Month: August 2024

FreeOfficeFinder, established in 2002, is an innovative and comprehensive service that helps businesses find and rent their ideal office spaces at no cost.
As one of the pioneers in the private, flexible office space market, the company has grown alongside the industry, which is projected to reach USD 2.84 billion by 2029 in the UK alone. FreeOfficeFinder has been at the forefront of this growth, meeting the demand for adaptable, managed, and serviced office spaces across London and the UK.
The company’s mission is to provide businesses with a vast array of office options without the burden of hefty relocation fees, a common practice among other agents. What began with a modest database of just two buildings has expanded into a portfolio of over 2,700 properties managed by more than 1,000 landlords. This growth reflects FreeOfficeFinder’s unwavering commitment to offering a wide variety of office solutions that cater to diverse client needs, from small startups to large corporations.
To date, FreeOfficeFinder has assisted over 50,000 organisations in securing their perfect flexible office spaces, a testament to the trust and confidence businesses place in their services. The company’s dedication to quality and industry standards is further highlighted by its membership in The Flexible Space Association since 2009.
Operating under a hybrid work setup, the FreeOfficeFinder team splits their time between a serviced office in Farringdon, London, and remote work. This experience underscores the importance of having a collaborative office environment—a perspective they bring to the clients they serve.
Here, CEO Nick Riesel, of FreeOfficeFinder shares insights into the inspiration behind the company, the lessons learned over the years, and the principles that define their approach to business.
What was the inspiration behind FreeOfficeFinder?
Ultimately, I saw a gap in the market and went for it. I was working in the residential property sector, and I saw an opportunity to fix a problem that so many people were facing. When I spoke to people it became clear that traditional methods of finding office space were overcomplicated and outdated, often involving high costs in the form of agency fees and a lack of transparency.
The vision was to create a service that not only connected clients with suitable office spaces but also offered a seamless, one-stop-shop process. Thus, FreeOfficeFinder was born.
By leveraging the model where landlords pay us for successful introductions, we could keep the service entirely free for clients, meaning businesses can focus on what they do best without the added financial burden and complexity of office hunting. The term FreeOfficeFinder reflected our offering in 2002, and still does to this day.
Who do you admire?
Jeff Bezos stands out for me. His journey with Amazon, transforming it from an online bookstore to a global marketplace that sells virtually everything, quickly and easily, is a remarkable story of strategic pivoting. His ability to foresee the potential of the internet and adapt his business model to that has not only revolutionised e-commerce but also made him one of the wealthiest people in the world. By staying innovative and customer-focused he’s shown incredible entrepreneurial versatility.
I also admire Richard Branson for his amazing ability to create a brand that has stretched across so many different markets and industries for over 50 years.  His knack for making his brand a success in so many sectors is remarkable.
Looking back, is there anything you would have done differently?
Honestly? Too much to count! I’ve learned so much that would have been invaluable in the early days of the business. But I think most of all, having a mentor back at the beginning would have really helped.
Having access to someone with similar entrepreneurial experiences could have really accelerated our growth and improved our decision-making processes. Over the past two decades, the learning curve has been steep, with new insights gained every week. A mentor could have provided guidance and wisdom that would have resulted in achieving milestones much faster and probably with fewer obstacles too. There were so many questions I wish I could have asked.  I hope that further down the line I could offer others the kind of mentorship which I now know have been so beneficial to me.
What defines your way of doing business?
The way FreeOfficeFinder conducts business is grounded in principles that might seem clichéd but are fundamentally sound: delivering good service and being fair to everyone involved—staff, customers, and suppliers.
We’re all about fostering a positive working environment and building long-term relationships. When people want to work with you, and enjoy their work, it minimises the time and resources spent on replacing staff or negotiating with dissatisfied clients. Instead, you can better invest your time in growing the business and making the service offerings better and better.
What advice would you give to someone starting out?
I think an important piece of advice is to try and value criticism over praise. Tough as it might sound, understanding the weaknesses in your service or product is crucial. Constructive criticism means you have actionable insights that, when addressed correctly, can significantly improve the quality and appeal of what you’re offering. Embracing feedback with a growth mindset really can honestly transform challenges into opportunities.
And, of course, as I mentioned before, get a mentor if you can. Having a mentor means you get to learn from someone who’s been through the ups and downs and can share their wisdom to help you avoid mistakes and make smart choices. Mentors help you build confidence, sharpen your game plan, and introduce you to important people. Value an idea being successful over whose idea it was.
Read more:
Exploring the Vision Behind FreeOfficeFinder: A Conversation with CEO Nick Riesel

