The Yorkshire Press

New Accounting Changes UK Businesses Should Know

Dec Connolly — Tue, 10 Nov 2026 11:15:30 +0000

UK businesses applying FRS 102 are now working under some of the most significant accounting changes the standard has seen in years.

Most amendments from the Financial Reporting Council’s Periodic Review 2024 apply to accounting periods beginning on or after January 1, 2026. The biggest changes affect leases and revenue recognition, with additional updates covering fair value measurement, tax treatment, and disclosures.

Understand the Revised FRS 102 Requirements

The first step is determining which amendments affect the business.

The latest changes to FRS 102 move several areas of UK GAAP closer to international accounting principles while retaining some simplified requirements for FRS 102 preparers.

The impact will vary considerably. A company with few leases and straightforward sales may see limited disruption, while a business with multiple properties, vehicles, equipment agreements, or complex customer contracts may need more substantial changes.

Rather than reviewing every accounting policy equally, finance teams should focus first on areas where the underlying transactions are affected.

More Leases Are Moving Onto the Balance Sheet

One of the biggest changes affects lessee accounting.

The previous distinction between operating and finance leases has been removed for most lessees. Many agreements that previously resulted primarily in rental expense will now create a right-of-use asset and lease liability.

Qualifying short-term leases and leases of low-value assets can still receive exemption treatment.

Businesses should identify property, vehicle, machinery, and equipment agreements that may fall within the revised rules. Contracts do not have to be labeled as leases to require analysis.

The accounting change can also affect EBITDA, gearing, current ratios, and interest coverage even when the underlying cash payments remain unchanged.

Companies with borrowing arrangements should therefore check whether loan covenants rely on metrics affected by the new treatment.

Revenue Recognition Has Also Changed

Section 23 of FRS 102 now uses a five-step model for revenue from contracts with customers.

Businesses need to identify the contract, determine the promises made to the customer, establish the transaction price, allocate that price where necessary, and recognize revenue as the promised goods or services are transferred.

For simple retail transactions, the outcome may remain largely unchanged.

More complicated arrangements deserve closer attention. Long-term service contracts, bundled products and services, variable consideration, customer incentives, and contracts containing several deliverables may produce different timing or measurement outcomes.

The Financial Reporting Council’s FRS 102 guidance provides the current standard and supporting material for businesses applying UK GAAP.

Fair Value Measurement Has Been Updated

The Periodic Review also introduced a new Section 2A covering fair value measurement.

The definition and measurement approach are now more closely aligned with IFRS 13. Liability fair values, for example, are based on transfer value rather than settlement value, and non-performance risk can affect measurement.

Businesses holding financial instruments, investment properties, or other items measured at fair value should check whether existing valuation methods still comply.

The result may not always change, but the method used to reach it may need to.

Pay Attention to Transition Rules

The transition method depends on the accounting topic.

For the revised lease requirements, businesses generally use a modified retrospective approach. The cumulative effect is recognized when the amendments are first applied, while comparative information is generally not restated under that method.

Revenue offers more than one transition approach, including fully retrospective and modified retrospective options.

Those differences matter when comparing current results with previous periods. Financial statements may show movements caused partly by the accounting transition rather than underlying business performance.

Clear disclosure can help users understand that distinction.

Strengthen Contract and Data Controls

The new rules place more pressure on the quality of contract information.

Lease details may sit with facilities, procurement, or branch managers, while customer terms may be held in sales systems. Finance needs access to the information that affects accounting without reconstructing it at year-end.

Useful controls include:

Central registers for significant contracts
Defined approval procedures
Finance review of unusual agreements
Reconciliation between operational and accounting records
Clear ownership of contract changes

The objective is to capture relevant information when transactions happen rather than searching for it months later.

Consider How Facility Investments Are Recorded

Operational spending can also create accounting questions that need attention before projects are completed.

Manufacturing, warehousing, and industrial businesses may invest in ventilation, extraction equipment, dust control, or an industrial air purifier to improve working conditions.

Those projects can raise questions around capitalization, useful life, depreciation, leasing arrangements, and whether building work and equipment should be recorded separately.

Finance should understand who owns the equipment, what installation costs were incurred, and whether the arrangement involves purchase, lease, or service elements.

That information is much easier to capture during procurement than after the project has been completed.

