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Hawkstone has scored major success at the 2025 World Beer and Cider Awards, with Hawkstone IPA and Hawkstone Hedgerow both named England Country Winners, cementing the brand’s reputation as one of the UK’s fastest-growing premium drinks makers.
The latest wins build on last year’s triumph when Hawkstone Lager was crowned England’s Best Lager. This year’s medal haul spanned the full product range, underlining the brand’s depth and consistency. Hawkstone IPA and Hedgerow each won Gold medals, Hawkstone Cider also secured Gold, while Hawkstone Session and Hawkstone Black picked up Silvers, and Hawkstone Lager and Hawkstone Vodka were each awarded Bronze.
Hawkstone IPA is already available nationwide via Waitrose, Co-op societies, pubs across the country and through Hawkstone.com. Hawkstone Hedgerow will launch in Waitrose stores across the UK from September.
Jonas Munk, chief commercial officer at Hawkstone, said: “We’re excited to win big at the World Beer Awards for the second year in a row. It just proves our point: back British farming, use British ingredients, and you get the best beer and cider in the country.”
Alongside its awards success, Hawkstone has also unveiled its latest special release: Harvest IPA, created to celebrate the British harvest season. Despite challenging weather and poor crop yields, the new brew showcases British hops including Solero and Harlequin, delivering tropical fruit notes, candied orange and lime zest, balanced with malty sweetness from British barley.
Harvest IPA launched on 15 August and will be available exclusively to Hawkstone subscribers – known as “Hawkstonians” – for the first two weeks before a wider release.
Founded by broadcaster Jeremy Clarkson, Hawkstone has positioned itself as a premium brand dedicated to supporting British farming. By using only high-quality, British-grown ingredients, it has rapidly become England’s fastest-growing beer brand.
The latest accolades at the World Beer and Cider Awards underline Hawkstone’s mission to champion homegrown produce while competing at the very top of the international drinks industry.
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Clarkson’s Hawkstone crowned England’s best at 2025 World Beer and Cider Awards

Lotus has announced plans to cut up to 550 jobs in the UK, amounting to around 40 per cent of its British workforce, in a major restructuring aimed at securing the company’s long-term survival.
The Norfolk-based sports carmaker, majority-owned by Chinese group Geely, said the cuts were “necessary to secure a sustainable future in today’s rapidly evolving automotive environment,” citing the impact of falling sales, the transition to electric vehicles and mounting global tariff pressures.
The announcement follows months of uncertainty about the future of Lotus’s 59-year-old Hethel site, which prompted business secretary Jonathan Reynolds to hold talks with Geely earlier this summer.
Despite the scale of the job losses, Lotus insisted that its UK operations would remain central to the brand. In a statement, the company said:
“The brand remains fully committed to the UK, and Norfolk will remain the home of Lotus’ sports car, motorsports and engineering consulting operations.”
The carmaker said the changes would allow it to operate “more flexibly” by aligning production with demand and would be “vital to enhancing our future competitiveness in the market”.
Geely acquired a 51 per cent stake in Lotus in 2017 as part of a wider deal with Malaysian manufacturer Proton. Since then, the Chinese group has invested more than £3 billion into the marque. However, the shift to premium electric models has proved difficult, with tariffs in the US adding further strain.
Shares in Lotus Technology, the Nasdaq-listed division of the business, have plunged 84 per cent since their debut in February 2024, and fell a further 2 per cent in early trading on Thursday. Geely has increasingly focused attention on a new production hub in Wuhan, China.
Ben Goldsborough, Labour MP for South Norfolk, described the decision as a “very difficult day for Lotus and for many families” but stressed that the “worst-case scenario” of a complete factory closure had been avoided.
South Norfolk Council leader Daniel Elmer said Lotus had been “an integral part of South Norfolk since 1966” and pledged to work with the company and affected employees.
A government spokesman acknowledged the challenges facing UK carmakers and said Labour’s industrial strategy, launched in June, was aimed at cutting energy costs for manufacturers. He also pointed to the recent UK-US trade deal, which he said had “saved thousands of jobs in Britain.”
The restructuring comes amid leadership turbulence. Matt Windle, chief executive of Lotus’s cars business in Europe, has taken a leave of absence for “personal reasons” just four months into the role.
