deadline. 

Taxpayers who leave filing until the last minute often face added pressure and may be more vulnerable to phishing messages that appear urgent or official. By contrast, early filers tend to have more time to scrutinise communications and are less likely to be caught off guard. 

Thankfully, reports of scam attempts have fallen by 12% year-on-year, according to government data. But evolving technology means that phishing attempts are harder to spot.

Cyber criminals are reportedly using AI chatbots to fix grammatical errors and spelling mistakes, removing an obvious red flag for those on the lookout for false communications.

Scammers are also increasingly setting up fake websites that copy the design and branding of HMRC in order to dupe taxpayers. In 2023, nearly 27,000 of these malicious web pages were taken down, representing a 29% increase on the previous year.

How to spot an HMRC scam

The best way to prevent yourself from falling prey to a scam is not to panic. ““Taking a moment to pause and check can make all the difference”, says Paterson. If you receive urgent communication or threats about a tax filing, take a deep breath. HMRC will not:

• Leave voicemails threatening legal action or arrest
• Ask for personal or financial information via text message or email
• Contact customers by email, text, or phone to inform them about a refund 

Never click on suspicious links or share personal information directly from a suspicious source. Instead, contact the company or person using their official details. For example, if you’ve been sent suspicious communication from someone claiming to be from HMRC, you can check the official HMRC scams guidance to check if it’s a genuine contact.

If you do fall victim to a scam, contact your bank immediately to stop any unauthorised transactions. Stop all communication and report the scam to phishing@hmrc.gov..

“Report any suspicious activity to us before the fraudsters do any more harm. Search ‘HMRC scams advice’ and refer to the scams guidance on GOV.UK”, adds Paterson.

Once hailed as the F&B disruptor that put IPA on the map, Scottish brewer BrewDog has been facing leadership turmoil in recent years. And the glass is staying half-empty, following news that nearly 2,000 UK pubs have stopped pouring BrewDog beers.

According to industry data reported by The Telegraph, a number of large pub chains have turned the taps off on BrewDog’s range of draught ‘punk’ beers, resulting in its loss from 1,860 pubs over the past two years. 

BrewDog is blaming wider economic pressures across the entire pub trade, but analysts point to the fallout from previous accusations of a “toxic” culture at the company.

For bar owners, the news is more than just another brand’s bad year. It raises questions about whether big craft names still carry the pulling power they once did. So, what’s behind BrewDog’s decline, and what does it mean for pubs looking to refresh their drinks lineup?

Nearly 2,000 pubs reportedly axe BrewDog beers

It’s hard to imagine a more influential F&B startup than BrewDog in the past two decades. Launching in 2007, the brand instantly won over a legion of craft beer fans with its bold marketing and international scale-up.

But BrewDog’s market standing has now gone flat. The Telegraph reports its distributors have declined by over a third since 2023, according to “confidential pub industry data”.

The Telegraph also alleges that BrewDog’s famous ‘Punk IPA’ has gone from over 1,900 outlets, a 52.3pc reduction in distribution. BrewDog does have one ace up its sleeve, however, as it remains a star player in JD Wetherspoon’s 794 venues across the UK. 

The brand’s troubles run all the way to the boardroom. Founder James Watt stepped down as CEO in 2024 after 17 years at the helm, after allegations of a “toxic” workplace culture.

His successor, James Arrow, resigned in early 2025. James Taylor, the new CEO, inherited a rocky ship to say the least when he took over in March.

Leadership churn is always a red flag. To bar owners, it makes it harder to predict the brand’s reliability as a supplier – not to mention its profitability. The brewer reported a £59m loss in 2023, following a £30.5m loss the year before.

Pub groups narrow draught ranges

The retreat from BrewDog also reflects shifting priorities within pub groups themselves. Under intense cost pressure, many operators are narrowing their craft beer ranges and leaning on in-house or lower-cost alternatives that guarantee stronger profit margins. 

Lauren Caroll, BrewDog’s chief operating officer, said: “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.”

In answer, BrewDog is undergoing a strategic shift. The brand closed 10 bars at the end of July (including its flagship Aberdeen site) in order to pivot towards large-scale operations. 

“We saw the trend coming, which is why we’ve shifted focus to high-impact channels like festivals, stadiums, and independent [pubs]”, said Caroll.

It’s a bold move. But a diminished venue portfolio will make the company more reliant on partners like ‘spoons, particularly as it finds itself disappearing from drinks menus.

