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Barclays has provided a £4 million trade loan to British high-performance apparel brand ThruDark, supporting its continued growth and accelerating its retail expansion strategy.
The funding, provided by Barclays UK Corporate Bank, has been deployed to strengthen ThruDark’s working capital following the crucial Golden Quarter trading period, encompassing Black Friday, Christmas and January sales. It has also enabled the brand’s high-profile festive retail activation at Battersea Power Station, bringing its performance-led apparel to one of London’s most prominent retail destinations.
Founded in 2016 by former special forces soldiers Louis Tinsley and Anthony “Staz” Stazicker, ThruDark has built a reputation for designing rugged, high-performance clothing tested in demanding real-world environments. The brand has scaled rapidly in recent years, blending technical innovation with a strong community and endurance-driven identity.
That growth was recognised at the Barclays Entrepreneur Awards, where ThruDark was named Scale Up Company Award winner for 2025. The business has also featured again in The Sunday Times ranking of Britain’s fastest-growing private companies, underlining its momentum in a competitive retail landscape.
Owen Dady, relationship director at Barclays UK Corporate Bank, said the deal reflects the bank’s wider commitment to supporting ambitious UK companies. He pointed to Barclays’ £22 billion Business Prosperity Fund, announced last year, which is designed to help businesses invest for growth, scale operations and manage periods of peak demand.
Chris Reynolds, chief executive of ThruDark, said the funding has given the business vital flexibility to invest confidently. He noted that the facility has helped the company purchase stock at scale, meet strong seasonal demand and push forward with its physical retail ambitions, adding that the Scale Up Company Award win was a major milestone for the team.
Beyond retail, ThruDark continues to build its brand through sport, adventure and elite performance. Its partnerships range from teamwear sponsorship with Triumph Racing to title sponsorship of the Devizes to Westminster International Canoe Race, often described as the “canoeists’ Everest”. Its kit has also been tested on world-first expeditions, including a record-breaking speed ascent that saw one of the company’s co-founders travel from London to the summit of Mount Everest and back in under seven days.
Together, the funding and recent accolades mark another step in ThruDark’s transition from niche performance label to scaled British retail brand with international ambition.
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Barclays backs ThruDark retail expansion with £4m trade loan

The automotive industry stands at the edge of a revolution, and it’s not just about the technology inside cars.
An automotive digital marketing strategy has become critically important for companies to survive in the market, because 95% of potential car buyers begin their research online. We’re living in a time when traditional sales methods (showrooms, printed catalogs, radio ads) simply don’t work as effectively anymore. Electrification, self-driving cars, and fierce competition have changed the game, while new tools like AI, AR, and hyper-personalization offer fresh opportunities. Old marketing approaches won’t cut it anymore.
The Automotive Buyer Has Changed — Marketing Must Change Too
This article examines exactly what every automotive company, dealer, or supplier needs — a digital marketing strategy for automotive industry that actually works. The problems companies face seem minor on the surface, but they’re deep at their core. Declining dealership sales, unmotivated website visitors, low web conversion rates, scattered audiences. But the real problem goes deeper — most companies don’t understand how to talk to today’s buyer. They don’t want to be “sold to” — they need the opportunity to research, compare, and convince themselves. And this is where smart digital marketing for automobile industry comes to the rescue.
Some companies already understand this necessity. Industry awareness is changing. For example, companies like BMW and Honda present their innovations through digital platforms, launching detailed webinars and interactive presentations. Other manufacturers invest in various digital solutions, relying on specialized partners. For instance, their automotive digital solutions enable personalization, automation, and customer behavior analysis at scale.
The Current Market Situation and Technological Shifts
We’re at a tipping point: EVs are now mainstream, with mass launches, cheaper batteries, and expanding charging infrastructure. Parallel to this, autonomous driving is developing — not as science fiction, but as reality. Amazon Zoox and Waymo are already testing commercial driverless taxi services in several U.S. cities. Honda has presented its platform for next-generation hybrids, which will launch in 2027 and promises both sporty dynamics and environmental friendliness.
Alongside this, another area is developing — connected vehicles. Cars that communicate with infrastructure, with other automobiles, with the road system. V2X (Vehicle-to-Everything) systems are already being tested on streets, allowing cars to exchange information about road conditions in real time. Perhaps the most exciting part is played by artificial intelligence. AI has already established itself everywhere — from vehicle development to its marketing.
