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An estimated 7.5 million UK drivers have used temporary car insurance, new research finds

NewsTeam
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An estimated 7.5 million UK drivers have used temporary car insurance, new research finds
LONDON, UK. October 21st, 2026 – An estimated 7.5 million UK drivers have used temporary car insurance at least once according to new research, highlighting how widely short-term cover is being used by motorists across the country.
Research commissioned by temporary insurance specialist Covertime.com surveyed 1,532 UK adults, including 1,224 people with a UK driving licence, about their awareness, experiences and attitudes towards temporary car insurance.

The survey found that 18% of UK licence holders surveyed had previously taken out temporary car insurance, equivalent to around 7.5 million people when applied to approximately 42 million valid UK driving licences recorded by the DVLA.

Borrowing a car from a friend or family member was the most common reason for taking out temporary cover, cited by 49% of people who had used it.

Driving a newly purchased car home was the second most common reason, at 35%, while other uses included sharing a long journey, learning to drive and covering a house move.

Existing car owners were almost twice as likely to have used temporary cover as non-car owners, with many using it when they need access to a different vehicle.

Younger drivers were also more likely to have experience of temporary insurance. A quarter of those aged 21 to 30 said they had used temporary cover, compared with 14% of drivers aged 61 and over.

For those who have used temporary insurance, the research found that cost was generally in line with expectations. 89% said the price they paid was either a great deal or about what they expected, with most policies costing between £21 and £40, regardless of whether the cover lasted a day or several weeks.

By comparison, the Association of British Insurers has reported that the average premium for comprehensive motor insurance in the UK is £566 a year.

However, cost does not appear to be the main reason people have not used temporary cover. Among those who had never taken out a temporary policy, 82% said they had simply never needed it, while only 3% said they considered it too expensive.

Tom Warsop, motor insurance expert at Covertime.com, said: “This data shows that temporary car insurance has already become a normal part of how millions of people drive, even if most people don’t realise quite how widely it’s used.
“The reason more people haven’t tried it is not because it’s confusing or expensive, it’s that most people simply don’t realise how many everyday situations it can help with.
“Picking up a new car before you’ve sorted your annual cover, test driving one you’re buying privately, letting your son or daughter use the car while they’re back from university, or lending yours to a family member while theirs is off the road are all moments where proper short-term cover can be relevant.

“The more people know it exists for these situations, the easier it is for drivers to consider the appropriate cover when they need to use a vehicle temporarily.”

The full research findings are available from Covertime.com.

Royal Concierge Highlights Demand for COP31 Hotels Near Antalya EXPO Center

NewsTeam
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Royal Concierge Highlights Demand for COP31 Hotels Near Antalya EXPO Center
LONDON, United Kingdom, October 20, 2026 – Royal Concierge, an independent provider of conference accommodation and transport services, has issued an accommodation planning advisory for delegates preparing to attend COP31 in Antalya, Turkey, from November 9 to 20, 2026.

With the conference now less than three weeks away, accommodation offering convenient access to the Antalya EXPO Center is an important consideration for attendees finalising their travel arrangements.

Official COP31 accommodation guidance recommends early booking due to the high number of expected participants. Hotels in suitable locations remain an important part of conference planning, particularly for delegations requiring multiple rooms or accommodation throughout the event.

Hotel Location and Transport Remain Key Considerations

Antalya offers accommodation across several established hotel districts, including Lara, Kundu and Belek. However, the areas differ in their proximity to the conference venue, transport connections, hotel facilities and nightly accommodation rates.

For delegates attending daily conference sessions, the total journey between their hotel and the Antalya EXPO Center can have a significant impact on their schedules.

Royal Concierge advises attendees to assess hotel location, room availability and transportation requirements together rather than selecting accommodation solely according to the advertised nightly rate.

Official conference guidance also confirms that complimentary shuttle services will operate during COP31, with designated stops serving hotels listed on the official accommodation platform. Attendees making independent accommodation arrangements may need additional transport to reach the nearest designated shuttle stop.

Accommodation Planning Ahead of COP31

As the conference approaches, delegates seeking particular hotel locations, room categories or group allocations may encounter fewer suitable options if they delay their arrangements.

Royal Concierge provides accommodation sourcing and transport coordination services for international conference attendees, organisations and corporate delegations.

The company’s services include hotel accommodation enquiries, group bookings, airport transfers, chauffeur-driven transport, executive vehicles, coach hire and additional concierge assistance.

Through its accommodation and transport services, Royal Concierge assists attendees in comparing suitable hotel locations while considering booking dates, budgets, group requirements and access to the conference venue.

Information for COP31 Attendees

Delegates still arranging their accommodation can review available options and enquire about hotel and transport arrangements through the Royal Concierge website.

Further information is available at: https://www.cop31accommodation.org/

About Royal Concierge

Royal Concierge is an independent provider of accommodation, transport and concierge services for international conferences, corporate travellers and delegations. For COP31 Antalya 2026, the company provides assistance with hotel sourcing, group accommodation and transport coordination.