While Lotus insists Norfolk will remain its global sports car base, the scale of the job losses underscores the difficulties facing Britain’s automotive industry as it adapts to the electric transition and volatile global trade conditions.
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Lotus to cut 40% of UK workforce but pledges to keep Norfolk factory open

Virgin StartUp has launched a first-of-its-kind accelerator programme to help dyslexic entrepreneurs scale their businesses, highlighting the growing economic contribution of founders with Dyslexic Thinking skills.
New analysis from global charity Made By Dyslexia shows that dyslexic entrepreneurs contribute at least £4.6 billion to UK GDP every year and support more than 60,000 jobs. The research also suggests that one in three business founders are dyslexic, with skills such as creativity, problem-solving, visualisation and big-picture thinking proving highly suited to entrepreneurship.
The new programme, called Momentum, is an eight-week accelerator designed to amplify those strengths through tailored workshops, one-to-one mentoring and access to specialist resources. Virgin StartUp has also created a dedicated Dyslexic Thinking space in its online community for founders. Applications close on 30 September 2025, with the programme beginning on 14 October.
Elle Upshall, Scale Up Lead at Virgin StartUp, said the initiative was designed to give founders the confidence to harness the qualities that set them apart.
“Momentum has been designed to help dyslexic founders embrace the strengths that set them apart,” she said. “We know that Dyslexic Thinking brings creative problem-solving and vision in abundance, and this programme is about giving entrepreneurs the support, tools and confidence to use these strengths to scale their businesses.”
To coincide with the launch, Made By Dyslexia, Virgin StartUp and Virgin Unite have rolled out a nationwide awareness campaign across 46 UK towns and cities. The campaign highlights world-changing inventions created by Dyslexic Thinkers – including the car, lightbulb and smartphone – and celebrates global brands founded by dyslexic entrepreneurs such as Apple, Ikea, Jo Malone and Virgin itself.
Sir Richard Branson, founder of the Virgin Group, has long described dyslexia as his entrepreneurial “superpower”. He said: “Much of my success as an entrepreneur comes from my Dyslexic Thinking. It’s my superpower. Dyslexic Thinking has enabled me to see the world differently and find new solutions to old problems. The world needs dyslexic entrepreneurs more than ever, so I’m delighted to support this campaign and I am looking forward to hearing the stories behind the dyslexic founders who join the Virgin StartUp programme.”
Kate Griggs, founder of Made By Dyslexia, said the UK economy depends on the strengths of dyslexic founders.
“Entrepreneurs are the engine of the British economy – and research shows Dyslexic Thinking fuels at least one in three of them. To boost growth, create jobs, and move the nation forward, the UK has never needed Dyslexic Thinking more,” she said.
While Dyslexic Thinking has recently been recognised as both a dictionary term and a skill on LinkedIn following campaigning efforts, many entrepreneurs still face outdated misconceptions and a lack of tailored support. Momentum is designed to close that gap.
One founder to have benefitted from early-stage support from Virgin StartUp is Alex Wright, co-founder of DASH Water, the no-sugar soft drinks brand now set to sell 50 million cans across 20 countries in 2025.
“It’s no surprise to me that Dyslexic Thinkers over-index as entrepreneurs,” said Wright. “While dyslexia felt like a challenge at school, it’s been one of my biggest assets as a founder. It’s helped me to spot gaps in the market, see problems as opportunities, dream big and build a successful, disruptive business.”
With applications now open, Virgin StartUp hopes Momentum will inspire and equip the next wave of dyslexic founders to scale their businesses and strengthen their role as a vital driver of the UK economy.
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Virgin StartUp launches Momentum accelerator to back dyslexic entrepreneurs

HMRC’s use of artificial intelligence to profile people’s social media activity will increase tax compliance, according to leading audit, tax and business advisory firm Blick Rothenberg.
Fiona Fernie, a partner at the firm, said that HMRC’s CONNECT system has been deploying advanced analytics since the early 2000s to spot underpaid tax. “CONNECT uses (and has always used) advanced analytics such as pattern recognition, predictive modelling, and machine learning, which are all forms of AI. Social media is just one of the many sources CONNECT reviews,” she explained.
CONNECT, developed by BAE Systems Applied Intelligence at an estimated cost of between £45 million and £100 million, has reportedly helped recover more than £3 billion in unpaid tax.