Companies now compete for attention in a space flooded with content and ads. Old methods simply can’t withstand this pressure. 43% of dealers already offer a completely digital car buying process — this means a customer can choose a car, configure it, and purchase it without ever visiting the showroom. The hypothesis that cars must only be bought in person is dead. It fell along with several other assumptions that haunted the industry.
Artificial Intelligence as the Center of Digital Strategy
When people talk about AI in automotive marketing, they often mean some universal technology that solves everything. In reality, it’s more complex and nuanced. AI works on several fronts simultaneously, and each application solves a specific problem.

First is personalization. Traditional audience segmentation divided people into groups by demographics, location, and the type of car they drive. AI allows you to go much deeper. The system can analyze user behavior on your website, their choices, how long they look at a certain type of car, whether they indicate any specific option. Based on this data, the system generates personalized messages for each person individually. The Nissan Leaf already does this through its Carwings system — the car tracks your driving patterns and based on this, offers advice on improving efficiency or special offers for you.
Second is content generation. Generative AI, like ChatGPT or Claude, allows companies to create a large number of ad variations in seconds. Instead of creating one video or text, a company can generate five to ten variations with different tones, styles, and accents, and see which variant works better for a specific audience. One variant emphasizes environmental friendliness, another — sporty characteristics, a third — savings. The system monitors results and optimizes the campaign in real time.
Third is chatbots and assistants. A customer lands on your website at 2 AM when the sales department is asleep. They have questions about charging, the battery, leasing. Instead of leaving a request and waiting until morning, they should be able to talk with an AI assistant that responds instantly. This increases customer satisfaction and strengthens conversion chances.
Fourth is predictive analytics. AI looks at data from past campaigns, sees which ones worked and which didn’t, and predicts which strategy is most likely to work for launching a new vehicle. This isn’t mystery or magic — it’s statistics and mathematics, but on a scale that humans can’t process.

Video Content and Social Media as the Battleground
TikTok and YouTube Shorts drive hundreds of millions of views daily. Hyundai leveraged this trend for the IONIQ 5 campaign, turning TV ads into short-form videos and working with TikTokers to talk about the car and reach viral audiences.
But there’s no point in just throwing short videos everywhere. You need a strategy. TikTok is good for brand awareness, for going viral, for youth. YouTube — for detailed reviews, for long-form content, for people who’ve already decided and are seeking validation before purchase. Instagram Reels occupies some middle ground. Facebook is no longer a priority for youth, but for Boomers and Gen X representatives, it’s still worth something.
The problem is that most companies start with video without paying attention to data. They create a beautiful 30-second video about a new car, upload it everywhere, see 500 thousand views — and think it’s a success. Then they look at conversion and realize it’s 0.1%. This means the video attracted attention but didn’t convince.
What actually works is a combination. A short video to grab attention, then a link to longer-form content or to a digital configurator where the potential buyer can experiment with the car, choose colors, options, trim levels. Then — a personalized offer via email. Then — a reminder through social media. This is a funnel. And each step of this funnel is measured and optimized.
Augmented and Virtual Reality
Augmented reality hasn’t been new for a long time. 3D car configurators appeared 10-15 years ago. They looked cool, but they remained somewhat of a curiosity. Here’s the seat, here are the colors, do you want a panoramic roof? But they didn’t change the market.
Now everything is changing. Audi launched an AR app that lets you see how the car will look in your own driveway. Not some abstract image, but a realistic, scaled representation. You can walk around the car, look from different angles, peek inside. This changes everything. Previously, some fool could order a purple e-tron with a bright interior and regret the mistake the next day. Now they look in AR and understand that it’s terrible.
Virtual reality goes even further. You put on VR glasses, you sit in the car, you drive it in a simulated environment, you press buttons, you listen to the sound, you close its doors. This isn’t just marketing; it’s an emulation of the real experience. Some companies use this to train salespeople so they better understand the cars. Others use it as part of the showroom experience.
The problem is that it’s still expensive and technically complex. Not every dealer can afford a VR stand. But those who can get a competitive advantage. It attracts attention, creates impressions, provides a narrative.
Shifting Focus to Local SEO and Data
Most dealers and manufacturers have websites that look like relics from 2005. They’re located somewhere in the internet wilderness, impossible to find through Google, and haven’t changed in five years. This is a strategic mistake.