No room at the bar?

There is a risk here for operators, of course. BrewDog’s exit could reduce customer draw – especially for punters seeking recognisable IPAs. 

But while BrewDog’s brand health is recovering, something exciting is brewing in the draught beer aisle. Customers are flocking to alternative drinks like JUBEL and Beavertown.

Alcohol-free options are also causing a stir, with brands like IMPOSSIBREW (a 0.5% beer designed to simulate the relaxing effect of alcohol) gaining a foothold in the market. 

This increased competition creates opportunities and risks for pubs and bars. Owners need to make sure they satisfy demand across both traditional and alternative categories, in order to stay on-trend without alienating patrons who want a familiar logo to end the day with.

Hospitality firms should use customer insights to keep track of how a product performs and inform sales forecasts. This will give you a clear, data-backed report to appraise which items belong on the shelf – and which are better left off the guest list.

We all know the old saying — cash is king.

And while cash transactions declined following the pandemic — leading many to speculate that the UK was becoming a cashless society — research from takepayments suggests cash is making a comeback as a preferred choice of payment.

Hospitality businesses across the UK are divided on the matter. While some have chosen to remain cashless following the pandemic, others have opted for a cash-only approach.

It could be a risky approach, though. takepayments recently surveyed 2,000 UK consumers, aged 16-86, to discover how shoppers prefer to pay in 2025. The results show that picking just one side may cost businesses more than they think.

Why you shouldn’t scrap cash payments

For many restaurants, bars, and pubs, going cashless feels like a no-brainer — no tills to balance, no cash runs to the bank, and no wasted minutes counting notes and coins.

However, not everyone is on board. Many patrons have been vocal about their distaste for cashless venues. Earlier this year, major high street chains like Itsu and Zizzi came under fire from customers for not accepting cash payments.

In February, numerous MPs called for the government to implement legislation to require all businesses in the UK to accept cash. One signee was Kate Osborne, Labour MP for Jarrow and Gateshead East.

“It is a fundamental right that people should be able to use cash as a legal tender,” Osborne told The Guardian. “I understand that many people are not using cash much of the time, but there should be a choice for all.”

And it seems that sentiment is being shared, as the survey by takepayments reveals that 56% Brits still carry cash and use it in-store — up 26% since 2023, and overtaking mobile wallets as the second most popular in-store payment method.

Dodgy systems are leading to abandoned purchases

Another problem with going cashless is that technology can let you down sometimes. If you don’t choose your POS system carefully, you could be left with a glitchy setup that crashes at the worst moments.

The consequences can be dire, as research reported by Retail Tech Innovation Hub reveals that retail and hospitality firms are losing £1.6bn each year due to payment system failures, with 61% of outages occurring during peak trading hours.

takepayments also found that 45% of customers said they had abandoned an in-store purchase because the system was down. 28% also said that a technical failure made them doubt the safety of the business’s systems altogether.

John Clark, Product Manager at takepayments, advises that businesses should have “regular payment system testing” as well as a backup plan to “prevent any unexpected disruptions whilst also protecting your sales and reputation.”

Consumers want payment options

However, that isn’t to say you should abandon your POS systems and only accept cash.

Even if all systems are up and running fine, the ability to choose between paying with cash or card is simply more convenient for your customers.

While the preference for cash is becoming stronger, 52% of consumers also told takepayments that cash-only businesses are “inconvenient”. 

Additionally, among those who abandoned their purchase, the majority of respondents (34%) cited a lack of cash funds as the reason, over even a dodgy payment system.

“The new data highlights the growing importance of offering multiple payment methods to meet customers’ evolving expectations,” Clark added. “While mobile wallets and digital payment options are seeing faster and widespread adoption, traditional methods like cash and card payments are still crucial.

“Failing to provide a variety of payment options could result in lost sales, as customers may turn to other brands that offer more flexibility.”

It’s fair to say that Shein doesn’t have the most favourable reputation when it comes to sustainability. And the Italian Competition Authority (AGCM) has decided to take action. 

The AGCM recently fined the fast fashion giant €1m for making “misleading” environmental claims about its products on its website, also known as greenwashing. 

New laws on greenwashing recently came into force in the UK this year. Alongside Shein’s fine, it’s a stark reminder for ecommerce businesses to stand by sustainable company values, or risk both legal and reputational damage.

Why was Shein fined for greenwashing?

