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Wales has a big innovation problem

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The number of innovative firms in Wales has fallen sharply

The number of innovative firms in Wales has fallen.

The real test of whether an economy is becoming more productive is not found in political speeches but in the behaviour of businesses. Are they investing in new products? Are they new products, adopting technologies and finding new ways to compete?

That is why the latest UK Innovation Survey matters so much, as it tells us something important and uncomfortable namely, that Wales is not only below the UK average in innovation activity but has fallen further behind over the last three survey periods.

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In 2018-20, 43.5% of Welsh businesses were classified as innovation-active, compared with a UK average of 44.9%. By 2022-24, that had changed dramatically and whilst the proportion of innovation-active businesses had fallen to 34% in the UK, in Wales, it had crashed to just 27.7%.

For an economy that has long struggled with productivity, that should be a serious concern because innovation is one of the routes through which businesses become more productive. It is not just about laboratories, patents or university spinouts, although those have their place.

It is also about new ways of working, better technology, improved systems, stronger management, new services and more efficient processes. If fewer Welsh firms are doing these things, then closing the productivity gap becomes even more difficult.

The comparison with the rest of the UK is also uncomfortable and in the latest survey period, England had an innovation-active rate of 34.8%. Northern Ireland was at 30.3%. Scotland was at 29.4%. Wales was last, at 27.7%.

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Nor is Wales simply behind London and South East England; it is below every English region and therefore the worst-performing part of the UK. That should challenge any explanation normally out forward by those in power that Wales is only being held back by the exceptional strength of the south-east of England, and the latest figures suggest something broader and more worrying.

The survey also shows that several core innovation activities have weakened across the UK, and the proportion of businesses investing in computer software, computer hardware and internal research and development as part of innovation activity fell from 2018-20 to 2022-24.

These are not marginal business activities as software, hardware and R&D are among the practical foundations of modern productivity, and they are the ways firms improve what they do and how they do it. If these activities are weakening nationally, and Welsh firms are less likely to be innovation active in the first place, the challenge for Wales becomes even greater.

The survey also reminds us that larger firms are more likely to innovate. In 2022-24, some 47% of large UK businesses were innovation active, compared with 34% of SMEs. That matters because Wales has a business base heavily shaped by small and medium-sized enterprises and fewer large private-sector headquarters than stronger-performing regions.

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This is not a criticism of Welsh SMEs, as many are ambitious, creative and resilient, but smaller firms often have less time, less capital, fewer specialist staff and less management capacity to invest in innovation. The owner-manager, dealing with cash flow, recruitment, customers, regulation and day-to-day delivery, may recognise that technology adoption or process improvement is necessary but still struggles to make it happen.

The barriers identified in the survey underline this point and among broader innovators, 21.6% identified the cost of finance as a barrier, 20.3% cited the availability of finance, and 19.6% said the direct cost of innovation was too high.

So the issue is not simply whether firms have ideas, it is whether they have the money to act on them and, as I have pointed out so many times, questions need to be asked as to why the Welsh Government own funding body, the Development Bank of Wales, has not specifically addressed this critical issue.

The technology findings are equally important as broader innovators are far more likely than non-broader innovators to use artificial intelligence, CRM (customer relationship management) systems, ERP (enterprise resource planning) software, project management tools and other management technologies.

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This matters because productivity – which is now the touchstone for this new Plaid Cymru Government – is often lost not in dramatic failures, but in ordinary inefficiencies, including poor customer management, slow invoicing, poor workflow and inconsistent project delivery.

This means that for many Welsh firms, the biggest productivity gains may come not from a breakthrough invention but from better use of everyday technology. And yet such changes have not been the focus of the activities of Business Wales which is allegedly there to support Welsh businesses.

The export data tells a similar story and in 2024, 28.3% of broader innovators exported, compared with only 9.2% of non-broader innovators. Among SMEs, 27.6% of broader innovators exported, compared with 8.9 per cent of non-broader innovators. Innovation and exporting are therefore closely connected and firms that innovate are more likely to sell beyond their immediate markets, and firms that export are often pushed to become more competitive.

