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The United Kingdom has been named the worst country in Europe for commuting, tied with Greece, according to a new report by cross-border e-commerce platform Ubuy. The ranking – based on commuting costs, travel times, paid leave, working hours and national happiness – places the UK bottom of a 34-country index.
The UK scored 107 out of a possible 136 points, where a lower score indicates a better commuting experience. The report highlights soaring costs, long travel times, limited paid time off and declining wellbeing as the key factors behind the UK’s poor performance.
UK commuters face the third-highest average monthly commuting cost in Europe at £67.21, only slightly behind Luxembourg and Switzerland. The study suggests that, with train fares and fuel prices rising, many British workers are spending more getting to work than some Europeans do on holidays.
The average UK commute clocks in at 40 minutes – one of the longest in Europe – and full-time workers only receive 20 days of statutory paid annual leave (excluding bank holidays), among the lowest in the ranking.
The UK also fares poorly on overall wellbeing, with a national happiness score of 6.75 out of 10, placing it well behind top-ranking nations like Finland and Estonia. The combination of high commuting costs, long working weeks, and limited rest time is creating a recipe for burnout, the report warns.
Meanwhile, Greece – also scoring 107 points – shares similar problems. With average working hours of 39.8 per week and a lower happiness score of 5.93, Greece joins the UK in the bottom spot.
Cyprus, Italy and France complete the bottom five. While known for their warmer climates, these countries scored poorly due to high parking and commuting costs, and limited flexibility around working hours and breaks.
In contrast, Estonia topped the leaderboard with a score of 64 points, thanks to low commuting costs, cheap lunches, and a solid work-life balance. Finland and Lithuania tied for second place (68 points), followed by Sweden and Romania in third (74 points), praised for their affordability and emphasis on employee wellbeing.
“This ranking should serve as a wake-up call,” said Faizan Khan, spokesperson for Ubuy. “With more people returning to the office post-pandemic, the cost, time and stress of commuting are once again central to how employees feel about work. Countries like Estonia show that affordable transport and balanced working hours are possible – the UK has some catching up to do.”
The study follows renewed discussions around hybrid work, flexible hours and transport reform in the UK. With inflation and interest rates continuing to impact household finances, advocates are urging the government to reassess commuting policies and workplace expectations to ease the burden on workers.
As commuting once again becomes a daily reality for millions of Brits, this ranking underscores the importance of not just where people work – but how they get there.
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UK revealed as Europe’s worst country for commuters in new ranking

As crowds descend on Silverstone this weekend for the sold-out British Grand Prix, the spectacle of F1 masks a much deeper economic and technological engine humming beneath the surface.
With more than 480,000 fans expected through the gates and 160,000 in attendance on race day alone, the UK’s flagship motorsport event is a major draw. But its broader significance lies in its role at the centre of a world-leading ecosystem that blends motorsport, high-performance engineering, and cutting-edge innovation.
According to a report by the Motorsport Industry Association and Grant Thornton, motorsport and engineering services contributed £16 billion to the UK economy in 2023 and employed over 50,000 people. The Formula 1 supply chain itself comprises 4,500 companies, many located in a region dubbed “Motorsport Valley”, nestled between Oxford and Cambridge.
Ten of the eleven teams set to compete in the 2025 F1 season will be based in the UK, with Cadillac F1 and Audi F1 joining next year and establishing operations on British soil.

The spin-off impact of the industry goes well beyond the track. Technologies developed for Formula 1 are now being applied in hospitals, airports, and building sites. For instance, McLaren’s performance data systems are helping Heathrow improve traffic flow, while kinetic energy recovery systems born in F1 are now reducing emissions on London buses.
Dumarey Flybrid, based near Silverstone, developed a flywheel power system for building sites—a technology originally honed for F1. Wirth Research, once focused solely on aerodynamics for race cars, now applies its expertise to energy-saving supermarket chillers.
This culture of innovation is being nurtured by organisations such as the Silverstone Technology Cluster, founded in 2017, which supports engineering, software, and advanced manufacturing businesses rooted in the motorsport sector.
Dan Keyworth, Director of Business Technology at McLaren Racing, says technology is now a major battleground in Formula 1. “For every pound we spend on the car, we spend a pound on tools, methods and technology,” he told TechRadar.
Even amid challenges—such as supply chain disruption, the shift to hybrid cars, and job cuts at firms like McLaren during Covid—Britain’s motorsport sector has remained a globally competitive force.
McLaren Racing posted £431m in revenue and £30.4m in profit in 2023, while its parent company was majority-acquired by Bahrain’s sovereign wealth fund Mumtalakat last year. The group, which includes McLaren Automotive, employs thousands in the high-performance vehicle manufacturing sector.
Luxury performance brands such as Aston Martin and Morgan—while representing just 4% of UK car production—account for 12% of its total value and support 15,000 jobs, according to the Society of Motor Manufacturers and Traders.
While Lando Norris and George Russell chase home glory this weekend, and Lewis Hamilton seeks a record 10th British Grand Prix win, the bigger victory is economic. Formula 1 remains one of the UK’s most valuable—and least visible—industrial success stories, powering far more than race day headlines.
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The real Formula 1: British Grand Prix highlights UK’s £16bn motorsport economy