Fernie highlighted the efficiency gains such technology offers HMRC investigators. “CONNECT can identify the patterns and anomalies in the data it reviews in seconds where human investigation would take months,” she said. “It not only enables real-time risk profiling; it also supports the work carried out by HMRC staff during the course of investigations.”
However, she stressed that AI outputs are not used in isolation. “The information gleaned and analysed by the CONNECT system is always also looked at by human investigators. As long as there is appropriate human oversight and safeguards, I do not see any problem with the use of AI to identify possible indicators that tax is not being paid at the correct levels.”
HMRC has recently confirmed it uses publicly available online data to support compliance activities, including social media posts, blogs and other internet content without privacy restrictions. This mirrors the approach of other government departments such as the Department for Work and Pensions.
Fernie suggested HMRC may be underplaying the extent of its AI usage. “It is strange for HMRC to state that AI is only used as part of criminal investigations into tax fraud, as CONNECT uses real-time risk profiling as a tool to help determine targets for investigation.”
The growing use of AI in tax enforcement comes as governments worldwide deploy technology to close compliance gaps and secure revenues — a trend that places increasing importance on digital footprints, even in everyday online activity.
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AI profiling of social media will boost HMRC’s tax compliance, say advisers

Corporations are spending big on AI. According to IDC, total business investments in generative AI are expected to increase 94% this year to reach $61.9 billion. However, just investing in AI does not guarantee a payoff.
In fact, as Laura Clayton McDonnell, President of Corporates at Thomson Reuters explains, new research from McKinsey finds that the vast majority of companies implementing AI have seen no significant bottom-line impact from the technology. These findings are echoed in our Future of the Professionals Report 2025, which found that although 71% of C-suite leaders say their company has invested in AI tools in the past year, and a further 18% plan to invest in AI within the next 12 months, just 19% of corporate professionals say their department has a clearly-defined AI strategy in place.
As investment in AI increases, it becomes ever more important for businesses to develop an AI strategy to maximize the value of their AI investments. A solid AI strategy will define the investment, training, and guardrails necessary for departments to effectively utilize the technology. An excellent AI strategy can drive top-line growth for companies. However, this growth will never occur without a clear plan.
Based on our experience at Thomson Reuters helping large corporations integrate AI into their tax, legal, risk, compliance, and HR workflows, we’ve seen what can happen when businesses have a clear strategy in place and how expectations can be missed without a plan. We recommend that organizations follow seven key principles to maximize the effectiveness of new AI tools they adopt. These principles emphasize the necessary steps—from developing protocols to training employees—that are essential for achieving your business’s core objectives.
The seven key principles for a successful AI strategy
Align your AI strategy with your firm’s overall strategy
AI initiatives must directly support the core objectives of in-house departments and complement their organization’s overarching AI strategy. This includes reducing legal and regulatory risk exposure, improving compliance, streamlining procurement, and speeding up contract review. Leaders should also consider how to reinvest the new time savings into handling a greater volume of value-added work.
Corporate leaders should consider where they want their in-house functions to be in a year. They should begin by identifying the obstacles that are now blocking their departments’ strategic progress.
Establish clear AI goals and objectives
Leaders should convert broad company goals into specific, measurable, achievable, relevant, and time-bound (SMART) AI objectives. For example, if a departmental goal is to improve regulatory compliance monitoring, a good AI objective could be to boost department efficiency in handling particularly tedious manual tasks, like drafting updated contracts or researching local tax laws. Additionally, leaders should encourage input from different departments on how AI can support these goals. They should also promote early experimentation with AI tools across legal, tax, and compliance teams.
Corporate leaders should identify and prioritize an AI goal that tackles the departments’ most urgent issues, developing relevant initiatives to achieve realistic objectives.
Create a data strategy
Remember that AI’s effectiveness depends on the data it is trained on or references. Leaders should ensure their departments develop strong strategies for managing, securing, and utilizing data for AI purposes—while upholding confidentiality and legal privileges.
Leaders should work with internal teams and external resources to establish the best data strategy for their organization, considering factors like company size, industry, structure, and best practices.
Establish strong governance & ethical frameworks
It’s essential to establish clear policies on data privacy, security, and responsible AI use. This involves creating processes for identifying bias and ensuring accuracy. When verifying GenAI outputs, it is important to clearly define policies related to confidentiality, transparency, and the preservation of legal privileges.