Local SEO is what makes a local company appear in search results when someone searches for “car dealership near me” or “buy electric vehicle [your city].” This requires some work — making sure your location is correct on Google Maps, that you have positive reviews, that your content is optimized for local searches.
Additionally, local content adaptation is needed. A person in Los Angeles will care about completely different things than a person in Boston. The Angeleno will worry about traffic congestion, parking, road quality. The Bostonian — about winter roads, weather conditions, service accessibility. This means ad choices, hero choices (people with local accents, familiar landscapes), even car choices for demonstration must be localized.
The Boundary Between Brands and Dealers
Major automotive brands struggle with a problem they didn’t think about before. Previously, when a person thought about a car, they thought about the brand. About the TV ad they saw. About the logo they liked. About reputation. BMW — that’s quality. Mercedes — that’s luxury. Volkswagen — that’s reliability.
Now a person goes to YouTube, types in the model they’re interested in, and watches reviews. They watch how it drives, how it sounds, how it looks outside and inside. They read comments — and dealer comments, their networks often talk about problems that don’t appear in official advertising. Then they go to the dealer’s website and see how many cars are in stock, what prices they’re asking, whether they offer test drives.
This means brands can no longer rely on monolithic advertising. They must build communities. They must tell true stories. They must listen to what their buyers say and respond to criticism. This isn’t just marketing; it’s culture.
Dealers must understand that they can no longer be simply passive car distributors. They must be authorities in their region. They must have a website that answers people’s questions. They must be visible on social media. They must actively engage potential buyers, not wait for them to come on their own.
Data as Your Most Valuable Asset
This sounds like a cliché, but it’s true. Data really is the center of any digital strategy. But not just accumulating data — understanding it. Which pages on your site convert best? Which ads pull the most clicks? What kind of people are you attracting? How many of them become customers? At what point in the funnel do they drop off?
The first step is data collection. It’s not complicated. Put Google Analytics on your site, connect Facebook Pixel, set up conversion tracking. Then collect data about your customers — their demographics, interests, behavior.
The second step is analysis. This is where most companies stop. They’re overwhelmed by numbers without understanding what they mean. Or they hire an analyst who goes away for a month with a report nobody cares about. Actually, useful analytics is that which leads to action. “90% of our budget goes to an audience that converts at 0.5%. Let’s redistribute it to one that converts at 2%.” This is actionable.
The third step is application. Based on data, you optimize your strategy. You close what doesn’t work and scale what works.
Conclusion: Time to Act
By 2026, the market situation is transparent. Those who understand automotive digital marketing strategy have an advantage. Those who don’t are losing. Margins in the automotive industry are shrinking, competition is intensifying, consumers are becoming more demanding.
The complexity of digital marketing strategy for the automotive industry is that it’s not just marketing. It’s a combination of technologies (AI, AR, VR), content marketing, analytics, psychology, and business strategy. It requires the right team, tools, culture, and patience. Results don’t come in a day. But if you do it right, they come steadily and continuously.
The stakes are high. But for those ready to do the work, the opportunities are limitless. This is no longer the future. This is today.
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How to Build a Successful Automotive Digital Marketing Strategy

Up to 3,000 skilled manufacturing jobs could be at risk unless the Ministry of Defence moves quickly to place a long-delayed helicopter order, according to industry sources close to the programme.
Workers at Leonardo Helicopters’s Yeovil site in Somerset, the UK’s last remaining military helicopter factory, fear the company could close the facility as early as the end of March if the government fails to commit to a new contract within weeks.
Leonardo, the Italian-owned defence group that acquired the former Westland Helicopters business, is the sole bidder for the £1bn “new medium helicopter” programme, which was launched by the Ministry of Defence in February 2024. However, prolonged delays in awarding the contract have cast doubt over the future of the site.
Industry insiders say the bid’s “best and final offer” expires in March, with pricing dependent on complex global supply-chain commitments. One source said Leonardo would have needed confirmation by January to meet production and delivery timelines. Any delay beyond March risks forcing the entire procurement process to restart.
“It’s critical at the moment,” the source said. “If this slips past March, the price and the bid itself may no longer be valid.”
The issue has escalated in recent months. In November, Leonardo’s chief executive, Roberto Cingolani, told investors that talks were under way with the UK government to strengthen collaboration. In December, he wrote directly to Defence Secretary John Healey, warning that delays could lead Leonardo to scrap future investment in the UK – including in its electronics and cyber security operations.