Foreign students applying to study in the United States will now be required to make their social media profiles public so that American diplomats can vet their online activity for signs of “hostility” towards the US or threats to national security.
Under new guidance issued by the US State Department this week, consular officials will carry out social media checks on all applicants for F, M, and J category visas — covering academic studies, vocational training, and cultural exchange programmes.
Applicants who refuse to change their privacy settings may be treated with suspicion, with the State Department warning that refusal to cooperate will be considered a “red flag” for concealment of online activity.
According to the guidance, consular officers are instructed to look for “any indications of hostility toward the citizens, culture, government, institutions, or founding principles of the United States.” A confidential diplomatic cable, obtained separately by Politico, also advises diplomats to flag any posts suggesting support for terrorist organisations, antisemitic violence, or any other perceived threats to US national security.

The move has already sparked concern among civil liberties advocates and academic institutions. Critics warn that the policy could amount to ideological screening and may infringe on free expression and privacy, particularly for students from countries where political dissent or criticism of US foreign policy is common.
In particular, the focus on identifying “antisemitic harassment or violence” has been interpreted by some as part of a broader crackdown on students and activists who oppose Israel’s ongoing military actions in Gaza. Several US immigration agencies have faced criticism for conflating political speech about Israel with antisemitism.
The policy comes amid wider efforts by the Trump administration to overhaul immigration and tighten national security controls. In late June, the State Department temporarily suspended the issuance of new student visas while officials reviewed how to implement enhanced social media screening.
With the latest directive, visa processing has resumed — but now with what officials are calling “comprehensive and thorough vetting”. A senior State Department official praised the updated procedures, stating: “It is an expectation from American citizens that their government will make every effort to make our country safer. That’s exactly what we’re doing.”
Senator Marco Rubio, who has supported enhanced screening measures, was also cited as a key supporter of the new approach.
In addition to raising privacy concerns, some immigration lawyers and university groups say the directive could deter international students from applying to US institutions altogether. The US has already seen a decline in foreign student enrolment in recent years, a trend that may be accelerated by these new measures.
Applicants will be instructed to make platforms such as Facebook, X (formerly Twitter), Instagram, and TikTok visible to consular staff for the purposes of evaluation. There is currently no indication of how long this visibility must remain in place or whether past online content will be archived for future monitoring.
The Biden administration has not yet commented on whether it intends to revise or revoke the policy, though critics say it reflects a growing global trend of “digital border control” that blurs the lines between immigration policy and surveillance.
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New US visa rules will force foreign students to unlock social media profiles

Razzamataz Theatre Schools has launched a new initiative to mark its 25th anniversary, offering two aspiring entrepreneurs the chance to run their own performing arts franchise — backed by a prize worth up to £25,000.
The ‘Future Founders’ competition will provide two winners with a Razzamataz Theatre School franchise, either in the UK or the UAE, worth up to £15,000, alongside a £10,000 start-up grant to launch their business.
Designed to remove the financial barriers many face when starting a business, the competition is open to individuals aged 18 and over with a passion for the performing arts and a desire to make a difference in their communities. No prior business experience is required.
“We’re looking for people with purpose, passion, and potential,” said Denise Gosney, founder and managing director of Razzamataz. “This is about more than business ownership — it’s about creating a legacy that empowers young people and brings lasting value to local communities.”
Denise, who famously secured investment from Duncan Bannatyne on BBC’s Dragons’ Den, launched Razzamataz in 2000. Since then, the brand has grown into one of the UK’s most recognisable names in children’s performing arts education, with franchisees across the country and internationally.
The new initiative will give two driven individuals the opportunity to join the Razzamataz network, backed by 25 years of experience, comprehensive training, and expert mentorship. Participants will also pitch their ideas to a judging panel including Denise herself, singer-songwriter Ben Ofoedu, Cheryl White (CEO of Apollo Care), and Hayley Limpkin, a franchise coach and strategist.
“This is a rare opportunity for people with big dreams but limited means,” said Cheryl White. “It’s a chance to take that all-important first step into entrepreneurship with the backing of a trusted, supportive brand.”
Razzamataz’s franchise model has long supported individuals from a wide range of backgrounds — including performers, teachers, parents, and career changers — offering full training in areas such as marketing, operations, curriculum design and recruitment. Many of the brand’s most successful franchisees began with no business experience at all.
Applications for Future Founders are now open and can be submitted via the Razzamataz website. Successful applicants will receive not only financial support, but a full toolkit to launch and grow a thriving theatre school in their chosen territory.
“Our mission has always been to unlock potential,” added Denise. “Future Founders will give the winners a life-changing opportunity to inspire the next generation and build a business that fits around their lifestyle and values.”
Applications are open now:

