Park Cakes bought former pub in 2024 and now wants to clear ‘visual blight’

The bakery responsible for creating the much-loved Colin the Caterpillar cake for M&S is expanding. Park Cakes has permission to bulldoze a former pub right outside its bakery in Oldham to extend its grounds.

The Honeywell Arms at 491 Ashton Road has stood boarded-up since September 2024 and was bought-up by the bakery shortly after. Once a long-standing Robinsons Brewery pub, it struggled to remain open in the challenging conditions for the hospitality industry and a violent attack on the pub landlord in 2023.

Oldham Council has approved the demolition of the two-storey building, which includes a private flat for the pub landlords on the first floor. Town planners said the boozer had suffered ‘long-term decline’ with no visible investment in improving its facade since 2008. They also noted there were alternative pubs available within 1km (0.6 miles).

In a planning report, council officer Dave Richards said: “The demolition does not amount to the unnecessary loss of a valued community facility … and would remove a degraded, visually harmful structure from a prominent location. With appropriate conditions, the proposal would secure a safer, tidier and more coherent interim site appearance.”

Park Cakes bakery hasn’t yet revealed what it plans to do with the land. But in the short-term, they told town planners they wanted to ‘modernise the frontage of the Park Cakes Sites, by improving traffic management and access safety and removing a visual blight at a major junction’.

The bakery has not confirmed when the works are due to happen. The demolition will take place over the course of two-weeks. Work hours are restricted to between 8am and 6pm on weekdays and 9am to 1pm on Saturdays, to minimize impact on the surrounding residential areas.

The demolition will mark the end of an era for the pub building, which was last managed by Jack Dodd and his partner. Dodd ran the pub for 26 years before it was formally dissolved in August 2025.

In 2023, his partner was left needing 15 stitches after the couple tried to defend the pub from burglars. At the time, the pair told local press that the attack had made them want to move out of the area.

To find all the planning applications, traffic diversions, road layout changes, alcohol licence applications and more in your community, visit the Public Notices Portal.

At the same time, markets will be closed in the United Arab Emirates on Monday and “until further notice,” according to a statement by the UAE Capital Market Authority, which oversees the Abu Dhabi Securities Exchange and the Dubai Financial Market. The authority said it continues to monitor developments in the region.

Operator

Welcome to the Gorilla Technology Group Inc. Fiscal Year 2025 Financial Results Conference Call. [Operator Instructions] The conference is being recorded [Operator Instructions].

Before we begin, we will read the forward-looking statement. Today’s call includes forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These statements reflect management’s current expectations and projections about future events and are subject to known and unknown risks and uncertainties that could cause actual results to differ materially.

Forward-looking statements often include terms such as expects, believes, plans, anticipates, may, should and similar expressions. For a discussion of important factors that could affect Gorilla’s results, please refer to our filings with the SEC, including our most recent annual report on Form 20-F. Except as required by law, Gorilla undertakes no obligation to update or revise any forward-looking statements made on this call, whether as a result of new information, future events or otherwise.

I would now like to turn the conference over to Jay Chandan Chairman and Chief Executive Officer; and Bruce Bower, Chief Financial Officer. Please go ahead.

Jayesh Chandan
CEO & Executive Chairman

Thank you very much, Crystal. Thanks, everyone, and thanks for joining. I will keep it quick. If you want drama, the market’s already provided enough already today. So I will stick to the facts.

Now let me start with the

The iPhone 17e is now here as part of Apple’s exciting week of launches for early March. Not only is it a refresh of the mid-range smartphone lineup, but it also brings significant upgrades.

With the iPhone 17e, users are getting MagSafe wireless charging, which was not present in last year’s release, as well as twice the storage for its base version and more improvements.

Apple iPhone 17e Finally Gets MagSafe Charging

Apple introduced the latest iPhone 17e as part of the annual refresh of its mid-range smartphones following last year’s iPhone 16e. But apart from its massive improvements like the transition from A18 to the A19 chipset, one of the biggest news here is that it finally received a MagSafe wireless charging feature.