For Wales, this is crucial as a small economy cannot build prosperity by selling mainly to itself and needs more firms competing in wider markets but that requires stronger products, better systems, improved quality, sharper branding, more efficient processes and greater confidence.

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Therefore, latest UK Innovation Survey should be seen as more than a statistical report, but as a warning that Wales has a productivity problem, and it is getting worse

Six years ago, Wales was close to the UK average, but it is now clearly behind and has not only fallen faster than the UK, but it is behind every UK nation and every English region. It has fewer innovation-active firms at a time when technology adoption, new products, better processes and stronger exports should be at the heart of economic renewal.

There is no easy route from a low-innovation economy to a high-productivity one, but if Wales wants higher wages, stronger firms and a more resilient economy, these findings cannot be ignored. Innovation cannot remain a specialist policy interest or a slogan attached to political manifestos, but must become central to how Wales thinks about business growth, productivity and the future of the economy

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'We are rescuing unpicked blackberries'

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Alex Vardill wearing a pink T-shirt, smiling straight at the camera and holding a box of blackberries.

Low-income households will benefit from blackberries being collected, a community group says.

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Enterprise Products Partners L.P. Common Units 2026 Q2 – Results – Earnings Call Presentation (NYSE:EPD) 2026-07-30

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OneWater Marine Inc. (ONEW) Q1 2026 Earnings Call Transcript

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Seeking Alpha’s transcripts team is responsible for the development of all of our transcript-related projects. We currently publish thousands of quarterly earnings calls per quarter on our site and are continuing to grow and expand our coverage. The purpose of this profile is to allow us to share with our readers new transcript-related developments. Thanks, SA Transcripts Team

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Hammerson acquires 50% stake in Manchester Arndale shopping centre

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The property giant called Manchester an “exceptional” city

Hammerson also saw a significant rise in half year net rental income.

Hammerson says acquiring the stake in Arndale is in line with its plan to increase scale.(Image: Hammerson)

Major property developer Hammerson has announced a £218m deal to buy a 50% stake in the landmark Arndale shopping centre.

The London firm praised Manchester – the home of the new N10 North – as it said the asset fitted its “DNA precisely” as a dominant, city centre destination in a top European city. Arndale’s 45 million footfall makes it the highest across the group.

It is said to be Hammerson’s first major external acquisition in more than a decade and will be immediately earnings accretive at 7.8% yield. The deal – which values the centre at roughly £436m – was funded by a £225m equity fundraise and retail offer of up to 12.5% of issued share capital.

Rob Wilkinson, chief executive of Hammerson, said: “This is another important step in our strategy to increase scale through acquiring high-quality, retail-led destinations. Manchester is one of Europe’s most dynamic and fastest-growing urban economies, benefiting from strong demographics, excellent connectivity and the largest retail catchment outside London.

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“Manchester Arndale sits at the heart of this exceptional city and has established itself as a premier retail destination, attracting more than 45 million visitors each year.

“Ownership of this prime asset allows us to further strengthen our position in one of the continent’s leading cities. The transaction will be immediately earnings accretive, and we see a clear path to income and value creation, leveraging Hammerson’s platform to enhance the destination and deliver attractive long-term returns for our shareholders.”

The deal comes amid the release of half year results for Hammerson showing an uptick in net rental income to £112m in the six months to the end of June, up from £80m in the same period last year. There was EPRA earnings growth of 33% to £64m, and £18.5m of headline rent, 53% above previous passing rent.

Footfall across the group’s portfolio was up 3%, ahead of national benchmarks in all territories, while like-for-like sales were up 2%.

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Mortgage rates rise to 6.66%: Freddie Mac

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Mortgage rates rise to 6.38%: Freddie Mac

Mortgage rates rose this week to the highest level in a year, mortgage buyer Freddie Mac said Thursday.

Freddie Mac’s latest Primary Mortgage Market Survey, released Thursday, showed the average rate on the benchmark 30-year fixed mortgage climbed to 6.66% from last week’s reading of 6.58%. 

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The average rate on a 30-year loan was 6.72% a year ago.

A couple tours a home.

