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The UK Government is expected to increase the state pension by more than £400 a year, following criticism of Chancellor Rachel Reeves’s decision to means-test the winter fuel allowance.
Treasury calculations suggest that the full state pension could rise in line with average earnings due to the April implementation of the triple lock, which ensures that pensions increase by the highest of September’s inflation, wage growth, or 2.5%.
The projected changes could see the full state pension reach around £12,000 in the 2025/26 tax year, following a £900 increase in 2023. Retirees who began claiming their pension before 2016, who may qualify for the secondary state pension under the old system, are expected to see a £300 annual increase, taking their pensions to £9,000 in 2025/26.
The anticipated pension hike follows backlash against Labour’s policy to restrict the winter fuel allowance to pensioners receiving pension credits. Critics argue that the move effectively uses pensioners as a “cash cow.”
Mel Stride, the Shadow Work and Pensions Secretary and a candidate for the Conservative leadership, condemned the policy, stating: “Labour repeatedly misled voters at the election, saying they had no plans to cut Winter Fuel Payments, as well as matching the Conservative pledge to protect the triple lock. This was not an either-or. Now they are trying to use the triple lock as an excuse for going back on their word.”
Dame Harriett Baldwin, a Tory MP and former chair of the Treasury Select Committee, added: “This is of no help to a frail 90-year-old on an income of £13,000 facing a 10% rise in their heating bills this winter. Labour have made a chilling political choice to take from those with the weakest shoulders to pay their union paymasters.”
With inflation currently at 2%, the state pension is expected to be raised in line with average earnings, with final figures due to be released next week. The decision on the exact pension increase will be made by Liz Kendall, the Pensions Minister, ahead of the October Budget.
The triple lock policy, designed to safeguard pensioners’ income against rising prices in retirement, will remain in place until the end of the current parliament, according to the Chancellor. The Treasury reaffirmed its commitment to the policy, stating: “We’re committed to protecting the triple lock which will boost over 12 million pensioners’ incomes by hundreds of pounds next year.”
The announcement comes as pensioners face rising living costs, particularly in energy, with many voicing concerns about the affordability of heating this winter. As the government navigates its approach to pension and welfare policies, the debate continues over the best ways to support the nation’s retirees in an economically challenging environment.
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State pension set to rise by £400 amid criticism of winter fuel allowance cuts

Labour’s plan to mandate that developers build affordable housing on at least 50% of “grey belt” land could render 80% of small development sites unviable, according to research by tech firm Viability. The study suggests that reducing the requirement to 35% would significantly improve feasibility, making 30% of sites viable for small developers.
Viability analysed small-scale grey belt sites within the London green belt, an area where house prices are among the highest in the UK, and where developers can typically achieve strong returns. The research assumed a 20% profit margin as the minimum for developers to sustain operations and secure bank funding, and that landowners would only sell if offered at least 10% more than the current land value.
The study found that if the government enforces the 50% affordable housing target, 80% of sites would present a “significant financial risk” to developers and would likely not proceed. Reducing the affordable housing ratio to 35% would increase the proportion of viable sites to 30%.
Labour’s broader reform of the planning system aims to build 1.5 million homes over the next four years, including on grey belt land—previously developed green belt sites requiring cleanup and repurposing. Local councils in England have been assigned mandatory housing targets, with Deputy Prime Minister Angela Rayner urging council leaders to view housing development as both a professional responsibility and a moral obligation.
The Ministry of Housing, Communities and Local Government’s ongoing consultation on the reforms, which closes on September 24, maintains that the 50% affordable housing goal is “subject to viability” of the site. If a developer proposes building less than the 50% target, they must submit a viability assessment, which local authorities can reject if they believe the developer is paying too much for the land. The consultation also seeks input on whether local planning authorities should be allowed to set lower targets in “low land-value areas” to encourage more building in northern England.
Henry Mayell, co-founder of Viability, supports the government’s push for more housebuilding but argues for greater flexibility to lower costs for small developers tackling small sites. “It’s essential to ensure that development remains financially viable. The stopping point for any developer building homes is whether the site is financially feasible,” Mayell said.
Small developers are responsible for about a quarter of the 200,000 new homes built each year. Mayell noted that small developers must consider a wide range of costs, including land cleanup, biodiversity improvements, and providing infrastructure for local communities, along with the housing mix.
Affordable housing, according to Mayell, typically costs between 85% and 90% of the construction cost of private market homes, but is sold to housing associations and local authorities at 50% to 70% of market rates. “Delivering affordable homes loses developers money, so profits must come from market homes,” Mayell said. “Developers need to earn their profit margins to stay in business, and new regulations are making this increasingly difficult.”
The Ministry for Housing, Communities and Local Government disputed Viability’s findings, stating: “We do not recognise these figures. Developers have some flexibility in exceptional circumstances, but they must provide strong evidence if they cannot meet our expectations on affordable housing.”
David O’Leary, Executive Director of the Home Builders Federation, acknowledged the government’s efforts to improve the planning process but noted the increasing costs imposed by local and national policies, such as the future homes standard, biodiversity net gain requirements, and the rising demand for social housing. “While public bodies have the right to determine the social benefits derived from development, this must be done sensibly. Setting targets too high risks halting development altogether, undermining overall housing supply,” O’Leary said.
Viability, whose software automates land assessment for small developers—a capability usually reserved for industry giants—hopes to empower small property developers with data-driven insights to work more effectively with local authorities. The company has received funding from Innovate UK and officially launches on September 16, following two years of development.
“Our mission is to tackle the housing crisis by supporting SME developers,” Mayell said. He explained that Viability’s software significantly cuts the time needed for developers to evaluate potential sites. “What used to take days of traditional research can now be done in minutes with a 2% accuracy of developer estimates,” he added, highlighting the potential of technology to streamline the development process and contribute to meeting the UK’s housing needs.
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Labour’s affordable housing plan ‘needs more flexibility,’ say small developers