How to find control in the controllables during times of uncertainty

Helen Greaney
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How to find control in the controllables during times of uncertainty

Uncertainty around the forthcoming Budget, the rapid pace of technological change –
particularly in AI – and rising costs are prompting many UK business owners to delay
decision-making.

Within their workplaces, that can translate to lost sales opportunities; talented team
members beginning to look elsewhere; and investment, research and development
grinding to a halt.

Martin Robert Hall (pictured) is an award-winning business coach with a background in Sports Science. His clients include HSBC and Zurich, as well as players from Manchester United and the England national team.

Here, he explains why focusing on what you can control is key to navigating today’s challenging business climate.

As a leader, how do you navigate the powerful instinct to batten down the hatches when every evolutionary impulse is telling you that’s exactly what you should do?

The answer is to find control in the controllables.

But first, let us acknowledge something important: The human urge to shift into
survival mode is real and entirely natural.

Research by Daniel Kahneman and Amos Tversky showed that we are wired to treat losses twice as painfully as we enjoy winning. This means we have a deeply ingrained tendency to avoid painful events and will do twice as much to avoid them as we will to pursue a win.

Some people are more risk-averse than others, but fear is present for us all and naturally gets in the way of progress.

It is also true that, the more variables and factors influencing a decision, the harder it becomes to actually make it. This phenomenon, known as the ‘paradox of choice’, is well documented. In his seminal 2004 book, American psychologist Barry Schwartz explored how decisions become harder and more stressful when there are more variables to consider.

Deciding when and how to introduce AI, for example, raises questions about its impact on the workforce and creates uncertainty about which course of action will ultimately serve the business best.

Naturally, this can lead to stalled plans, lost momentum and second-guessing of strategy – creating an anxious loop that prevents businesses from moving forward.

What if, instead, you chose to ‘control the controllables’? That means focusing on what you can influence here and now: Making decisions based on what you know, taking action where you can and operating in the present moment.

Let’s start with the foundations, when stress levels are high, a lack of sleep and five cups of coffee before 10am are unlikely to help. Prioritising proper self-care – sleep, exercise, nutrition, hydration, fun, laughter and downtime – doesn’t sound revelatory, but they are often the common-sense things that help us to maintain perspective, think clearly and make better decisions.

Reading something nourishing, rather than doom scrolling and consuming mainstream news, will also help put you in an optimal state of mind.

Keep a short list of priorities each day and get these done before all else. This will help ensure you don’t constantly focus on the urgent stuff, that rarely moves the dial, at the expense of the important.

“We best not spend anything when times are uncertain” may feel like a protective belief, but hesitating from fear alone can lead you to overlook important opportunities. I can think of several clients who have grown their businesses significantly by going into new markets before they felt fully ready. Rather than waiting for all the answers, they seized on opportunities, hired people with the necessary skills and trusted them to make it happen.”

Don’t let “We don’t know” be another reason for inaction. Ask relevant, expert teams to develop an ‘if X, then Y’ scenario analysis – mapping out best- and worst-case outcomes. This helps ground decisions in evidence – giving you a clearer understanding of the options and potential consequences before deciding how to move forward.

Sometimes, our blocker can be hesitating to let go of something or someone that previously worked but is no longer adding value. In sport, I worked with a professional football club facing relegation. Getting rid of their most talented but toxic player galvanised the wider team, who then rallied over the line together.

Let’s be clear… Taking reckless action without due diligence is never the answer. Companies cannot afford to sail full speed ahead, regardless of what they are navigating. What leaders can do, however, is make the next best decision with clear-minded confidence based on what is controllable in the present.

Corporate transformation specialist takes efficiency expertise to Northern SMEs

Helen Greaney
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Corporate transformation specialist takes efficiency expertise to Northern SMEs

A financial services professional who has helped businesses overhaul processes and introduce AI technology is launching a new venture to help SMEs tackle the operational pressures that can hold back growth.

Experienced transformation and financial services professional Lianne Marsh (pictured) is launching a new business supporting companies across Stockport, Cheshire and the wider North West with the systems, processes and day-to-day workload that can consume business owners’ time.

Lianne will launch Alchemy VA Stockport and Cheshire East in November but rather than offering purely traditional administrative support, she plans to use her experience to work alongside growing businesses that need additional capacity but also want to examine how they work.

She said: “There comes a point for many growing businesses where the owner simply can’t continue doing everything themselves.

“Sometimes the answer isn’t just finding somebody to take tasks off their hands. It’s looking at the processes behind those tasks, questioning whether they still make sense and finding a more efficient way of doing things.

“That is the part I really enjoy – taking something that feels complicated or inefficient, creating structure around it and seeing it through to a solution.”

Lianne began her career with the Bank of New York before moving into stockbroking and subsequently financial planning with Ascot Lloyd.