Last year’s iPhone 16e did not get the MagSafe technology, and this is one of the reasons it faced backlash from the public as not all are fond of the wired charging method.

Now, the mid-range smartphone from Apple comes includes the MagSafe charging option while staying at the same starting price as last year’s release.

New Features on the Apple iPhone 17e

Apple has added many features to the iPhone 17e, which makes it a worthy smartphone to purchase, especially for those looking for a cost-effective device.

The company included its latest-generation A19 chipset in it, offering the same processor as the base iPhone 17 model.

However, the most important addition to the iPhone 17e is the latest C1X chip, Apple’s latest-gen cellular modem that it claims to be twice as fast as the iPhone 16e’s C1 5G chip.

The iPhone 17e now starts at a 256GB storage option, which is twice as much as last year’s 128GB.

Apple also upgraded the single rear camera of the iPhone 17e with the 48MP Fusion camera, now adding what it calls “next-generation portraits,” as well as 2x Telephoto and 4K Dolby Vision video. The screen also receives a Ceramic Shield 2 upgrade.

Lastly, Apple added a new “Soft Pink” colorway alongside Black and White. The iPhone 17e starts at $599 and will open preorders by Wednesday, March 4.

Shipping will take place by March 11.

Originally published on Tech Times

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The incidents occurred on Sunday morning, with Amazon Web Services (AWS) saying at the time that ”objects” had hit a data centre in the UAE, creating ”sparks and fire”. Also on Sunday, AWS said it was investigating power and connectivity issues at a facility in Bahrain.

In its Senedd Election manifesto CBI Wales is also calling for the next Welsh Government to devise its own industrial strategy

The next Welsh Government should look to build an M4 Relief Road as part of a suite of measures to boost productivity, says business body CBI Wales.

Seven years after plans for a £1.3bn M4 Relief Road – aimed at easing traffic congestion on the existing motorway between Cardiff and Newport, particularly around the Brynglas Tunnels – were rejected by then First Minister Mark Drakeford, CBI Wales is calling for a fresh look at the project in its Senedd election manifesto. It is also calling for improvements to the other main road route linking Wales and England, the A55 in North Wales.

The business membership body had lobbied hard for the so called 14-mile black route, a new section of motorway south of Newport running partly through the Gwent Levels from Castleton to Magor.

The funding model for the project, estimated at £1.3bn, would have combined the Welsh Government’s capital borrowing powers with a £500m facility from the UK Government.

With inflation any new project would likely cost more than £2bn. Any new funding model would require significant UK Government backing. While the CBI’s position is not to add to the cost of running businesses, any new relief road could potentially having a toll, even if a nominal amount.

Numerous versions of an M4 Relief Road were also previously rejected, including proposals before devolution in the 1990s and by the Labour-Plaid coalition Welsh Government in 2009. Those rejections resulted in improvements to the existing motorway, including increased lane capacity. Mr Drakeford went against the recommendation of an independent planning inspector by rejecting the black route on cost and environmental grounds.

Following the decision planning protection for the proposed route -which had been in place for 25 years to prevent other developments – was removed by the Welsh Government.

READ MORE: Swansea Council to fight WRU in court as announcement escalates Welsh rugby warREAD MORE: The man overseeing plans to transform the centre of Swansea

Revisiting an M4 Relief Road, even along the original black route, would require a new legal and public inquiry process. However, most of the publicly-owned land for the route has not been sold or developed on, while the section that would have run through ABP’s Port of Newport, is still available.

When rejecting the project, Mr Drakeford established the Burns Commission to explore public transport investments that could alleviate traffic on the M4, particularly through Newport. Chaired by Lord Burns, the commission recommended five new train stations between Cardiff and the Severn Tunnel. Last month, the UK Government confirmed it would fund these stations, although additional funding will need to be secured in the next spending review ahead of the 2029 General Election.

While supportive of the M4 Relief Road while in Mr Drakeford’s cabinet, First Minister Eluned Morgan is not considering revisiting the project as a manifesto pledge. The Welsh Conservatives have committed to delivering a new relief road.