The average rate on the benchmark 30-year fixed mortgage climbed to 6.66% this week, according to Freddie Mac.  (Daniel Acker/Bloomberg via Getty Images)

“The housing market continues to benefit from more available inventory, providing prospective homebuyers with additional options and helping support buyer activity as mortgage rates fluctuate,” said Sam Khater, Freddie Mac’s chief economist.

The average rate on a 15-year fixed mortgage rose to 6.04% from last week’s reading of 5.96%.

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Coca-Cola volume kicks into higher gear

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Coca-Cola volume kicks into higher gear

World Cup campaign reaches more than 180 global markets.

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Earnings call transcript: Whitecap beats Q2 2026 estimates on record cash flow

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Earnings call transcript: Whitecap beats Q2 2026 estimates on record cash flow

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How CABA Design Turned Practical Ideas Into Chicory

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How CABA Design Turned Practical Ideas Into Chicory

The outdoor furniture industry has never lacked big promises. Brands often talk about style, comfort, and luxury. But the team behind Chicory approached the market with a different question: what if outdoor furniture actually matched the way people live today?

That question became the foundation for Chicory, a direct-to-consumer outdoor furniture brand launched in 2024. The company focused on solving practical problems that many homeowners quietly dealt with for years. Cushions that stain easily. Outdoor sofas that are difficult to clean. Furniture that looks beautiful online but struggles to keep up with everyday life.

Instead of treating those frustrations as unavoidable, Chicory saw an opportunity.

“We kept hearing the same stories,” the company shared. “People loved their outdoor spaces, but maintaining outdoor furniture felt harder than it should be.”

That mindset helped shape a brand that is gaining attention for its machine-washable, modular outdoor furniture systems and its practical approach to modern outdoor living. Most recently, Chicory earned recognition from Forbes, which named its sofa collection the “Best Upholstered Outdoor Sofa.”

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How Chicory Started With a Real-Life Problem

The idea behind Chicory did not begin with a trend forecast or marketing campaign. It started with observation.

The company noticed that outdoor furniture had become increasingly design-focused, but often at the expense of usability. Many products were built to look great in photos while everyday functionality became a secondary concern.

“We saw furniture that looked beautiful in staged photos but struggled in real homes,” the company explained. “Families needed products that could handle daily life.”

That realization pushed the company to rethink outdoor furniture from the ground up.

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Instead of treating washable features as a bonus, Chicory made them central to the product design. The company developed a fully machine-washable outdoor sofa system with removable weatherproof covers for both cushions and frames.

The decision was unusual in a category where cleaning often requires spot treatment, special care, or costly replacements.

“We wanted to remove the anxiety people sometimes feel around expensive furniture,” the company said. “Outdoor spaces should feel lived in, not overly protected.”

Why Modular Outdoor Furniture Became Part of the Vision

As Chicory developed its collection, flexibility became another major focus.

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The company believed outdoor furniture should adapt as families and living spaces change. That thinking led to modular seating systems that can be expanded, rearranged, and customized over time.

“People move. Families grow. Spaces change,” the company shared. “We wanted furniture that could change with them.”

The idea reflects a larger shift happening throughout the home industry. Consumers increasingly value products that provide long-term usability rather than fixed solutions that may no longer fit their needs a few years later.

Still, creating flexible furniture without sacrificing design presented a challenge.

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“Modular furniture can sometimes feel overly technical or bulky,” the company explained. “We worked hard to make sure the designs still felt clean, elevated, and approachable.”

That balance between functionality and aesthetics has become one of Chicory’s defining characteristics.

The Bigger Thinking Behind Chicory

While Chicory is part of a larger family of home brands that includes Anabei and Diorama, the company developed its own identity around practical innovation.

From the beginning, Chicory focused on improving the ownership experience, not just the product itself.

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The company emphasized efficient delivery, accessible design, and products built for everyday use rather than occasional enjoyment.

“We believed customers were ready for a better experience overall,” the company said. “Not just better-looking products, but products that actually work better for the way people live.”

That philosophy became especially important as homeowners began spending more time investing in outdoor living spaces that serve as extensions of the home.

Rather than chasing trends, Chicory focused on creating products designed to remain useful for years.