She progressed from administration and paraplanning into leadership positions and eventually became responsible for a team of around 20 paraplanners, including training new starters and overseeing standards and processes.

Most recently, she moved into business transformation, helping review existing processes and identify where unnecessary steps could be removed. Lianne was heavily involved with the introduction of an AI meeting transcription and report writing software, from customising the out of the box software, to training the advisers and paraplanners, to tracking adoption and embedding the tool into existing processes.

Now Lianne is taking those skills into the SME market through her own Alchemy VA franchise.

Alchemy VA founder Suzy Sanders said: “Small business owners are often incredibly good at what they do, but as their businesses grow, processes that once worked can become inefficient and the day-to-day workload can start taking them away from the work that really needs their expertise.

“Lianne understands that challenge from both sides. She has the organisational and client-service skills you would expect from an experienced VA, combined with years of experience in transformation, process improvement, technology adoption and managing people. I think that combination will be hugely valuable to the businesses she works with across the North West.”

Lianne’s services will include developing processes and procedures, creating new-starter systems and toolkits, research and data gathering, project and event support, proofreading and publishing, content, marketing and social media.

She believes the increasingly broad role played by outsourced business support creates an opportunity for SMEs to access experienced professionals without immediately adding another permanent position.

“For me, good virtual support should be about becoming a trusted extension of a business,” added Lianne.

“I want to understand what a client is trying to achieve, identify where I can genuinely make their working life easier and then help them put the right support or structure in place.

Lianne chose to establish the business with Alchemy VA after deciding she wanted greater autonomy over her career while retaining the support and structure of an established organisation.

Initially operating independently, her ambition is to develop a team of associates within the next two to three years and ultimately create further flexible employment opportunities in the region.

For more information about Alchemy Virtual Assistance, their services, or franchise opportunities, visit www.alchemyva.co.uk or contact Lianne directly at [email protected]

AEW builds for the future with MBO and strategic promotions

Helen Greaney
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AEW builds for the future with MBO and strategic promotions

Manchester-headquartered collaborative placemaking practice AEW Architects has completed a management buy-out, marking a significant step in its long-term succession strategy and strengthening the firm’s future ownership and leadership.

Led by managing director, Andy Rainford, the MBO follows a strong year for AEW, during which turnover exceeded £9.3m for the first time.

As director Colin Savage begins his planned transition from the business, the MBO marks the next stage in AEW’s succession strategy.

Existing shareholders Andy Rainford, Alan Lamb and Phil Hepworth are joined by Alex Southall, Danielle Purves and Mark Turner, recognising their longstanding contribution to the business and strengthening the next generation of leadership within the practice.

As part of the transition, AEW has implemented a series of strategic promotions.

Head of sustainability, Peter Bartley, has been promoted to a board director, reflecting both growth of the practice’s sustainability offering and demonstrating a long-term commitment to responsible operations. The move ultimately ensures that sustainability will remain embedded in strategic decision-making across the practice.

Leader of AEW’s sustainability team, Bartley has more than 20 years’ experience advising clients on certification, whole-life carbon and net zero strategies across a broad range of sectors. He is widely respected for his deep technical knowledge and ability to integrate sustainability principles into design strategies. He also led AEW’s successful B Corp accreditation and subsequent recertification.

Following Eamon O’Hara’s appointment to the board earlier this year, a need was identified for additional senior leadership support within AEW’s retail team. In recognition of their performance and combined 28 years with the practice, Jonathan Sheridan and Meg Wood have been promoted to associate director.

Working within a team responsible for AEW’s longstanding and rapidly-expanding retail roll-out portfolio, both have demonstrated exceptional leadership and developed extensive sector knowledge, helping to deliver projects for some of the practice’s most valued clients.

Savage, who joined AEW in 2017, will gradually transition out of the business over the coming months, continuing in a consultancy capacity to support a seamless handover.

Andy Rainford, managing director at AEW Architects, said: “This has been a phenomenal year, but we’re not sitting on our laurels.

“As a people-focused business employing 105 people, our success is the result of a huge collective team effort. The MBO and these promotions reflect our commitment to investing in our people, creating opportunities for progression and ensuring the next generation of leaders is well positioned to take the business forward. They also reinforce our belief that AEW’s long-term success depends on developing talent from within and building strong foundations for future growth.

“So much has happened since Colin and I assumed leadership of AEW in 2020. We have successfully weathered the Covid-19 pandemic, global conflicts and a period of significant political and economic uncertainty. At the same time, we have navigated major challenges within the construction sector, including the introduction of the Building Safety Act, ongoing viability pressures and the emergence of generative AI.

“Throughout this period, we have remained focused on building a stronger, more resilient AEW. We have invested in new premises, enhanced our technology infrastructure, grown our team by almost 70%, expanded into sustainability services and achieved outstanding client feedback results.

“At the same time, we have demonstrated our commitment to responsible business through accreditations including B Corp. The result is a robust, future-focused organisation that I am immensely proud to have helped shape and one that our new shareholder team is committed to growing, strengthening and leading into its next chapter with confidence.”