UK entrants

UAE entrants

Franchise territories are limited and competition is expected to be fierce. Entries close later this year.
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Razzamataz offers £25k franchise opportunity to two aspiring entrepreneurs through ‘Future Founders’ initiative

While Wimbledon’s champions may lift the iconic silverware next weekend, they’ll also be handing a sizeable portion of their record-breaking prize money to HM Revenue & Customs (HMRC).
Analysis by accountancy firm Blick Rothenberg suggests HMRC will collect an estimated £17 million from the £53.5 million prize fund at this year’s tournament — a lucrative windfall driven by UK tax rules applying to international athletes.
The singles champions in both the men’s and women’s events will each receive £3 million – an 11% rise on 2024’s top prize – but are expected to lose up to £1.3 million to tax, with earnings above £125,140 subject to the UK’s top 45% additional rate.
Even players knocked out in the first round will earn £66,000 – enough to push them into the higher 40% tax bracket, which applies above £50,271.
Under UK law, overseas athletes are required to pay tax not only on their prize money, but also on any UK-specific sponsorship earnings and a proportion of global image rights income deemed attributable to time spent in the country.
“These tax rules make Wimbledon a major cash generator for HMRC,” said Robert Salter, tax specialist at Blick Rothenberg. “The prize fund has more than doubled in the last decade, making it a consistent and growing source of revenue.”
HMRC requires tournament organisers to withhold 20% of the core prize money at source. However, players may still be liable for higher rates depending on their total UK earnings, and must submit a UK tax return to calculate their final liability.
While British players are entitled to the standard £12,570 personal allowance – slightly reducing their tax bill – many international athletes are not, leading to a larger effective tax hit. The analysis also assumes prize money is the player’s only UK income, although endorsement earnings or public appearances could also be taxed.
Some costs, such as travel and accommodation, may be claimed as tax-deductible business expenses, as players are considered self-employed for tax purposes.
“Even players with limited sponsorship income typically end up as higher-rate taxpayers,” Salter added. “For those advancing deep into the tournament, UK tax is a significant factor.”
Wimbledon’s 2025 prize pot is the largest in its history, up 7% from last year’s £50m. Singles semi-finalists receive £775,000, while the men’s and women’s doubles champions will share £680,000.
While tax bills might take the edge off the celebrations for the winners, they are unlikely to deter the world’s top players from competing at SW19. Wimbledon remains one of the sport’s most prestigious events — and for HMRC, a fixture that delivers reliable returns.
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Wimbledon winners to pay up to £1.3m in tax as HMRC claims £17m from prize pot

The global demand for superyachts is reaching new heights — and so is their size. Once a symbol of extravagant luxury, today’s superyachts are evolving into floating palaces that offer both privacy and functionality for the ultra-wealthy.
According to industry data from Boat International, 1,203 superyachts were built or ordered globally in 2023 — an all-time record. While the overall number is expected to dip slightly in 2025 to 1,138, the yachts themselves are getting significantly larger. This year alone, 61 vessels measuring 76m or more are under construction, up from 55 last year. Meanwhile, orders for the smallest category of superyachts (24m–27m) have declined.
The appetite for more space and grandeur appears to have been accelerated by the pandemic. “After Covid, people started treating their yachts as personal safe havens,” says Barbara Armerio, co-owner of Italian luxury yacht builder Amer. “They want bigger windows, more outdoor space and better access to the sea.”
Italian lawyer and superyacht enthusiast Paola Trifirò agrees. She and her husband have owned more than a dozen superyachts over the years, often exceeding 50m in length. “Whether it’s sailing alongside whales or being greeted by fishermen in Fiji, I like to feel strong and safe at sea,” she says. She’s personally involved in the design of her yachts — with ample kitchen space for gourmet meals a non-negotiable. “If you’re used to eating well, you can’t always rely on local restaurants,” she adds.
Superyachts are typically defined as privately owned luxury vessels measuring 24m or more in length and professionally crewed. Today’s models go far beyond basic opulence. From helipads and cinemas to saunas and beauty salons, naval architects are constantly pushing the boundaries of onboard design.
Prices reflect the scale and sophistication. A smaller 36m yacht can command €36 million, while 100m-plus custom builds can exceed €295 million.
Italy remains the heart of the industry, producing over half of the world’s superyachts — with a combined production length exceeding 22km. In 2023, the country’s shipbuilders earned €8.3 billion in revenue. Italy’s dominance is supported by a vast network of local artisans and raw materials — from Tuscan marble to Ligurian craftspeople.
“We only produce a few high-end masterpieces each year,” says Armerio. “Every detail is unique.”
While American buyers still dominate the market, interest is rising from new wealth markets such as Turkey, Indonesia and Mexico. Sales to Russian clients, once significant, have plummeted due to international sanctions.
For buyers like Ms Trifirò, it’s about more than luxury — it’s about exploration and control. “My curiosity pushes me to keep cruising the oceans — and I love to be in the driver’s seat,” she says. Her long-serving crew are paid generously, with her captain having worked for the family for over 20 years.
As the market grows and expectations rise, one thing is clear: in the world of the super-rich, bigger really is better.
Read more:
Why the world’s superyachts are getting bigger than ever

