Communities and town centres across the UK are about to get a serious boost. The Government has unveiled sweeping reforms aimed at slashing red tape so new cafés, bars, music venues and outdoor dining spaces can spring up in former shops and quickly bring life back to high streets.

At the heart of the plans is a new National Licensing Policy Framework designed to replace outdated and inconsistent local rules with something streamlined, standardised and modern. That means fewer forms, faster decisions, lower costs and, hopefully, a lot more neighbourhood hangouts for locals to enjoy.

One of the flagship changes will be the introduction of dedicated hospitality zones. In these areas, planning and licensing permissions for things like alfresco dining, extended hours, street parties and general outdoor engagement will be fast-tracked to cut delays and encourage footfall and buzz on the high street.

Crucially, the reforms also embed the Agent of Change principle into national policy. That means developers building next to pubs, clubs or music venues must take responsibility for soundproofing. So long-standing venues are protected from noise complaints arising from new residential neighbours, and the local entertainment scene can continue without interruption.

These changes form part of the Government’s wider Small Business Plan and Plan for Change strategy, aimed at supporting the UK’s 5.5 million SMEs, which account for a substantial proportion of private sector jobs and turnover.

The Business Secretary explained that the goal is to turn vacant, shuttered shops into vibrant cafés or bars that support local jobs and give small entrepreneurs room to flourish. The Chancellor added that pubs and bars are at the heart of British life. The Government is scrapping outdated rules to protect al fresco dining, pavement pints and street parties, not just for summer but all year round.

Trade bodies welcomed the announcement but reminded ministers this needs to be the start of a bold, long-term approach. Industry representatives in particular urged that faster licensing must go hand in hand with meaningful business rate and operating cost reform to prevent businesses being taxed out of existence.

All measures are expected to follow an initial call for evidence, with a clear commitment to reduce administrative regulation costs by at least 25% as part of efforts to revitalise local economies.

UK Export Finance (UKEF) is the UK’s export credit agency and government-backed financier. Its mission is to ensure that no viable UK export fails simply due to lack of funding or insurance.

What UKEF offers

• Working capital support: Through schemes such as the General Export Facility, Export Working Capital Scheme, and Export Development Guarantee, UKEF backs loans that help UK businesses fulfil multiple export contracts or build up stock and capacity. Loans of up to £25 million are available, typically delivered through participating lenders.
• Bond protection: UKEF supports performance bonds and advance payment guarantees through its Bond Support Scheme and Bond Insurance Policy. This enables exporters to meet buyer demands without tying up excessive working capital, as banks are more willing to issue bonds when UKEF shares the risk.
• Export insurance: UKEF insures against risks that private insurers may be unwilling to cover. This includes non-payment by overseas buyers and political risks in certain markets. Cover is available for up to 95% of the contract value, giving exporters confidence to sell to new or emerging markets.
• Buyer finance and direct lending: UKEF can finance overseas buyers of UK goods and services through its Buyer Credit Facility and Direct Lending Facility. These allow foreign governments or companies to access competitive finance terms when purchasing from UK suppliers, especially for infrastructure and capital projects.
• Expert guidance: UKEF’s nationwide network of Export Finance Managers offers free, impartial advice to UK businesses. They help firms assess eligibility, navigate applications, and manage risk more effectively.

Why it matters

UKEF removes many of the common financial barriers that prevent UK firms from exporting. By providing financial backing, guarantees, and insurance, it helps businesses of all sizes grow through international trade.

The UK Government has unveiled a landmark plan to reduce electricity network charges for the country’s most energy intensive industries, such as steel, ceramics, glass and chemicals, slashing costs by up to 90% from 2026.

What is changing?

The current 60% rebate under the Network Charging Compensation (NCC) scheme will rise to 90%, delivering savings of approximately £7 per megawatt hour for around 500 qualifying firms. Annual savings are projected at up to £420 million once fully in effect, bringing energy costs more closely into line with European competitors.