Cingolani described the medium helicopter contract as a “cornerstone” of Leonardo’s UK strategy, adding that any cancellation or further delay would trigger a “reevaluation” of the company’s presence in Britain.
The standoff comes despite repeated ministerial commitments to increase defence spending in response to heightened geopolitical risks, particularly Russia’s aggression in Ukraine. Defence suppliers have grown increasingly frustrated by the absence of a long-promised defence investment plan, which had been expected before Christmas.
Unite has warned that uncertainty is eroding confidence among the workforce. Sharon Graham, the union’s general secretary, said employees in Yeovil were being left in limbo while the government delayed decisions.
“Leonardo workers are looking over their shoulders wondering where the next order will come from,” she said. “This uncertainty must end, and the government should confirm the medium-lift helicopter order now.”
The Ministry of Defence said it was working on a new defence investment plan and highlighted record levels of planned spending. A spokesperson said the government would commit £270bn to defence over the course of the current parliament, describing the inherited defence programme as “overcommitted and underfunded”.
For Yeovil, however, the timeline is far shorter. Without swift action, industry figures warn that Britain risks losing not just thousands of skilled jobs, but its last domestic capability to build military helicopters – a blow that would be difficult, if not impossible, to reverse.
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3,000 jobs at risk unless MoD confirms helicopter order, industry warns

Gold and silver prices have surged to fresh all-time highs, prompting experts to urge ordinary Britons to take a closer look at what they already own, including forgotten jewellery tucked away in drawers and boxes at home.
Gold climbed to $4,603.87 while silver reached $84.69, as investors piled into traditional safe-haven assets amid rising geopolitical tension involving Iran, fears of potential US military action, and fresh instability in Washington following the launch of a criminal probe into US Federal Reserve chair Jerome Powell.
While the rally has captured the attention of global markets, industry specialists say the price spike is creating tangible opportunities for everyday individuals, not just professional investors.
Jim Tannahill, managing director of London-based jewellers Suttons and Robertsons, said the current market presents genuine options for people who already hold gold or silver, whether knowingly or not.
“These all-time highs are creating real opportunities for everyday people,” he said. “If you already own gold or silver, whether physical or digital, these levels give you choices. You can sell and lock in a profit, or even use what you own as security for a short-term loan without having to part with it permanently.
“It’s also well worth checking drawers and jewellery boxes. Old, broken or unwanted jewellery can be worth far more than people expect at today’s prices. And if you’re unsure whether something is real gold, it can usually be tested and valued by carat at no cost.”
Tannahill added that exposure to precious metals does not have to mean buying bullion or financial instruments. Well-bought second-hand gold or platinum jewellery, he said, is often overlooked but can combine enjoyment with long-term value. In the UK, many jewellery items sold for under £6,000 are free from capital gains tax, while UK legal-tender gold coins such as Sovereigns are exempt altogether.
However, financial advisers have urged caution for those tempted to chase the rally by investing directly in metals at record prices.
Samuel Mather-Holgate, managing director at Swindon-based Mather and Murray Financial, warned that gold and silver do not generate income in the way traditional investments do.
“With precious metal prices at all-time highs it’s tempting to jump straight in,” he said. “But unlike shares or bonds, these assets don’t compound or generate returns beyond capital growth. The risk is buying at the top.”
Instead, he suggested that investors consider funds or companies operating within the sector. “Gold and silver miners, for example, can offer exposure while still benefiting from business fundamentals. In an increasingly dangerous world, precious metals remain a useful hedge – but how you access them matters.”
David Belle, founder and trader at Fink Money, echoed that view, saying he prefers to invest in companies rather than commodities themselves.
“When you buy a commodity, you’re entirely at the mercy of macro forces,” he said. “With a company, you have management, cash flow and balance sheets working to create value. That provides a more structured way to express a view on the market.”
Others cautioned that strong momentum can reverse quickly. Anita Wright, a chartered financial planner at Ribble Wealth Management, said record highs often encourage emotional decisions.
“Gold and silver making new highs is exciting, but this is exactly when people need to keep their heads,” she said. “Prices can overshoot and then snap back sharply on profit-taking.
“Checking jewellery boxes can be worthwhile, but do it carefully. Separate items by hallmark, weigh them, and get more than one quote from reputable buyers. Be clear whether you’re selling for scrap value or as a collectable, and remember that sentimental value can’t be recovered once an item is gone.”