Neutronic, the nootropics drink brand founded by Chris Williamson and James Smith, has raised $3.7 million in its first external funding round, valuing the company at $20 million just 18 months after its launch.
The round attracted a high-profile group of investors, including fitness entrepreneur Kayla Itsines and Grenade founder Alan Barratt, as Neutonic looks to capitalise on booming demand for mindful alternatives to traditional energy drinks and coffee.
Launched in November 2023 by podcast host Chris Williamson (Modern Wisdom) and bestselling personal trainer James Smith, Neutonic has swiftly emerged as a leading player in the functional beverage space. Backed by Genflow CEO Shan Hanif and manager Luke Betts, the founding team positioned the product as a brain-boosting, crash-free drink that speaks to the growing sober-curious, health-conscious market.
Formulated with science-backed ingredients such as Cognizin, Rhodiola rosea and Panax ginseng, Neutonic targets mental clarity, sustained energy, and improved focus. The brand’s transparent ingredient sourcing and evidence-based marketing have resonated strongly with consumers seeking cleaner performance solutions.
Since launch, Neutonic has sold over three million cans of its signature Productivity Drink, topped Amazon’s energy drink and grocery charts, and achieved more than $10 million in revenue. The brand now has its sights set on international scale.
“This investment provides the momentum needed to bring our ambitions for Neutonic to life,” said James Smith. “We’ve had a clear vision from the outset and closing this funding round marks a significant milestone in reaching the next phase of our growth. We’re excited to expand into new markets and strengthen our presence in retail.”
Alongside Kayla Itsines and Alan Barratt, the round also attracted investment from creator economy heavyweights Codie Sanchez, Dan Martell, Mike Thurston, Gym King founder Jay Parker, and JDI Investments.
“After 30 years in business, I’d like to think I can spot great founders when I see them,” said Grenade founder Alan Barratt. “I’ve known Chris and James since 2019, and we’ve always shared a passion for health and fitness, entrepreneurship, and developing great products that consumers can trust. I’m so proud to have had the opportunity to invest in Neutonic.”
Neutonic plans to use the $3.7 million to scale operations, expand its workforce, and bolster retail and distribution capabilities in the UK and US. The company also plans to appoint regional leads to support international launches and cement its status as a global leader in nootropic drinks.
New product development is a key part of Neutonic’s 2025 strategy, with additional powder and can flavours due to hit shelves this summer.
With strong early traction, a cult following, and heavyweight backers, Neutonic is positioning itself as the go-to brand for consumers seeking productivity without compromise.
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Leading creators Chris Williamson and James Smith raise $3.7M for Neutonic at $20M valuation

