The kitchen specialist has struck a deal to buy the Pontefract-based parent company of Ultima Furniture Systems, which trades as DIY Kitchens.

DIY Kitchens sells exclusively online and targets customers who want to self-manage the purchase, planning and ordering of their kitchen.

Howdens said the business has a “highly profitable and growing” model that is distinct from its own trade-only, full-service approach, giving the group direct access to non-trade consumers in the UK.

DIY Kitchens’ online platform offers self-service planning, design and ordering tools, while its model combines low selling overheads with made-to-order manufacturing and customer prepayment.

Following completion, the retailer will remain an online-only business focused on non-trade shoppers and will operate separately from Howdens’ larger trade-only business.

Howdens chief executive Andrew Livingston said: “Howdens’ highly successful trade-only model is built around supporting solely trade customers with outstanding in-stock availability, expert local depot teams, and an end-to-end service from design through to delivery.

“The acquisition of DIY Kitchens, which will be operated on a standalone basis, adds a complementary very profitable business to the group, providing access to non-trade end customers through its direct online channel with self-service planning, design and ordering tools.

“DIY Kitchens shares many of the characteristics that underpin Howdens’ success including well-invested manufacturing, strong vertical integration, scalable capabilities and a deep, well-embedded entrepreneurial culture.”

Livingston added: “We are excited to welcome the DIY Kitchens team to Howdens. We have great respect for the innovative business model they have built, and we look forward to supporting the business’s continued growth and investing behind its next phase of development.”

Founded by the Ellis family, DIY Kitchens traces its roots back to 1982 and now employs more than 550 people in the Wakefield and Leeds postcode area.

Howdens operates two main UK factories in Runcorn, Cheshire, and Howden, East Yorkshire.

The deal remains subject to customary regulatory approvals.

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The group reported a 10.5 per cent rise in revenue to £168.8m for the six months to 31 March 2026, up from £152.7m a year earlier.

Retail revenue, excluding MFI, climbed 9.2 per cent to £166.7m, which Victorian Plumbing said reflected continued market share gains and outperformance against the wider repair, maintenance and improvement market.

Order volumes rose 12 per cent to a record 609,000, although average order value slipped 3 per cent to £274 due to a higher number of tiles and flooring-only orders.

Tiles and flooring was the standout category, with revenue up 84 per cent to £14m. The category now accounts for eight per cent of group revenue, compared with five per cent last year.

Trade revenue also increased eight per cent to £39m, representing 23 per cent of revenue, as the retailer expanded its trade proposition and extended its next-day delivery cut-off to 5pm.

Gross profit rose 9.5 per cent to £83.9m, while operating profit jumped 44.1 per cent to £9.8m, partly reflecting the impact of non-recurring costs last year linked to its warehouse transformation and the acquisition and closure of Victoria Plum.

However, adjusted pre-tax profit fell 20.3 per cent to £9.4m, reflecting planned investment in MFI and a full six months of expenses linked to its new distribution centre lease.

Adjusted EBITDA edged up 1.3 per cent to £15.4m, while the group’s adjusted EBITDA margin narrowed to 9.1 per cent from 10 per cent.

Victorian Plumbing said the margin reduction was driven by strategic investment in MFI, which was relaunched in July 2025 with an initial 600 products.

The MFI range was expanded to more than 5,500 SKUs during the half, across multiple homeware categories. The business generated £0.5m of revenue in the period, with the group describing customer response as “very encouraging”.

The retailer also said marketing efficiency had improved, with marketing spend falling to 28 per cent of Victorian Plumbing retail revenue, down from 28.8 per cent a year earlier.

Brand awareness edged up to 73 per cent, while the business ended the period with net cash of £21.2m, almost double the £10.9m reported last year.

Victorian Plumbing also increased its interim ordinary dividend by 5.7 per cent to 0.74p per share.

Chief executive Stephnie Judge said: “In delivering my first set of interim results as CEO, I am pleased to report a strong first half performance, with the group achieving double digit revenue growth and continuing to deliver on its strategic growth ambitions.”

She added that the company had strengthened market share, reinforced its position as the UK’s number one bathroom retailer, improved marketing efficiency and grown brand awareness.

It acquired Merseyside-based transportation services business Sovereign Transport Services in January for £2.3m net of cash acquired, in a move designed to give it greater control over fulfilment and support medium-term transport efficiencies.

Looking ahead, Victorian Plumbing said it had delivered mid-single digit revenue growth in the first six weeks of its second half, despite subdued consumer sentiment linked to the Middle East conflict and pressure on discretionary spending.