One of the largest North West architectural practices, AEW is a multi-award-winning B-Corp that has been named a Sunday Times Best Place to Work four years running.

It has received regional and national recognition for a number of high-profile projects, including Oldham Spindles, Cheadle Eco Park and Moor Lane, Bolton.

Pictured (from left): Andy Rainford, Phil Hepworth, Mark Turner, Peter Bartley, Danielle Purves, Alex Southall, Eamon O’Hara, Alan Lamb 

Tool Theft and Insurance: Why Getting a Payout Can Be Harder Than You Think

Helen Greaney
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Tool Theft and Insurance: Why Getting a Payout Can Be Harder Than You Think

If you work in a trade, your tools are how you earn a living. Whether you’re a plumber, electrician, gardener or any other kind of tradesperson, having your equipment stolen can bring work to a standstill, just when you need the money most to replace it. Insurance should help here; that’s what it’s designed for.

But making a successful claim isn’t always straightforward, and many people find their safety net is riddled with holes. One of the biggest is proof: almost six in ten tradespeople whose main worry is lost income have no proof they own their tools at all, which leaves them exposed the moment an insurer asks them to show what was taken.

The problem of proving what you own

There are a lot of different reasons why tool theft claims can be so difficult to successfully manage. But one of the biggest obstacles is proving that stolen equipment belonged to you in the first place. Research suggests that around 83% of tradespeople don’t have readily available proof of ownership for their tools. And without receipts, invoices, serial numbers or photographs, providing the evidence an insurer needs can be next to impossible.

The problem is that very few tradespeople buy all their equipment at once. Tools are gradually collected through the years, and they come from various sources. Some new, some second-hand, others gifted or passed down through family. Keeping every receipt from every purchase is standard practice, but when they’re filed away in tax returns, they can be impossible to find. And taking photos of tools often doesn’t even occur – until it becomes necessary to provide evidence for a claim, by which point it’s too late.

It’s terribly stressful, and the financial pressure makes matters worse. In our recent research, 59.4% of tradespeople who identified lost income as their main concern following theft (19 out of 32 respondents) said they had no proof of ownership at all. And that makes an insurance payout unlikely.

When your cover no longer adds up

Even with evidence of ownership, there’s no guarantee that you’ll receive what you’re due if you haven’t looked closely at the details. Underinsurance is worryingly common, because it’s so easy to do. When you add tools as you need them, whether upgrading worn-out equipment or buying specialist tools for a specific job, the value of your kit increases incrementally.

But few people remember to update the value in their insurance policy. And if your policy covers less than the current cost of replacing your tools, you could face a significant gap after a theft. Depending on the policy’s terms, proportional settlement may also reduce the payout further when you’ve insured your equipment for less than its actual value.

This is why insurance renewal deserves more attention than simply accepting another year’s cover. Every time that letter arrives, you need to review your inventory, check today’s replacement prices, and make sure your declared value reflects what you own.

What happens when you underinsure

Tim Davidson, a gardener from Herefordshire, had his van broken into overnight. Around £7,000 worth of tools were stolen. Four years earlier, when Tim took out his insurance policy, his declared tool value was £4,000. Although he renewed the policy annually, he hadn’t reassessed the value of his equipment.

Tim’s tool collection had grown in the intervening years. He had a receipt for his new mower and a pair of loppers, but other tools had come from a friend leaving the trade. He’d also been gifted some bits by his parents, and picked up a couple of second-hand tools from Facebook Marketplace and had no real receipts.

With his insurance limit well below the cost of replacing everything, proportional settlement further reduced the amount he received. The resulting payout covered only a small part of the expense of getting his business properly equipped again. He nearly gave up entirely. Showing that having insurance doesn’t automatically mean you’ll receive enough money to replace what’s been stolen.

Build an inventory that works for you

The thing that many people don’t realise is that documenting your equipment doesn’t have to be complicated or time-consuming. A simple spreadsheet or Word document can be enough to track your inventory. You just need to keep it regularly updated, with item details, including serial number, purchase dates and prices, the current cost of buying a replacement, a photograph of the item, and any proof of purchase. For expensive equipment, servicing records, and maintenance documents can also be useful.

Just make sure that you store your records somewhere separate from your tools, so that it’s not taken if they are.

Use technology

Spreadsheets are a great starting point, but as your business grows, dedicated asset-management software can be a better idea, because it helps you bring everything together more easily, so your inventory is easier to maintain. Depending on the platform and equipment involved, some solutions also offer location tracking, movement alerts, or remote disabling features. They won’t prevent theft, but they can make it easier to retrieve your goods if they are stolen.

Be prepared

Insurance is an important safety net, but it only works if you do your bit too. And that means reading your policy, understanding security conditions, and following any requirements concerning tools left in vehicles overnight. As well as reviewing your cover regularly and keeping a reliable record of your equipment.

