Across the Broughton site, the manufacturer is creating around 480 new well paid jobs this year.

Airbus is investing £150m into converting its former A380 wing production facility into an A321 line in Broughton in North Wales.

The west factory was opened in 2003, and at the time was the largest factory built in the UK for years.

The Flintshire plant – with more than 1,000 workers – had been used to assemble wings for the 555 seater A380 before they were transported by barge and ship to Toulouse in France.

A decision was taken to phase out the programme and the last wing departed Broughton in February 2020.

Now it will be transformed – with work set to be completed by the end of the year .The expansion is a significant boost for the UK aerospace industry capability.

Once completed, the facility will host six wing production jigs, an equipping line and paint shop, specifically designed to feed the backlog of around 7,500 A320 Family aircraft, of which around 70% are A321s.

Across the Broughton site, the manufacturer is creating around 480 new well paid jobs in 2026, including 250 positions in the refurbished factory.

These roles join the 6,000 strong workforce in Broughton, signalling Airbus’ long-term commitment to Wales and reinforcing the UK’s position as a critical hub in the global aerospace industry.

At the heart of this investment is a new, advanced manufacturing environment, designed and built with direct involvement from operators across the site.

Employees fed into the ergonomics and technology integration to shape the industrial system.

Jerome Blandin, head of Airbus Wing, said: “We aren’t just talking about a ramp-up; we’re putting the infrastructure in place to support it.

“Around the world today, an A320 Family aircraft takes off or lands every two seconds, with wings designed and built in the UK. Investing in our capacity strengthens our industrial footprint, creates high value jobs that support the wider UK aerospace sector and ensures we remain competitive in the years to come.

“This investment is important for jobs, important for the region and important for our global ramp up towards rate 75.”

The first wing is already underway, with all jigs expected to be operational by the end of the year.

This latest investment builds on the recently announced multi-million pound investment in Airbus’ Belfast facility, which will expand the wing manufacturing footprint and advanced composite capabilities to support A220 ramp-up.

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Understanding the true cost of it is the first and best reason to take the risk seriously.

The figures are sobering, and the reality is that up to 44,000 workers per year are injured by falls from height. Behind each of those numbers sits a person, a family, and a business affected. This article looks closely at what falls really cost, where they tend to happen, and how employers can prevent them.

Why Should Businesses Care About Falls?

The human cost is the most important reason, and it should be. Falls from height are consistently among the leading causes of fatal injury at work in the UK. No target or deadline is worth that.

There is a hard business case too, sitting right alongside the moral one. A serious incident brings investigation, lost productivity, and lasting damage to morale and reputation. It can also halt a project entirely. For any employer, preventing falls is both the right thing and the smart thing to do.

What Do Falls Cost a Business?

The price of a single fall extends well beyond the immediate injury. Direct and indirect costs stack up quickly, often over months. Few employers appreciate the full total until it lands.

The costs typically include:

• Fines. Penalties for safety breaches can reach millions.
• Downtime. Halted work and lost productivity.
• Claims. Compensation and rising insurance premiums.
• Reputation. Lost contracts and damaged trust.

These figures dwarf the modest cost of prevention in almost every case. Fines have topped 1 million pounds in the most serious cases, and legal costs pile on top. A single prosecution can threaten the future of a small firm. Set against that, good safety is one of the cheapest investments a business can make.

Where Do Falls Happen Most?

Falls are not confined to towering scaffolds and skyscrapers. In fact, many happen during ordinary, short tasks. Around 40 workers die from falls at work each year, and roughly 25% of worker deaths involve a fall. Recognising the real hotspots helps focus prevention.

Photo by Adhitya Sibikumar on Unsplash

Alt text: Workers using a secure elevated platform on a commercial site

The common hotspots are clear:

• Ladders. Involved in many quick-task falls.
• Fragile roofs. Often the site of fatal falls.
• Edges. Unprotected edges and floor openings.
• Platforms. Loading bays and mezzanine levels.