The group said it expects full-year revenue and adjusted pre-tax profit to be in line with current market expectations.

Judge said: “As a highly cash generative business with a strong balance sheet, we remain focused on investing for long-term profitable growth and on increasing returns to shareholders.”

She added that, despite persistent macroeconomic uncertainty, the group remained on track to deliver record full-year revenue and profit expectations.

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The retailer’s latest annual The Way We Live Now 2026 report found that nearly nine in 10 people, at 87 per cent, now see their home as a sanctuary from the outside world.

The report explores changing consumer attitudes towards modern living and highlights four key themes shaping home improvement behaviour. These include designing for calm and emotional wellbeing, the rise of playful “JoyMaxxing” upgrades, a renewed focus on shared family spaces, and the evolution of the trade sector.

B&Q said the findings show that consumers are becoming more intentional about the way they design their homes, with emotional wellbeing now a major influence on purchasing and renovation decisions.

Almost three quarters of Brits, at 71 per cent, said they are treating their bedrooms as protected zones used only for rest and sleep.

Meanwhile, 93 per cent said the most important factor when making design decisions was creating a home that feels relaxing and calming.

By contrast, trends and social media influence were among the least important factors, cited by 39 per cent and 31 per cent respectively.

The report also identified the rise of “JoyMaxxing”, which B&Q defines as consumers prioritising playful micro-upgrades that may serve little practical purpose but bring emotional value.

Seven in 10 people said they enjoy adding playful touches that make their home feel emotionally uplifting, while 80 per cent said they do not want their space to look like everyone else’s.

More than half, at 52 per cent, said they rarely check what is trending when decorating, suggesting a growing shift away from trend-led interiors and towards more individual, feeling-led design choices.

Popular wishlist upgrades include appliance garages, cited by 61 per cent of respondents, hidden rooms at 51 per cent, and standalone wine fridges at 45 per cent.

More than half of Brits, at 54 per cent, also said they liked the idea of their home responding to them, such as music playing on request or lights turning on when they clap.

B&Q said the focus on the home as a joyful and calming space is also being matched by a renewed emphasis on togetherness.

More than four in five people, at 84 per cent, said spending time together as a family is increasingly important, while 60 per cent liked the idea of the kitchen becoming the main social space in the home.

The report also found that 82 per cent of children are encouraged to spend time in shared spaces rather than staying in their bedrooms.

Beyond consumer behaviour, the report also explored changes in the trade sector, finding that increased competition is pushing tradespeople to raise standards around trust and professionalism.

Four in five Brits, at 80 per cent, said tradespeople seem more professional than they used to be.

Younger consumers are also placing more emphasis on digital credibility, with Gen Z and millennials three times more likely than baby boomers to prioritise a professional online presence when choosing a tradesperson.

B&Q chief executive Graham Bell said: “As the world feels louder and more uncertain, people are using their home more deliberately as a space to relax, recover, and enjoy small moments of joy.

“As our 2026 The Way We Live Now report shows, we’ve seen an intentional shift in design choices that support emotional wellbeing, from creating cocoon-like rooms to placing more emphasis on fun, choosing novelty features that add joy and talkability to the home.

“These insights support our evolution as we adapt our business to the way our customers want to improve their homes.”

The full The Way We Live Now 2026 report is available on B&Q’s website.

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The home improvement retailer posted group revenue of £537m for the 17 weeks to 25 April 2026, with like-for-like revenue down 0.1 per cent.

Retail revenue dipped 0.4 per cent to £392m, with like-for-like sales down 1.7 per cent, as demand for outdoor projects was hit by heavy rainfall compared with more favourable weather last year.

However, Wickes said retail revenues were up 8.9 per cent on a two-year basis, while indoor project sales remained in growth and were around eight percentage points ahead of outdoor categories.

Wickes said it continued to deliver volume growth in retail, supported by deflationary pricing in the low single digits. It also pointed to further market share gains in interior paint, tiling and flooring, and timber.

TradePro continued to perform strongly, with sales up four per cent year on year. Active TradePro members rose nine per cent to 662,000, as local tradespeople continued to use Wickes to save time and money.

Design & Installation Ranges revenue rose 6.4 per cent to £145m, with like-for-like sales up 4.3 per cent. Wickes said delivered sales in the division have now been in growth for four consecutive quarters, as it fulfils the order book built during 2025.

The retailer also reported growth in the number of Design & Installation projects ordered so far this year, with strong performances in bathrooms and Wickes Lifestyle Kitchens.

However, orders for Bespoke Kitchens slowed as customers became more cautious about overall project spend, meaning ordered sales by value were slightly lower than last year.