Tool theft happens far too often. And it can be devastating for tradespeople who depend on their kit every day. Spending ten minutes each month updating your inventory is a small commitment compared with the disruption, expense and uncertainty that theft can bring. You can’t eliminate every risk, but you can make sure you’re better prepared if the worst happens.

Pictured is Paul Harvey, Operations Director at Kynekt, an equipment protection and theft deterrent platform built for the construction sector.

Cost Analysis of Retrofitting Traditional Doors with Sliding Systems

Helen Greaney
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Cost Analysis of Retrofitting Traditional Doors with Sliding Systems

Businesses face ongoing pressure to maximise usable space without extensive refurbishment. Retrofitting traditional doors with sliding systems provides a practical solution, balancing cost with operational benefits.

Understanding the financial and logistical implications supports informed decision-making for facilities and property managers, including organisations in the North West and Lancashire who are focused on efficient space management.

Space management is a key concern in commercial environments, particularly as businesses adapt to operational changes and regulatory requirements. Many organisations are considering cost-effective retrofit solutions instead of undertaking full interior refurbishments.

By converting swinging doors to sliding systems, facilities teams may extend the service life of existing installations and improve workplace efficiency. Using a sliding door kit can address unique site challenges while keeping expenses under control, which is particularly relevant for businesses aiming to optimise floor space in busy settings.

Why businesses are considering sliding conversions

Commercial sites increasingly prioritise space efficiency and adaptability. Traditional hinged doors consume valuable floor area and can obstruct corridors when open, leading to workflow disruptions and practical limitations in high-traffic environments.

Modern office layouts and accessibility requirements often necessitate a reassessment of door configurations. Sliding systems reduce swing clearance, ease access for mobility-impaired users, and support more frequent reconfiguration of internal spaces without significant construction work.

For many businesses, retrofitting aims to prolong asset value. Rather than incur the expense and disruption of structural changes, organisations may look to optimise existing infrastructure. Sliding systems enable such improvements and support trends in flexible, accessible workspaces.

The choice between full replacement or retrofit depends on the condition of current frames and partitions. When wall construction is sound and clearances are suitable, retrofitting is often possible with limited intervention, helping to avoid unnecessary complexity or downtime. In some scenarios, existing french door locks may affect both security planning and the selection of systems suitable for retrofit.

What is involved in retrofitting sliding door systems

Upgrading from a hinged to a sliding mechanism generally starts with assessing the condition and compatibility of the current frame. Typically, the door leaf is removed from its hinges, minor adjustments are made, and a sliding track is installed. Accuracy in measurement is important to ensure proper fit and function.

It is also necessary to evaluate whether the wall or partition can support the new system, especially where heavy-duty sliding systems are required. For some premises, surface-mounted tracks are sufficient, but others may need recessed or concealed options to meet aesthetic or fire safety standards.

Door panels for retrofitting can often be reused if their weight and size match the new hardware. In some cases, replacement panels may be needed, which will add to overall project costs. Choices around finishes and requirements for acoustic or privacy performance influence both the process and the final result.

Optional extras, such as soft-close mechanisms or locking devices, can enhance usability but may require additional installation adjustments. These elements can affect both labour requirements and user experience, making them important to consider during project planning.

Comparing cost components and influencing factors

Hardware forms a significant part of total expenditure. The sliding track, rollers, brackets, and installation accessories must be specified according to the weight, usage frequency, and required service life of the doors. More basic models may suffice in light-duty environments, while higher-performance solutions may be specified for intensive commercial settings.

Labour costs depend on project scale and complexity. Simple installations typically involve less disruption. However, hidden obstructions, wall reinforcements, or additional fire or acoustic protections increase the need for skilled work. Budgeting should allow for both planned and potential unplanned labour time.

Site-specific factors strongly influence budget considerations. Wall composition—whether masonry, drywall, or glazed partition—affects mounting choices and labour intensity. Floor level variations, uneven surfaces, and door clearances may require remedial work to achieve a smooth installation.

Usage frequency and required performance may inform product specification and pricing decisions. For example, heavy-duty sliding systems intended for intensive use vary from lighter versions for less frequent access. Security needs, including the adaptation of existing locking mechanisms or installation of new solutions, should also be taken into account in planning and costing.

Understanding operational and lifecycle cost impacts

Retrofitting work may disrupt normal activities if not scheduled carefully. In an occupied setting, ensuring the safety of occupants during installation and managing access routes is essential. Many businesses plan works for quieter periods or outside regular trading hours to minimise the impact on operations.

It is also important to consider indirect costs. Downtime, temporary rerouting, and business process interruptions may result in additional expenses if not proactively managed. Clear communication about project timelines and site access arrangements to relevant teams helps to minimise such risks.

Lifecycle analysis clarifies the true cost of retrofitting beyond the initial investment. Durable sliding hardware may require less frequent maintenance than hinges; however, in high-traffic sites, wear and tear can still increase, necessitating periodic parts replacement. Including ongoing maintenance, spare components, and compliance documentation in project budgets can prevent unexpected costs.