Ladders are involved in a striking number of incidents, often during quick jobs where care lapses. Roofs, especially fragile ones, are another frequent scene, and a fall through a fragile roof is often fatal. Loading bays, mezzanines, and unprotected edges all add risk in everyday workplaces. Warehouses and retail units see their share too, not just construction sites. The lesson is that no height-related task, however brief, should be treated as trivial.

How Can Employers Prevent Falls?

Prevention is well understood and thoroughly documented. It rests on planning, the right equipment, and trained people. The law also sets clear expectations.

A sound approach follows these steps:

1. Assess. Identify every height risk on site.
2. Avoid. Do work from the ground where possible.
3. Protect. Use guard rails and secure platforms.
4. Train. Make sure everyone knows the safe method.

A thorough risk assessment process comes first, before any work begins. Official guidance on construction falls from height sets out practical controls, and the sobering workplace fatal injury statistics show why they matter. Choosing the safest method over the fastest is always the right call.

What Are the Legal Duties?

Employers carry clear legal responsibilities for work at height. These duties are not optional, and regulators enforce them. Meeting them protects both people and the business.

The law requires employers to plan, supervise, and carry out work at height safely, using competent people and suitable equipment. That sits alongside broader duties to manage risks like Slips, trips and falls across the whole workplace. Falling short can mean prosecution, fines, and in the worst cases, corporate liability. Compliance, in truth, is simply good management.

Protecting People and the Business

Falls from height are among the costliest and most preventable risks a business can face. The toll on workers is the reason that matters most, but the financial and legal stakes reinforce the same conclusion. Assess every height task, avoid it where you can, protect workers where you cannot, and train your team well. Get that right, and you safeguard your people, your projects, and the future of the business itself.

Frequently Asked Questions

How Common Are Falls From Height at Work?

They are alarmingly common and consistently serious. Falls from height are among the leading causes of fatal workplace injury in the UK, and they injure tens of thousands of workers every year. Many happen during short, routine tasks rather than dramatic high-level work. This mix of frequency and severity is exactly why regulators and safety bodies treat working at height as a top priority.

What Fines Can a Business Face for a Fall?

Penalties can be severe. Under health and safety law, fines for serious breaches can run into hundreds of thousands or even millions of pounds, scaled to the offence and the company’s size. Beyond fines, businesses face legal costs, compensation claims, and higher insurance premiums. For a small firm especially, a single prosecution can be financially devastating, which makes prevention overwhelmingly worthwhile.

How Can Small Businesses Prevent Falls Affordably?

Effective prevention is usually far cheaper than most owners fear. It starts with a proper risk assessment, avoiding work at height where possible, and using suitable, well-maintained equipment. Training staff in safe methods costs little and prevents a great deal. The expense of guard rails, towers, or a short course is tiny next to the cost of a single serious incident.

Who Is Legally Responsible for Height Safety?

The primary duty rests with the employer, who must plan and manage work at height, provide the right equipment, and use competent, trained people. Workers also have a duty to follow safe systems, use equipment correctly, and report defects. Responsibility is shared, but employers hold the main legal obligation to make sure every height task is properly controlled and supervised.

Two separate reports have revealed an appetite from businesses in the North to boost regional growth

A leading business group has urged the Government to put businesses “at the heart” of any power for more devolution, saying that private firms are vital to “deliver growth, investment and higher living standards” across the UK. Chancellor John Healey has followed the direction set by his predecessor Rachel Reeves in saying that he would set out a “road map to fiscal devolution” at the Budget.

Now the British Chambers of Commerce (BCC) has said in a new report that the Budget should outline plans to put businesses at the heart of the next stage of devolution and give more local leaders power over funding to accelerate growth in their areas.

A survey by the business organisation of 5,000 firms found in the second quarter of 2026 that only 17% were planning to increase investment in the coming months, a post-pandemic low. The BCC said in a new report that the Budget should outline plans to put businesses at the heart of the next stage of devolution to drive growth and investment.

It urged the Government to complete its devolution plan by the end of the 2027-28 financial year, giving more local leaders power over funding to accelerate growth to improve living standards in their areas. It added that ministers should look to give local areas a direct share in the rewards of growth before the end of this Parliament.

