Professor Dylan Jones-Evans has undertaken an analysis as part of an alternative strategy for the future of the game in Wales

Welsh rugby is far more than a sport – it is a national economic asset, but for far too long, the debate around Welsh rugby has been framed as if it were simply about results on the pitch, boardroom rows, or the latest financial crisis at the Welsh Rugby Union.

But the evidence now makes clear that this is much bigger than that, and Welsh rugby is not just a sporting institution; it is one of Wales’s most significant national economic assets.

Recently, Rob Regan, who is currently working on an alternative strategy for Welsh rugby, asked me to examine its economic impact on the nation. While most of the data was available, some had to be extrapolated from other sources because various organisations here in Wales had not conducted the necessary research. Nevertheless, the overall results are striking, and for the first time, we now possess information on this important subject.

READ MORE: We need a plan to revive and renew struggling universities in Wales

OPINION

Dylan Jones-Evans

The available data indicate that Welsh rugby provides a direct annual economic impact of at least £225m and up to £250m through the professional game and matchday activity alone. When a cautious estimate for the grassroots game is included, this amount increases to between £240m and £270m. Furthermore, if the broader social and well-being benefits of the community game are considered, the total national value of Welsh rugby could plausibly range from £370m to £430m annually.

That matters because it shifts the conversation, as it is no longer solely about whether Welsh rugby is managed well enough to win matches, but about whether a nationally significant asset is being adequately protected.

At the core of the direct economic case is the professional game. The Welsh Rugby Union (WRU) had a turnover of £106.1m in 2024-25, while the broader regional professional game is estimated to add another £40m to £60m annually. Together, this creates a direct professional rugby economy of approximately £150 million each year.

But the true significance of Welsh rugby goes far beyond the WRU’s balance sheet. International matches at the Principality Stadium generate one of Wales’s strongest visitor economies, with each major home international contributing approximately £10.5m to £11m in matchday economic impact at current prices. This results in an annual visitor economy of about £63m to £66m from six major fixtures. Of course, this does not include income from other events hosted at the stadium, such as concerts.

Crucially, much of this is new money entering Wales, with about 35% of visitors coming from outside Wales, and their spending accounts for around 70% of total economic output. It is also worth noting that the WRU is apparently holding a more recent report on the stadium’s impact from last year and has yet to publish it, so this estimate could be revised once it finally does.

That is why the stadium is so important, as the Principality is not just a venue but a key gateway for outside money into the Welsh economy. Data indicates it supports around one in ten tourism jobs in Cardiff and also sustains hospitality, retail, and broader city-centre activity. Building a replacement stadium to similar standards today would probably cost close to or over £1 billion, making it effectively irreplaceable.

Then there is the issue that few public discussions have properly addressed, which is Welsh rugby’s “hidden” asset base. The WRU’s share of the retained commercial interest in Six Nations Rugby Limited is estimated to be worth between £500m and £570m.

That value does not appear transparently in the way most people understand a balance sheet, but it is real in economic terms. It originates from the CVC deal in 2021, which implied a valuation of about £2.55bn for Six Nations Rugby, with later estimates suggesting the competition might now be worth between £3.5bn and £4bn. On that basis, the WRU’s effective economic interest is substantial.

The Wales rugby brand is valued at around £109m in 2023, but that figure should probably now be seen as a ceiling rather than a current valuation, due to Wales’s decline on the field over the past three years. This also indicates that the worth of Welsh rugby’s commercial assets is not assured but relies on maintaining competitiveness, public trust, and a healthy development pipeline.

And that is where the findings become most uncomfortable, as despite all the large numbers associated with Welsh rugby, community rugby remains underfunded. The grassroots game is described as the foundation upon which the professional game, the national team, the brand, and the matchday economy all ultimately depend.

Yet the WRU directly allocates only £3.3m of its own funds to community clubs and affiliated organisations, around 3% of annual revenue. Even when the wider community rugby department is included, spending remains modest compared with the economic and social value grassroots rugby appears to generate.

That imbalance lies at the heart of the argument, and the report emphasises that Welsh rugby’s governance issues are inseparable from its economic challenges. They are one and the same problem. If the community game continues to weaken, the pathway becomes narrower. A narrower pathway leads to poorer national performance, which in turn results in declining audiences, weakened brand value, and reduced commercial worth of Welsh rugby’s stake in the Six Nations.

