The value retailer, which sells products across grocery, home, furniture and garden, reported a 26 per cent drop in annual profit after flat UK like-for-like sales and deeper price cuts weighed on performance.

B&M said the conflict in the Middle East was adding upward pressure to costs, creating a tougher backdrop for the business as it works through a turnaround plan following two profit warnings over the past year.

The group reported adjusted core profit of £459 million for the year ended 28 March.

It also pointed to a slow start to its key garden season, although better weather in late May helped drive a recovery in sales of seasonal categories.

The update comes as B&M looks to rebuild momentum after a challenging year, with shoppers continuing to seek value while remaining cautious on discretionary spend.

The retailer’s latest performance highlights the pressure facing even discount operators, as higher costs, fragile demand and increased promotional activity continue to weigh on margins.

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Changes will vary by location but will include creating more space to shop alongside the introduction of more sustainable features, such as energy-efficient fridge doors and natural refrigerants to help reduce carbon emissions.

Selected stores will also be fitted with upgraded bakery, health and beauty and fresh food areas.

The 25 locations set to be upgraded include Liverpool, London, Aberdeen, Nottingham and Manchester.

Additionally, the discounter’s stores in York, Liverpool and Yarm will undergo extensions to provide wider aisles and create a more spacious shopping environment for customers.

Aldi UK managing director of national real estate Jonathan Neale said: “We’re continuing to invest in our stores to ensure our customers have the best possible shopping experience at Aldi.

“These upgrades will help us create even more convenient and efficient stores for both customers and colleagues while also supporting our sustainability ambitions.”

The full list of the supermarket’s stores to be refreshed this summer are as follows:

• Northlands Pavement, Pitsea
• Daleside Road, Nottingham
• Chester Road, New Oscott
• Newhailes Road, Musselburgh
• Carter Lane, Shirebrook
• Gateacre Park Drive, Liverpool
• School Road, Sale
• Friary Place, Strood
• Liverpool Road, Kidsgrove
• Tewkesbury Road, Cheltenham
• Basin View, Montrose
• Stanningley Road, Bramley
• Arndale, Manchester
• Queen’s Drive, Liverpool
• Adams Walk, Kingston-upon-Thames
• Yarm Lane, Stockton
• Coleman Street, Alvaston
• Towcester Road, Northampton
• Polmont, Greenpark Drive, Polmont
• Lockoford Road, Chesterfield
• Old Beck Road, Harrogate
• Grooms Alley, Wellington
• Rockingham Road, Corby
• Cornhill Shopping Arcade, Aberdeen
• St Johns Centre, Liverpool

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The penalty, issued under the EU’s Digital Services Act, follows a 19-month investigation into the Chinese ecommerce giant, which has grown rapidly across Europe since entering the market in 2023.

Brussels said Temu had failed to do enough to tackle the “systemic risks of illegal products being offered on its platform and the resulting harm to consumers”.

Under the DSA, large online platforms are required to assess and mitigate risks linked to illegal content and products. The European Commission said Temu’s 2024 risk assessment was inadequate, lacked solid evidence and failed to properly reflect the scale of potential harm to consumers.

An unpublished mystery shopping exercise carried out for the commission reportedly found a high proportion of unsafe baby products and a very high proportion of dangerous chargers available on the platform. Regulators also raised concerns over unsafe clothes and jewellery.

Consumer groups across Europe have previously warned that products listed on Temu included baby toys with choking hazards, dummy chains long enough to pose strangulation risks, jewellery containing dangerous metals such as lead, clothing made with banned chemicals and chargers that could cause burns, electric shocks or fires.

The commission also criticised Temu’s platform design, warning that recommender systems and influencer promotions could amplify the visibility and spread of illegal products.

European Commission executive vice-president Henna Virkkunen, who leads on tech regulation, said Temu’s risk assessment “underestimates concrete risks, lacks specificity, is not grounded in solid evidence, and is not comprehensive”.

She added: “It leaves regulators, users and the public in the dark about the true scale of potential harm posed by illegal products sold on Temu. Now it is time for Temu to comply with the law.”

The fine is the second penalty issued under the DSA and the largest to date. It follows a €120m fine against Elon Musk’s X last December over verification badges and advertising transparency.

Temu has until 28 August to submit an action plan to the commission setting out how it will remedy the failings and comply with the rules. Under the DSA, companies can be fined up to 6 per cent of global annual turnover for breaches.

The platform, owned by PDD Holdings, has become one of Europe’s fastest-growing shopping apps, attracting 130 million consumers across the bloc. Its parent company reported global revenue of $54bn (£40bn) in 2024, although this includes revenues from Chinese ecommerce platform Pinduoduo.