Wickes said it remained “comfortable” with market forecasts for adjusted profit before tax in 2026. Analyst consensus stands at £57.1m, with a range of £54m to £59.4m.

It is also accelerating investment in its store rollout strategy, with an ambition to reach 300 stores. It currently operates 230 stores and expects to open four to five new locations in 2026, alongside refitting or refreshing 15 to 20 stores. Three stores were refreshed during the period.

Wickes chief executive David Wood said: “We are pleased to have achieved further volume growth in the first 17 weeks of the year.

“TradePro continues to go from strength to strength, while the performance in Design & Installation is testament to our broadened offer across kitchens and bathrooms.

“Our proven growth strategy gives us added confidence as we accelerate our new store rollout and refresh programme.”

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The mattress and bed manufacturer, which has a history dating back more than 150 years, entered administration after struggling with cashflow challenges and wider pressures across the sector.

The business, based on Canal Road in Trowbridge, had previously warned it could face closure unless a rescue deal was secured.

Administrators confirmed that 71 employees have been made redundant, while a further 131 staff will remain with the company as options for a potential sale or rescue are explored.

Joint administrator Edward Williams said: “It’s very sad that this well-known business with 150 years of history and iconic brands within the mattress and bed industry has had to go into administration.”

He added that affected employees would be supported during what he described as an “unsettling” period.

Airsprung was founded as Chapmans of Trowbridge in 1871 and became one of the UK’s best-known bed manufacturers. The company supplied a bed to 10 Downing Street in 1957 and, by 1987, had grown to become the UK’s second-largest bed maker.

Its products have been stocked by major retailers including Dunelm, Argos and Asda, while the firm also produced mattresses and beds under the Airsprung, Gainsborough and Airofreem brands.

Airsprung chief executive and director Tean Dallaway said the collapse was “very sad and disappointing”.

“I would like to sincerely thank our customers and suppliers for their support over many years, and most importantly our employees for their dedication, professionalism, and hard work,” he told the BBC.

“Their commitment has been central to the business, and it is very sad and disappointing that the business has entered administration.”

The remaining staff will continue to support the business while administrators assess whether a buyer can be found in the coming weeks.

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Next said that the war was pushing up transport costs across international shipping and UK distribution, while also adding pressure through higher fuel and energy prices.

To offset the impact, Next said it would introduce price increases in some overseas territories from May, with rises of up to eight per cent in selected markets.

However, it added that it does not currently expect to lift UK prices beyond the 0.6 per cent increase already forecast at the start of the year, thanks to operational savings and better-than-expected factory prices.

Next said: “We plan to mitigate the ongoing cost increases caused by the conflict in the Middle East with a combination of moderate price increases in some international territories and operational cost savings.

“Based on our current estimates, we do not anticipate increasing our UK prices over and above the 0.6% we had forecast at the beginning of the year.”

The company cautioned that its position could change if disruption worsens or costs rise further.

The warning came as Next nudged up its full-year profit guidance to £1.22bn, from the £1.21bn previously forecast in March.

The upgrade follows a stronger-than-expected first quarter, with full-price sales rising 6.2 per cent in the three months to 2 May.

UK sales were up 4.4 per cent over the quarter, although growth slowed to 1.7 per cent by the end of the period. Next expects UK growth to ease further to one per cent in the second quarter as it comes up against tougher comparatives from last year.

Despite the increased cost pressure linked to the conflict, Next said it was able to absorb the impact in the UK through cost savings and more favourable factory pricing.

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Garnier has resigned to take up a senior leadership role at another company outside of Kingfisher’s markets, the retailer said.

The group, which owns B&Q and Screwfix in the UK, said its board had a “well-prepared succession plan” in place, with the nomination committee now leading the search for his replacement.

Kingfisher said the process would include a comprehensive review of both internal and external candidates as it looks to appoint a new chief executive to continue its strategic and operational momentum.

Garnier has a 12-month notice period and will remain in his role as chief executive and as a member of the board to support an orderly transition. His exact departure date will be announced in due course.

Kingfisher chair Claudia Arney said: “On behalf of the board, I would like to thank Thierry for his outstanding leadership and contribution as Kingfisher’s CEO.

“During his tenure, Thierry has overseen the launch and progress of our ‘Powered by Kingfisher’ strategy, led the company through the Covid-19 pandemic and driven many strategic innovations such as the launch of Kingfisher’s marketplaces and the development of our trade business, while also executing at pace on all our priorities.”

She added: “Under his leadership, Kingfisher has become a leading home improvement group underpinned by strong banners across the UK and Europe.