Hence, the key conclusion is unavoidable. Welsh rugby is not just a sport facing significant difficulties, but a vital national asset under pressure, with its economic value encompassing the visitor economy, regional development, the community club network, and Wales’s international profile. Once these assets diminish, many of them cannot be easily restored.

The question, therefore, is no longer whether Welsh rugby has economic significance, as the evidence shows it does, but whether the current structures and management can protect something so vital to Wales before further damage occurs.

“The Middle East war continues to trigger a broad macroeconomic shock across global markets, forcing investors to reprice inflation, rates, growth, and liquidity conditions simultaneously,” analysts at Saxo Bank said. “Gold is being sold because it remains one of the few liquid assets still showing gains over the past year.”

LONDONDERRY, NH – Home heating oil firms are facing mounting cost pressures as rising crude and diesel prices tied to Middle East tensions squeeze margins and disrupt operations across New England.

The recent spike follows a cold winter that boosted demand for heating oil, leaving both consumers and suppliers exposed to higher costs. Businesses say they are trying to avoid passing those increases on to customers, even as expenses climb sharply.

“We had to lower our prices to be able to get the phones to start ringing more. People are holding off on auto deliveries because the prices are so high, and we can’t blame them on that,” said Andrew Chesney, owner of Southern New Hampshire Energy. 

Heating oil providers say volatility in energy markets is complicating planning, as rising crude prices coincide with surging diesel costs needed to fuel delivery fleets.

Chesney said a month ago it cost around $8,000 to fill up one of their delivery trucks with diesel, and today it’s between $12,000 and $15,000. Between filling up four trucks and getting all the necessary oil and fuel, it costs Southern New Hampshire Energy around $50,000 a day. 

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The cost of filling up a delivery truck jumped thousands over the past month.  (Kailey Schuyler / Fox News)

“We’re trying to cut corners where we can to save the people money, but it’s hard to also on our end. We’re not making a huge profit at all,” said Chesney. 

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Some companies are implementing new policies to manage rising costs. In Massachusetts, Atlantic Oil Company posted a disclaimer on their website saying: “Due to recent and ongoing events in the Middle East, we have currently suspended any deliveries below 125 gallons. We have also added a surcharge of $40 for any orders that take less than the 125 gallon minimum.”

Atlantic Oil company sets limit on oil delivery amid Middle East conflict (Kailey Schuyler / Fox News)

“I have people come in, long-time customers saying, ‘you know, I can’t really pay for this,’ and we try to help them. We say, ‘you know, we could, take some payment now,’ because in the summer you won’t need to pay for your oil, typically,” said Ted Triandafilou, General Manager of Atlantic Oil Company.

Triandafilou said his company is experiencing a similar jump in diesel costs.

“Depending on the size of the truck, we have multiple trucks of different sizes. So it could be over. As of now, it’s over $12,000 to fill the truck up as it may have been, you know, $5,000-$6,000 about a month ago.”

Both operators said daily price swings are adding to uncertainty.

“We really don’t know where it’s going to go from here and prices are increasing and decreasing anywhere from 10 cents to 25 cents a day right now with everything going on in the world,” said Chesney. 

“Prices change daily just like gas prices typically do, and a lot of time, I’ve seen … the prices go up in the morning – let’s say, jump 20, 30 cents, crazy numbers – and then slowly during the day, they’ll drop back down, but by the close of the market, they’re back up again,” said Triandafilou. “It’s getting to the point where I don’t even bother displaying the price outside because I’d just be running out and changing it again.”

According to AAA, the average cost for a gallon of diesel on March 20 was $5.15, approaching the record average of $5.80 in 2022.

“The last time we saw diesel prices this high was in 2022 after Russia invaded Ukraine,” said AAA spokesperson Mark Schieldrop. “The current situation is a little bit different because we’re seeing significant impacts on production. We are also seeing all those cargo flows out of the Strait of Hormuz being impacted. So, there are some long-term impacts here.”

Schieldrop said that the record could be broken if the conflict continues. Even if the conflict ended today, the prices wouldn’t drop tomorrow. 

“It is true that prices shoot up like a rocket and then tend to drift down like a feather,” said Schieldrop. “It’s going to take a sustained period of time, and many analysts believe that the impact could be lasting for more than a year, even if the conflict ends in the short term.”