Earlier this month, the AGCM fined Shein for €1m (approximately £863,400) following accusations of greenwashing through misleading advertising claims around sustainability.

According to the AGCM, the fast fashion giant publicised environmental claims that were vague, generic, or misleading. The AGCM also argued that sections of the Shein website made false or confusing statements about the recyclability of its products. 

Additionally, the AGCM said that claims of its use of “green” fibres to promote its evoluSHEIN by Design line didn’t specify the environmental benefits of these products throughout their life cycle, nor stated that the line only represented part of Shein’s offering.

The AGCM also pointed out that Shein’s stated goals to reduce greenhouse gas emissions by 25% by 2030 contradicted its increase in emissions between 2023 and 2024.

As reported by ESG Today, a Shein spokesperson responded to the fine: “We have strengthened our internal review processes and improved our website to ensure that all environmental claims are clear, verifiable, and compliant with regulations.”

What is greenwashing?

Greenwashing is a practice where a business will deceptively use green marketing to misrepresent its products, services, or policies to appear more eco-friendly than they are.

This typically involves using vague or exaggerated language regarding environmental impact — such as “eco-friendly”, “sustainable”, or “green” — without concrete evidence.

It’s a particularly pertinent issue within the fashion industry. The sector is reported to be the third largest polluter globally, with approximately 35% of all primary microplastic pollution in the ocean coming from fast fashion producers specifically.

Shoppers are taking notice of this, too, with more becoming eco-conscious in the last year. According to research by Rufina Designs, 80% of UK consumers are willing to pay more for goods that are sustainably produced or sourced. 

How can online stores avoid greenwashing?

Shein’s penalty from AGCM is one of the largest fines that firms can receive for making misleading claims in advertising. SMEs are unlikely to face the same level of fine if they engage in greenwashing, but there are still risks – and not just to customer trust.

As of April 2025, under the Digital Markets, Competition and Consumers Act 2024 (DMCCA), the UK Competition and Markets Authority (CMA) can fine companies up to 10% of their turnover if they breach consumer law – including by greenwashing. 

Greenwashing isn’t always intentional. Something as simple as a miscommunication in marketing brainstorms can lead to an unclear message that spirals into greenwashing.

Brands should make sure to steer clear of vague language that doesn’t properly explain your practices. Instead, use specific examples of times when your business genuinely made a positive impact on the environment, like the percentage of waste reduction implemented, so that you have evidence in your marketing communications.

You should also set realistic targets and be honest with your customers about your progress in reaching them, such as through regular reports. 

Finally, don’t forget your supply chain. Make sure to properly research the suppliers you’re working with, including their carbon emissions or waste management process. 

Greenwashing has serious consequences, and it could land you in legal and financial hot water, whether it’s done intentionally or by mistake. So, while it might be tempting to present yourself as an eco-brand, make sure you have a strong and credible case for doing so.

Amid skyrocketing overheads and energy costs, hospitality is facing financial pressures from all sides. Operators are at a crossroads, facing the difficult choice between absorbing rising costs, or passing them onto customers through price increases. 

An often talked-about option is ‘shrinkflation’. It’s a controversial, yet increasingly common strategy used to protect margins across industries without raising headline prices. The idea has its roots in retail, but has also been spotted in some UK pubs, bars, and restaurants.

Below, we explore the concept of shrinkflation to ask: is this hospitality’s golden ticket out of an economic crisis, or a surefire way to alienate your customers?

Why are menu prices rising in 2025?

Soaring food prices as well as the higher costs of spirits have sent inventory costs up. At the same time, hiked employer National Insurance contributions and National Living Wage rates have meant that payroll bills (one of the sector’s biggest expenses) are also going up.

In short, it’s becoming more expensive for organisations to both employ staff and produce the food and drink that customers enjoy everyday. And something has to give.

The latest CGA Prestige Foodservice Price Index (FPI) confirms the challenges, showing a sharp 2% month-on-month increase in food and drinks costs in June. Together, these pressures are already driving prices higher across the sector.

The result? Increasingly slim profit margins for operators. Despite rising sales in some areas, many businesses are struggling to stay afloat amid the pressure. The situation is so severe that even big names, such as BrewDog, have been forced to close bars. 

What is shrinkflation?

Shrinkflation refers to pubs, bars, and restaurants reducing portion sizes while keeping the menu price the same. It’s one tactic operators might use to survive inflation without absorbing the costs themselves or raising prices for customers. 