Rob Mansfield, an independent financial adviser at Rootes Wealth Management, added that chasing recent gains is rarely a sound long-term strategy.
“Before buying something that has already risen sharply, people should think carefully about their objectives and what they can afford to lose,” he said. “There’s no guarantee today’s rally continues. If you do want exposure, funds or ETFs linked to miners or metals may offer a more balanced route.”
As global uncertainty continues to drive demand for safe havens, the gold and silver rally shows little sign of fading. But experts agree that while opportunity exists, discipline and perspective remain essential.
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Gold and silver hit record highs as experts urge Britons to check drawers and jewellery boxes

Rising costs are pushing UK manufacturers dangerously close to an investment tipping point, with businesses warning that planned spending could be cancelled or moved overseas unless pressures ease.
A new survey by Make UK, the manufacturing trade body, found that almost nine in ten industry leaders expect employment costs to rise this year, while two thirds anticipate higher energy bills. The findings underline mounting concern that the cost base for British manufacturing is becoming unsustainable.
The survey of 174 senior manufacturing executives revealed that 65 per cent see rising business costs as one of the biggest risks facing the sector in 2026. Make UK warned these pressures are now “threatening to reach a tipping point”, beyond which firms may be forced to scale back investment or relocate activity abroad.
Confidence in the UK as a place to invest remains fragile. Just over four in ten manufacturers believe Britain is an attractive destination for investment, a view shared by a similar proportion of overseas-owned firms operating in the UK. Against this backdrop, Make UK forecasts the manufacturing sector will shrink by 0.5 per cent this year.
Despite these concerns, the survey also revealed pockets of cautious optimism. Nearly two thirds of respondents said they believe opportunities will outweigh risks over the year ahead, while 57 per cent still regard the UK as a competitive place to manufacture.
Business leaders pointed to the government’s industrial strategy as a positive influence, with 63 per cent saying it had improved confidence about future investment prospects. However, enthusiasm is being tempered by fiscal uncertainty.
The most recent autumn budget drew particular criticism, with more than half of manufacturers saying they would have reduced planned investment had additional business tax rises been announced. Executives warned that further increases in taxation or employment costs could quickly undermine confidence.
Stephen Phipson, chief executive of Make UK, said the sector was sending a clear warning to government.
“Despite the commitment to an industrial strategy, growth remains anaemic and the warning lights are now flashing red on the UK as a competitive place to manufacture and invest,” he said. “The government promised significant change – now is the time to deliver it.”
The concerns come as broader business sentiment across the UK economy weakens. A separate survey from accountancy firm BDO found that overall optimism among businesses fell to its lowest level in almost five years at the end of 2025.
BDO’s sentiment index dropped from 93.45 to 90.01 in December, the weakest reading since January 2021, reflecting fears of a slowing jobs market, weak demand and persistent cost pressures. Confidence declined across both manufacturing and services firms.
“Business costs are rising and turnover expectations are falling,” said Scott Knight, head of growth at BDO. “Decisive action, such as further interest rate cuts and a clear roadmap of what lies ahead, is critical if firms are to grow and invest.”
While BDO’s output index edged higher, indicating modest growth, this was driven entirely by the services sector. Manufacturing activity continued to lag, with employment prospects also softening slightly.
Together, the surveys paint a picture of an industry under strain: hopeful that policy direction is improving, but increasingly concerned that rising costs and uncertainty could choke off investment just as manufacturers are being asked to drive economic growth.
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Business costs near tipping point as manufacturers warn investment is at risk

Meta has appointed former Trump administration adviser Dina Powell McCormick to a newly created senior leadership role, underlining the tech giant’s determination to accelerate its push into artificial intelligence infrastructure.
The owner of Facebook, Instagram and WhatsApp said Powell McCormick will join the company as president and vice chairman, with a remit spanning global strategy, government engagement and capital partnerships, with a particular focus on funding and scaling Meta’s vast AI ambitions.
The appointment comes just weeks after Powell McCormick stepped down from Meta’s board, a move that initially surprised investors given she had joined less than a year earlier. She will now report directly to Meta founder and chief executive Mark Zuckerberg, the company confirmed.
In a statement, Zuckerberg said Powell McCormick’s background made her uniquely suited to the role. “Dina’s experience at the highest levels of global finance, combined with her deep relationships around the world, makes her exceptionally well placed to help Meta navigate this next phase of growth,” he said.