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Schieldrop says it can be tough to cut corners on gasoline prices to save money. 

“We urge folks to try to drive less. That’s a tough bargain for folks who have to drive, but stacking your trips, trying to drive more economically,” said Schieldrop. “Easing up on the gas pedal, drive a little slower, follow the speed limit, and you can increase your fuel economy pretty dramatically.”

For homeowners, demand may ease in the coming months as warmer weather reduces heating needs. But for businesses, the seasonal slowdown brings its own challenges.

Southern New Hampshire Energy heating oil cost seen at $4.89 on March 20.  (Kailey Schuyler / Fox News)

“We’re actually coming into our slower season. So everyone’s going to be holding off on getting home heating oil till winter,” said Chesney. 

“So it’s going to start slowing down for our employees, and we’re going to go through a struggle ourselves running a business and keeping things going till the prices lower down.”

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Companies like Southern New Hampshire Energy are relying on other services, including plumbing, heating and cooling, to offset seasonal declines in fuel demand.

“Support local. We’re a family-owned and operated company. We’re not a corporate company, so we structure our business on family. And we’re just a small business trying to make our way through life right now,” said Chesney. 

Postal workers across the UK have accused Royal Mail of encouraging practices designed to make delivery performance appear stronger than it is, as the company faces mounting scrutiny over persistent delays.

Employees speaking anonymously said managers routinely instructed them to “take the mail for a ride”, a phrase used to describe removing undelivered letters from view during inspections so delivery rounds appear complete.

The allegations come ahead of a parliamentary session where Royal Mail executives are due to be questioned by MPs over the deterioration in service levels, which has affected millions of customers.

Workers from multiple delivery offices told the BBC that when they raised concerns about workload, particularly the growing volume of parcels compared with letters, they were often told to prioritise parcels and temporarily remove letters from sight.

In some cases, undelivered mail was reportedly placed into trolleys and moved elsewhere in the depot during inspections, before being returned for delivery the following day.

One worker described the practice as “embarrassing and deceitful”, adding that it allowed managers to claim rounds had been completed even when letters had not been delivered.

Others said the approach was used to avoid scrutiny from senior management and external inspectors, effectively masking operational shortfalls.

Royal Mail has a legal obligation to deliver first-class mail six days a week, but recent performance has fallen significantly short of regulatory targets.

In the 2024–25 financial year, the company delivered just 77% of first-class mail on time, against a target of 93%. Second-class performance also missed its benchmark, reaching 92.5% compared with a 98.5% target.

The regulator Ofcom has already fined Royal Mail £37 million in recent years and warned that further penalties are likely if service levels do not improve.

Royal Mail has strongly rejected the allegations, stating that the claims “do not reflect how our delivery operations work”.

A spokesperson said the company would investigate any specific cases raised and insisted that the vast majority of mail, around 92%, is delivered on time. It added that where local issues arise, efforts are made to restore normal service quickly.

However, the Communication Workers’ Union (CWU) said the problems stem from deeper structural issues, including low pay, staffing shortages and what it described as a “toxic managerial culture”.

The union warned that recruitment and retention challenges have left many delivery offices understaffed, placing unsustainable pressure on workers and contributing to declining service standards.

The ongoing delays are having tangible consequences for the public, with reports of missed hospital appointments, delayed legal documents and disrupted personal communications.

Workers say morale has deteriorated sharply, with many reporting stress, sickness absence and a sense that workloads are “impossible” to complete.

In areas where Royal Mail has piloted a new delivery model, including reduced frequency for second-class mail, staff told the BBC conditions had not improved, with some suggesting the system had worsened operational pressures.

Royal Mail, however, maintains that the pilot has increased delivery reliability, claiming the proportion of addresses receiving mail each day has risen from around 92% to 97%.

The dispute highlights the wider challenges facing the UK’s postal system, as traditional letter volumes decline and parcel deliveries, driven by e-commerce, become the dominant part of the business.

Royal Mail has argued that delivery rules must evolve to reflect this shift, including reducing the frequency of second-class deliveries to improve efficiency and financial sustainability.