BCC director general Shevaun Haviland added: “Devolution can be a powerful driver of economic growth, but only if businesses are at the heart of the decisions.

“As more powers are pushed out from Whitehall to regions of England, the test of success is simple. Does it make it easier for companies to invest, recruit, trade and grow?

“If it does, then devolution can raise living standards and spread opportunity in every postcode.”

The Chambers’ intervention has come as a separate survey suggests that greater regional decision-making will have a positive impact on business growth. The survey by accountancy group BDO found support for more fiscal powers at regional and local level was strongly backed in the North East, the North West, and Yorkshire and Humber.

The survey also found that companies wanted the Government to prioritise increased business grants (43%) and taking equity stakes in strategic businesses.

Dan Brookes, interim regional managing partner at BDO in Yorkshire and the North East, said: “The Government is making all the right noises when it comes to creating the conditions for good growth in every part of the UK.

“Regional business leaders clearly agree that by giving regional mayors and local authorities greater control over locally raised tax revenues it will positively impact business growth over the next three years. The key now is making those pledges a reality in a way that flows meaningfully through the regional business community.”

FTSE 100 sportswear retailer has reached an agreement with Axo as it looks to diversify beyond its struggling North American market

JD Sports has unveiled plans to launch more than 140 stores in Mexico, as the ‘King of Trainers’ seeks to reverse declining sales and put a recent boardroom dispute behind it.

The FTSE 100 retailer revealed it has struck an agreement with Axo, a Mexico-based retail distributor, to run its outlets across the country.

JD Sports will be hoping the expansion can stem the sales decline it is experiencing in its vital North American market. The region currently represents 38 per cent of its worldwide revenue, but sales there dropped by 6.8 per cent in the three months to August.

Under the arrangement, Axo will manage JD’s physical stores and online operations using its brand and intellectual property, with the footwear and sportswear retailer set to deliver a “differentiated proposition” to Mexican consumers.

The FTSE 100 company sees significant opportunity in the Mexican market, informing shareholders that approximately 40 per cent of its 130 million population is under the age of 25, as reported by City AM.

“Mexico is a market with a large, highly engaged consumer base and a demographic profile which aligns strongly with JD’s unique position as a curator of footwear and apparel trends across sport, music and fashion,” the group stated.

The nation’s activewear sector is currently worth around $6.5 billion and is forecast to reach $10 billion by 2034, according to JD. Régis Schultz, JD’s chief executive, said: “JD’s product offering aligns closely with consumer demand in Mexico and we believe our position at the intersection of sport, music and fashion will deepen the connection we have with that consumer.”

Schultz added that Axo’s “deep market expertise, strong operational platform and proven experience with leading international brands make it uniquely placed to help deliver the JD proposition in Mexico and unlock the opportunity that exists there”.

The retailer is set to begin launching its more than 140 Mexican stores next year, with the group subsequently planning to upgrade its top-performing locations, in keeping with its “bigger and better” flagship store strategy.

JD’s partnership with Axo represents the latest step in the expansion of its global franchise platform. Across JD and Courir, the French trainer retailer it acquired in 2024, the group now operates 75 franchise stores spanning Europe, the Middle East, Africa and Asia.

The so-called ‘King of Trainers’ is entering the Mexican market during a turbulent period, following a profit warning and a boardroom succession dispute.

Last month, JD cut its upper profit forecast by £50m to £800m, cautioning that sluggish US sales and aggressive discounting from competitors are posing a significant threat to its growth trajectory. “The market stayed highly promotional, reflecting the consumer and footwear product cycle headwinds our industry has faced in recent quarters, whilst our core consumer was impacted by incremental cost-of-living pressures,” Schultz said.

The retailer’s chief executive only narrowly survived an attempt to remove him from his position earlier this year, when JD chairman Andy Higginson stepped down from the group’s board after failing to persuade it to remove Schultz.

In August, JD appointed former Ikea chief executive Peter Agnefjäll to take over from Higginson.

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