Labour’s plan to overhaul the non-dom tax regime could cost the UK government up to £1 billion as wealthy individuals flee the country, a report by Oxford Economics has warned.
The proposed reforms, which will take effect from April 2025, aim to replace the current system allowing non-doms to avoid tax on overseas income for up to 15 years with a new regime offering the benefit for just four years. This change, part of Labour’s broader effort to address perceived inequities in the tax system, was initially expected to raise £3 billion annually according to the Office for Budget Responsibility (OBR). However, the OBR has acknowledged significant uncertainty in these estimates due to unpredictable behavioural responses from non-doms.
Oxford Economics’ survey suggests that the non-dom population could decrease by 32% as a result of the changes, potentially reducing tax revenue by £0.9 billion by 2029-30. The study, which surveyed 73 non-doms and 42 tax advisers representing 952 non-dom clients, found that 63% of non-doms are planning or actively considering leaving the UK within the next two years.
Chris Etherington of RSM expressed concerns about the lack of in-depth research underpinning the reforms, stating, “The Chancellor could find her financial forecasts are built on sand if we see large numbers of non-doms leaving the UK. The proposals have arguably been driven more by politics than economics.”
The study highlighted that non-doms have significant investments in the UK, with survey respondents collectively holding £8.4 billion in the UK economy. If they leave, 96% of these individuals indicated they would reduce their investment in the UK. The report also found that changes to inheritance tax were a major concern, with 83% of non-doms citing it as a key factor in their decision to emigrate.
Under the proposed reforms, wealthy foreigners will face inheritance tax on worldwide assets after 10 years of UK residence, and the previous exemption on foreign assets held in trust has been removed. Oxford Economics warns that the reforms could prompt a “large migration” of non-doms, shrinking a cohort that significantly contributes to the UK economy and tax revenues.
An HM Treasury spokesperson defended the changes, stating, “We are committed to addressing unfairness in the tax system. That’s why we are removing the outdated non-dom tax regime and replacing it with a new, internationally competitive, residence-based regime focused on attracting the best talent and investment to the UK.”
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Non-dom tax reforms could cost labour £1bn, warns Oxford Economics