For now, the allegations of hidden mail add a new layer of controversy to an already embattled service, with MPs expected to press for answers on both operational practices and the long-term future of the UK’s universal postal obligation.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

Oxford spinout Stateful Robotics has raised $4.8 million in pre-seed funding as it looks to solve one of the most persistent challenges in robotics: enabling machines to operate reliably over extended periods in unpredictable real-world environments.

The round was led by Amadeus Capital Partners and Oxford Science Enterprises, with additional backing from serial entrepreneur Stan Boland, founder of autonomous vehicle company Five.

The funding will be used to accelerate deployment of Stateful’s platform, which introduces a new layer of “long-horizon intelligence” — allowing robots to remember past events, adapt to changing conditions and plan tasks over hours or days rather than moments.

While recent advances in large language models and foundation AI systems have significantly improved robots’ ability to perceive and interpret their surroundings, most systems still struggle when environments change.

Unexpected obstacles, shifting lighting conditions or operational disruptions can quickly derail robotic systems that lack the ability to learn from past experiences.

Stateful Robotics aims to address this limitation by building what it describes as a persistent, evolving model of each deployment environment. By continuously integrating data on tasks, performance and historical outcomes, the platform allows robots to anticipate challenges and adapt in real time.

Professor Nick Hawes, co-founder and chief scientist, said traditional systems treat each decision in isolation.

“Stateless systems cannot remember previous incidents or how work actually flows through a site,” he said. “Our platform builds a shared model of tasks and environments that enables robots to adapt to disruption and complete missions safely without constant supervision.”

The company was co-founded by chief executive Kirsty Lloyd-Jukes, previously CEO of Latent Logic, an Oxford spinout acquired by Waymo, alongside leading academic researchers including Professor Nick Hawes, Professor David Parker and Dr Bruno Lacerda.

Their work builds on more than a decade of research at the University of Oxford in areas such as autonomy, decision-making under uncertainty and probabilistic verification.

Lloyd-Jukes said the key challenge facing robotics is not immediate decision-making, but longer-term planning.

“Most robots are good at ‘what now’, but fail at ‘what next’, especially when ‘next’ spans hours or days,” she said. “By maintaining a live model of each deployment, we ensure robots perform reliably and consistently across complex environments.”

Investors believe the technology could help unlock large-scale commercial adoption of robotics across sectors such as logistics, infrastructure, energy and healthcare.

Dr Manjari Chandran-Ramesh of Amadeus Capital said the evolution of robotics, from static industrial arms to mobile systems operating in human environments, requires a new form of intelligence capable of reasoning over time and context.

Similarly, Oxford Science Enterprises highlighted what it sees as a critical bottleneck in the industry: the inability of current systems to handle long-term planning and operational complexity.

Stateful Robotics is already working with pilot customers in sectors including logistics and infrastructure, where reliability and safety are critical to scaling automation.

The new funding will support expansion of its engineering team, further development of its performance engine and broader commercial rollout with industrial partners.

The spinout also reflects the continued strength of the UK’s deep-tech ecosystem, with Oxford University Innovation playing a key role in supporting the company’s formation and early development.

As robotics hardware becomes increasingly mature, attention is shifting to the software and intelligence layers required to make systems truly autonomous.

Stateful Robotics is betting that solving the “memory and planning” problem will be the key to turning promising prototypes into dependable, large-scale solutions, and, in doing so, unlocking the next phase of the automation revolution.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

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AI video tools are making content creation much easier. Instead of building every clip from scratch, creators can now start with one strong visual idea and turn it into a short video for YouTube, TikTok, product pages, ads, and story content.

In this guide, we cover the 10 best AI video tools for people who want smoother motion, better visual quality, and simpler workflows. Some tools are strong in realism, some are strong in style, and some are built for fast output. If you want a tool that does more than generation alone, Videoinu deserves a close look.

Tool List

1 Videoinu
2 Hailuo AI
3 Vidu AI
4 PixVerse AI
5 Krea AI
6 Veo
7 Seedance
8 Hunyuan AI
9 Wan AI
10 StoryShort AI

Videoinu——For Publish-Ready Creator Workflows

Videoinu

is a strong choice for creators who want more than basic AI video generation. It is especially useful for people who care about what happens after the video is made.The platform emphasizes creator workflow, channel publishing support, and repeatable content systems rather than generation alone.

That makes Videoinu a good fit for creators building faceless channels, story-driven formats, and series-based content. Instead of treating video generation as a one-step output, it works better as part of a larger process that moves from concept to publish-ready content.