Temu’s growth has been driven by a low-cost model that ships goods directly from Chinese warehouses to western consumers. Its ultra-cheap products, ranging from clothing and homeware to electronics and accessories, have put pressure on local retailers and raised growing concern among regulators.

From July, the EU is introducing a flat customs duty of €3 per item on ecommerce parcels valued under €150, as part of wider efforts to reduce the flow of low-value imports from China.

The European Commission is also conducting a separate investigation into whether Temu has actually been selling illegal products, including toys and electrical devices that fail to meet EU safety standards. Other probes into issues including addictive design and data access for independent researchers are continuing.

The crackdown comes as European regulators step up scrutiny of China-based ecommerce platforms. Shein and AliExpress are also facing investigations, while France has been pushing for tougher action against platforms accused of selling dangerous goods.

Temu said it disagreed with the commission’s decision and described the fine as “disproportionate”.

A spokesperson said: “Temu respects the objectives of the Digital Services Act and the need for clear, consistent rules across the digital economy. However, we disagree with the European Commission’s decision and consider the fine to be disproportionate.

“The decision relates to our first DSA assessment in 2024 and does not reflect the current state of our systems. Temu engaged constructively with the commission throughout the process and has since taken further steps to strengthen risk assessment, platform governance, and user protection.”

The company said it was reviewing the decision and considering all available options.

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Inspired by the television game show, the supermarket sweep challenge offers one PH or KY postcode holder the chance to race through their local Aldi store in Fife and Perth & Kinross whilst filling their trolley with their favourite products.

Initially launched in 2016, the challenge invites participants to take part in the five-minute trolley dash, collecting as many items as possible before the clock runs out. 

Once the time is up, the winner takes home their haul and Aldi matches the total value as a donation to CHAS.

Each year, the charity supports more than 500 babies, children and young people across Scotland with life-shortening conditions, along with their families.

Residents in Fife and Perth & Kinross can apply to take part in the supermarket sweep from 25 May to 7 June.

Aldi Scotland regional managing director Sandy Mitchell said: “We are proud to once again be partnering with CHAS, following the success of last year’s supermarket sweep campaign. 

“It is always a highlight to bring this initiative to communities across Scotland, and we’re looking forward to giving one lucky Fife, Perth & Kinross resident the chance to enjoy a truly unique supermarket experience.

“CHAS is a charity very close to our hearts, providing vital support to families across the country. 

“As the supermarket sweep returns for 2026, we are pleased to once again raise important funds and awareness for the incredible work they do.”

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The retailer has appointed Savills to explore potential locations across Ireland, with the business understood to be focusing on retail park units.

According to The Times, no deal has been completed yet.

Matalan currently operates around 270 stores across the UK and internationally, serving around 11 million shoppers per year.

It is expected to compete with value and mid-market fashion and homeware chains in Ireland, including Penneys and Next, as it sets its sites on establishing a foothold in the market.

Its latest accounts, for the year to the end of February 2025, showed revenues of £985m and pre-tax losses of £67m.

Matalan was taken over by a group of lenders in 2023 after building up more than £500m of debt during the pandemic, and the subsequent period of high inflation.

The group, which included Invesco, Man GLG, Napier Park and Tresidor, completed a debt-for-equity swap after a sale process failed to secure a satisfactory bid.

Matalan has since been working through a wider turnaround plan, including new store openings, refurbishments and improvements to its clothing and homeware ranges.

Last year, it revealed plans to open new stores in England and Northern Ireland and upgrade existing shops as part of a £25m investment programme.

The business has also been improving the quality of its menswear and childrenswear, while acknowledging in its accounts that there is still “more work to do” on womenswear and homewares.

In October, Matalan appointed Henrik Nordvall as chief executive. Nordvall previously spent 17 years at H&M, most recently as managing director of H&M UK and Ireland, where he oversaw revenues of $1.5bn.

Matalan already has a presence in Northern Ireland, having traded there since the early 2000s. While the retailer has historically favoured out-of-town retail parks, it opened its first city-centre store in Belfast in 2018.

However, finding suitable space in the Republic of Ireland could prove challenging. A CBRE report published in September found that Irish retail parks were operating at near full occupancy, while MSCI reported a national vacancy rate of 3.9 per cent.

Some space has been freed up following the closure of New Look stores last year and the recent liquidation of EuroGiant, which led to the closure of 77 shops, some of them in retail park locations.

Retail parks have remained attractive to occupiers and investors, with CBRE noting that consumers are increasingly drawn to the format because of convenience, access and larger store footprints.