New research has revealed the significant financial burden faced by UK working parents during the summer holidays, with childcare costs soaring by an average of £1,683 per month.
This increase in expenses is forcing many parents to reconsider their work options, with some unable to stay in employment due to the lack of flexible working arrangements.
The survey by the Phoenix Group highlighted that over two-fifths (41%) of working parents experience a steep rise in childcare costs during the school holidays. Younger parents, aged 18-34, are particularly hard hit, facing an average increase of £2,218 per month, which represents a substantial 67% of their average monthly household income. With the average monthly household income in the UK standing at £3,277, the financial impact is profound, covering over half (51%) of the average household’s monthly income.
The research also underscored the challenges posed by the lack of flexible working arrangements. Many parents struggle to balance work and childcare, with 64% expressing a desire for more flexible work options during the school holidays. Despite this, nearly two-fifths (38%) of working parents have been denied the ability to work flexibly during these periods, and 39% feel they cannot work because they are unable to find a job that accommodates their childcare needs.
Catherine Sermon, Head of Public Engagement and Campaigns at Phoenix Insights, emphasised the importance of flexible working in enabling parents to manage childcare effectively: “Flexible working arrangements can be powerful in enabling working parents to effectively manage their childcare responsibilities during the summer. However, as childcare costs rise sharply during the summer holidays, parents face financial pressures that may push them to choose between working or caring for their children.”
Sermon further noted that the ability to work flexibly is crucial in addressing the under-saving crisis in the UK, particularly for women who are more likely to leave the workforce due to caring commitments. This extended time out of the workforce can exacerbate pension shortfalls, leaving millions vulnerable to financial hardship later in life.
The value of flexible working is further highlighted by the fact that 41% of those who currently have this option would consider quitting if it were no longer available. Additionally, over half (55%) of parents indicated they would benefit from the ability to work remotely during school holidays, yet many are not afforded this option.
Read more:
Working parents face additional £1,683 monthly childcare costs during summer holidays

The UK Government has announced a substantial investment of up to £800 million to upgrade broadband infrastructure for 312,000 rural homes and businesses across England, Scotland, and Wales.
This initiative is part of a broader strategy to achieve full gigabit broadband coverage across the UK by 2030, targeting regions that have been left behind in the digital revolution.
This investment seeks to address the digital inequality that has long plagued rural areas, where outdated infrastructure has limited access to high-speed internet. The upgrades will enable residents and businesses in these remote regions to enjoy faster and more reliable broadband, essential for tasks such as streaming, video conferencing, and large file downloads.
The improved connectivity is expected to have a transformative impact on local economies, enabling businesses to operate more efficiently, supporting remote work, and attracting new enterprises to these areas. This project not only aims to enhance internet speeds but also to drive economic growth and create new opportunities in rural communities.
For the first time, Wales will benefit from such a large-scale broadband upgrade, with regions like the South Wales Valleys, Exmoor National Park, and the Forest of Bowland set to see significant improvements. These areas, historically underserved, will now be brought up to par with more urbanised regions.
Elizabeth Anderson, CEO of the Digital Poverty Alliance, praised the government’s efforts, stating, “Millions across the country still struggle to access basic online services due to poor connectivity, especially in rural regions, so it’s excellent to see the government’s renewed push to roll out improved broadband.” She also emphasised the importance of making high-speed connections affordable amidst the ongoing cost of living crisis.
Sachin Agrawal, UK Managing Director at Zoho Corporation, highlighted the broader economic benefits, noting, “Improving connectivity in rural areas affords businesses more options when choosing office locations, providing the option to move away from crowded urban centres and reduce overheads.” He added that reliable connectivity, paired with modern technology tools, is key to enhancing productivity and flexibility for employees, whether they work from home or in the office.
This government initiative underscores the critical role of broadband as an essential utility in the digital age, integral to education, healthcare, and the overall economic vitality of the UK.
Read more:
UK Government injects £800M to enhance broadband for 300,000 rural homes