For teams that care about continuity, packaging, and long-term channel growth, that angle helps Videoinu stand out.

Pros

• Strong creator workflow focus
• Good for publish-ready channel content
• Fits faceless and story-driven formats
• Useful for repeatable production systems

Cons

• Longer videos may still need multiple generations
• Some users may want more manual control
• Best results still depend on a strong source image

Hailuo AI——For Smooth Motion and Clean Visuals

Hailuo AI

is a good option for creators who care about motion quality. It works well when you want a still image to become a clean, smooth clip with a more natural look. That makes it useful for portraits, product images, dramatic character visuals, and social posts that need motion without too much visual noise.

A big reason creators like Hailuo AI is that it can make simple scenes feel more alive. One strong image can turn into a short video that feels polished and easy to watch. For creators who want better-looking motion without a heavy workflow, it is a solid tool to test.

Pros

• Smooth motion feel
• Good for portraits and social clips
• Useful for clean visual output
• Easy to test with simple ideas

Cons

• Can need retries
• Not always ideal for busy scenes
• Output quality depends on the source image

Vidu AI——For Creative Story Scenes

Vidu AI

is a strong pick for creators who want results with more imagination. It works well for fantasy visuals, character shots, anime-style ideas, and short scenes that need more emotion or visual energy. If your source image already has a strong mood, Vidu AI can push it into something more expressive.

This makes it useful for creators building story content instead of only motion tests. It can help turn one still frame into a short moment that feels bigger, more dramatic, or more playful. For visual storytelling, that can be a real advantage.

Pros

• Good for story-like clips
• Strong creative mood
• Useful for fantasy and character content
• Helps images feel more expressive

Cons

• Not ideal for long videos
• Too many motion ideas can reduce quality
• Results may need several tries

PixVerse AI——For Fast Social Media Content

PixVerse AI is built for short-form content, which makes it a practical choice for creators making reels, shorts, and quick promo posts. If you want to turn one image into a short social-ready clip, PixVerse AI is easy to work with and fast to test.

Its biggest strength is speed. You can try several versions from one image, compare them, and choose the strongest one for posting. That makes it useful for product hooks, trend content, promo visuals, and fast creative testing on social platforms.

Pros

• Good for TikTok, Reels, and Shorts
• Fast workflow
• Easy to compare multiple versions
• Strong for quick promo content

Cons

• Best for short clips
• Limited advanced control
• Less suitable for deeper story videos

Krea AI——For Visual Style and Creative Control

Krea AI is a good fit for creators who care a lot about style. It is less about simple output and more about shaping the overall visual feel. If you want to start with one image and explore different moods, textures, and artistic directions, Krea AI gives you more room to experiment.

That makes it useful for designers, visual artists, and creators working on concept-heavy projects. It may take more time to learn than faster tools, but for work that needs a stronger visual identity, Krea AI can be very valuable.

Pros

• Strong style control
• Good for creative experiments
• Useful for artists and designers
• Great for concept visuals

Cons

• Higher learning curve
• Not always focused on realism
• Less direct for fast daily use

Veo——For Premium-Looking Visual Output

Veo stands out for creators who care about premium-looking visuals. It is often seen as a more ambitious option for people who want cleaner motion, stronger depth, and a more advanced feel from one source image. That makes it interesting for concept work, polished branded content, and serious creative testing.

For everyday use, it may not always feel like the simplest choice. But for creators who want results that feel closer to high-end visual production, Veo is one of the more exciting names in the space.

Pros

• Strong premium visual feel
• Good for polished creative work
• Useful for advanced testing
• Strong fit for branded visuals

Cons

• May feel less simple for beginners
• Workflow may vary
• Not always the fastest for daily output

Seedance——For Smooth and Modern-Looking Clips

Seedance is a useful option for creators who want polished motion from still images. It often stands out because the results can feel clean, modern, and visually sharp. That makes it a practical tool for short branded clips, social visuals, and fast concept testing.

It works especially well when the source image is already strong and the creative goal is simple. For creators who want neat-looking short videos without too much setup, Seedance is worth trying.