Context and strategy

This initiative forms part of the Government’s broader Modern Industrial Strategy and British Industry Supercharger package, introduced to strengthen competitiveness and support domestic manufacturing. A four week public consultation has been launched on the uplift and related reforms, including a proposal to double the NCC application window from one to two months.

Why this matters

By reducing energy overheads, the plan aims to boost investment, protect jobs, and help UK heavy industry stay globally competitive. Government estimates indicate that UK manufacturing has now recovered to pre pandemic levels, supported by approximately 12,000 new jobs in the year to March 2024.

Complementary measures

The announcement follows recent confirmation of the British Industrial Competitiveness Scheme, due to launch in 2027. This scheme will cut broader electricity bills by up to 25% for over 7,000 manufacturers, primarily by exempting them from green levies. A new Connections Accelerator Service will also streamline grid connections by the end of 2025, while upcoming legislation will grant powers to reserve grid capacity for strategic infrastructure.

Industry response

Business groups, including representatives from the steel sector, have welcomed the changes as a timely and necessary move to secure a competitive future for UK manufacturing.

Key Performance Indicators (KPIs) are not just numbers on a dashboard; they are tools to help business owners make better decisions. But with so many metrics available, how do you know which ones matter most for your business?

The answer is simple: start with your goal. KPIs should always support what you are trying to achieve, whether that is growth, efficiency, stability or profitability.

If your goal is overall financial health, net profit margin is a great place to begin. It tells you what percentage of each pound earned is actually kept after all costs. It cuts through the noise and helps business owners see whether they are making money in a sustainable way.

Focusing on cash flow? Track operating cash flow or free cash flow. Profit does not always equal cash in the bank, and many profitable businesses have come unstuck by running out of working capital. Cash flow KPIs show whether your business model is viable on a day-to-day basis.

Want to improve marketing results? Look at customer acquisition cost and customer lifetime value. These two KPIs help you measure whether your marketing spend is delivering a return and how valuable your average client really is.

If your focus is customer loyalty, then client retention rate is key. High retention usually points to satisfied clients, a strong service offering, and predictable revenue. Low retention can indicate pricing issues, poor communication or service problems.

Looking to grow your team or expand services? Keep an eye on revenue per employee or gross profit per fee earner. These metrics highlight how productive your people are, and whether adding more staff will drive profit or just increase overheads.

There is no universal KPI that works for everyone. The best approach is to pick a small set of KPIs (three to five), review them regularly, and use them to shape decisions.

KPIs turn a report into a roadmap, which provides informed and actionable to-do’s.

Starting your own business can be an exciting and liberating decision. But passion and ambition alone are rarely enough. One of the most overlooked factors in business failure is a lack of direct experience or knowledge in the chosen industry. Put simply, someone who has spent their working life as a plumber is unlikely to make a success of running a restaurant without serious planning, training or help.

Every industry has its own rhythm, customer expectations, regulations and operational quirks. When you know the business from the inside out, you already understand what a typical day looks like, where the risks lie, what customers value most and which details really matter. That type of knowledge can be priceless when problems arise, and it often helps keep costs under control too.

Trying to run a business in a sector you are unfamiliar with often means learning everything at once: pricing, supply chains, compliance and customer service, all while managing staff and watching the cashflow. That is a tough ask for anyone, especially when you have your own money on the line. You may find yourself relying too heavily on advisers or hiring experienced staff who quickly realise they know more about the business than the owner.

Of course, there are exceptions. People sometimes succeed in completely new industries, especially if they partner with someone who brings the missing expertise. But the risks are higher, and the margin for error is smaller. Without lived experience in the sector, even simple decisions can go wrong — choosing the wrong location, targeting the wrong customers or misunderstanding seasonal demand patterns.

If you are thinking about starting a business in an unfamiliar sector, consider ways to build your knowledge first. This might include shadowing someone in the trade, taking relevant training courses or working part-time in the industry. Alternatively, collaborate with a business partner who knows the ropes and shares your goals.

Ultimately, your chances of success rise sharply when you understand both the day-to-day realities and long-term dynamics of the business into which you are getting. Passion is a great driver but pairing it with experience makes it far more likely that your new venture will thrive.