Aldi is lobbying Sir Keir Starmer to accelerate planning permission processes for new supermarkets as the retailer faces prolonged approval times from local councils.
George Brown, Aldi’s national real estate director, recently met with a senior special adviser to the Prime Minister, pushing for reforms that align with the Government’s agenda to drive economic growth and “get Britain building again.”
Brown expressed concerns on LinkedIn, highlighting that securing planning consent for new Aldi stores often takes over 12 months due to under-resourced local authorities. He proposed that Aldi would be willing to invest in the application process to expedite approvals, emphasising the need for more streamlined and efficient decision-making for retail developments.
Brown also noted a preference among planning authorities for warehouse and industrial estate approvals, which he argues generate fewer local jobs compared to supermarket openings. “To unlock significant investment in the UK economy, this needs to change,” he said.
Aldi has set a target to reach 1,200 UK stores by 2025 but is currently behind schedule with just over 1,020 locations. The retailer has also announced a broader goal of 1,500 stores, though no specific timeline has been provided. Aldi attributes the delays to planning red tape, building material shortages, and objections from competitors, factors which have slowed its expansion and impacted sales growth.
The discussions with Starmer’s adviser come amid broader promises from the Prime Minister to prioritise construction projects. Sir Keir recently pledged to “turbo-charge” the planning process to facilitate more rapid development of homes and commercial ventures.
Aldi’s push reflects a wider frustration within the retail sector over the current planning system. Competitors like Waitrose, Lidl, and Iceland are also pursuing expansion plans and have been vocal about the bureaucratic challenges they face. Richard Walker, managing director of Iceland, criticised planning delays as a “handbrake on growth,” citing prolonged approval times that hinder store openings.
Walker has also accused Aldi and Lidl of using restrictive property deal clauses to block Iceland stores from opening nearby, a claim both discounters have declined to comment on. Meanwhile, Aldi has countered that rival supermarkets are increasingly lodging planning objections to slow its own store openings, with UK CEO Giles Hurley noting that the number of objections has risen as Aldi continues to offer a significant price gap compared to traditional supermarkets.
Supermarket chains have denied any claims of filing unnecessary objections, stating they only raise concerns when there are valid planning considerations. The Government, including No 10, has declined to comment on the ongoing planning disputes.
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Aldi urges Starmer to fast-track planning permission for new supermarkets amid expansion delays

The freedom of flexibility is why a dynamic pricing strategy is the solution you have been waiting for to elevate your company to the next level
Dynamic Pricing Strategy
Businesses are now more adaptive and essentially intuitive when it comes to revenue management and this is thanks to having well-manicured strategy systems in place.  Supply and demand is a continuously fluctuating process. Adapting to non-fixed pricing is key to keeping your business successful and high customer satisfaction.
What is dynamic pricing?
Simply put, dynamic pricing is selling the same products and services to consumers at different prices based on the current market demand. Unlike static pricing which stays generically constant daily, dynamic pricing varies depending on the day. This then increases across multiple price points according to e-commerce platform capabilities.
Dynamic Pricing Example
A great example of dynamic pricing is the hospitality industry. It is no secret that many influencing factors across the hospitality and services board reflect the constant need for price flexibility. Think about Booking.com or Airbnb where rooms and service availability are affected by the time of the year, the supply and demand, or the season. Then the extras the host provides all add up.
When someone wants to book a room for rent while on vacation factors such as location or season change the pricing, this can then be further refined to the price per night the person is willing to pay or the addition of breakfast. However, allowing booking customization or ‘dynamic pricing’ results in a higher booking and confirmation rate.
If this sounds like a strategy you have been searching for that will transform the way you manage your business moving forward and ultimately optimize profit margins, then Boardfy’s dynamic pricing tool is the solution you have been waiting for. It will help your marketing team ensure that the most accurate pricing strategies are implemented across your various marketing and sales channels.
And what’s even better is that if you don’t necessarily want automatic pricing updates as of yet, its adaptability to forecast results were you to create automatic price changes can be seen from the indicative data collected. It’s a win-win.
How does dynamic pricing work?
If long-term money making is part of your business plan then dynamic pricing is the way to go. The tool keeps an eye on your competitor’s activity as well as the market pricing fluctuations, and then it makes adjustments to your prices so you stay competitive but more so profitable.
Dynamic pricing tool
The game-changer for the future of business success and staying one step ahead of the crowd. This data-analyzing tool is the solution to your stress. Working with a revenue management platform that specializes in making your company its best version, helps bring your dream of a successful firm to reality.
Advantages of dynamic pricing
While the list of positives is long, this curated list of benefits is sure to help in your decision-making process to use a dynamic pricing strategy for your company’s foreseeable future;

Profit increase
Flexibility
Competitive adjustments
Increased sales
Tailor various situations

Disadvantages of dynamic pricing
With that being said, it is not to say that it is completely flawless and fail-proof (yet), but if you are aware of the flip side of the coin you’ll be less reactive and more responsive when a spanner is thrown in the works.