Pros

• Smooth and polished output
• Good for short-form content
• Useful for fast concept testing
• Modern visual feel

Cons

• Best for shorter clips
• Results depend on image quality
• May not fit every style

Hunyuan AI——For Experimental Visual Ideas

Hunyuan AI is a good choice for creators who like to test different visual directions. It can be useful for concept work, stylized motion, and early creative exploration from a single image. Instead of focusing only on clean realism, it gives more room for experimentation.

That makes it helpful for teams and creators who want to compare moods, motion styles, and visual approaches before choosing a final direction. It may take more trial and error, but it can be useful in the idea stage.

Pros

• Good for experimentation
• Useful for early concept work
• Can explore different motion styles
• Strong for creative testing

Cons

• Results may vary more
• Can need extra trial and error
• Not always easiest for beginners

Wan AI——For Fast Concept Drafts

Wan AI is a practical tool for creators who want quick visual output. It is useful for taking a still image and turning it into a short draft clip without much setup. That makes it good for idea boards, rough campaign visuals, and early creative testing.

Instead of aiming only for a premium finish, Wan AI is strongest when speed matters. For teams that want to generate many concepts quickly, it can be a helpful option.

Pros

• Fast concept generation
• Useful for quick drafts
• Easy workflow
• Good for testing ideas at speed

Cons

• Less premium than some rivals
• Best for simpler use cases
• Fine details may not stay consistent

StoryShort AI——For Short Narrative Content

StoryShort AI is a useful choice for creators who want to turn one image into a short narrative-style video. It fits well for emotional content, character moments, and short visual stories where mood matters more than technical complexity.

If your source image already has a clear character, scene, or emotional angle, StoryShort AI can help turn it into a more story-like clip. That makes it especially useful for niche storytelling content and character-led posts.

Pros

• Good for short story content
• Useful for emotional visual clips
• Helps one image become a narrative moment
• Good for character-based content

Cons

• Better for narrower use cases
• Less flexible than broader platforms
• May not fit every marketing need

Conclusion

There are many useful AI video tools on the market, and each one brings a different strength. Some are better for social media, some are better for polished visual output, and some are better for creativity and style.

Videoinu stands out because it can be framed as more than just a generation tool. Its positioning connects workflow, continuity, packaging, and repeatable creator systems, which makes it especially appealing for teams and creators who want content that is easier to turn into a real publishing process.

FAQS

What is an AI video tool?

An AI video tool helps creators turn images, prompts, or ideas into video clips with less manual editing.

Which tool is good for beginners?

Videoinu is a strong option for beginners because the workflow is easier to understand and can support repeatable content creation.

Which tool is good for social media clips?

PixVerse AI is a strong choice for short social media clips because it is fast and easy to test.

Which tool is good for creative story scenes?

Vidu AI is a good choice for creators who want more expressive, story-like results.

Why does Videoinu stand out in this list?

Videoinu stands out because its positioning goes beyond generation alone and fits broader creator workflows.

The United States has moved to ban new foreign-made consumer internet routers, citing mounting national security concerns over cyber vulnerabilities and potential espionage risks.

The decision, announced by the Federal Communications Commission (FCC), adds consumer-grade routers manufactured outside the US to its list of restricted equipment, placing them alongside foreign-made drones, which were banned last year.

The move does not affect routers already in use but applies to all new device models entering the market. Any router built overseas will now require explicit approval before it can be imported, marketed or sold in the US.

Regulators say the decision reflects growing evidence that internet routers, which sit at the heart of home and business networks — have become a key entry point for cyberattacks.

“Malicious actors have exploited security gaps in foreign-made routers to attack American households, disrupt networks, enable espionage, and facilitate intellectual property theft,” the FCC said.

The agency pointed to a series of cyber incidents between 2024 and 2025, known as Volt, Flax and Salt Typhoon, in which compromised networking equipment was allegedly used to target US infrastructure. Investigations by US authorities have linked the attacks to actors associated with the Chinese government.

Under the new framework, manufacturers producing routers outside the US must apply for conditional approval. This process will require companies to disclose foreign ownership or influence and outline plans to shift production to the United States.

Exemptions may be granted in limited cases if equipment is cleared by national security bodies such as the Department of Defense or Department of Homeland Security, although no specific devices have yet been approved.

The ban applies regardless of where a product is designed, meaning even US-based brands that manufacture abroad will be affected.

The decision has significant implications for the global electronics supply chain. The vast majority of consumer routers are currently produced outside the US, particularly in China and Taiwan.