Check Systems Before Reporting Pressure Builds

More complex lease and revenue calculations can expose limitations in spreadsheets or older accounting systems.

Businesses with a small number of straightforward transactions may still manage effectively with existing tools. Larger organizations may need more structured systems for contract data, lease calculations, disclosures, or recurring reporting.

The key question is whether the process can produce consistent, reviewable results without excessive manual intervention.

If reconciliations, journal entries, or disclosure schedules require repeated manual correction, the system may no longer be suitable for the volume or complexity involved.

Explain Changes to Financial Statement Users

The 2026 amendments can change reported figures even when the economics of the business remain broadly the same.

A company may report higher assets and liabilities because of lease accounting. EBITDA may change because lease costs are presented differently. Revenue timing may shift under the new five-step model.

Directors, lenders, investors, and other users should understand whether a significant movement comes from business performance or a change in accounting treatment.

That is especially important where financial ratios influence lending decisions, bonuses, or internal performance targets.

Focus on the Changes That Matter Most

Businesses do not need to rebuild every accounting process simply because FRS 102 has changed.

The priority is identifying transactions affected by the amendments, applying the correct transition method, and making sure contract data and reporting systems can support the new requirements.

For many companies, leases and revenue will require the most attention. Others may also need to revisit fair value measurement, disclosures, tax treatment, or facility-related investments.

The strongest approach is targeted rather than repetitive: identify the affected areas, fix the underlying process, and make sure the resulting financial statements clearly explain what changed.

Convenience Store in Bradford Wins Top National Retail Award

Alexis Wilson-Barrett — Mon, 09 Nov 2026 13:14:49 +0000

A popular Bradford convenience store is celebrating after being officially crowned one of the very best in the country at a prestigious national awards ceremony.

Husband-and-wife duo Jas and Michelle Chatha, who run Go Local Extra Chathas Retail on Beacon Road, took home the coveted title of Impulse Retailer of the Year at the 37th annual Asian Trader Awards.

The high-profile industry honour celebrates shops that go the extra mile for their shoppers, making it effortless to grab tasty on-the-go snacks, cold drinks, sweets, and everyday essentials during routine daily errands.

Operating under the Go Local Extra symbol group, Jas and Michelle have turned their local shop into a true community hub, backed by the support, promotions, and supply chain of Go Local Wholesale.

Reacting to the huge national recognition, Jas and Michelle said: “Winning a national award means a great deal to us. We put a lot of time and effort into the store, so it’s wonderful to see that recognised. We’re proud to serve our local community and grateful to the customers who choose to shop with us. This award is something we can all celebrate with Chatha’s staff and customers.”

The glitzy ceremony took place on 4 November at the Park Plaza Westminster Bridge in London, bringing together independent shopkeepers and industry leaders from every corner of the UK.

Praising the hardworking Bradford pair, Guy Swindell, joint managing director of Go Local Wholesale, said: “Jas and Michelle are fantastic retailers who understand what their customers want. They’ve worked hard to build their business, and it’s great to see them recognised nationally.

“Go Local Wholesale is employee-owned, and our mission is to help independent retailers like Jas and Michelle grow and thrive in their communities. We want to give them the prices, products and support they need to succeed.”

Go Local Wholesale supports around 2,000 independent shops across the nation via its network of nine wholesale depots and dedicated delivery fleets, helping community retailers continue to thrive on local high streets.

Bill’s Teams Up with Mattel to Bring Board Games and Mystery Prizes to Christmas Dining

Alexis Wilson-Barrett — Mon, 09 Nov 2026 13:08:56 +0000

Christmas is all about good food, great company and a little healthy dose of family competition, and Bill’s Restaurants is serving up all three this season.

The high street favourite has joined forces with toy giant Mattel to bring board game heavyweights UNO™ and Scrabble™ straight to dining tables across the country. Running alongside its brand-new festive food line-up, the playful partnership includes bespoke in-restaurant game challenges, the chance to unlock mystery prizes, and plenty of lighthearted rivalry over dinner.

The seasonal dishes kick off on 12th November and run through until 3rd January, catering for everything from early-morning breakfasts and boozy brunches to hearty dinners.

Among the standout creations this year are deep-fried Crispy Sprouts served with spicy curry ketchup, lime, and red chilli, alongside Beetroot-cured Salmon Crumpets loaded with horseradish cream cheese, scrambled eggs, crispy capers, and dill. Diners can also tuck into warming Parsnip and Apple Soup, Miso Squash topped with creamy whipped feta, and a decadent Stilton & Stuffing Burger.