Ed Johnson is the CEO and Co-Founder of PushFar, the world’s leading mentoring platform.
Since its founding in 2018, PushFar has rapidly grown into a widely used tech startup, providing mentoring technology to hundreds of clients and tens of thousands of individuals in over 100 countries.
The platform allows mentors and mentees to find, form, and manage effective mentoring relationships globally.
As an open mentoring platform, anyone can sign up for free to find a mentor, volunteer to mentor others, network, connect, and develop their career using a host of career progression tools and techniques.
Additionally, organisations can launch, run, and scale mentoring programs for their employees and networks.
What is the main problem you solve for your customers?
The main objective is to make mentoring more accessible, effective and impactful for all, so they can each reap the multitude of benefits that mentoring has to offer. We help individuals to find and form mentorships, whether they want to provide the mentoring or be mentored. We also help organisations to run mentoring programmes in an easy and effective way.
What made you start your business – did you want to rock the status quo, or was it a gap in the marketplace that you could fill?
I was originally looking for a mentor for myself and struggled to find one and I soon realised that a lot of people were in the same position as me. Organisations were also struggling to launch impactful mentoring programmes, with a lot of manual processes involved, which were time consuming and not wholly effective. It was clear that mentoring wasn’t easily accessible to either individuals or organisations and I wanted to change that.
What are your brand values?
Our brand values are what form the foundations of PushFar: Authentic, Accessible, Supportive and Innovative
Do your values define your decision-making process?
Yes – always. Our values are the fundamental principles by which PushFar is led, and they all play in to one another. We must remain innovative, constantly adapting the services we offer to ensure we are offering our customers the best support on the market whilst remaining accessible to all. Working by these values ensures that we remain authentic to PushFar’s founding mission of providing effective mentoring to all.
Is team culture integral to your business?
Team culture is absolutely integral to us. Working closely with clients who are mainly in the HR and learning fields, we know firsthand, the value of a powerful and supportive culture.
What do you do to go the extra mile to show your team you appreciate them?
Our appreciation to our team is shown via trust and empowerment across the board. We provide flexible hours and fully remote working, as well as flexible holidays. This allows our team to feel respected in the same we appreciate and acknowledge the value they bring to PushFar.
In terms of your messaging do you think you talk directly to your consumers in a clear fashion?
Yes! We ensure that our messaging is concise and understandable for all. We are here to help both individuals and organisations and we like to make the process as easy as possible from the start.
What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?
We’ve not increased pricing in the last 6-years. We are focused on delivering a great service that helps our business grow whilst continuing to add value.
How often do you assess the data you pull in and address your KPIs and why?
We are constantly assessing the data that we pull in, in real time. As a tech company this is critical for both us, and for our clients. In an ever-evolving industry, the data we are continuously assessing ensures we remain the leading mentoring platform and that our customers receive the most up to date and highest quality service.
Is tech playing a much larger part in your day-to-day running of your company?
Yes! As a tech company,  it is at the heart of everything that we do; From our service offering to clients, through to our remote working approach with colleagues and employees. Tech plays a major role in our growth, both in terms of our reach and the services we provide. The use of advancing technology helps us streamline processes without diminishing quality, guaranteeing the service that customers receive is as efficient as possible.
What is your attitude to your competitors?
We have a very healthy attitude towards our competitors. It discourages complacency when we all play fairly. Competition is important to ensure that the market keeps evolving and that the services on offer have no option but to be innovative. Innovation and growth are of great importance to PushFar so we don’t fear our place within the market.
Do you have any advice for anyone starting out in business?
If you are wanting to start a business, just do it. There will never be a right time, it’s all about the mindset that you apply. Focus, dedication and hard work are what you need to abide by. There’s no shortcut for any of it.
It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?
I switch off, partaking in a digital detox and immersing myself in books and the outdoors through the likes of running.
Do you believe in the 12-week work method, or do you make much longer planning strategies?
I personally believe longer-term strategies are key. They’re less restrictive and allow for a greater sense of direction and a view of the bigger picture and long-term goals.
What is your company’s eco strategy?
As a tech company, we try to do everything we can to reduce impact on the planet. We actively encourage remote working and regularly host video calls where possible to reduce commutes. We’re also entirely paperless and will continue to make strives to ensure we are considering eco-impacts.
What three things do you hope to have in place within the next 12 months?
Over the next 12 months our focus is on growth; a larger team, a greater client base and more awesome features on offer.
Read more:
Secrets of Success: Ed Johnson, CEO and Co-Founder of PushFar