The potential Ireland launch would mark a significant step in Matalan’s turnaround strategy as it looks to grow beyond its core UK estate and rebuild momentum under its new leadership.

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“Always prepare for tough times during good times,” says Hani Weiss, when questioned about the disruption taking place in the Middle East, where the brand he leads is based. For Max Fashion, as with the vast majority of companies in 2026, disruption is now a standard part of the operating environment.

The fashion retailer, part of UAE-based Landmark Group, has a vast empire that runs across ten markets in the Middle East, Africa and Southeast Asia. That means serving young, digitally fluent and increasingly demanding shoppers while navigating shifting trade routes, rising costs, longer lead times and an unpredictable regional backdrop.

Weiss says that this reality, one of both both increasing success and increasing challenge, has pushed supply chain resilience from an operational concern into a top boardroom priority.

For a business operating within one of the GCC’s largest omnichannel retail groups, which has grown from a single store in Bahrain in 1973 into a retail and hospitality group with more than 2,200 stores and outlets, preparation is what keeps the customer promise intact.

“For me, supply chain disruption is becoming very complex and completely unpredictable,” he says. “The rising trade costs, the shifting transit routes and the lead times have added so many layers of uncertainty.”

The scale of the challenge is clear, yet Weiss’s response is measured. There is no dramatic language about crisis rooms or heroic firefighting. His focus is on planning, discipline and making sure disruption does not travel all the way to the shop floor.

“What matters at this time of uncertainty is to stay calm and reduce overreaction,” he says. “What is really needed is discipline, consistency and making sure, as a leader, you are visible to your team.”

For Max, that means keeping stock available, protecting pricing and maintaining quality, even when the network behind the scenes is under pressure.

“Customers do not need to feel the disruption in the supply,” Weiss says. “We kept our promise in terms of having stock in all our cities and countries. We kept our promise in terms of pricing. We kept our promise in terms of quality.”

That is a tougher task than it sounds. In fashion, availability, affordability and timing are all deeply connected. A delay in one part of the chain can quickly become a margin problem, a stock problem or a customer trust problem.

Visibility before speed

Fashion retail has always been fast, but Weiss believes the definition of speed has changed.

Customers in the GCC are younger, better travelled and more exposed to global retail experiences than ever before. They compare local stores with the best they have seen in London, Dubai, Paris or online. They want fast delivery, good value, quality, sustainable packaging and a seamless experience across channels.

That creates a difficult balance. Max must respond to trends quickly, but not chase speed at the expense of standards.

“If we want to quickly respond, we can take around eight to 10 weeks for limited capsules,” Weiss says. “But you do not want just to quickly acquire products which are not as per the quality standards, the fit standards, the environmental standards. Speed also comes at a cost, especially on the environment.”

Weiss says Landmark Group has invested heavily in supply chain capability, from distribution infrastructure in the UAE to more sophisticated tracking. The goal is to know where their products are, what is inside each shipment and how they should be allocated when they arrive.

“In the past, we used to know that the containers had shipped from the country of origin,” he says. “But between that port and the time it arrived at our ports, we did not know where those ships went.”

Max now has live tracking at container level, including visibility of products and SKUs inside.

For a fashion retailer, that can be the difference between acting early and reacting too late. A delayed container might include a seasonal line, a crucial size ratio or a product tied to a trend that is already moving through search data and social channels.

“It is all about being fast,” Weiss says. “We need to bring this visibility to our customers, so we know it and can bring it to our estimates.”

The best supply chains are often invisible to shoppers. They show up through what does not happen. No empty fixture. No sudden price change. No gap between what a retailer promises and what it can deliver.

Agility means authority

Retailers have spent years talking about agility, often until the word becomes almost meaningless. Weiss gives it a more practical definition.

For him, agility means giving local teams the information and authority to make decisions in the market, and Max is not serving one generic regional customer. Even within the same country, demand can look very different.

“My customers in Riyadh are completely different from my customers in Jeddah,” Weiss says. “They are both in Saudi, but there are different needs, different ways of looking at fashion. They dress differently. They have different events. You need to cater for them differently.”

Max has equipped store teams with mobile tools showing stock levels, fast-moving items, top products by category and local product performance. That gives teams the ability to rotate stock, respond to demand and protect availability without waiting for every decision to come from head office.

“Empowerment is not to say you are empowered,” Weiss says. “You have to change the delegation of authority. You have to make sure they are equipped with the latest technology so they can take action on time.”

It’s a useful reminder that local relevance is not just a merchandising ambition, but a supply chain capability.

Forecasting under pressure

Max is also using AI in forecasting and demand planning, which Weiss describes as “key” for fashion retail.