Leaders should assign AI responsibilities within each department and establish approval procedures for new AI tools that consider the specific ethical and legal issues of each department. Another important step is to develop and document standard protocols for selecting AI tools and verifying outputs.
Invest in talent and training
While AI can be a powerful tool, people drive its success. Leaders should train staff not just on how to use AI tools but also on how to develop judgment to review AI outputs critically — an essential skill for building trust and ensuring compliance. Leaders must also identify skills gaps within the organization, address professional liability concerns, and foster a culture of responsible experimentation. They should also communicate openly about the organization’s overall AI strategy and its benefits to gain better buy-in from all professionals.
Businesses should consider using free or low-cost training resources from professional associations and technology providers. This is a cost-effective way to boost your organization’s training programs.
Prioritize and pilot
Leaders should identify two or three high-impact, high-feasibility pilot projects involving AI tools. Ideally, these projects should address critical pain points, such as contract analysis, regulatory monitoring, or tax provision automation. Early successes can build momentum, offer important lessons, and demonstrate the value of a solid AI strategy — all of which will facilitate broader adoption. Piloting new AI tools should be viewed as an ongoing process, incorporating feedback from frontline professionals.
Measure, iterate and adapt
Leaders should establish key performance indicators (KPIs) to measure the success of AI initiatives in areas like reducing compliance incidents, speeding up risk detection, and increasing the accuracy of tax provisions. It’s also important to measure AI initiatives against departmental goals to better evaluate their impact on overall performance. Additionally, regularly reviewing progress and being ready to adjust strategies is crucial as regulatory requirements, technology, and organizational needs change.
You should routinely track each department’s progress using simple before-and-after comparisons. This approach can often show return on investment without the need for complex analytics.
The winners in the AI arms race are those organizations that have all the elements of their strategic plan both mapped out and carefully implemented. We think that careful planning is worth it. With AI the risks of getting it wrong may look high but so are the potential returns.
Read more:
Seven keys to a successful AI strategy for corporate enabling functions

Business Secretary Jonathan Reynolds is set to meet JCB chief executive Graeme Macdonald after the company raised urgent concerns about the impact of new US tariffs on British goods.
Hundreds of UK-made products containing steel or aluminium became subject to American levies over the weekend, with JCB among the manufacturers warning that the move has triggered significant disruption.
Mr Macdonald told the Sunday Times there was “chaos at the US ports right now” as goods were held up while customs officials scrambled to interpret the new rules.
“They need to get a deal done quickly because this is very damaging to British industry,” he said. “This has blindsided everybody – us, the UK Government, and certainly US customs. There’s a huge backlog of imported goods in every port now in the US.”
The tariffs cover more than 400 product categories, ranging from garden furniture and children’s cribs to everyday consumer items like shampoo packaged in aluminium.
Donald Trump raised tariffs on steel and aluminium imports from most countries to 50 per cent earlier this year, but Britain’s rate has remained at 25 per cent. UK companies are now lobbying ministers to strike a fresh deal with Washington that could eliminate the tariffs entirely.
Negotiators failed to finalise a metals agreement when the broader UK-US trade deal was signed in May, leaving exporters exposed to the new levies.
A government spokesperson stressed that the UK remains the only nation to have avoided the 50 per cent tariffs imposed elsewhere.
“Thanks to our trade deal with the US, the UK is still the only country to have avoided 50% steel and aluminium tariffs,” they said. “But we are committed to going further to give industry the security they need, protect vital jobs and put more money in people’s pockets through the Plan for Change.
“We will continue to work with the US to get this deal implemented as soon as possible and in industry’s best interests.”
British manufacturers warn that without a rapid resolution, exports could be hit hard, damaging competitiveness and threatening jobs. With a meeting scheduled between Mr Reynolds and Mr Macdonald this week, industry leaders will be watching closely to see if the government can secure a breakthrough on tariffs that many say are already choking trade.
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Business secretary to meet JCB chief over US tariff chaos

Sir Chris Hohn, Britain’s most generous philanthropist, has slammed government cuts to overseas aid as “cruel” after donating an additional $328 million (£243 million) of his personal wealth to help fill the gap.
