In a win for cashless supporters, the popular pub giant JD Wetherspoon has announced it will stop accepting bank notes at English pubs – but, err, only if it’s Scots.

According to reports, the ban comes after JDW bosses received a warning about a large number of bogus £20 and £50 bills coming from over the border.

The Scottish Sun said that some Scottish tourists have been left “embarrassed” after their notes were refused at Wetherspoon branches in England over the last year.

No ‘spoons for Scots

While the story was first reported by The Scottish Sun last week, the ban on tartan bank notes was apparently rolled out to Wetherspoon pubs last November.

One month earlier, the Bank of England had apparently alerted bosses at the pub chain that organised crime gangs had put a large number of fake £20 Scottish bank notes into circulation. In February, a similar warning was issued by West Yorkshire police after counterfeit Clydesdale £20 notes were used to purchase goods in some local stores.

A spokesperson for the chain, Eddie Gershon added that “advice was given [to JDW bosses] as to how to identify them — but with a warning not to accept if in doubt.

“This warning, coupled with an increase in the receipt of fake notes by pubs, led to a decision in late November last year not to accept Scottish £20 notes.”

Gershon also clarified that the policy does not apply in Scotland. Certain English towns and cities with close links to those north of the border will be allowed to accept Scots notes.

They can’t take our cash, but they’ll never take our freedom

Businesses worried about facing a similar Scottish dilemma might be surprised to learn that they are even allowed to ban an entire currency from being used. But high street firms actually have a legal right to refuse specific payment types, says the Bank of England.

Still, while it is ultimately up to each business to decide whether or not to accept bills – for fraud prevention purposes or otherwise – there are some considerations for bosses. 

Research from takepayments revealed that 56% of Brits still carry cash and use it in-store – up 26% since 2023, a group that business owners could risk alienating with a no-cash rule.

One unhappy buyer might not seem like the end of the world. Yet, in today’s trading environment, hospitality must take all it can. The CGA RSM Hospitality Business Tracker shows that sales have been static or negative in five out of the seven first months of 2025.

With consumer spending down and the industry haemorrhaging talent, a cash ban must be carefully applied. The Scottish Sun spoke to one customer who felt hard done by the JDW’s new policy, and said “no explanation had been given” by Wetherspoon’s managers.

Managers should ensure the policy is clearly communicated well in advance through signage at entrances, notices on menus, and updates on websites and booking systems. Staff training is also key so employees can confidently explain the reasoning behind a change.

Instead of getting lost in a beach read, 8 in 10 UK employees spent their summer holidays job hunting, new data has revealed.

The discovery comes as many sectors experience staff shortages. Bars, restaurants, and hotels are particularly suffering, as the hospitality industry experiences sharp job losses. Retention is becoming a real challenge for bosses.

With inflation climbing, employees expect their wages to follow suit, and it’s making the job market even more competitive. So how can SMEs make sure their best people stay?

The summer surge in job hunting

Recent data from the Headway app explored what is driving employees to leave their jobs and seek change this year. The study showed that 79% of employees were job hunting on vacation, with half of those actually going so far as to attend interviews.

It also found that Google searches for “get a counteroffer” have spiked by +114% over the past month, showing that employees are preparing to return to work with stronger negotiating power.

This is part of a broader trend in revenge quitting, which has seen summer 2025 become a peak moment for workers looking for new positions. 

Post-pandemic staff shortages, soaring living costs, and a competitive job market with rival employers offering higher pay or extra perks mean that employees at the moment are prone to feeling that the grass may be greener elsewhere. 

Their optimism might be ill-placed, however. QuickBooks’ latest Small Business Index revealed that 49,600 jobs have been lost since April 2025. Hospitality was hit hardest, with the index recording a loss of 21,800 vacancies across hotels, pubs, restaurants, and bars.

What it means for business owners

Small firms, in particular, feel the strain when valued employees seek pastures new. With fewer resources to match the salaries of larger competitors, the loss of a skilled worker hits even harder.

Now, a growing trend of employees seeking better offers threatens to worsen the challenges that businesses are already facing, leading to understaffed shifts, higher recruitment costs, and falling morale.

At the same time, the Headway statistics show that counteroffers are on the rise. Employees aren’t just quitting; many are using external offers as bargaining chips to negotiate better deals with their current employers.

How to retain (and compete for) talent

Cindy Cavoto, productivity coach at Headway, recently shared five negotiation tactics employees can use to discuss counteroffers. Cavoto advises:

1. Look beyond salary, focus on bonuses, perks, or faster promotion opportunities
2. State your request, then pause, resist the urge to over-explain
3. Use market benchmarks, not emotions
4. Secure future salary reviews in writing
5. Challenge the “no budget” excuse

For employers, there are also learnings. Namely: salary isn’t the sole motivator. Offering more growth opportunities, setting fixed review dates, and investing in non-financial benefits like training or flexible working arrangements can be just as valuable for staff retention. 

In a smart surprise and delight marketing tactic, Marks & Spencer will pay its customers to donate items to Oxfam and give unwanted items a second life, as it relaunches its ‘Another Life’ clothes takeback scheme.

The initiative has been running for more than a decade and has already collected more than 36.5 million secondhand items. It taps into the growing demand for sustainable fashion and resale, with M&S recently launching a secondhand clothing store on eBay. 