We’re all familiar with the most infamous case of shrinkflation, Cadbury’s Freddos. The chocolate snack has been getting noticeably smaller, making it the nation’s favourite unofficial recession barometer.

In pubs and restaurants, shrinkflation might look like smaller side portions or serving less meat in roast dinners. It can also affect beverages. In April, Oxfordshire pubs came under fire as over half of the drinks served were found to be short pours. An accident, or perhaps a subtle attempt at cost-cutting by shrinkflation.

There are other reasons behind shrinking portions, too. Some pubs are downsizing plates not as a sneaky pricing strategy, but to cut back on food waste. Oddly, some have even linked the issue to the Ozempic craze, arguing that customer appetites are also shrinking.

Navigating price rises in 2025

Operators might be tempted to use shrinkflation as a way to manage rising costs, but is it really a smart move? With price sensitivity still high and many people cutting back on non-essential spending, even small changes can be noticed. 

Slightly smaller portions or cheaper ingredients can be a less jarring adjustment for customers than a direct price hike. Still, it’s not without risks. Eagle-eyed regulars are likely to feel short-changed, leading to backlash that can damage long-term loyalty.

Thankfully, it’s not the only option for struggling businesses. Consider alternative pricing strategies, like smarter menu engineering to highlight higher-margin dishes. You should also try to negotiate better deals with suppliers if you’re struggling with higher menu costs.

Transparency can be a better alternative to cloaked price increases. Openly communicating with customers about the pressures of rising costs can build trust.

It’s worth remembering that short-term gains from shrinkflation may not be worth risking long-term customer relationships. After all, when portions quietly shrink, so can customer trust — and rebuilding that is a cost no SME can afford.

Community support is vital in today’s economy. That’s the ethos behind the well-known Small Business Saturday campaign, which champions independent firms across the UK. 

This November, the initiative is hitting the road again with a nationwide tour, bringing its message of support directly to local business owners.

Backed by BT, the annual tour is now in its thirteenth year of offering hands-on advice, resources, and inspiration to entrepreneurs. 

What is the Small Business Saturday Tour?

Small Business Saturday is a month-long touring roadshow, shining a spotlight on small businesses in towns and cities across the UK. 

Each year it goes behind the scenes of businesses, telling the stories of business owners and their communities, recognising the vital role of small businesses in local economies. 

Alongside its main programme, it offers online training, including webinars, mentoring, workshops, and success stories from entrepreneurs for any small businesses to access.

The tour will begin on November 3rd in Lossiemouth. Over the next five weeks, it will travel more than 3,000 miles in an electric van, highlighting the commitment to sustainability that many SMEs are embracing as they work towards the shared goal of achieving net zero.

Where will the 2025 tour visit?

Small Business Saturday 2025 will call in at 23 stops across the UK:

• Lossiemouth
• Aberdeenshire
• Edinburgh
• Belfast
• Preston
• Carlisle
• Durham
• Manchester
• Grimsby
• Derby
• Wrexham
• Hereford
• Newport
• Crediton
• Plymouth
• Salisbury
• Brighton
• Maidstone
• Leighton Buzzard
• Cambridge
• Putney, London
• BT, London
• The Regent’s Park, London

If you’d like to get involved, start by letting your customers know when the roadshow is coming to your town or city. Spread the word through your social media channels, email newsletters, or eye-catching in-store signage so your community doesn’t miss out.

Many businesses also mark the occasion by offering a special deal, product launch, or one-day discount, adding to the buzz and giving customers an extra reason to stop by.

To stay on top of the exact dates and timings for your area, follow the official Small Business Saturday channels or check their hashtags for the latest updates.

And if the tour doesn’t make it to your city? Don’t worry, you can still take part in the nationwide celebration through the online programme of events, which is open to everyone.

Why is Small Business Saturday important?

Small Business Saturday is a major event on the calendar for SMEs. It has engaged millions of shoppers and generated billions in spending for small businesses across the UK.

This event enhances the visibility of the UK’s 5.45 million small businesses, provides networking and learning opportunities, and fosters a strong sense of customer loyalty.

According to our 2024 survey, customer loyalty is the most important factor in business success, with 55% of businesses identifying it as such. In-person events like Small Business Saturday are a fruitful opportunity for businesses to maintain strong community foundations. 

If you’re not located near one of the tour stops, there are still many online resources available, such as workshops and mentoring, that you can take advantage of.