Sides have had a festive glow-up too, with Pigs in Blankets Loaded Potatoes making an appearance, while dessert lovers can dive into stacks of Chocolate Orange Pancakes. Over at the bar, winter cocktails take centre stage with Mulled Margaritas, festive spritzes, and classic warm mulled wine.

For larger gatherings, Bill’s has introduced a three-course Christmas set menu priced at either £35.95 or £37.95 (depending on location), with early-bird bookers dining between 12 and 30 November bagging a £6 to £8 discount per head. The chain has also rolled out a fully accredited gluten-free version of the festive set menu, ensuring everyone can join the party without missing out.

The perks continue into the New Year, too. Anyone dining between 12th November and 31st December will receive an exclusive UNO-themed bounce-back voucher, unlocking two-for-one burgers and salads to help beat the January blues between 4th January and 11th February 2027.

Tom James, Managing Director at Bill’s Restaurants, said: “Christmas, as we know, is all about bringing people together, and we wanted to create something that makes those moments even more memorable. Partnering with Mattel allows us to bring two iconic family favourites into our restaurants in a new and exciting way, combining great food with play, and giving our teams a fun, natural way to connect with our guests.

“From the playful details throughout our restaurants to the interactive moments around the table, we’re creating something that feels distinctly Bill’s and gives our guests another reason to make us part of their Christmas celebrations.”

The festive games and seasonal menu launch across 49 Bill’s locations nationwide (excluding Heathrow) on 12th November. While the three-course set menu requires advance booking, the festive specials and drinks will be open to all walk-in guests throughout the season.

Why Yorkshire remains one of England’s most distinctive football regions

Dec Connolly — Mon, 09 Nov 2026 12:14:24 +0000

Yorkshire’s football identity is tied to place as much as to the names of its clubs. The region includes industrial cities, market towns and rural communities, each with its own match-day routines and rivalries. Some clubs are only a short rail journey apart but represent different local histories. That mix helps explain why Yorkshire is often discussed as a football region, not just a list of teams in the league table.

A history rooted in the north

Sheffield played an important role in the early development of football. Sheffield City Archives’ research guide lists books, match records and other material on local clubs and rivalries. Historical research has described Sheffield as one of the centres of football culture in the nineteenth century. That history gives the region a strong starting point, but its identity is still being shaped by today’s clubs, grounds and supporters.

Yorkshire clubs represent different towns and cities, so the meaning of a match can depend on local history. A derby may carry a rivalry that national coverage barely mentions. A ground can remain a local landmark even when its team is outside the top division. These ties help explain why people talk about Yorkshire football as a culture as well as a competition.

Rivalries, grounds and supporter culture

Rivalries give a season a story. They can grow from geography, past results or competition for local attention. The match-day experience also changes from ground to ground: a smaller venue puts supporters close to the pitch, while a larger stadium needs more transport and facilities. Regular routines, local meeting places and the club’s connection with its town all help shape supporter culture.

Commercial coverage may include football betting, but that advertising does not explain the region’s local identity or the ties supporters have with their teams. Yorkshire’s clubs, grounds and rivalries have their own history.

A region with many routes into the game

The region’s football story reaches beyond a few nationally known clubs. Lower divisions, local grounds and independent competitions add matches to the calendar and give communities other ways to follow the sport. People encounter football through local fixtures as well as television, and a club can remain part of civic life without competing for major honours. The region covers several counties and areas, so reporting should say which clubs and competitions it means by Yorkshire. A national fixture has a different schedule and audience from a county-level derby. Naming the teams, ground and date helps readers follow the story without treating all supporters as one group. Rail and road links shape which away games supporters can reach, while local grounds remain easier to access for nearby residents.

Yorkshire clubs face the same pressures as teams elsewhere: rising costs, stadium investment, changing media habits and competition for sponsors. A small club and a large one cannot use the same business model. Their budgets, facilities and audiences differ. The region remains distinctive because place, history and competition still intersect across a wide range of clubs.

From Sheffield’s early football culture to today’s local grounds, Yorkshire’s identity combines continuity with change. Rivalries and venues keep local loyalties visible, while clubs in different towns continue to add new stories. That tradition belongs to the whole region, not to one team alone. Local records can add names, dates and details missing from broad summaries.