Warranty support and supplier documentation also affect the whole-life cost. Access to installation manuals, parts lists, and conformity certificates can make both maintenance and future upgrades easier, which can be especially valuable in regulated industries. Evaluating these aspects before purchase helps businesses get better value from investment in sliding solutions.

Business benefits, risks, and practical decision tools

A direct benefit from retrofitting traditional doors with sliding systems is the measurable release of floor space. This expandability makes it possible to improve circulation, support space flexibility, and help businesses get more from compact or irregular layouts, including meeting rooms and back-of-house corridors.

Minimising door-swing conflicts can enhance workflow and accessibility. Staff and visitors may benefit from easier passage routes, reducing bottlenecks during peak periods and improving the site’s operational capacity without requiring major alterations.

Despite these benefits, there are common pitfalls. Under-specifying hardware or overlooking operational realities can lead to premature failure or costly rework. Accurate measurement, consideration of user behaviour, changes to planned space use, and support from experienced suppliers all reduce the likelihood of errors and improve project outcomes.

For a more robust retrofit process, facility and operations teams can follow a structured checklist. Clarifying use cases, confirming performance targets, establishing budget limits, and identifying installation constraints create a framework for effective risk management. Stating documentation needs and internal approval processes in advance streamlines procurement and supports confidence in decision-making.

Retrofitting with sliding door kits continues to be a practical option for organisations pursuing efficiency, adaptability, and stronger return on investment. A detailed understanding of site-specific factors, cost elements, and operational needs will help ensure a positive outcome for projects large or small.

Manchester’s Digital Economy Depends on More Than Internet Access

Helen Greaney
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Manchester’s Digital Economy Depends on More Than Internet Access

The card machine hangs at the till. The video call freezes mid-pitch. The booking system refuses to load, and someone in the office says what everyone says: “It must be the Wi-Fi.”

Sometimes it is. But often, the problem sits much further back, in places most business owners never see.

The services businesses use every day rely on more than a fast connection. They also depend on servers, data storage and a steady supply of electricity.

Internet Access Is Only the Front Door

Broadband and mobile data are the parts of digital infrastructure people notice. They are the front door.

Behind that door sits a lot of physical equipment. Emails, payment platforms and customer databases all run on servers in buildings that need power and cooling around the clock.

“The cloud” can make this feel abstract. In reality, it simply means your data and software live in someone else’s building.

As more Manchester businesses move towards cloud-first operations, the condition of those buildings matters more, not less.

When the Power Behind Digital Services Falters

Think about what a typical business relies on in a single day. Staff message customers, card payments go through, orders are tracked and stock is updated.

When power to the infrastructure behind these tasks is interrupted, the effects go beyond losing the internet. Transactions can fail, records can become unavailable and customers may be unable to reach the business at all.

The North Hyde substation fire in west London in March 2025 showed how far one failure can travel. The National Energy System Operator’s final report found it cut supply to 66,919 directly connected customers and led to the closure of Heathrow Airport.

Data centres face similar pressures. The Uptime Institute’s 2026 Annual Outage Analysis found that power remains the leading cause of impactful outages. In its 2025 survey, 57% of respondents said their most recent major outage cost more than $100,000.

The same report notes that outage frequency per site has fallen for five years running. Failures are becoming less common, but they tend to be costly when they happen.

Why Data Centres Are Treated as Critical Infrastructure

The government has recognised how much the economy now leans on this hidden layer. In September 2024, UK data centres were designated as Critical National Infrastructure, placing them alongside energy and water systems.

The status brings closer coordination with the government during incidents such as cyber attacks, IT blackouts and severe weather. The buildings storing the nation’s data are now seen as essential, not just useful.

How Data Centres Prepare for Power Interruptions

Most data centres plan on the basis that mains power will, at some point, fail. Their response usually relies on two systems working together.

The first is the uninterruptible power supply, or UPS. It uses batteries to keep equipment running the instant mains power drops, covering the first seconds or minutes of an outage.

The second is the standby generator. Once running, it takes over the load through automatic changeover switching and can keep the site going for as long as fuel allows.

Neither system works well in isolation. A UPS buys time but cannot run a site for hours. A generator can, but needs a short window to start. Together, they close the gap.

The equipment is only part of the picture. Testing, maintenance and fuel management matter just as much. That is why planning for data centre standby power tends to focus on how systems perform under real conditions, not just on paper.

What This Means for Manchester Businesses

Most firms will never run a data centre, but almost all of them depend on one. A few practical steps can help:

  • Ask your hosting and software providers where your data is held and how those sites are protected against power loss.
  • Check what your own premises can keep running during a power cut, from comms cabinets to card terminals with offline modes.
  • Include power disruption in your continuity plan, not only cyber threats.

These questions are not about expecting the worst. They are about knowing where the weak points are.