Meta has emerged as one of the most aggressive investors in AI infrastructure as it races rivals such as OpenAI, Microsoft and Oracle to develop increasingly powerful systems. The company is building multiple gigawatt-scale data centres across the United States, including a flagship site in Louisiana that was highlighted by former US president Donald Trump and is expected to cost as much as $50bn.
Zuckerberg has pledged to spend up to $600bn on infrastructure over the coming years and has already begun raising tens of billions of dollars in external financing to support the programme. Meta has also struck long-term energy partnerships, positioning itself as one of the world’s largest corporate buyers of nuclear power to meet the vast electricity demands of AI.
Powell McCormick will play a central role in securing and managing those capital relationships. She brings more than three decades of experience in global finance, including 16 years at Goldman Sachs, where she led the firm’s global sovereign investment banking business. Most recently, she served as president and head of global client services at investment firm BDT & MSD Partners.
She is expected to remain on BDT & MSD’s advisory board following her move to Meta.
Her appointment also reflects Meta’s growing engagement with governments as scrutiny of AI, data centres and energy use intensifies. Powell McCormick previously served as deputy national security adviser during Trump’s first term and held senior roles in the George W. Bush administration. Her husband, Dave McCormick, is currently a Republican senator for Pennsylvania.
Meta’s move comes amid intensifying competition in AI infrastructure, with rivals including Elon Musk’s xAI, which recently announced a $20bn expansion of data centre capacity near Memphis, and OpenAI-backed projects seeking to reshape global computing power.
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Former Trump adviser Dina Powell McCormick joins Meta in senior AI strategy role

A high-profile £14 million divorce dispute involving the former manager of Australian rock band INXS has shone a spotlight on the growing complexity of modern family law cases, particularly where generational wealth, gifts and opaque asset structures are involved.
Maria Christina Copinger-Symes, who previously managed the band during its global success, is now locked in a legal battle with her former husband, James Copinger-Symes, a former SAS major, after a financial settlement agreed following their separation in 2022 was challenged over alleged “material non-disclosure”.
Under the original financial remedy order, Ms Copinger-Symes agreed to pay her ex-husband a lump sum of £1.2 million, leaving her with approximately £5 million from the couple’s joint marital assets. However, the settlement has since unravelled after it emerged that Mr Copinger-Symes received a £27.6 million gift from Ms Copinger-Symes’ parents after the couple separated.
Ms Copinger-Symes argues that the gift was not disclosed during the original proceedings and that, had it been known, it would have fundamentally altered the outcome of the settlement. She is now seeking a £14 million share of the sum, claiming it constitutes material non-disclosure sufficient to overturn the original order.
Her former husband disputes this, arguing that the gift was neither secret nor matrimonial in nature and should therefore be excluded from any financial remedy. He maintains that the funds were gifted to him on the clear understanding that Ms Copinger-Symes would have no entitlement to them.
The case also highlights how financial disputes in divorce can become deeply entangled with wider family relationships. Reports suggest the dispute has intensified existing tensions within Ms Copinger-Symes’ family, allegedly stemming from disagreements over property and inheritance, underscoring the emotional and relational damage that can arise when wealth, divorce and family dynamics collide.
At its core, the case raises two long-standing and highly contentious issues in family law: the obligation of full and frank financial disclosure, and the boundary between matrimonial and non-matrimonial assets, particularly where significant gifts are made after separation but before final settlement.
The Court of Appeal heard the case over two days, with judgment now reserved. The panel, comprising Lord Justice Moylan, Lady Justice Andrews and Lord Justice Nugee, is expected to deliver a ruling at a later date.
Family law practitioners will be watching the outcome closely. A decision in favour of reopening the settlement could have wide-ranging implications for how post-separation gifts are treated and reinforce the risks of incomplete disclosure in cases involving complex family wealth structures.
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£14m divorce battle exposes the risks of non-disclosure in complex family wealth cases

The government has issued a stark warning to Elon Musk’s artificial intelligence company xAI, signalling it is prepared to block access to its Grok chatbot in the UK if it fails to comply with British law on online safety.
Technology Secretary Liz Kendall said on Friday that ministers are moving swiftly to criminalise the creation of intimate images without consent, as concerns mount over the misuse of AI tools to generate sexualised images of women and children.