The adoption of electric vehicles (EVs) continues to face a significant barrier: the time-consuming and often damaging process of battery charging. However, Gaussion, a spinout from University College London (UCL), has developed a groundbreaking solution that could transform the industry.
By applying an external magnetic field during the charging and discharging cycles, Gaussion’s technology enables faster charging while reducing cell degradation, thereby extending battery life.
Gaussion’s innovative approach has attracted £9.5 million in a Series A funding round led by Autotech Ventures, with participation from existing investors BGF and UCL Technology Fund, managed by AlbionVC in partnership with UCL Business. This fresh injection of capital will propel Gaussion towards market entry, supporting the production and sale of its pioneering products, as well as potential licensing opportunities for wider applications.
“Gaussion’s technology introduces a new variable that enhances existing battery systems, rather than replacing them,” said Alexei Andreev, co-founder and managing director of Autotech Ventures. “By applying a magnetic field to current battery designs, Gaussion significantly boosts their performance without altering their fundamental structure. This holds vast potential across multiple markets.
With a robust portfolio of patents, Gaussion is well-positioned to disrupt the battery industry, offering scalable solutions to meet the rising demand for more efficient energy storage. Their technology has wide-reaching implications, including applications in transportation electrification, construction, mining, residential energy storage, and utility-scale energy management.
Tom Heenan, CEO and co-founder of Gaussion, noted, “The drive to rapidly electrify various sectors is often hindered by the high cost of enhancing battery performance. Our magnetic enhancement technology offers a cost-effective breakthrough across all battery chemistries and applications, unlocking the potential for widespread electrification without compromising on affordability or efficiency.”
Dennis Atkinson of BGF added, “Gaussion represents a truly innovative approach to one of the most critical challenges in the EV space. The company’s remarkable progress, driven by an outstanding team, underscores the immense potential of their technology, and we are thrilled to welcome Autotech on board.”
David Grimm, Partner at UCL Technology Fund, commented, “The slow charging speeds and battery degradation that currently impede the mass adoption of electric vehicles are being addressed head-on by Gaussion’s innovative technology. The company’s journey from university research to commercialisation is a testament to their groundbreaking work, and we look forward to supporting them as they scale.”
This latest round of funding comes at a pivotal moment for the EV market, as consumer expectations for charging convenience continue to rise. With this financial backing, Gaussion is set to make a significant impact on the future of electric vehicle charging. The recent raise builds on the company’s previous £2.85 million seed funding, led by BGF and UCL Technology Fund in 2022.
Read more:
Gaussion secures £9.5 million to revolutionise electric vehicle battery charging

HS2 has revealed a final IR35 liability of £6.2 million in its 2023/24 accounts, following a compliance review by HMRC. This payment concludes the tax obligations under the Off-Payroll Working Legislation introduced in 2017.
The review found that only 5% of HS2’s contractors were classified as outside IR35, raising concerns about the legislation’s impact on public projects. Industry experts argue the policy is causing financial inefficiencies and may deter top talent from participating in government projects.
Commenting, on the news, Dave Chaplin, CEO of IR35 compliance firm IR35 Shield said: “HS2’s latest annual accounts have revealed a final IR35 bill of £6.2m, highlighting the circular and counterproductive nature of Off-payroll legislation in the public sector.

“Firstly, we’re witnessing a bizarre money-go-round. HS2, funded by the government, pays £6.2m to HMRC, which goes to the Treasury, only for the Treasury to then fund HS2 with monies including this £6.2m. It’s a bureaucratic circus that serves no real purpose.

“The compliance efforts themselves are a net loss for the Treasury. HMRC caseworkers’ salaries result in only about a third returning as tax revenue. Add to this the increased costs from pushing contractors onto payroll and the use of consultancies, and we’re looking at a significant net loss for the public purse.

“The human cost is equally concerning. With only 5% of contractors deemed outside IR35, we’re likely to see top talent blackball the HS2 project, leading to higher cost alternatives.

“Perhaps most alarming is HS2’s reliance on HMRC’s CEST tool, which has clearly failed them. Many private sector firms abandoned CEST long ago due to its well-documented shortcomings.

“Off-payroll in the public sector is, in essence, a loss-making exercise for the Treasury.  The HS2 accounts prove it, as did the Home Office accounts published earlier in the month.