The billionaire hedge fund manager, 58, made the contribution to his Children’s Investment Fund Foundation (CIFF) in 2024, supplementing the $595 million invested by the charity from its $6.1 billion endowment. In total, CIFF committed $923 million to global projects last year.
Hohn said his increased giving was a direct response to reductions in international aid budgets. The UK cut its foreign aid commitment from 0.7 per cent of national income to 0.5 per cent in 2021 and plans to reduce it further to 0.3 per cent by 2027 in order to boost defence spending. In the US, President Trump dismantled the US Agency for International Development earlier this year.
“A lot of lives, maybe in the millions, have been lost because of these very cruel policies,” Hohn said. “The foundation is doing what we can to fill, in a small way, some of these enormous gaps.”
The fresh donation reinforces Hohn’s reputation as the UK’s most significant philanthropist. Through his hedge fund TCI and his CH Foundation UK, he has already channelled billions to charitable causes.
Accounts show that in 2024 TCI and CH Foundation UK donated more than $218 million to CIFF, with TCI committing a further $626 million for future years – around $440 million of which has already been delivered.
Thanks to TCI’s success, CIFF has also enjoyed huge investment gains. It booked a $637 million return last year after a $1 billion gain in 2023, giving it a cumulative performance of 633 per cent since 2009.
The son of a Jamaican-born car mechanic and a legal secretary, Hohn rose to prominence through the success of TCI, his $70 billion Mayfair-based hedge fund. Known for activist campaigns that have taken on giants such as Alphabet and the London Stock Exchange Group, TCI has consistently delivered bumper returns that underpin CIFF’s activities.
Hohn himself has amassed an £8.1 billion fortune, placing him 21st on this year’s Sunday Times Rich List. He was knighted in 2014 for services to philanthropy, the same year he finalised one of Britain’s largest divorce settlements, paying $530 million to his former wife Jamie Cooper – with whom he founded CIFF in 2002.
CIFF’s work spans climate change, child nutrition, and girls’ education. Hohn has also personally donated heavily to climate activism, including Extinction Rebellion.
Kate Hampton, chief executive of CIFF, said the latest donations were “a recognition of the urgency of the challenges we face”. She praised Hohn’s “generous” contribution as the foundation sought to step up its activities at a time of increasing global need.
For Hohn, the message is clear: as governments retreat from international development, philanthropists are being forced to step in. But he warns that the void left by shrinking aid budgets is far too large for private donations alone to fill.
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Britain’s top philanthropist Sir Chris Hohn condemns ‘cruel’ foreign aid cuts

Chancellor Rachel Reeves has come under fire from financial advisers after reports suggested she may target tax-free family gifts in her latest inheritance tax (IHT) reforms.
Wealth managers and planners have branded the proposal “daft” and a “blatant tax grab” that risks punishing grandparents who financially support their children and grandchildren.
At present, individuals can give up to £3,000 a year in gifts tax-free, with additional exemptions for weddings and small gifts of up to £250 per person. Larger transfers can also fall outside IHT if the donor survives for seven years.
However, reports indicate that the Treasury is considering capping or tightening these rules as part of efforts to plug gaps in the public finances ahead of the Autumn Budget.
Scott Gallacher, director at Leicester-based Rowley Turton, said: “I can’t believe the Chancellor would be daft enough to cap family gifts. All it would achieve is turning grandparents into overnight tax evaders, with cash gifts to children and grandchildren rocketing to avoid what many already see as an unfair tax.
“At present, with an effective £1m allowance for a married couple with children, most people worry unnecessarily about IHT. But with frozen allowances, more and more families will be dragged into the IHT net in the years ahead. My best advice is simple: spend it and enjoy yourself while you can – and beyond that, get proper financial advice to make sure what you want to pass on goes to your family, not the Chancellor.”
Benjamin Beck, founder of Beck Money Coach, warned the move could worsen financial pressures for young families.
“Family gifts can be a lifeline for many, from education to getting on the property ladder. This will affect the many, not just the few – which is surprising considering Labour’s slogan,” he said. “The best way to deal with this is to plan early, know the rules and make full use of allowances, including the £3,000 annual exemption and the seven-year rule while it lasts.”
David Stirling, an independent financial adviser at Belfast-based Mint Wealth, said: “This is a blatant attempt to tax the Bank of Mum and Dad, which so many people rely on for day-to-day living costs or to help with deposits. There isn’t much Rachel Reeves is leaving off the table now with IHT, property taxes, business and pensions already being punished.”