Competitive price wars – because you didn’t think your competition would take your success lying down did you
Lack of trust from customers – feeling like they aren’t sure where your firm stands can leave them confused, frustrated, and in many cases uncertain of the brand
Prices for customers seem unreliable and complex

Dynamic pricing for e-commerce
The online marketplace is unsurprisingly saturated with products and services so making money and increasing sales and revenue takes work. Therefore pricing needs to be as pin-pointedly optimal for your customers so they can get the best products at the best deals and you can still make money. A dynamic pricing strategy can make this happen so everyone comes out a winner.
Dynamic pricing big data
Thriving in these big, competitive online markets means being well-positioned and leveraging your data analytics to be as optimally sound as possible. This creates a customer-centric outlook but also creates a powerful pricing tactic for the firm.
Dynamic pricing Amazon
As one of the biggest brand names across the globe, Amazon is the perfect role model for successful dynamic pricing strategy techniques and effectiveness. Prices are forever changing and adapting to market price competitors including supply and demand. Price points often fluctuate which means they not only keep up with market trends but customers know they are getting the best deals at that current moment.
All factors considered
Providing a service and value to your customers should not deter you from adjusting your prices to ensure you are still within a profitable range. And when you have a pricing tool that automatically calculates and does the leg work for you, all the better.
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Get Ahead of Current Market Demands by Adopting a Powerful and Dynamic Pricing Strategy

Perception is a powerful force that influences how we view the world and, in turn, how the world views us. Today’s environment is saturated with social media and influencers covering all areas of the market, leading to perception becoming even more critical for a brands success.
How you see the world around you is your reality, and while you have some control over this, it’s important to recognise that everyone filters their experiences differently. Judging someone based on their perception of the world overlooks the complexity of their personal experiences and biases. Our individual perspectives are deeply personal and often differ significantly from those of others.
Perception extends into every facet of life, including business. How you perceive your brand may not align with how your customers see it. Their perception is often influenced not just by your branding, but also by their personal experiences. For instance, I grew up with a heavy drinker in my family so I know I’m hypersensitive to the smell of alcohol, while others might not notice it at all. Personal filters affect how people perceive businesses.
The way you brand your business is crucial to how your customer base perceives you. Customers are often more perceptive than businesses give them credit for; they notice even slight changes in packaging or shifts in your social media presence. To maintain trust, your branding needs to be clear, consistent, and aligned with the image you wish to project out to the world. If your branding is inconsistent, it can create confusion and mistrust among your customers, which can deter them from engaging with your business.
Rebranding is an option if your business evolves, but it’s vital that any new branding strategy fits seamlessly with the image you’ve worked to build. A mismatch between your brand’s message and its presentation can lead to a breakdown in consumer trust.
When it comes to perception, you need to spell it out for your customers. If you position your business as a value brand, it’s essential to make this unmistakably clear in every aspect of your branding. People naturally follow patterns and associate certain visual cues with specific types of brands. For example, if your logo resembles a luxury retailer like Harrods, but you claim to be a discount brand, customers will find it hard to believe your positioning. This disconnect between brand and customer can create confusion and lead to mistrust, as customers may perceive your brand as disingenuous. Clear, consistent branding that aligns with your market position is key to establishing credibility and maintaining customer trust.
Consider the case of Poundland in 2017, when the company began raising prices beyond its traditional £1 model. This change sparked a backlash because customers had a clear perception of what Poundland represented—a store where everything cost £1. The sudden shift led to confusion and a sense of betrayal among customers, who felt blindsided by the change, especially when they were spending their hard-earned money. This shows the importance of maintaining a consistent brand message to uphold customer trust.
It’s also important to acknowledge that customer perception can be stubborn, often influenced by your brand name or initial messaging. For instance, at Tiny Box, despite our efforts to communicate to our customers that we actually have a much broader product range than just boxes, many customers still perceive Tiny Box Company as selling only boxes. As a company we have to continue to work on this and ensure our customers are aware that we can provide them with any packaging need. This highlights the challenge of shifting ingrained customer perceptions and the need for ongoing, clear communication for your customers.
Perception is not just a passive experience but an active force that shapes businesses success. By recognising the unique filters through which your customers view your brand, and by ensuring consistency and clarity in your branding, you can align customer perceptions with your intended image, fostering trust and loyalty in the process.
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Perception is your reality

Hewlett Packard Enterprise (HPE) has vowed to pursue a £3 billion claim against the estate of Mike Lynch, the founder of British software company Autonomy, following his death onboard the superyacht Bayesian off the coast of Sicily.
The tech tycoon and his 18-year-old daughter, Hannah, were among seven victims when the vessel sank two weeks ago.
Despite Lynch’s passing, HPE confirmed its intention to continue with the long-running fraud lawsuit against Lynch and his former chief financial officer, Sushovan Hussain. An HPE spokesman stated: “It is HPE’s intention to follow the proceedings through to their conclusion.”
The US technology company is claiming as much as $4 billion (£3 billion) in the UK lawsuit, which centres on the 2011 sale of Autonomy to Hewlett Packard for £7 billion. Initially hailed as “Britain’s Bill Gates,” Lynch’s success was marred when the deal soured less than a year later, leading HPE to sue Lynch and Hussain in the High Court in 2015. In 2022, the pair were found liable for fraud, with the judge describing their actions as “contrived” deals that lacked “commercial substance,” inflating Autonomy’s value prior to the sale.
Hussain was convicted of US criminal charges related to the deal in 2018 and sentenced to five years in prison. Lynch, however, was acquitted in a separate trial in June this year, an outcome seen as a significant vindication for the entrepreneur. Nonetheless, HPE’s civil case against him continued, with Mr Justice Hildyard expected to rule on the damages by the end of the year.
HPE reiterated its commitment to pursuing the case against Lynch’s estate, including any potential appeals following the damages ruling. A spokesman for Lynch’s family declined to comment on the ongoing proceedings.
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HPE vows to pursue £3bn damages claim against Mike Lynch’s estate following tycoon’s death