Her comments follow reports that Grok, xAI’s chatbot integrated into the social media platform X, has continued to allow users to generate sexually manipulated images if they are willing to pay for premium access, despite public assurances that safeguards had been tightened.
Kendall described the practice as “despicable and abhorrent”, adding that it was “totally unacceptable” for any platform to profit from such content.
She said the government expects the media regulator Ofcom to act decisively and without delay. “I, and more importantly the public, would expect to see Ofcom update on next steps in days, not weeks,” she said, urging the regulator to use the full range of powers granted by Parliament under the Online Safety Act.
The Technology Secretary explicitly reminded xAI that UK law allows regulators to block services from being accessed domestically if they refuse to comply. She said that any decision by Ofcom to use those powers would have the government’s “full support”.
Kendall confirmed that ministers are also legislating to ban so-called “nudification” apps, which use AI to digitally undress individuals without consent. The measure is included in the Crime and Policing Bill currently before Parliament.
In addition, she said new legal powers will come into force within weeks to make the creation of non-consensual intimate images a criminal offence, closing a loophole that has allowed AI-generated abuse to spread faster than enforcement mechanisms.
She also warned that platforms are expected to comply fully with Ofcom’s new guidance on violence against women and girls (VAWG). “If they do not,” she said, “I am prepared to go further.”
The intervention marks one of the strongest signals yet that the government is willing to escalate its response to AI-driven abuse, particularly where children and women are targeted.
“We are as determined to ensure women and girls are safe online as we are to ensure they are safe in the real world,” Kendall said. “No excuses.”
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Liz Kendall warns xAI over Grok images as UK moves to criminalise non-consensual AI deepfakes

Aer Lingus is moving closer to closing its Manchester Airport base, putting around 200 jobs at risk, after concluding that efforts to improve margins at the operation are no longer viable.
The Irish flag carrier has told staff it will begin formal consultations in the coming days on “mitigating job losses which would occur in the event of a base closure”, while simultaneously confirming it will stop selling tickets for its long-haul routes from Manchester after 31 March.
Flights from Manchester Airport to New York JFK, Orlando and Barbados will no longer be available to book beyond that date, a move that industry sources say strongly points towards the base being wound down.
Although Aer Lingus has stopped short of formally confirming closure, internal communications seen by staff underline the airline’s position. While the Manchester operation is profitable, Aer Lingus said its margins are “far below” those achieved elsewhere in the business.
“The airline has explored various options for increasing the margin at the Manchester base, but unfortunately to date these options do not appear to be viable,” the airline told employees in a memo.
Services between Ireland and Manchester, operated by Aer Lingus and Aer Lingus Regional, will not be affected.
The Manchester base, run by Aer Lingus’s UK subsidiary, employs around 200 people, including nearly 130 cabin crew, and operates transatlantic services using two aircraft. Staff have been told they may be offered redeployment opportunities elsewhere within Aer Lingus or its parent group IAG, which also owns British Airways and Iberia, or the option of redundancy.
The potential closure follows months of industrial tension at the base. Cabin crew, represented by Unite, staged strike action in October and November in a dispute over pay, while Aer Lingus has also clashed with the Irish Airline Pilots’ Association over employment issues affecting Manchester-based pilots.
Unite has reacted angrily to the latest developments, accusing the airline of “economic vandalism” and warning of further disruption if the proposals proceed.
Aer Lingus reported an operating profit of €135 million for the three months to June 2025, nearly 50 per cent higher year-on-year, and Unite claims the Manchester routes were forecast to generate around £35 million in profit. The airline has acknowledged the base is profitable, but argues it underperforms relative to its Irish long-haul network.
Unite general secretary Sharon Graham said: “This is a profitable base and Aer Lingus’ plans to close it show a complete disregard for its loyal workforce.”
The union says it has repeatedly requested Manchester-specific financial data to justify the proposed closure, which it claims the airline has not yet provided. Unite is now balloting members on industrial action, with the vote closing on 26 January and potential strikes from late February.
John O’Neill, Unite’s regional officer, said: “No stone must be left unturned in pursuing all options to keep the base operational and preserve jobs. Unite will not back down without a fight.”
For Aer Lingus, the situation highlights the growing pressure airlines face as labour disputes, operational costs and margin expectations collide. For Manchester Airport and the region’s aviation workforce, the coming weeks are likely to prove decisive.
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Aer Lingus moves closer to closing Manchester base as margins fail to stack up