The challenge is highly granular. It’s not only about knowing which products will sell, but deciding which country, city and store should receive them, and in what size ratios.

Landmark’s long history in the region gives it a strong base of market knowledge, but Weiss says the business is now combining that experience with live customer insight, online search behaviour and loyalty data.

The group’s loyalty programme gives it access to a significant pool of customer data across the Gulf, while Max has its own large active customer base. However, Weiss is careful not to overstate the value of data on its own.

“Data is not everything,” he says. “You need to have accurate data. Then you need to convert data into insights. And insights are also not important if you cannot translate them into action.”

That is where many retailers still struggle. They are rich in information, but poor in the mechanisms needed to turn it into commercial decisions.

Max is trying to close that gap through technology, including AI tools that support customer messaging, demand planning and design. Its design teams are using AI to understand what customers are searching for online, which colours are trending and what shapes, prints and fits may matter next.

That insight can then feed into product response, allocation and more relevant communication.

Preparing before the crisis

The clearest lesson from Weiss is that resilience is built before disruption arrives.

Before recent regional disruption intensified, Landmark had already tested alternative routes, transport models and sourcing options. This was not just scenario planning on paper. Weiss says teams physically routed inventory through different ports to understand what would work.

“We have to make sure we have plan B, plan C and plan D,” he says. “We activated it immediately.” That preparation helped the business respond without pushing the problem on to customers.

“The best thing you can do is sit with your team when there is no exceptional event and plan for these days,” Weiss says. “This is where you feel a business is sustainable.”

There is a human side to that resilience too. Max has around 5,500 colleagues, and Weiss says leadership during disruption has to be visible, direct and honest. Employees need clarity on business decisions, but also reassurance about their own safety and their families.

“Leaders have to be on the ground with the team, giving them clarity,” he says. “Telling them that we do not know when we do not know, but we are there for you.”

For Max, supply chain resilience is therefore not just about ports, containers, warehouses and algorithms. It is about trust, judgement and the ability to keep moving without panic.

From a retailer in a region where serious disruption has become part of the landscape, Weiss’s view is clear to all retailers experincing disruption. Prepare in advance. Have a plan ready to go. And, as he says, “always prepare for tough times during good times”.

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Dury, who became CEO-designate in October 2025, initially joined Jollyes as chief operating officer in January last year.

He previously spent five years as chief commercial officer at Card Factory and was a member of its group operating board. Before that, he held commercial roles at Tesco and Marks & Spencer.

The pet retailer also confirmed the permanent appointment of Gary Temple as chief financial officer, following a 12-month interim assignment in the role.

Dury’s leadership team now includes Temple, chief marketing officer Sean McGinty, chief people officer Claire Goldenberg, commercial director Anne Galloway and retail and supply chain director David Stokes, who recently joined the business.

His appointment comes as Jollyes launches a five-year growth strategy aimed at strengthening its position in the UK pet market and bringing the brand to more customers.

The retailer, which currently trades from 120 stores, last month identified more than 160 towns and cities across Great Britain where it would like to open new shops over the next five years, subject to suitable sites becoming available.

Jollyes has opened four stores so far in 2026, launching in Blackpool, Ponders End, Hartlepool and Whitehaven.

It will open its next store in Lincoln on 15 May, followed by Kidderminster on 29 May, Yeovil on 19 June and Derby on 10 July.

Jollyes chairman Andy Bond said: “Adam has run the business with clarity and purpose over the past six months, and I’d like to thank him for his commitment, energy and leadership.

“The board has been impressed with the progress made under his guidance, and we’re delighted that he’ll continue to lead the business into its next phase.”

Dury said it was a “real privilege” to lead the business as it begins its next stage of growth.

“We have a unique and exciting opportunity to bring Jollyes to more pet parents over the next five years, bringing our special combination of value, expertise and exciting pet ranges to more customers than ever,” he said.

“With customer expectations of pet care rising, Jollyes will introduce fresh pet food ranges, making nutrition more accessible through outstanding value.”

Earlier this year, Jollyes began rolling out Simply Jollyes, which it described as the UK’s lowest-priced own-label pet range. The range spans essential pet food and accessories and is designed to help households manage the cost of pet ownership without compromising on quality.

Jollyes has almost doubled its UK store estate over the past three years as it looks to strengthen its position as a challenger brand in the pet retail market.

The business was named one of The Sunday Times’ best big companies to work for in 2024 and won the Retail Week Award for Head Office Heroes in 2025 following its raw frozen food rollout.