How football sponsorship changed after gambling brands came under scrutiny

Dec Connolly — Mon, 09 Nov 2026 12:10:59 +0000

Football sponsorship has become a more complicated business as clubs, broadcasters and regulators face closer questions about the companies whose names appear around the game. The change is visible in the debate over shirts, stadium advertising and digital content. It does not mean commercial partnerships have disappeared; instead, clubs must weigh immediate revenue against public scrutiny, regulation and the long-term identity of a team.

From shirt fronts to a wider set of relationships

A shirt-front deal is only the most visible part of a club’s commercial portfolio. Agreements can also cover training wear, perimeter boards, hospitality, digital content, matchday activity and data-led campaigns. Each format has a different audience and reach, so a change to one prominent advertising surface does not automatically end every relationship between a club and a sector.

A 2026 University of Glasgow study mapped partnerships at five leading English clubs from 2000/01 to 2025/26. Its researchers recorded activity across clothing, stadiums, digital integration and fan activations. The sample is deliberately narrow, so it should not be treated as a complete count for every English club; it does, however, show why scrutiny has moved beyond the front of a shirt.

What scrutiny changes for clubs

For executives, the decision is no longer simply whether a sponsor can meet a fee. They must consider the duration of a contract, what inventory it includes, how visible the partner will be and whether restrictions could change during the agreement. Legal teams and commercial departments therefore have to plan for different outcomes, including limits on particular formats or a shift in public expectations.

betting sites have been part of the debate about which sectors can sponsor football and under what conditions. To explain a specific change, identify the competition, season and applicable rules; a logo appearing or disappearing alone cannot establish a wider trend.

A more transparent sponsorship model

A stronger model makes the terms and boundaries of a partnership easier to understand. Clubs can explain which assets are included, how long an agreement lasts and what rules govern its public presentation. Clear reporting also helps supporters distinguish sponsorship income from ticketing, broadcast distributions and merchandise, which are separate revenue streams with different risks.

The Glasgow research is useful precisely because it follows several forms of commercial activity rather than counting only shirt logos. Readers can consult the study’s methods and findings in the university’s repository. It also underlines a limit: one club’s arrangement cannot establish how every club behaves, and historical records may not capture every short-lived campaign.

A further practical test is whether the club can explain the partnership in plain language: what is being funded, what visibility is exchanged and which restrictions apply. That information makes comparisons more meaningful than a headline fee alone. It also gives supporters a basis for judging the agreement without assuming that the sponsor determines results or that the club’s entire budget depends on one contract.

Football sponsorship is therefore changing through a mix of regulation, commercial planning and public debate. The central question for clubs is how to finance their work while making partnerships understandable and consistent with their responsibilities. That discussion will continue even when the most visible logo moves from one part of a kit to another. Publishing evaluation criteria and review dates helps supporters understand how decisions are made and when they may change.

Data Reveals Shipley and Saltaire House Price Growth Surges Past National Average

Dec Connolly — Wed, 04 Nov 2026 23:31:25 +0000

Five-year HM Land Registry records show residential property values in BD18 climbed 20.7% overall—and up to 28% for family houses—comfortably outperforming both the UK benchmark and neighbouring Aire Valley postcodes.

Between 2021 and 2026, the UK housing market transitioned from a post-pandemic stamp duty surge into a testing period of higher mortgage rates and tighter affordability. Nationally, house prices rose by an average of 14.5% over the five-year cycle. Across West Yorkshire and the Aire Valley commuter belt, however, performance has been far from uniform.

While several prominent commuter suburbs struggled to keep pace with wider inflation, BD18 (Shipley and Saltaire) proved remarkably resilient. Official Land Registry transaction data shows the average sold price across the district climbed by 20.7% (+£36,838) between 2021 and 2026—beating the UK benchmark by more than six percentage points and pulling clear of neighbouring valley postcodes.

+20.7% BD18 Overall Growth +£36,838 average gain since 2021

      +28.0%
      Detached & Semis
      Up to +£86,414 on family homes
    

+14.5% UK National Average Five-year national baseline

The Five-Year Aire Valley Benchmark (2021–2026)

The figures below reflect overall average sold prices across all recorded residential transactions between 2021 and 2026, illustrating how BD18 pulled ahead of nearby postcodes.