“The private sector is equally struggling. Rachel Reeves is seeking to plug a £22bn gap in the public purse.  She could start by looking at the IR35 Reforms, which are a textbook example of misguided policy implementation worthy of a tax policy Darwin award.”

Read more:
HS2 hit with final £6.2 million IR35 bill as IR35 reforms continue to draw criticism

In a significant policy shift, the UK government has cancelled £1.3 billion in funding earmarked for artificial intelligence (AI) and technology research and development, as part of broader efforts to stabilise the economy.
The funding, initially promised by the previous Conservative government, was intended to bolster the UK’s position as a global tech leader but has been axed by the Labour administration.
The Department for Science, Innovation and Technology (DSIT) confirmed the cuts, stating that the funds had never been allocated in the budget despite being announced within the last 12 months. The withdrawn support included £800 million for an exascale supercomputer at Edinburgh University, poised to be the most powerful in the UK, and £500 million for the AI Research Resource aimed at enhancing computing capabilities for AI projects.
A DSIT spokesperson explained the decision: “The government is taking difficult and necessary spending decisions across all departments in the face of billions of pounds of underfunded commitments. This is essential to restore economic stability and deliver our national mission for growth.”
Industry experts have expressed concern that these cuts could hinder the UK’s technological progress at a critical time. Scott Lewis, Senior Vice President at Ataccama, highlighted the importance of AI investment: “Boosting AI investment should be a top priority for government. Technology advancement is fuelling data creation in all areas of everyday life, in business and academia, and that data can provide valuable insights to help solve challenges and drive innovation.”
The cancellation has been particularly impactful for Edinburgh University, which had already invested £31 million to prepare for the supercomputer project. The planned exascale supercomputer was expected to be 50 times faster than any current computing system in the UK, representing a significant leap forward in the nation’s computational capabilities.
Fraser Stewart, Chief Commercial Officer for Lyfeguard, voiced his concerns: “The decision to cancel funding for key tech and AI projects is a setback for the UK’s global technology superpower ambitions, stifling the next innovations that could have been key to business and economic growth. Restricting investment may limit the benefits to people and businesses moving forward, so hopefully, this is not the start of a trend of tech funding cuts.”
Others in the industry echoed these sentiments. Libero Raspa, Director of adesso UK, noted the potential long-term consequences: “The cancellation of funding for key tech and AI projects is a significant setback for the industry. The rapid rise of AI adoption requires substantial investment and without this, companies may struggle to innovate and fall behind international counterparts. Technology, particularly AI, should be central to enhancing efficiency, and investment is crucial for successful tech projects that boost productivity and growth nationwide.”
As the UK navigates these economic challenges, the decision to cut funding for such high-profile tech projects raises questions about the country’s future as a global leader in AI and technology. Industry leaders are urging the government to reconsider and to collaborate more closely with academia and industry to ensure the UK remains competitive in the rapidly evolving tech landscape.
Read more:
UK Government cancels £1.3 billion AI and tech funding amid economic tightening