In Made in Wales: A Manifesto to Support Firms & Create Jobs 2026–30, the CBI calls for prioritising and fast-tracking infrastructure projects that unlock economic growth, including transport links (such as the A55 and M4 Relief Road) and digital infrastructure (achieving full-fibre broadband and 5G coverage, especially in rural areas).

Director of CBI Wales Russell Greenslade said the case for an M4 Relief Road remains pressing with congestion on the existing and ageing M4 remaining a major concern for businesses. He added: “From a transportation and connectivity point of view, the more we have, the better, and an M4 Relief Road would be an example of that. It is not just the M4, but also the A55 in North Wales, which, to quote some of our members, can often be like a car park.

“There is a lot of growth happening in Newport with the compound semiconductor cluster. If we are going to attract more people to work there, then the transportation network needs to be improved. This feedback comes directly from our members and informs our manifesto. The message from business and investors is that infrastructure is needed if we want to grow the economy, though we are not advocating any particular route (M4 Relief Road) solution.”

While not as developed as the black route, there was also the proposed blue route, running through Newport and upgrading existing road infrastructure such as the Southern Distributor Road.

In its wide-ranging manifesto, the CBI calls on leaders to drive forward technology and innovation, remove planning system bottlenecks, invest in infrastructure, and reduce Wales’ high youth unemployment by giving young people access to skills, opportunities, and mental health support.

It also calls for the next Welsh Government to develop its own industrial strategy, aligning Welsh and UK policies to leverage economic growth. Last year, the UK Government published its own ten-year industrial strategy based on eight industry pillars, including fintech and renewable energy.

The business group urges party leaders to work in partnership with businesses to capitalise on Wales’ enterprise, world-class universities, colleges, skilled workforce, and abundant natural resources to bring jobs and prosperity to every corner of Wales. By leveraging pension fund backing, it said the investment capacity of the Development Bank of Wales should be scaled up to £2bn to support the growth of indigenous businesses.

It also calls for the establishment of a long-term Welsh innovation funding framework. This it said could involve merging and coordinating grants from agencies like Innovate UK (though non devolved), Medr, and Business Wales into a single, predictable fund that businesses can tap over a multi-year horizon.

The business body also highlights grid infrastructure capacity issues and consenting bottlenecks that” prevent renewables projects or factories from connecting to networks quickly.” It stresses that well-resourced planning is needed to avoid applications being ‘stuck’ for months or years awaiting approval.

The manifesto also calls for every 16–24-year-old to be offered access to paid placements integrated with mental health support, alongside more flexible, employer-led skills routes aligned with real job opportunities. While it does not specify how it would be measured, the manifesto also “challenges party leaders to transform Wales into “one of Europe’s most competitive and sustainable small economies by 2035.”

Mr Greenslade said: “Welsh businesses have shown great resilience and a fierce competitive streak in dealing with both the high cost of doing business and the uncertainty experienced over the past decade. This election is an opportunity for party leaders to make Wales one of Europe’s most competitive and sustainable small economies by 2035.

“A new Welsh industrial strategy that capitalises on the UK’s modern industrial strategy, and other UK policies on technology such as AI, can be a game-changer in raising innovation and productivity, bringing prosperity and high-quality jobs to every corner of Wales. Getting more young people into work will improve their mental health and tackle skills shortages that limit firms’ prospects.

“Enterprising businesses, a world-class education sector, abundant natural resources, and a superb geographical advantage can all give Welsh businesses a competitive edge. Working with business, party leaders must focus on what unites Wales to drive long-term sustainable growth.”

Not long ago, online casinos sat on the edges of the UK’s digital economy, treated more like a side channel than a core business. That has changed.

As entertainment has moved onto phones and platforms, gambling businesses have followed the same path as streaming and gaming. The result is an industry that now looks less like a collection of websites and more like a set of competing digital platforms.

The scale of that shift is easy to miss if you only look at individual brands. UK Gambling Commission figures show the industry generated around £16.8 billion in Gross Gambling Yield in the year to March 2025, with a growing share coming from online activity rather than physical venues. For business leaders, the more interesting story is not just growth, but how these companies are being forced to think and operate like modern digital entertainment businesses.