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The store, which is based at Herald Square in Manhattan’s Penn District, is “perfectly positioned to capture high commuter and tourist footfall,” according to the retailer, housing more than 54,000 sq ft of retail selling space. 

The shop sells women’s denim starting at $12 (£8.81), men’s tees at $5 (£3.67), and girls’ and boys’ sweatshirts at $8 (£5.87).

To mark its launch on 8 May, Primark brought “a packed schedule of grand opening celebrations” from 10:00am to 6:00pm. 

Its store doors opened with a ribbon cutting at 10:00 a.m. Outside, the company hosted a Herald Square block party celebration, which was free and open to the public.

The celebration featured all-day photo opportunities, live music by DJ Luna Rósa, lattes and pup cups from Joe’s Coffee, promotional giveaways, as well as stylish rides in branded pedi-cabs. 

In the afternoon, guests experienced “an authentic, rhythmic collision of Irish step and hip-hop” with performances and instruction by performance company Fusion Fighters.

The store opening followed Primark launches across Miami, Florida, Grapevine and Katy, Texas, Gurnee, Illinois, and most recently in Hurst, Texas. 

Since opening its first US store at Downtown Crossing in Boston in 2015, the business has grown to 40 locations across 13 states.

President of Primark US Kevin Tulip said: “Our flagship at Herald Square is a defining moment for Primark’s US growth story.

“New York is a city where trends are born and where style is worn with unstoppable confidence. 

“But great style should not come with an impossible price tag and that’s where Primark comes in. 

“From quality styles to value prices, we’re inviting every NYC shopper to our Manhattan doorstep as we open our doors in the epicenter of American fashion.”

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The move will enable the grocer’s customers to scan items as they shop and monitor their spending and savings in real time through the Lidl Plus app before completing their purchases. 

Lidl & Go will now be available across seven stores based in Airdrie, Cardiff, Epsom, Glenrothes, Kingston, Guilford and Eastleigh, following a successful friends and family trial in three stores last year.

The next phase of the trial is set to “provide the insights needed to optimise and enhance the customer experience ahead of any further rollout,” according to the discounter.

Lidl GB chief customer officer Louise Weise said: “This trial is another step forward in our digital evolution, giving shoppers a smarter, faster, and more flexible way to shop. 

“As we continue to invest in Lidl Plus, our focus remains on making the shopping experience simple and rewarding. 

“Whether a customer chooses a traditional checkout, self-service, or the autonomy of self-scanning, our priority is ensuring they have the flexibility to shop on their own terms.”

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Lidl is seeking sites from Garthdee in Aberdeen and Aldgate in London to Ystradgynlais in Wales and Windsor in Berkshire, as it looks to bring its low-price model to more communities.

The target locations are listed in Lidl’s latest Site Requirements Brochure, published today, as the grocer continues to search for freehold, leasehold and long-leasehold opportunities in prominent, high-footfall locations.

Lidl said it is also offering a competitive finder’s fee to anyone who identifies a previously unknown site that goes on to become a new store.

The supermarket is looking for sites with strong accessibility, with its property requirements including catchments of at least 20,000 people, sites from 18,000 sq ft, and more than 100 customer parking spaces where possible.

Lidl GB chief real estate officer Richard Taylor said: “At Lidl GB, we currently have one of the most ambitious store opening programmes of any supermarket and we are more committed than ever to bringing our high quality and low priced products to even more communities across the country.

“All of our stores deliver more than just affordable products. Each one also brings quality jobs, opportunities for British suppliers to showcase the best of our home grown produce and support to local good causes in the communities each one serves. In uncertain times, shoppers and communities can count on us.”

The new site search follows Lidl’s announcement earlier this month that it will open more than 50 stores over the next 12 months as part of a £600m investment in its British infrastructure. The rollout is expected to create close to 2,000 jobs.

Upcoming openings include Abbots Langley near Watford, Warrington in Cheshire and Thornbury in Gloucestershire, which are all due to open this summer.

The expansion push comes after Lidl opened its 1,000th store in East Grinstead last November, as the retailer continues to build scale in the UK grocery market.

The discounter said each new store would create local jobs, with entry-level hourly pay starting at £13.45 nationally and rising to £14.45 with length of service. In London, hourly pay starts at £14.80, rising to £15.30.

Lidl is also strengthening its logistics network to support its growing estate. Construction of its new warehouse in Leeds is progressing, with operations due to begin next year, while the retailer has also submitted plans to expand its Belvedere distribution site in London.

The supermarket said its expansion would also support local communities through surplus food redistribution, with every store linked to local charities through Neighbourly.

Lidl said it donated the equivalent of 18.5m meals in a single year, supporting 6.8m people in need.

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