Chartered financial planner Anita Wright of Ribble Wealth Management stressed the importance of careful planning if the rules change.
She noted that under the current framework, “regular gifts out of income that do not affect the donor’s standard of living are immediately outside of IHT – a rule often underutilised.” She added that trusts, life insurance and business relief can also play a role in long-term strategies.
“Any move to clamp down on gifts risks hitting families at the very moment when intergenerational support is most vital,” she said. “This only highlights the importance of starting succession planning early and taking professional advice.”
The debate over inheritance tax comes as the Chancellor looks to raise revenue while balancing Labour’s promise to support working families. But with rising costs of living, stagnant IHT thresholds and already-frozen allowances, advisers warn that middle-class families risk being dragged deeper into the tax net.
For many, the prospect of losing the ability to make modest, tax-free gifts may feel less like closing a loophole and more like punishing families trying to support the next generation.
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Rachel Reeves’ inheritance tax plans branded “daft” as experts warn grandparents could become “overnight tax evaders”

Britain’s farmers are warning of a crisis after a new poll revealed widespread fears over survival and an overwhelming rejection of Labour’s agricultural policies.
According to research by the Country Land and Business Association (CLA), which represents 28,000 farmers and rural businesses across England and Wales, almost 80 per cent of farmers are worried their business will not survive the next ten years. None of those surveyed said they would vote for Labour in a general election.
The poll, conducted among 490 CLA members, found that 40 per cent “strongly agree” and 38 per cent “agree” with the statement: “I am worried that my business will not survive the next ten years.” More than 30 per cent have “seriously” considered selling their farm and leaving the industry in the next five years.
Nearly 70 per cent say they will be forced to sell land or take on debt to keep their business running, while almost half expect they will have to sell at least a quarter of their farm.
The anxiety stems largely from Labour’s inheritance tax reforms. From April 2026, inherited agricultural assets worth more than £1 million will face a 20 per cent tax charge. Previously, such assets were exempt. The government expects the policy to raise £520 million annually by 2029.
Since the announcement last October, around 90 per cent of farmers have delayed or paused investment, with more than a quarter holding back over £150,000.
Victoria Vyvyan, president of the CLA, said: “The Treasury says these reforms will barely touch rural Britain. Our polling shows they will force hard choices on farms that have sustained communities for generations — selling land, laying off staff and shelving plans for the future. Already families are weighing up which parts of their business they can afford to keep. Some are holding back investment, others are wondering if they can hand the farm on at all.”
The poll revealed striking political consequences. While 38 per cent of farmers said they would back the Conservatives, 36 per cent favoured Reform UK. The Liberal Democrats attracted just under 4 per cent, while 21 per cent were undecided. Labour secured zero support.
Vyvyan warned that rural Labour MPs risked losing the trust of their communities if they backed the policy. “If they support it, their voters won’t forget,” she said.
The inheritance tax changes come on top of a string of challenges for British agriculture. The National Farmers Union (NFU) warns that many medium-sized farms will not generate enough income to pay the tax without selling off land, making their businesses unviable.
Other pressures include rising production costs, global market volatility, new regulations and the collapse of government support schemes. The sudden closure of the Sustainable Farming Incentive (SFI) programme in March, which had paid more than 50,000 farms to improve soil and boost biodiversity, was described by the NFU as another “shattering blow”.
The Commons environment, food and rural affairs committee has urged ministers to delay the inheritance tax changes by at least a year, citing a lack of consultation, impact assessment and affordability analysis.
Defra has defended the reforms, arguing that most family farms will not be affected. A spokesperson said: “Our commitment to farming is steadfast and farming profits in the UK increased by £1.6 billion last year. We have allocated a record £11.8 billion to sustainable farming over this parliament and appointed former NFU president Baroness Minette Batters to recommend further reforms to boost farmers’ profits.”
Officials point out that 40 per cent of agricultural property relief — worth £219 million — went to just 117 large estates. The Treasury insists the reforms are “vital” to raise money for public services.
Yet with confidence collapsing and farmers openly questioning their future, the political and economic fallout of the reforms is set to be a defining test for Labour’s relationship with the countryside.
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Farmers warn of crisis as poll shows 80% fear for survival and none back Labour