Postcode	Primary Localities	2021 Average	2026 Average	Net Change	5-Yr Growth
BD18	Saltaire, Shipley	£178,079	£214,917	+£36,838	+20.7%
BD16	Bingley, Eldwick, Cottingley	£233,153	£271,930	+£38,777	+16.6%
UK Benchmark	National Average	—	—	—	+14.5%
BD10	Apperley Bridge, Idle, Thackley	£201,695	£225,011	+£23,316	+11.6%
BD17	Baildon, North Shipley	£252,790	£281,178	+£28,388	+11.2%

Sources: HM Land Registry Price Paid Data & UK House Price Index (2021–2026).

Why the Aire Valley Diverged

While Bingley (BD16) tracked slightly ahead of the wider UK market at +16.6%, other established commuter enclaves recorded softer gains. Both Apperley Bridge (BD10 at +11.6%) and Baildon (BD17 at +11.2%) finished the five-year cycle below the 14.5% national baseline.

Key Local Drivers Behind BD18’s Outperformance

Accessible Entry Valuation: Higher baseline valuations in Baildon—where the average price entered 2021 above £252,000—faced natural ceiling pressures as mortgage rates climbed across 2022 and 2023. Entering the cycle at £178,079, BD18 offered a much more competitive price per square foot, drawing consistent relocations from pricier pockets of North Leeds and the Wharfe Valley.
Triangular Rail Connectivity: Shipley’s multi-directional rail junction—providing frequent direct services into both Leeds and Bradford alongside the Airedale and Wharfedale lines—insulated local demand from the transport friction that dampened less connected semi-rural fringes.

“While higher-priced neighbours hit an affordability ceiling when mortgage rates rose, Shipley and Saltaire hit a sweet spot of heritage appeal, rail connectivity, and value per square foot—turning BD18 into the Aire Valley’s standout performer.” The Yorkshire Press Property Desk

The Family Home Premium: Houses Nearly Double the UK Trend

Remarkably, the district-wide 20.7% figure actually understates the capital growth experienced by owners of houses in Shipley and Saltaire. The headline percentage was held back by a subdued local apartment sector—largely within converted mill complexes—where flat prices rose just 5.2% over the five years (from £106,819 to £112,353).

Strip out apartments, and capital growth for traditional two- and three-storey houses nearly doubled the UK national average:

Detached properties: Rose from £308,932 to £395,346 (+28.0% / +£86,414).
Semi-detached homes: Climbed from £172,621 to £220,573 (+27.8% / +£47,952).
Terraced homes: Increased from £169,740 to £199,310 (+17.4% / +£29,570), underpinned by fierce competition for period stone properties in and around the Saltaire UNESCO World Heritage village.

5-Year Capital Growth Benchmark (2021–2026)

Percentage increase in average sold price by property category and postcode

BD18 Detached Houses (+£86,414) +28.0%

BD18 Semi-Detached Houses (+£47,952) +27.8%

BD18 Overall Postcode Average +20.7%

BD18 Terraced Houses (+£29,570) +17.4%

BD16 Bingley Overall +16.6%

UK National Average Benchmark +14.5%

BD10 Apperley Bridge Overall +11.6%

BD17 Baildon Overall +11.2%

Across the Aire Valley, family houses within catchment areas for sought-after local primary schools and within walking distance of Roberts Park have seen the most persistent buyer competition, generating substantial equity accumulation for long-term owner-occupiers.

“For owners of detached and semi-detached houses in pockets like Nab Wood, Moorhead, and Saltaire fringes, five-year equity gains have averaged between £48,000 and £86,000—nearly double the national rate.”

What Does This Mean for Your Home’s Value?

Postcode averages provide a clear macro overview of market health, but individual property values in BD18 depend heavily on micro-location factors—from Grade II listed conservation rules within Saltaire village to south-facing gardens and off-street parking on elevated plots in Nab Wood and Moorhead.

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What Happens to a Tenancy Agreement When a Rental Property Is Sold

Dec Connolly — Wed, 04 Nov 2026 16:16:08 +0000

A Private Residential Tenancy in Scotland does not end simply because the property changes ownership, meaning a tenant generally continues living there under the same terms after a sale completes. This protection matters to both landlords planning an exit and tenants worried about sudden upheaval. Buyers experienced with tenanted stock, including Cash For Property Scotland, factor this continuity directly into how they structure a purchase.