Goodwillers will receive a £5 M&S voucher for making a donation at an Oxfam shop, as long as their donation includes at least one M&S item. It’s a simple way for shoppers to refresh their wardrobe, support a good cause, and extend the life of preloved clothing.

What is Another Life?

M&S first launched the “Another Life” scheme in 2008. The concept is pretty straightforward: customers drop off preloved M&S items in-stores or via prepaid donation bags, with donations then being passed to its charity partner, Oxfam. 

Profits from these sales are shared: Oxfam receives 15%, while the remaining revenue is split between M&S, eBay, and Reskinned. Items that aren’t in a state to be resold are recycled or repurposed, keeping clothing out of landfills. 

The program was previously known as ‘shwopping’; a combination of shopping and swapping. This year, it has expanded online with M&S’s eBay store, where clothes are refurbished by Reskinned, professionally cleaned, and repaired before being resold. 

Since the scheme’s launch, M&S has collected more than 36.5 million garments, underlining the scale of its impact and the consumer appetite for sustainable fashion.

Why has M&S brought it back?

Now more than ever, consumers increasingly value sustainable fashion, whether it’s vintage, resale, or upcycling. Partly in response to the environmental impact of fast fashion, UK shoppers increasingly want their clothes to have longer and longer lifespans.

And high street brands are paying attention: UNIQLO now offers alteration services for its jeans and trousers, while innovative startups like LOANHOOD and The Seam run pop-up clothes swaps, creating opportunities for circular fashion.

The boom of online resale platforms like Depop and Vinted, reporting strong growth and record sales, proves there’s a serious demand for secondhand items.

For online retailers, this movement signals that sustainability isn’t a niche or a fad. It’s closely linked to customer loyalty, acquisition, and brand positioning, making eco-conscious initiatives a competitive advantage.

What can online sellers learn?

While M&S is a large national fashion chain, SMEs might still take inspiration from its partnership with Oxfam in several ways. 

For example, you could consider rolling out similar takeback or resale programs to keep your items in circulation rather than being discarded. Ensure there’s an incentive for customers to return items to you, such as offering discount codes or vouchers.

Partnerships with resale or repair specialists are also becoming more common. These collaborations allow brands to extend product life, reduce waste, and enhance engagement.

Whatever sustainability activities you choose to introduce, promote them clearly, as conscious consumers reward transparency and brands that actively reduce waste.

By making sure your online store embraces circular fashion, you can engage like-minded customers, build loyalty, and be ahead of the curve in the growing demand for shwopping.

A major rule change is due to come into effect this November which will require all new company directors to verify their identity with Companies House.

This is part of the wider reforms introduced under the Economic Crime and Corporate Transparency Act 2023 (ECCTA), one of the most significant overhauls of UK company law in recent years.

The aim is to crack down on fraudulent business registrations and strengthen corporate transparency.

From 18 November 2025, new company owners will be the first required to comply, while existing directors will have 12 months to complete the identity verification process.

What’s changing in November 2025?

From November, all new company directors and Persons of Significant Control (PSCs) must verify their identity with Companies House before registration.

The rule also extends to new members forming a limited liability partnership (LLP). Existing directors and PSCs will have a 12-month grace period to complete verification, with ID checks requested as part of the annual confirmation statement filing.

The changes don’t stop there. By spring 2026, ID verification will be required from document presenters, too.

And, by the end of 2026, all limited partnerships will need to provide additional information, and the transition period for ID verification will close. Anyone who has still not verified their identity by then may face compliance action.

How to verify your identity with Companies House

While the official rule change is a few months away, it’s already possible to complete voluntary ID verification. We’d recommend getting it done ahead of the deadline, as it’s the best way to avoid delays or complications when identity checks become mandatory.

You have three options for verifying your identity with Companies House:

1. Online via GOV.UK

• Upload your official photo ID (passport, UK driving licence, biometric residence permit, or Frontier Worker permit)
• Provide your current address and the year you moved in
• Complete the process through a GOV.UK One Login account and receive your unique personal code

2. Through an Authorised Corporate Service Provider (ACSP)

• Accountants, solicitors, and company formation agents can carry out verification on your behalf
• A small fee may apply, but this route can save time for busy founders setting up new businesses

3. In person at the Post Office

• Available for those without a suitable photo ID
• Participating Post Office branches will allow you to verify your identity in person

Why identity verification matters for new founders

From Tuesday November 18th, ID verification will be a legal step for founders registering a new company. It’s part of wider reforms designed to crack down on fraud, weed out fake companies, and build greater trust in UK business.

It’s important to complete the process before the deadline, as missing it could lead to delays, penalties, or even rejection of your company registration entirely.

The process only needs to be done once per person, and taking care of it early will help you avoid unnecessary disruption to trading.

It’s officially back-to-school season.

And while this doesn’t always mean getting new books and stationery, it’s a prime time for dropshipping businesses to freshen up their product offerings for a new season.

As summer gives way to colder months ahead, the shift in seasonal trends and consumer demand changes.

But if you don’t know where to start, fear not. We’ve crunched the search data and kept up to date with the latest market trends, giving you the seven most popular products from top dropshipping suppliers to look out for in September.

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.