Despite a washout summer, high interest rates, and looming tax hikes, Brits are spending more on small luxuries such as pastries and cosmetics, a trend Barclaycard has dubbed the “sweet treat economy.”
According to Barclaycard, consumer card spending rose by 1% in August following two months of decline, with nearly half of surveyed individuals (47%) continuing to indulge in minor luxuries even while trying to cut back on other expenses.
Karen Johnson, Head of Retail at Barclays, noted a trend of consumers turning to retail therapy for mood-boosting pick-me-ups. Baked goods have become the most popular affordable treat, influenced by social media trends like the viral “Dubai chocolate bar” and the “crookie,” a hybrid croissant and cookie, both of which have seen a surge in sales.
This rise in feel-good spending aligns with what is known as the “lipstick effect,” a theory suggesting that people gravitate towards affordable luxuries during tough times. Originated by Leonard Lauder, the former chairman of Estée Lauder, the theory highlights how lipstick sales rose in the wake of the 9/11 attacks despite overall declines in beauty sales. Barclaycard data showed a significant 7.3% increase in spending at health and beauty retailers in August, marking the largest rise since January 2023.
The trend of spending on small luxuries comes amid pessimistic economic forecasts from Downing Street. Chancellor Rachel Reeves recently highlighted a £22 billion “black hole” in the nation’s finances, and Prime Minister Sir Keir Starmer described the country as “broke and broken.” With warnings of a “painful” upcoming Budget, consumers are seeking comfort in small indulgences.
Yet, despite the bleak outlook, consumer confidence has seen a surprising uptick. Barclaycard’s survey revealed a five percentage point increase in confidence in August, with 70% of respondents feeling more secure in their household finances and 73% more confident in their ability to live within their means compared to the previous month. This boost in optimism may be linked to the Bank of England’s first interest rate cut in four years, with economists predicting further reductions.
Ms Johnson expressed optimism about future spending: “It’s encouraging to see that Brits are feeling noticeably more confident in their personal finances – a strong indicator of future spending as we approach the crucial festive period.”
Retail spending showed growth for the first time since March, with a slight rise of 0.1%. Garden centres benefited from the sunny weather, enjoying an 8% increase in spending, while grocery spending rose by 1.9%, the largest jump since March. However, clothing shops saw a 1.7% decline, likely impacted by bad weather, including Storm Lilian.
Barclaycard also highlighted a growing awareness among consumers of “double-dip” shrinkflation, where products have reduced in size multiple times without a corresponding drop in price—or even with price increases. Products like chocolate, crisps, biscuits, snack bars, and sweets were most commonly reported to have shrunk more than once, a tactic used by companies to maintain profits amidst rising manufacturing and labour costs.
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Brits turn to ‘sweet treat economy’ for mood boosts amid economic challenges

Australian property heavyweight REA Group, backed by Rupert Murdoch’s News Corp, is considering a £4.4 billion bid for Rightmove, the UK’s leading online property portal.
REA Group, which is listed on the Australian Stock Exchange, operates prominent real estate platforms such as realestate.com.au in Australia, and extends its reach into markets across Asia, India, and the US through brands like realtor.com.
The company is reportedly weighing a cash-and-share offer for Rightmove but has yet to initiate formal discussions. To finance the acquisition, REA may need to secure additional equity funding.
REA Group has until the end of September to submit a formal bid.
In a statement to the ASX, the REA board highlighted the strategic alignment between the two companies, noting their strong market positions in residential property, innovative service expansions, dominant audience share, and well-recognised brands. “REA sees a transformational opportunity to apply its globally leading capabilities and expertise to enhance customer and consumer value across the combined portfolio, creating a global and diversified digital property company with market leadership in both Australia and the UK,” the statement read.
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Australian property giant backed by Rupert Murdoch’s News Corp looks at £4.4Bn Rightmove bid