The Connection Is Only Half the Story

The next time the card machine stalls, the broadband may well be to blame. But Manchester’s digital economy runs on far more than the speed of its connections.

Electricity, data centres and backup systems all play a quiet role in keeping businesses trading. As firms across the city region become more digitally dependent, that less visible infrastructure deserves a place in the conversation.

A feast of creativity: Great Northern Contemporary Craft Fair returns to Manchester 

Helen Greaney
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A feast of creativity: Great Northern Contemporary Craft Fair returns to Manchester 

Celebrating its 19th year, the Great Northern Contemporary Craft Fair is back at Manchester’s stunning Victoria Baths for the next three days, bringing a world of creativity and craftsmanship to one of the city’s most iconic venues.

More than 200 handpicked contemporary artists and makers are showcasing their work, including over 70 making their GNCCF debut, with the spectacular Grade II* listed building providing a pretty special backdrop.

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If you’re on the hunt for Christmas gifts with a difference, this is the place to be.

From wood, paper, metal and ceramics to wool, fine art, glass and much more, there’s an incredible variety of talent to discover, all set among the venue’s beautiful Edwardian features, including the Turkish Baths and original changing cubicles.

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There’s plenty going on, too, with drop-in pottery sessions and live craft demonstrations adding to the buzz. And when you need a breather, you can take a seat in the licensed café and soak up the atmosphere.

We headed along to the heaving preview night yesterday and were blown away by the sheer talent on display. If you love discovering something a little different, this one is well worth a visit!

Sarah Hilditch, of Handmade at Harcles (balcony 13) was a firm favourite of mine, with her vibrant, colourful rugs making everyone stop and stare. Working with wool from her own flock of rare-breed sheep, she transforms local fleeces into beautiful, bespoke pieces for the home. Passionate about sustainability and making the most of natural fibres, she’s on a mission to show just how much potential there is in British wool. 

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We also loved Helen Foot’s effort to keep nostalgia alive with her beautifully bold scarves and bears, blending traditional craft with contemporary aesthetic (balcony 05).

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And who doesn’t have room for a cute little monster in their home? Illustrator and monster make Emma O’Brien returns this year (balcony 22) with a fabulous array of funky-looking fiends, which all come with an illustrated tag (and a name). And with no two the same, you can come away with some delightful, bespoke and cuddly Christmas presents.

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On the jewellery front, my eyes were fixed on Charlotte Reid Jewellery (stand B52). Her pieces are frivolous and absolutely gorgeous. Formed through playing with material and shapes, manipulating different metals, she experiments with different textures, stones and colour. 

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And definitely no shortage of fun from Gregg Sealey at GPlank (stand B59). He creates unique pieces using locally sourced recycled timber gathered from his travels throughout Yorkshire! His unmistakable style shines through his creations including giant ice creams and a VW Camper Van.

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I could go on and on, but there are so many talented people here to mention – so the best thing to do is get down here and check them out for yourself!

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Great Northern Contemporary Craft Fair is a not-for-profit organisation. Supporting the event helps it champion makers at every stage of their careers, from providing opportunities for graduates and early-career makers to awarding bursaries and delivering its outreach programme. 

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Find the event at Victoria Baths, Hathersage Road, Manchester M13 0FE. It’s on:

Today (October 16) 10am – 6pm 

Saturday (October 17)  10am – 6pm

Sunday (October 18) 10am – 4pm

Ticket Prices in advance are £8.85 for adults or £12 on the door, with adult concessions available at £7.59 advance or £9 on the door. Miss it, miss out! Buy tickets here.

For help with directions and parking click here.

Why Artificial Grass Is a Smart Investment for Landscaping Businesses

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Why Artificial Grass Is a Smart Investment for Landscaping Businesses

The landscaping industry continues to evolve as homeowners and commercial property owners look for practical ways to improve their outdoor spaces. While natural lawns remain popular, artificial grass has become an attractive alternative for customers who want a neat, green appearance without constant maintenance.

For landscaping contractors, garden designers, and property improvement businesses, this growing interest creates valuable opportunities. However, delivering professional results requires reliable materials, careful installation, and a dependable supply chain.

Sourcing high-quality artificial grass for trade partners can help landscaping businesses meet customer expectations while managing project costs and maintaining consistent standards. Understanding the benefits of artificial turf and choosing the right products can make a significant difference to long-term business success.

Why Artificial Grass Is Becoming Popular Across the UK

Artificial grass has gained attention as homeowners search for convenient alternatives to traditional lawns. Maintaining natural grass requires regular mowing, watering during dry periods, feeding, and occasional repairs. For busy households, these responsibilities can become time-consuming, particularly when outdoor spaces receive heavy use.

Modern artificial turf provides a consistently green appearance throughout the year without mowing or fertilising. It can work particularly well in smaller gardens, play areas, and outdoor spaces where natural grass struggles because of shade or frequent foot traffic.

Commercial properties also benefit from its practical features. Offices, hospitality venues, and managed residential developments may use artificial grass to create attractive outdoor areas with predictable maintenance requirements.