“Thierry has built an experienced leadership team who are well placed to continue delivering on our strategy and growth opportunities. We wish him the very best for the future.”

Garnier said it had been a “real privilege” to serve as Kingfisher’s chief executive.

“I am very proud of the progress we have made together and what we continue to build for the future,” he said.

“I remain focused on continuing to execute on our strategic plans with all my energies, so as to leave Kingfisher in the best possible shape for the future, and I look forward to ensuring a successful transition to my successor in due course.

“I would like to sincerely thank all our dedicated colleagues across the group in our stores and offices, whose hard work and commitment are at the heart of our achievements and will stand Kingfisher in good stead in the future.”

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The Danish furniture and homewares retailer is shifting more of its focus towards central urban locations, including European capitals and other large cities, as part of its latest three-year growth strategy.

Up to 30 of the new stores are expected to open before the end of JYSK’s current financial year in August, while the remaining 70 are planned for the following two years.

The retailer has already opened city-centre stores in Dublin and Amsterdam this spring, with further sites planned in both cities. It is also preparing to launch new shops in Stockholm, Oslo, Madrid and Barcelona later this year.

JYSK president and chief executive Rami Jensen said the business still sees further opportunity to grow across Europe, despite already operating more than 3,600 stores.

“With more than 3,600 stores primarily across Europe, JYSK is already widely established and known for our great offers in many places,” he said.

“But there is still room for more JYSK stores when we look at the map of Europe, and we want to get even closer to the many customers who live in European capitals and other key cities.”

The move marks a new direction for the retailer, which has historically built much of its estate in small and medium-sized towns, as well as on the outskirts of larger cities.

JYSK said the upcoming urban stores will be slightly smaller than its standard format, with around 800 sq m of sales space compared with its usual average of around 950 sq m.

The retailer said the strategy would allow it to deepen its presence in countries where it already has a foothold and existing market knowledge.

Jensen added: “In a country like Denmark, where our founder Lars Larsen opened his first JYSK store 47 years ago, we are well established and widely recognised by customers.

“And in many other countries across Europe, we still see significant potential. That is why we are putting more effort into opening new stores in countries where we are already present and have local knowledge of the market.”

JYSK was founded in Aarhus in 1979 and now operates stores and online shops across 50 countries.

In the UK, the retailer has around 25 stores, mainly across the north of England and the Midlands.

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Søstrene Grene has secured a 4,850 sq ft space at the entrance to the outlet, adjacent to menswear specialist Hackett. 

The store is due to open in May and will mark Søstrene Grene’s first location within an outlet destination.

Suit Direct has signed for a 1,827 sq ft store at the destination, and is set to stock a range of men’s suits and accessories, including third-party brands such as Marc Darcy, Antique Rogue and an exclusive Ted Baker casualwear selection. 

The fashion retailer will also host free one-to-one styling appointments, offering expert advice for customers preparing for key occasions such as weddings, proms, and the races.

The news comes after New Balance, one of Outlet Shopping at The O2’s longstanding tenants, recently upsized into a new and improved space at the destination, fitted with the brand’s updated store concept. 

The footwear and apparel retailer has increased its store footprint to 3,129 sq ft.

The O2 leasing director at outlet shopping Louisa Dalgleish said: “Following a record-breaking 2025 and continued category growth so far in 2026, we’re incredibly excited to see this success translating into increased interest from leading brands looking to secure a presence here. 

“Søstrene Grene and Suit Direct bring exciting new dimensions to our already comprehensive offer, demonstrating the ongoing evolution and continued diversification of Outlet Shopping at The O2. 

“As well as welcoming new brands, we’re thrilled to see existing, longstanding tenants reinvesting and reaffirming their confidence in our scheme and its future, with New Balance’s upsized store as the latest example of this.”

Søstrene Grene group CEO and co-owner Mikkel Grene added: “Søstrene Grene’s expansion throughout the UK and London is something we’re very proud of. 

“Outlet Shopping at The O2 delivers the perfect location for our brand, giving a sense of hygge and Scandinavian charm to this London community. 

“We know that the new store will complement the tenant mix and will allow shoppers to feel creative inspiration while escaping the everyday.”

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After reporting full-year profit ahead of expectations, the DIY giant is now embarking on plans to grow to 300 stores nationwide. 

Wickes currently has 230 trading stores across the UK. 

It is aiming to open an additional four to five stores in 2026, and to refit or refresh 15 to 20 locations, before accelerating its rollout from 2028 onwards.