The Platform Economy Comes to Gambling

The defining feature of today’s digital entertainment market is not content alone, but distribution. Successful platforms shape how users discover products, pay for them, return them, and interact with services. UK online casinos now operate on the same logic.

User acquisition is driven by performance marketing and partnerships. Retention depends on product design, personalisation and frictionless payments. In practical terms, operators invest as much in technology and data infrastructure as they do in game libraries. User experience is no longer a layer added at the end. It is part of the product itself.

For investors and strategy teams, the implication is straightforward. Competitive advantage is no longer defined solely by brand recognition or promotional spend, but by how well a business operates as a digital service.

From Betting Shops to Digital Products

The shift from physical venues to online platforms is no longer a trend. It is the structure of the market. UK Gambling Commission figures show that remote gambling generates roughly £6.9 billion in GGY, with online casino games contributing about £4.4 billion of that total. Retail betting still plays a role, but it is no longer where growth is concentrated.

This migration has changed cost structures. Physical estates come with fixed overheads. Digital platforms carry development, compliance and infrastructure costs instead. The trade-off is scale. Once built, a platform can serve far more customers without a matching rise in operating costs, provided it remains compliant and stable.

Regulation as a Competitive Force

In most digital industries, regulation sits in the background. In UK gambling, it has become a competitive factor in its own right. Changes around affordability checks, advertising standards and compliance obligations affect product design, marketing strategy and corporate structure.

Recent business reporting has shown major operators reassessing portfolios and market focus in response to regulatory and tax pressure, with board-level attention shifting from expansion at any cost to efficiency and resilience. For some groups, that has meant narrowing priorities. For others, it has meant rethinking how growth is pursued in a more constrained environment.

From a business perspective, the result is clear. Compliance capability becomes a strategic asset and operational discipline matters more because margins are increasingly shaped by policy as much as by competition.

What Growth Forecasts Mean for Strategy Teams

Despite tighter regulation, the long-term growth picture remains strong. Market analysts estimate that the UK online gambling market was worth around $7.3 billion in 2024 and project it could reach approximately $15 billion by 2030, implying sustained, double-digit annual growth.

For strategy teams, that outlook changes the discussion. Investment decisions start to resemble those in other digital entertainment sectors. How much goes into product development rather than marketing? Whether the focus should be acquisition or retention. How to stand out in a crowded, regulated market without relying on price alone.

Where Analysts and Consumers Compare UK Casino Platforms

As markets mature, comparison becomes a business function in its own right. In sectors such as telecoms, insurance, or travel, structured comparison tools help both consumers and analysts understand how crowded markets are organised. The same logic now applies here.

For those looking for the best online casinos in the UK, resources such as Casino.org’s UK section serve as reference points rather than recommendations. They compile licensed operators, outline key features and apply consistent criteria across platforms, making it easier to see how businesses differ in areas such as product scope, payments and regulatory standing. For business readers, these comparison hubs work less as shortcuts and more as market maps that show how segmented and competitive the sector has become.

Product Design Is Now Driven by User Behaviour

Ultimately, platform businesses succeed or fail based on how well they respond to users. Based on UK Gambling Commission survey data from January 2024 to January 2025, around 48 percent of adults reported gambling in the previous four weeks, underlining how central online channels have become to participation. That level of engagement explains why product teams focus so heavily on mobile performance, onboarding flows and payment friction.

In practice, this has pushed online casinos toward the same priorities seen across digital entertainment:

• Faster, simpler interfaces
• Better personalisation and account tools
• Closer integration between content, payments and support

For business leaders, the lesson is familiar. In mature digital markets, product quality and user experience become as important as marketing reach.

The UK’s online casino sector now sits firmly inside the wider digital entertainment economy. It operates with platform logic, under regulatory pressure and in a competitive environment shaped by data, design and distribution. For companies involved in the space, the strategic questions look less like those of traditional gambling businesses and more like those faced by any large digital service competing for time, trust and long-term engagement.