PHINXT Robotics, an AI-driven robotics software company, has secured £2 million in an oversubscribed funding round to advance its innovative edge AI platform that simplifies and scales robotics automation in warehouses.
The round was led by Sure Valley Ventures with participation from Ada Ventures, Heartfelt and Atlas Ventures.
Founded in 2022, PHINXT Robotics is transforming the landscape of warehouse automation with a cloud-based platform that drastically reduces the cost and complexity of robotic deployments. Traditionally, high setup costs—often exceeding £500,000—have been a barrier to automation, leaving over 90% of warehouses fully manual. PHINXT addresses this with its decentralised edge AI technology, which simplifies the coordination of robots at the edge, making automation accessible to more businesses.
The platform is robot-agnostic, allowing businesses to select and deploy the specific types of robots they need, leading to remarkable operational improvements. Companies using PHINXT’s technology have reported doubled profit margins and productivity increases of up to 400%.
PHINXT has already gained significant traction in the market, securing contracts following a successful pilot with a major UK grocery retailer. The new funds will be used to expand the company’s engineering and sales teams and support its expansion into mainland Europe, where it sees substantial growth opportunities. The global mobile robot market is projected to reach $16 billion by 2027, with an estimated 2.4 million mobile robots in operation.
Looking to the future, PHINXT aims to extend its technology beyond warehouse automation to include delivery drones and autonomous vehicles. The company’s core decentralised edge computing technology, which enables machines to coordinate within a distributed network, positions it to innovate in these frontier technologies.
PHINXT’s CEO and Co-Founder, Yanwen Chen, is an expert in robotics with two PhDs in computer science and synchronisation communications. Her pioneering algorithm enables robots to self-orchestrate even when disconnected from central networks, ensuring safety and efficiency in autonomous operations. Chen co-founded the company with Quirino Zagarese, PhD, an expert in distributed systems, to build a scalable architecture and product.
Yanwen Chen commented on the funding round: “At PHINXT, our mission is to revolutionise the logistics industry with our cloud-based platform that seamlessly integrates any type of robot, enabling them to collaborate and coordinate in a shared space without the need for a centralised server. This investment will empower us to expand our team and enter new markets, driving further growth and innovation.”
Brian Kinane, Founding Partner at Sure Valley Ventures, praised PHINXT’s approach, stating: “PHINXT’s unique edge computing technology helps warehouses drastically increase performance and profitability, providing a highly flexible and cost-effective robotics solution that will enable far greater adoption. With their cutting-edge proprietary technology, PHINXT is extremely well-positioned to disrupt this market globally.”
Check Warner, Partner at Ada Ventures and Co-founder of Diversity VC, highlighted the strength of PHINXT’s leadership: “Yanwen Chen is without doubt one of the strongest technical founders we’ve met. We are delighted to be investing in such a visionary founder who is shaping the future of edge computing, robotics, and autonomous systems.”
This £2 million round follows a previous £600k raise from investors including Fuel Ventures, Amar Shah, and Atlas Ventures, marking another milestone in PHINXT’s journey to redefine robotics automation on a global scale.
Read more:
Phinxt Robotics secures £2M funding to scale robotics automation with innovative edge AI platform

The UK government is on the verge of agreeing to a £600 million bailout for British Steel, with the funds set to secure the future of the company’s Scunthorpe plant.
This move comes as Labour signals a fresh determination to resolve long-standing issues with British Steel’s Chinese owner, Jingye, which have left the plant’s future uncertain for over four years.
British Steel, one of only two UK manufacturers of strategically important “virgin steel,” alongside Tata Steel at Port Talbot in Wales, has been grappling with significant financial challenges. Jingye, which acquired British Steel in March 2020 after its collapse into bankruptcy, operates two blast furnaces at the Lincolnshire site, employing around 4,000 workers.
The proposed bailout is part of a broader strategy to transition British Steel’s operations from traditional blast furnaces to cleaner electric arc furnace (EAF) technology. This shift, estimated to cost £1.25 billion, would reduce carbon emissions by 75%. However, Jingye has made it clear that it requires substantial public funding to make the switch, with £600 million of taxpayer aid now under negotiation.
Despite the potential benefits, unions have raised concerns about the impact on jobs, warning that up to 2,000 positions could be lost due to the lower labour demands of EAF production. Additionally, some of Scunthorpe’s production could be relocated to British Steel’s Teesside plant, where a new EAF facility is planned.
The bailout discussions have been prolonged, partly due to concerns over Jingye’s commitment and financial stability, as highlighted by red flags from the company’s auditors. However, with Labour now in government, there is renewed momentum in the talks. Options being considered include continued operation of the blast furnaces until the new EAFs are operational and potential investments in carbon capture and storage.
A government spokesperson emphasised the importance of a “green steel transition” that protects jobs and secures the future of the British steel industry. Recently filed accounts show that Jingye injected £100 million into British Steel last October, providing some reassurance to the government about the company’s financial backing.
This potential rescue deal for British Steel is likely to follow a similar bailout for Tata Steel, which has also been negotiating with the government. Tata’s proposed transition to EAF technology at its Port Talbot site in Wales had reached an agreement with the previous Conservative government, but the deal was left unsigned before the recent general election.
Labour’s business secretary, Jonathan Reynolds, has already made moves to avoid industrial action at Port Talbot, but the party may face further union pushback as it navigates its steel sector strategy. Unions are adamant that taxpayer support should be contingent on maintaining blast furnace production, which both British Steel and Tata argue is no longer economically viable.
As Labour aims to balance its green pledges with the economic realities of the steel industry, the outcome of these negotiations will be critical in shaping the future of British steel production.
Read more:
British Steel nears £600m Government bailout as Labour signals intent to break deadlock