And despite having formidable rivals such as B&Q, Screwfix and Toolstation, head of property Kate Thompson insists that “detailed analysis” it has carried out suggests there is “headroom in the market” for it to hit this number.

What makes an ideal Wickes store?

Wickes sales are split between its three customer segments – local trade, design & installation and DIY retail.

In terms of its expansion plans, Thompson highlights that this aspect of the business very much plays into where Wickes’ decides to open stores.

“It’s very interesting when it comes to location strategy because that means that some of the opportunities that are available if we were purely retail are not actually appropriate in all instances for Wickes,” she says. 

Although she notes that Wickes performs well on “more balanced retail parks,” she says that it “loses some of its trade interest in the location” if they are “too soft or fashion oriented”.

“We have to be very selective and very considered in our approach to location planning to make sure that we can validly offer that balanced customer opportunity to deliver the most profitable store estate,” she adds.

Other locations Thompson highlights as being important focuses for new shops include “other roadside opportunities” and “some trade industrial locations” – as long as it can “deliver the balance” and it’s not so “trade oriented” that it removes some of its “retail DIY customer base”.

Accessibility and visibility is key

Additionally, Thompson highlights that “roadside prominence visibility” makes for an ideal Wickes store location. 

She explains: “We do like a bit of external space, our customers love outdoor working and outdoor project centres are really useful for us.”

“We have customers in and out of our stores from 6:30 in the morning through till 8pm, so accessibility and visibility is – certainly for the tradesmen to get in and out quite quickly before they start their working day – a big criteria for us.”

Despite all this, the exec points out that Wickes is looking to be “really agile” and “flexible” with its store requirements at the moment “in order to grow”.

An evolved store format

Wickes is a retailer with a huge breadth of products, with each of its stores carrying approximately 9,000 to 10,000 SKUs. 

Despite this, in its latest full year results the brand cited its ability to “operate successfully with full range in smaller footprint stores”.

The group average size of Wickes store is 27k sq ft, while its smaller footprint stores range from 15 to 20k sq ft.

It noted that its smaller stores had given it access to a greater number of potential target locations, and that access to smaller catchments had enabled its new ambition to reach 300 stores.

According to the company, a number of its existing shops are “trading successfully” with the same SKU range while having a smaller footprint. It also reported they were generating “approximately the same average store EBITDA of c. £0.8m”.

Thompson explains: “With our latest drive for new space, we have evolved our format quite considerably.

“In a lot of our new stores, you will see we’ve got a slightly smaller footprint, but we have designed them so that the showroom, for example, goes on a mezzanine level.

“For those customers that are in the store for quite a long period of time seeing our design consultants, it takes that busyness away from that consultation and the rest of the store at the ground floor can then operate in its normal fashion.”

She says that Wickes then designs its ground floors based upon “project led missions”.

“If you think about a customer coming to a store with a particular project in mind, we ideally plan that route around the store so that if they’re looking at paint for example, they can easily see the paint brushes and things like that.

“That’s how we lay the stores out, keeping some of the heavier aggregates and timber and things that the tradesmen are more frequently purchasing all together as well.”

She adds: “We also keep the outdoor project centers or garden centers distinct. So the ease of navigation and actually finding everything you need for your project is front of mind as we design the store.”

Physical stores remain “considerably important” in 2026

Like all retailers in 2026, ecommerce is a big factor for Wickes’ “digitally-led service-enabled” business. 

In March, Wickes unveiled a new retail media network called “Wickes Connected Retail Media,” underpinned by its investment in linking its digital arm with its 230 physical stores.

With 96 per cent of the company’s sales touching one of its physical stores and two-thirds being digitally enabled, it makes striking the right balance between physical stores and ecommerce more important than ever.

Thompson affirms that Wickes’ physical stores remain “considerably important” to the brand.

“I think a lot of our customers are still very much in the mindset that if you’re spending considerable sums of money on a kitchen or a bathroom, you want to touch and feel and actually get a grasp of exactly what it is that you’re investing in” she points out.

“So that’s a really important aspect of the physicality of our offer.”

In addition, she also highlights that its physical stores are important to its omnichannel offer.

“Our whole store estate acts as mini hubs for distribution, so we can offer delivery to all aspects of our customer base from our stores, either next day delivery or via the Wickes rapid rollout,” the exec explains.

“So that store network actually helps fulfill some of that omnichannel demand as well. So it’s ever important to our overall strategy to have a physical store estate.”

Ultimately, Thompson insists that Wickes is being “very considered and very strategic” in its approach to launching new stores.

And after an impressive set of annual results, the DIY giant seems to have a good chance of nailing its goals.

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