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“We wanted to build thoughtfully,” the company explained. “The goal was not simply to release products quickly. It was to create products that people would continue using for years.”

How Sustainability Influenced Chicory’s Development

Sustainability also became part of Chicory’s design philosophy.

The company believes one of the most overlooked aspects of sustainability is durability. Products that last longer naturally reduce waste and replacement cycles.

“We think longevity matters,” the company shared. “Furniture should not feel disposable.”

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To support that goal, Chicory incorporated durable materials, removable covers, and flat-pack shipping designed to improve efficiency while reducing transportation impact.

At the same time, the company avoided making sustainability a marketing slogan.

“We tried to stay practical about it,” the company explained. “For us, sustainability starts with creating products people keep using instead of replacing.”

That straightforward approach helped shape Chicory’s identity as a brand focused on usability, longevity, and real-world performance.

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What Chicory’s Growth Says About Modern Outdoor Living

Chicory’s growth reflects a larger shift in what consumers expect from outdoor furniture.

Today’s homeowners want products that combine style with practicality. They want furniture that can handle children, pets, guests, weather, and everyday use without constant maintenance.

Design still matters. But functionality matters too.

Chicory entered the market by focusing on those everyday realities.

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“We spent more time thinking about everyday use than showroom presentation,” the company said. “That perspective guided almost every decision we made.”

Today, that philosophy continues to shape the brand’s direction.

Rather than trying to reinvent outdoor living entirely, Chicory focused on solving common problems that many consumers had simply accepted for years. Through machine-washable materials, modular flexibility, and durable construction, the company built a brand around making outdoor spaces easier to enjoy.

For Chicory, the biggest idea was never creating something flashy. It was creating something useful.

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Waaree Energies shares slide 6% despite 15% profit growth and 79% YoY revenue surge in Q1FY27

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Waaree Energies shares slide 6% despite 15% profit growth and 79% YoY revenue surge in Q1FY27
Shares of Waaree Energies witnessed selling pressure on Thursday, declining 5.65% to Rs 2,581.70, even as the solar energy major reported a strong operational and financial performance for Q1FY27, driven by robust revenue growth, higher production volumes and a record order pipeline.

The company reported a consolidated net profit of Rs 891.87 crore for the quarter ended June 2026, registering a 15.39% year-on-year growth compared with Rs 773 crore in the corresponding quarter last year.

Revenue from operations surged 79.22% YoY to Rs 7,931.79 crore in Q1FY27 from Rs 4,426 crore in the year-ago period, reflecting strong demand momentum across domestic and international markets.

Waaree Energies also strengthened its future growth visibility by securing new orders worth around Rs 16,000 crore during the quarter, taking its total order book to an all-time high of approximately Rs 61,500 crore.

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Strong Operational Performance

During Q1FY27, the company achieved solar module production of 3.24 GW, marking a 41.51% YoY increase, supported by improved operational efficiency and scale benefits.

Operating EBITDA stood at Rs 1,439.92 crore, rising 44.38% year-on-year, with EBITDA margins at 18.15%. Quarterly profit after tax reached Rs 891.87 crore, up 15.39% compared with the previous year.

Expansion Plans Gain Momentum

Waaree Energies highlighted key strategic initiatives aimed at strengthening its renewable energy ecosystem:
The company’s 10 GW solar cell manufacturing facility at Unn, Gujarat, is progressing as planned and is expected to commence production during the current financial year.Waaree acquired a 55% equity stake in Associated Power Structures Private Limited, enhancing its power infrastructure capabilities and supporting integrated renewable energy project execution.

The company commenced advanced automated BESS container manufacturing with a capacity of 5.15 GWh at Rola, Gujarat, marking a step towards expanding into energy storage solutions.

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Management Outlook

Commenting on the performance, Jignesh Rathod, Whole Time Director and CEO of Waaree Energies, said the company’s Q1FY27 results reflect the strength of its integrated business model, disciplined execution and sustained demand across key markets. He highlighted that the company has achieved a record order book of approximately Rs 61,500 crore, reinforcing its ability to deliver profitable growth while expanding manufacturing capacity and strengthening its clean energy portfolio.