How Tenancy Rights Transfer to a New Owner

When a tenanted property changes hands, the new owner effectively steps into the landlord’s shoes, inheriting the existing tenancy agreement and all its terms and conditions as they stood before the sale. This means a tenant cannot be asked to leave simply because a new landlord has taken over, nor can rent be increased outside the usual notice periods and limits already in place. Both parties benefit from this continuity, since neither a sale nor a change of ownership disrupts the underlying tenancy itself. Explaining this clearly to a tenant as soon as a sale is agreed helps reduce any anxiety they might otherwise feel about the change.

What a Landlord Must Disclose During a Sale

A selling landlord is generally expected to disclose the existence of a tenancy, its terms, and the tenant details to a prospective buyer well before completion, allowing the buyer to factor this into their decision and their own registration requirements. Deposit funds held in an approved scheme must also be transferred correctly to the new landlord, along with formal notification to the tenant of the change in ownership. Missing any of these steps can create complications that delay a sale or create disputes after completion. Preparing this information early, before a buyer even makes an offer, helps keep the process moving smoothly.

Why Some Buyers Prefer a Tenanted Purchase

A property sold with a sitting tenant already in place offers a buyer immediate rental income from completion day, without the delay and cost of finding a new tenant from scratch. This appeals particularly to buyers building a rental portfolio, since it removes the void period that typically follows an empty property changing hands. Some buyers specifically seek out tenanted stock for this reason, viewing continuity of income as a genuine advantage rather than a complication. A well-maintained tenancy with a reliable payment history can even make a property more attractive to this kind of buyer.

What Happens if a Tenant Wants to Leave During the Sale

A tenant retains the right to give notice and leave during a sale process just as they would at any other time, following whatever notice period their tenancy agreement specifies. If this happens partway through a sale, both the seller and buyer need to agree how to handle the resulting vacancy, whether that means adjusting the purchase terms or the seller re-letting the property before completion. Clear communication between all parties at this stage avoids confusion about who holds responsibility for the property during any gap. Agreeing this contingency in writing before it becomes an issue saves considerable back-and-forth later.

Registering as Landlord After a Purchase

A new owner of a tenanted property must register as a landlord with the relevant local authority within the required timeframe, even where a previous landlord was already registered under their own name. Failing to complete this registration can result in a fine and create genuine legal exposure for a new owner who overlooks this administrative step. Building this registration into the completion process from the outset helps prevent it from being forgotten once the excitement of a completed purchase has passed. Setting a reminder for this task on the day of completion is a simple way to ensure it doesn’t slip through the cracks.

Selling a Tenanted Property With Confidence

Understanding how tenancy rights transfer, what must be disclosed, why some buyers value tenanted stock, how mid-sale departures are handled, and the registration requirements that follow together give a landlord a clear picture before selling. Specialist buyers regularly purchase properties with tenants already in place, handling much of this complexity as part of the routine transaction. This experience often makes the whole process considerably smoother for both the landlord and the tenant.

Museum Appeals to Bradford Firms to Bring Festive Film Magic to Vulnerable Groups

Alexis Wilson-Barrett — Wed, 04 Nov 2026 13:03:46 +0000

The National Science and Media Museum is calling on kind-hearted Bradford businesses to step forward this Christmas and help double the number of free cinema tickets gifted to community groups across the district.

First launched during Bradford 2025 UK City of Culture, the Pictureville Presents initiative was set up to make sure nobody misses out on the simple joy of a cinema outing. Whether facing the cost of living crisis, dealing with mental health struggles, tackling social isolation, or simply lacking the confidence to visit public cultural spots, the scheme opens the doors wide to anyone who needs a lift.

Last festive season, the project handed out an impressive 555 free tickets via 21 community groups, supporting local people through vital organisations such as Bradford MIND, Horton Housing, Age UK Bradford, BD4 Community Trust, WomenZone, Connecting Roma, and Shipley Older People’s Group.

Now, museum bosses want to go even bigger for Christmas 2026, and they are hunting for a generous local business sponsor to help make it a reality.

A single £5,000 sponsorship package would immediately double the ticket allocation to more than 1,100 free passes, meaning hundreds more children, carers, and vulnerable residents can experience a warm festive film trip together at Pictureville.