Popular brands such as TP-Link, a major global supplier, have already faced scrutiny amid concerns over cybersecurity vulnerabilities. Even US companies like Netgear, which manufacture overseas, may need to adapt their supply chains to comply with the new rules.

One notable exception is the WiFi router produced by SpaceX’s Starlink service, which the company says is manufactured in Texas.

The move is the latest step in a broader effort by the US to reduce reliance on foreign-made technology deemed critical to national infrastructure. It reflects a growing emphasis on supply chain security and domestic production, particularly in sectors linked to communications, defence and data.

Analysts say the policy could accelerate a wider decoupling in global technology markets, as governments increasingly prioritise security over cost efficiency.

For consumers and businesses, the immediate impact may be limited, but over time the shift could reshape pricing, availability and innovation in networking equipment.

As cybersecurity threats continue to evolve, the US government’s message is clear: devices at the core of digital infrastructure are now considered strategic assets, and their origin matters.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

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The true significance of Welsh rugby goes far beyond the WRU’s balance sheet shows a new analysis for Prof Jones-Evans

Welsh rugby, from the professional to the community game, has an annual economic value of up to £430m, new research shows. The economic analysis, conducted by Professor Dylan Jones-Evans, is part of the work from a group led by Rob Regan, which argues for maintaining four professional regions.

The WRU is seeking to reduce the number to three, alongside greater investment in the development of the game. If reduced to three they would each receive annual funding from the union of £7.5m with £28m into the wide rugby pathway over five years.

READ MORE: The economic impact of Welsh rugby is huge and it needs to be cherishedREAD MORE: Wales needs to deliver more than 10,000 a year to hit government target

An EGM of union clubs on April 13, which includes a motion to dismiss the union’s chairman, Richard Collier-Keywood, is being seen as a de facto referendum on the four-to-three strategy.

The group’s Alternative Strategy for Welsh Rugby report calls for maintaining the four existing regions with equitable central funding – around £6m (not player budgets) – from the WRU.

While subject to legal action from Swansea Council, which has also submitted a case to the Competition and Markets Authority, an acquisition of Cardiff from the WRU by current owners of the Ospreys Y11 Sport and Media, would be a way of getting to three. This is because Y11 has not committed to maintaining ownership of the Ospreys beyond 2027.

What is not clear is whether other investors, although leader of Swansea Council Rob Stewart is engaged with a number of potential parties, could come in to take over the Ospreys and if remaining at three, then bid against the Scarlets for the west Wales franchise from the WRU.

The WRU and Y11 have extended their exclusivity period to conclude a deal – which was previous 60-days – by a further 30-days. In business acquisition deals it not uncommon for parties to extend exclusivity periods.

Professor Jones-Evans’s analysis is based not only on the direct economic impact of the WRU itself and the four professional regions, but also the wider social impact of the community game.

Prof Jones-Evans said: “The available data indicate that Welsh rugby provides a direct annual economic impact of at least £225m and up to £250m through the professional game and matchday activity alone. When a cautious estimate for the grassroots game is included, this amount increases to between £240m and £270m.

“Furthermore, if the broader social and wellbeing benefits of the community game are considered, the total national value of Welsh rugby could plausibly range from £370m to £430m annually.”

The report says that the community game is the foundation from which the professional game, the national brand, and the match day economy derive their long-term value. Its full social return on investment is estimated at £130m–£160m annually. However, the report says that the WRU currently provides just £4.6m of its own funds (or less than 5p in every pound of revenue) to sustain it.

Prof Jones-Evans said: “The true significance of Welsh rugby goes far beyond the WRU’s balance sheet.” He added: “International matches at the Principality Stadium generate one of Wales’s strongest visitor economies, with each major home international contributing approximately £10.5m to £11m in matchday economic impact at current prices.

“This results in an annual visitor economy of about £63m to £66m from six major fixtures. Of course, this does not include income from other events hosted at the stadium, such as concerts.”

Prof Jones-Evans added: “Crucially, much of this is new money entering Wales, with about 35% of visitors coming from outside Wales, and their spending accounts for around 70% of total economic output.”