Santander has announced a £2.65 billion all-cash deal to acquire TSB from Spanish rival Sabadell, marking another significant move in the wave of UK banking consolidation.
The takeover, which is expected to complete in the first quarter of 2026 subject to regulatory approval, will see Santander absorb TSB’s five-million-strong customer base and expand its UK footprint further.
The acquisition price comfortably exceeds the £1.7 billion that Sabadell paid to acquire TSB in 2015, and comes amid mounting pressure on Sabadell as it attempts to fend off an €11 billion hostile takeover bid from Spanish heavyweight BBVA.
Sabadell confirmed the deal on Wednesday, just a week after acknowledging that it had received expressions of interest for TSB. Barclays was among the formal bidders, but Santander ultimately secured the agreement.
In a statement, Banco Sabadell said the sale would unlock value and allow it to propose a special dividend of €0.50 per share—around €2.5 billion—at a shareholder meeting scheduled for next month. The deal was first reported by Spanish business daily Expansión.
The move reinforces Santander’s long-term commitment to the UK market. Dame Ana Botín, executive chairman of Banco Santander, said: “The acquisition of TSB represents a continuing strategic commitment to our customers in the UK. It strengthens our franchise in a core market through the acquisition of a low-risk and complementary business that adds to our diversification.”
TSB CEO Marc Armengol welcomed the news, stating: “TSB is a UK success story, providing excellent service to more than five million customers. This announcement marks the beginning of a new chapter as part of a major group like Santander.”
The deal will bring together two sizable mid-tier UK retail banking operations. TSB had total assets of £46.1 billion at the end of 2023, with £36.3 billion in loans and £35.1 billion in deposits. Santander UK is already a significant player in the sector and is expected to gain considerable economies of scale from the merger.
The acquisition also continues the momentum of consolidation in UK banking, following Nationwide’s £2.9 billion acquisition of Virgin Money UK, Coventry Building Society’s £780 million takeover of the Co-operative Bank, and NatWest’s and Barclays’ recent purchases of banking arms from Sainsbury’s and Tesco, respectively.
Despite interest from NatWest and Barclays in its own UK retail operations last year, Santander had rejected those bids due to disagreements on valuation. The decision to grow instead via acquisition of TSB signals confidence in its UK strategy.
TSB, which traces its heritage back to 1810, was formerly part of Lloyds Banking Group before being spun off and floated in 2014 as a condition of Lloyds’ government bailout during the financial crisis. It was later snapped up by Sabadell.
The Santander-TSB deal is expected to receive close regulatory scrutiny but is seen as a natural fit by industry analysts. With Sabadell refocusing on its domestic market and Santander doubling down on UK expansion, the transaction could reshape the UK retail banking landscape further as the sector continues to consolidate.
Read more:
Santander agrees £2.65bn deal to buy TSB from Sabadell

Amazon’s use of warehouse robots has surged to more than one million, putting them on par with the number of human workers and signalling a pivotal shift in the ecommerce giant’s operations towards AI-driven automation.
The milestone, first reported by the Wall Street Journal, marks a turning point in Amazon’s warehouse operations, where automation now supports roughly three-quarters of all deliveries. The company has long emphasised that its robots work “alongside humans”, helping to reduce physical strain by taking on repetitive tasks such as lifting and sorting heavy packages.
Amazon says the expansion of robotics will not eliminate jobs but instead shift demand towards more technical roles. The company plans to increase hiring for technicians and maintenance staff to service its growing fleet of robots.
“Robots in our fulfilment centres are designed to assist, not replace,” said an Amazon spokesperson. “They make the workplace safer and more efficient, enabling our employees to focus on more engaging and less physically demanding tasks.”
However, Amazon’s march towards automation is not limited to its warehouses. Chief executive Andy Jassy signalled in June that the company’s corporate workforce is also set to shrink due to AI, saying: “We will need fewer people doing some of the jobs that are being done today, and more people doing other types of jobs … in the next few years, we expect that this will reduce our total corporate workforce as we get efficiency gains from using AI extensively across the company.”
The technology powering Amazon’s robotic surge is evolving quickly. The company announced on Monday that its latest AI-driven software has increased robot speeds by 10 per cent. One of its newest models, Vulcan—unveiled in May—is Amazon’s first robot with a “sense of touch,” which helps it handle inventory more precisely.
Despite the acceleration in automation, Amazon continues to expand its physical footprint and employee base in the UK. It has pledged to invest £40 billion in the UK over the next three years, including the opening of four new fulfilment centres, each expected to create up to 2,000 jobs. It currently employs more than 75,000 people across the country.
Part of this expansion includes the introduction of drone deliveries, which are expected to begin in Darlington. Amazon says that while these newer sites may have smaller employee footprints due to their increased automation, they are crucial for delivering orders with greater speed and efficiency.
“As we’ve hired hundreds of thousands of new employees over the past decade, we’ve also expanded into new types of sites — like sub-same-day fulfilment centres and delivery stations — which have smaller employee footprints and help us deliver with greater speed,” said the company.
The balancing act between automation and employment remains a subject of global interest. While Amazon maintains that robotics will create new opportunities in technical and engineering roles, it faces increasing scrutiny over the broader implications of AI adoption—particularly on job security, workplace conditions, and the future shape of its workforce.
Read more:
Amazon’s robots on verge of outnumbering human warehouse staff as AI ramps up