The feedback from community leaders highlights just how much these outings mean. One local partner shared: “Getting out for the day, being treated with respect, having fun and getting over fear of public spaces with strangers, they loved it. The staff were fantastic and made everyone feel really welcome.”

Another community group leader said: “For many of our service users, a cinema trip is a real treat and not something they would usually be able to afford. Being able to enjoy it together, especially during the festive period, meant so much to them and created some memories.”

Sally Folkard, Head of Screen and Cultural Engagement at the National Science and Media Museum, said: “Pictureville Presents showed us that the value of a cinema visit can go far beyond the ticket itself.

“For some people, it was a rare treat they would not normally be able to afford. For others, it meant getting out of the house, spending time with other people, building confidence or simply feeling welcome somewhere new.

“We want to bring the scheme back this Christmas and open Pictureville’s doors twice as wide, but we need a Bradford business to help us do it.

“A £5,000 contribution would have a very clear and immediate impact. It would allow us to double the number of free tickets available and give hundreds more people across the district the chance to enjoy the cinema together.”

Local companies keen to back the campaign and make a genuine difference to local families this Christmas can email cinemaevents@scienceandmediamuseum.org.uk.

Charities, youth groups, and community organisations across the Bradford district that wish to register their interest in receiving tickets are also invited to contact us at the same email address.

Why One Historic Yorkshire Pub Will Not Be Celebrating Bonfire Night This Year

Alexis Wilson-Barrett — Wed, 04 Nov 2026 12:47:21 +0000

Bonfire Night is fast approaching, and one historic York pub flat-out refuses to celebrate November 5th.

The Guy Fawkes Inn, situated on High Petergate, is traditionally believed to stand on the very ground where the infamous Gunpowder Plot conspirator was born. Yet while fireworks, sparklers, and bonfires light up the rest of the UK, the 16th-century coaching inn takes a decidedly different stance, honouring a long-held tradition to completely skip the celebrations.

Instead of burning effigies of its famous namesake, the inn invites visitors to tuck into traditional pub hospitality and escape the outdoor chaos. The building itself is packed with authentic period character, lit by original gas lanterns and heated with roaring real log fires.

The property sits directly opposite St Michael le Belfrey church, where Fawkes was baptised on 16th April 1570. His old school, St Peter’s, is also just a short stroll away. The deep historical connection pulls in tourists from across the globe, especially visitors from the United States eager to learn the real story behind the gunpowder plot.

Guests staying overnight are even treated to complimentary guided walking tours of York led by local expert Dave Hall, who takes visitors through the city’s cobbled snickelways while revealing its rich heritage and resident ghost tales.

Simon Cotton, managing director of the Fat Badger Group, said: “The inn has a fascinating connection to Guy Fawkes, which continues to attract visitors from across the world. But there’s much more to its history than its famous namesake.

“There’s even a local story about a child ghost said to haunt the building, believed to be linked to a child who died during a cholera outbreak. It’s these little-known stories that make the inn such an interesting place to stay.”

The quirky spot has just undergone a massive £3 million transformation, expanding into an adjoining Grade I-listed building to take its total offering to 27 boutique bedrooms.

So while the rest of Britain gathers around the flames on 5 November, visitors at the Guy Fawkes Inn can kick back with a quiet pint by the fireside, soaking up the history of the country’s most notorious plotter without a single firework in sight.

From High Street to Online Basket – A Magento Checklist for Yorkshire Retailers

Dec Connolly — Wed, 04 Nov 2026 12:35:07 +0000

Picture an independent Yorkshire shop on a busy Saturday. Staff answer questions, check stock and help customers choose gifts. Meanwhile, someone browsing the same business online cannot apply a discount code. Another shopper pays for an item that has just sold in the shop.

These are small incidents with real consequences. Staff must investigate orders, explain mistakes and arrange refunds. For retailers selling through a physical shop and a Magento website, reliable online operations deserve the same attention as the shop floor.

A practical maintenance plan helps keep that work organised. Retailers reviewing their arrangements can explore Perspective’s support services at https://perspectiveteam.com/services/magento-support/ when planning technical checks, updates and help during busy periods. The starting point should be the tasks customers and staff need the website to perform every day.

Give Online Customers the Same Clarity as Shop Visitors

In a physical shop, a customer can ask whether a product is available or suitable for a gift. Online, the website needs to provide those answers.