While not a tangible asset, the WRU also has an equity stake in the Six Nations. After professional advisory fees – and a failure to meet commercial targets for the competition, which would have seen a further £10m -the union received around £40m when 14% of the tournament was acquired by CVC Capital Partners in 2021. With the union having drawn down the final phased payment from CVC, it is now facing a dilution impact of around £3m per year.

Prof Dylan Jones-Evans’s analysis highlights that the remaining stake could have a value, depending on commercial interest, of between £2.6bn and £4bn. However, there is no indication that Six Nations Rugby – the commercial company set up by the respective governing bodies -is looking to sell further equity, which would require all the unions to agree. Any further equity sell off would create a further dilution of profit share from the tournament for the WRU.

Prof Jones-Evans said the game in Wales is at a crossroads and requires strong governance and support from a wide range of stakeholders to ensure its social and economic relevance in Wales – as well as its global brand reputation -is not only protected, but built upon.

He said: “The evidence in this document shows that the consequences of failure extend beyond the rugby community. They impact the Cardiff visitor economy, the regional economies of south and west Wales, the grassroots infrastructure that supports Welsh civic and community life, and a national brand whose value relies on competitive credibility, which is currently declining.

“The question this analysis poses to those with decision-making authority -the WRU board, the Welsh Government, the Senedd, and the Welsh Affairs Committee – is not whether the evidence exists – it does.

“The question is whether the governance structures currently in place are adequate to protect an asset of this scale and irreversibility, and if not, what intervention is proportionate. This document does not answer that question, but it does establish, as clearly as the available evidence allows, why it must be asked – and answered -urgently.”

The alternative plan from Mr Regan, a former chief operating officer of Principality Building Society and Hodge Bank, and founder of tech venture Enigma Glen Melford-Colegate, argues that central alignment and cost control can, in principle, be pursued without removing a region. They are being advised and supported by a group of more than 50 business and rugby related figures.

While they have held meetings with both WRU chief executive Abi Tierney and chair Mr Collier-Keywood, they believe the union didn’t undertake a robust analysis on why four – with money still being able to be invested in the development of the game – couldn’t be maintained before backing a reduction to three strategy.

They said that spending identified for the pathway – although a breakdown of funding has not yet been made public – should be challenged, including holding off any plans for new national campus, saying that existing university, college, local authority and partner facilities are used instead.

However, the report does not position the four region case as an “unconditional entitlement.” It adds: “The safer position is to support a defined stabilisation window, for example 24 months, during which four regions are retained only alongside hard disclosure, reporting, and delivery triggers.”

These triggers should include agreed budget-control compliance at each region and publication of ownership and capital structure summaries.”

It adds: “If those conditions are missed on a repeated or material basis, the response should not be denial or rhetorical escalation. The response should be automatic reappraisal of the operating model. This strengthens the four region case by making it conditional on delivery rather than dependent on assertion.”

The alternative plan also recommends a separation of the community game from the professional. They also explore whether community clubs could benefit financially from adopting community interest or charitable status, including from business rate reductions.

While the WRU has been successful, particularly under previous regimes, in securing grant funding from the public sector – most notably from the Welsh Government for capital projects including Principality Stadium screens and a new pitch -the alternative strategy says more funding could be secured.

It highlights the example of the Football Association of Wales, which is around three times smaller than the WRU in terms of revenue, in securing investment to support the growth of the grassroots game from public sources. The report calls for a “ring-fenced professional operating perimeter, separate reporting lines for community and pathway investment, and transparent treatment of transfers between the two.”

It also says that the regions and WRU should pursue shared medical, sports science, analytics, procurement, legal, and back-office services where duplication adds cost, but provides little strategic advantage.

This approach has been looked at in the past by the WRU, with mixed cost-saving results. Its One Wales strategy also identifies shared services between the union and the regions – although, with the current uncertainty, that has yet to be fully explored.

The alternative report says: “This is a governance and operating-efficiency recommendation, not a claim that every function should be centralised. Financial monitoring should identify stress earlier and favour collaborative restructuring over reactive crisis management. The administration and ownership shock at Cardiff in April 2025 illustrates why earlier visibility of financial pressure matters.

“The strongest version of the four region argument is therefore not that Wales should preserve four teams on sentiment alone. It is that Welsh rugby should preserve four teams only within a system capable of earning that outcome through transparency, pathway yield, financial discipline, stronger women’s development, better grassroots renewal, and better fan conversion.”