However, artificial turf still needs occasional brushing, cleaning, and debris removal. Buyers should also consider drainage, surface temperatures, product lifespan, and end-of-life disposal before choosing it over natural grass.

How Artificial Grass Creates Opportunities for Trade Businesses

Growing customer interest in low-maintenance gardens offers landscaping businesses opportunities to expand their services. Artificial grass installation requires specific preparation techniques, suitable materials, and attention to detail, making professional installation valuable for customers seeking reliable results.

Contractors can offer artificial turf as part of complete garden transformations alongside paving, decking, fencing, and decorative landscaping. This approach allows businesses to provide comprehensive outdoor improvement services rather than focusing on individual tasks.

Artificial grass can also appeal to commercial customers who want consistent outdoor presentation. Property managers, hospitality businesses, and developers may require installations across multiple locations, creating opportunities for ongoing trade relationships.

For contractors, choosing dependable suppliers is essential. Consistent product specifications, clear pricing, and suitable stock availability help businesses prepare accurate quotations and organise installation schedules.

Choosing the Right Artificial Grass for Different Projects

Not every artificial grass product suits every outdoor environment. Contractors should consider pile height, fibre density, colour, backing construction, and intended usage before recommending a product to customers.

Shorter-pile artificial grass often provides a tidy appearance and can suit areas with frequent activity. Longer-pile options may offer a softer, fuller finish that appeals to homeowners looking for a more natural lawn effect. However, pile height alone doesn’t determine quality or durability.

Fibre construction and density also influence how a surface performs. Products intended for busy family gardens may need greater resilience than those used primarily for decorative purposes.

Drainage is another important consideration, especially in areas exposed to frequent rainfall. Contractors should check the product’s drainage characteristics and ensure that the prepared base allows water to escape effectively.

Selecting the right turf for each project helps improve customer satisfaction and reduces the likelihood of avoidable maintenance problems.

Why Reliable Suppliers Matter for Landscaping Contractors

For landscaping businesses, supplier relationships can directly influence project efficiency and profitability. Delayed materials, inconsistent specifications, or unexpected stock shortages can disrupt installation schedules and create additional costs.

A dependable artificial grass supplier helps contractors plan projects with greater confidence. Access to clear product information allows businesses to compare options, understand technical requirements, and recommend suitable materials.

Consistent supply is particularly important when completing larger installations or several projects using the same product. Differences in colour, texture, or construction between batches can affect the appearance of finished surfaces.

Trade businesses should also consider delivery arrangements, product guarantees, and customer support when evaluating suppliers. While competitive pricing matters, reliable service and product suitability can provide greater long-term value than choosing the cheapest available option.

Building a strong supplier relationship allows contractors to focus more attention on installation quality and customer service.

The Importance of Professional Artificial Grass Installation

Even premium artificial turf can perform poorly when installers overlook essential groundwork. Proper preparation creates a stable surface, supports drainage, and helps the finished lawn maintain its appearance.

Installation typically begins with clearing existing vegetation and preparing the ground. Contractors then assess drainage requirements and construct a suitable base using materials appropriate for the site conditions.

Once the base is level and compacted, installers position the artificial grass, paying attention to pile direction and joining techniques. Secure edges and carefully finished seams help create a professional appearance.

Different projects may require additional measures, particularly where pets, children, or heavy foot traffic are involved. Following manufacturer guidance is important because installation requirements vary between products.

Professional installation not only improves the finished result but also helps contractors protect their reputation and reduce the risk of callbacks.

Balancing Customer Expectations With Long-Term Value

Customers often choose artificial grass because they want an attractive garden with less routine maintenance. However, contractors should explain both the benefits and limitations before installation begins.

Artificial turf removes the need for mowing and regular lawn feeding, but it doesn’t eliminate maintenance completely. Leaves, dirt, and other debris still need removing, while pet owners may need to clean affected areas regularly.

Environmental considerations also deserve attention. Artificial grass is generally manufactured from synthetic materials and doesn’t provide the same habitat benefits as living vegetation. Contractors can help customers make informed choices by discussing alternatives, drainage, and ways to retain planting areas for biodiversity.

Clear communication builds trust and helps customers understand what they’re purchasing. When expectations match actual product performance, businesses are more likely to receive positive feedback and recommendations.

Final Thoughts

Artificial grass offers landscaping contractors opportunities to diversify their services and respond to changing customer preferences. From domestic garden improvements to commercial outdoor projects, suitable turf products can provide attractive, practical surfaces when installed correctly.

However, successful projects depend on more than the appearance of the grass. Product selection, reliable supply, careful groundwork, and honest customer advice all contribute to professional results.

For landscaping businesses across Manchester and the wider UK, developing strong trade supplier relationships can improve project planning and support sustainable business growth. By focusing on quality, installation standards, and customer satisfaction, contractors can build a competitive artificial grass service that delivers lasting value.

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