The management stated that a strong balance sheet, phased capital deployment and expected cash flow generation provide sufficient support for upcoming expansion plans. Waaree Energies reaffirmed its FY27 Operating EBITDA guidance of Rs 7,000-7,700 crore.

Stock Performance and Technical View

Despite reporting strong quarterly numbers, Waaree Energies shares traded 6% lower at Rs 2,581.70 on Thursday. The stock commands a market capitalisation of Rs 78,707 crore and continues to trade below its 52-week high of Rs 3,865.

On the technical front, the stock’s 14-day Relative Strength Index (RSI) stood at 38.8. While an RSI below 30 indicates oversold conditions and above 70 suggests overbought territory, the current reading points to moderate weakness. The stock is trading below all eight key simple moving averages (SMAs), indicating a bearish technical trend in the near term despite strong underlying business growth.

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(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)

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Ferrari CEO ‘would not change anything’ about polarizing Luce EV debut

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Ferrari CEO 'would not change anything' about polarizing Luce EV debut

Ferrari unveiled the Ferrari Luce electric vehicle in the symbolic setting of the Vela di Calatrava, Città dello Sport in Rome in May, 2026. (Ferrari S.p.a.)

Ferrari S.p.a.

Ferrari is pleased with the launch of the Luce all-electric vehicle despite significant criticism upon the car’s debut, according to CEO Benedetto Vigna.

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He said Thursday that the famed Italian automaker “would not change anything” about the vehicle’s launch this spring, which caused a notable decline in Ferrari shares amid negative reactions to the car, including from former Ferrari executive Luca di Montezemolo.

“I would not change anything in the launch of [Luce]. We are very pleased about what has been done,” Vigna told reporters during a call to discuss Ferrari’s second-quarter results.

Vigna declined to disclose orders or expected sales for the 550,000 euro (roughly $640,000) Luce, but the company, which sold 13,640 vehicles last year, said its order books are full through 2027.

The Financial Times reported Wednesday that Ferrari aimed to sell ⁠just under 500 units of the Luce ​model this year, and the quota was ​filled in less than two months after the car’s May 25 launch.

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Ferrari’s first fully electric car, called Luce, in a handout image obtained by Reuters May 25, 2026, after the luxury sports car maker unveiled the model.

Ferrari | Via Reuters

“We are very much satisfied because we are proceeding as planned,” Vigna said, declining to comment on the report.

The Luce was designed by former Apple design chief Jony Ive and is a departure from the aesthetic of typical Ferraris, with a minimalistic interior design, screens and a bubbly exterior. It is Ferrari’s first all-electric vehicle.

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The company also did a tiered rollout of the vehicle, revealing its interior ahead of time and posting videos online about the vehicle’s development and arrival.

“The car has a lot of new things and that was the best way to make sure that the people understand all the novelties of this car,” Vigna said. “So that has been very good.”

U.S.-listed shares of Ferrari experienced their largest daily decline so far this year, falling 8.4%, following the vehicle’s debut. The stock has since recovered.

Ferrari unveils its first fully electric vehicle
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Hundreds of jobs to go at Jaguar Land Rover

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The exterior of Jaguar Land Rover's Wolverhampton factory.

Jaguar Land Rover (JLR) plans to cut hundreds of jobs, less than a year after a cyber attack brought production to a halt for more than a month.

In a statement, the firm said: “Impacted colleagues will be supported to find alternative roles wherever possible, alongside the option of voluntary early exit.”

The company said it expected fewer than 300 people would leave the firm under the plans.

JLR, which has its global headquarters at Whitley and manufacturing sites in Solihull, Wolverhampton, and Halewood on Merseyside, employs about 30,000 people in its UK operations, with approximately 10,000 people employed at plants overseas.

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A cyberattack in September 2025 closed all manufacturing for five months and meant not a single vehicle rolled off production lines.

That led to a 27% drop in overall production at the company, which is one of the biggest employers in the West Midlands.

It also came as the firm halted production of its Jaguar cars, before a relaunch of a series of all-electric saloons.

JLR continued to build the Land Rover and Range Rover brands, but the cyber-attack took those lines down.

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