Imagine a visitor who discovers a homeware shop during a weekend in York. A month later, they want to order another item from home. They recognise the business, but they still need clear product details, delivery information and a working checkout.

Review your product pages with that returning visitor in mind. Explain sizes, materials and any options that affect the purchase. Show delivery information where buyers can find it before payment.

If you offer a collection, state when the order will be ready. Explain whether customers should wait for a confirmation message before travelling. A collection option creates extra work when the website and shop team make different promises.

Local identity can help people remember your business. A dependable buying experience gives them a reason to order again.

Check the Whole Purchase Journey

A homepage that loads successfully tells you very little about whether customers can buy.

A fault may appear only after someone selects a particular size, enters a postcode or adds a second product. Staff who regularly use the website may also miss problems that affect first-time visitors.

Set aside time for a controlled test purchase. Use a phone as well as a desktop computer. Follow a realistic route from finding a product to receiving an order confirmation.

A useful checklist includes:

Search for a product using the words a customer would use.
Choose a size, colour or other available option.
Add and remove items from the basket.
Apply an active promotional code.
Check delivery and collection options.
Complete an agreed test payment and confirm that the order reaches the team.

Record the result and assign any problem to a named person. “Checkout seems slow” is difficult to investigate. “The delivery options took several seconds to appear on this phone” provides a clearer starting point.

Agree on a safe testing process with your technical team. Test orders should not accidentally trigger genuine dispatches or distort sales reporting.

Keep Shop Stock and Website Availability Aligned

Selling the same stock in several places creates a practical challenge. A product may be available when a customer opens its page but unavailable by the time staff prepare the order.

Consider a gift retailer with one remaining item. A shop assistant sells it at the till while an online customer adds it to their basket. Whether the website can still accept that order depends on how stock updates and availability checks work.

Ask your technical team to explain this process in plain language. Which system holds the stock figure that other systems follow? How quickly do updates reach Magento? Who receives an alert when an update fails?

Also decide how staff should handle damaged goods, returns and stock reserved for collection. These everyday exceptions can cause discrepancies even when the main connection works.

For scarce products, discuss whether a small stock buffer makes sense. It may reduce the risk of accepting an order you cannot fulfil, but it also limits what you offer online. Make that decision around the product and your sales process.

Prepare Promotions Before Announcing Them

A promotion involves more than changing a banner.

The advertised price must match the basket. Discount conditions must be clear. Delivery offers must apply to the intended orders. Staff must know what customers have been promised.

Before launching a seasonal campaign, test the actual offer. Include an eligible basket and one that should not qualify. Check whether the discount combines with other active promotions.

Give your support team the campaign dates and expected activity. Explain whether you are sending an email, running adverts or promoting a limited product range. This helps them plan checks around the parts of the store most likely to be used.

Avoid scheduling major optional changes immediately before a busy trading period. Allow time to test and correct issues. Urgent security work needs its own assessment and should not simply be postponed because a sale is approaching.

Make Support Responsibilities Clear

When an order fails, the first challenge is often deciding who should investigate.

The retailer may contact the payment provider. The payment provider may ask for information from the developer. Meanwhile, the customer wants to know whether to try again.

Prepare a short support plan before this happens. It should explain:

Who receives reports from customers and shop staff.
Who investigates website, payment and stock issues.
What information staff should record.
How urgent incidents are escalated.
Who updates customers while a problem is being resolved.

Agree what counts as urgent. A store-wide payment failure needs a different response from a misplaced image on one product page.

Also distinguish response time from resolution time. A quick acknowledgement is useful, but the business needs to understand what happens next. Ask how the support team will assess the problem, communicate progress and restore essential functions.

Turn Customer Questions into Website Improvements

Support messages can reveal where the buying experience needs attention.

Repeated questions about collection may point to unclear instructions. Reports of missing confirmation emails deserve investigation. Customers who cannot find a product may expose a search or navigation problem.

Review these patterns regularly with both shop staff and your technical team. Start with issues that block purchases or create repeated manual work. Give each improvement a clear purpose and check whether it solves the original problem.

For a Yorkshire retailer, the website is another place where customers experience the business. It should reflect the care they receive in person. Clear information, accurate availability and a reliable checkout help a first visit become a lasting customer relationship.