Locals shocked by pub's sudden closure
A pub in Derby has abruptly closed with a handwritten note placed on the door saying the brewery owner was unhappy about photos of it being shared online.The Abbey, in Darley Abbey, dates back to the 15th Century and is one of the last surviving buildings from an extensive monastery.Multiple sources told the BBC the current landlords were informed by Samuel Smith's Brewery, which owns the pub, they had broken policies and were dismissed with immediate effect. The brewery has refused to comment on the closure.
Samuel Smith's operates about 200 pubs across the UK and is famous for its strict rules laid down by owner Humphrey Smith.These include a no-swearing policy, no televisions or jukeboxes and a ban on the use of mobile phones or laptops in its public houses.The Abbey's closure comes after another pub owned by the brewery in Bradford shut unexpectedly in September 2024.The brewery also shut down another historic pub in north-west London in February.Martin Repton, a councillor at Derby City Council, posted on Facebook: "All the brewery have said so far is that the managers did not follow company policies, which the couple deny emphatically.""We're all really sad and sorry for the landlords, who have now lost their home and livelihood."
The Abbey had been closed for five years before re-opening in September 2024.Repton, who was part of the campaign to get it reopened, told the BBC the fresh closure had come as a shock to the local community."I went in for a quick pint on Tuesday and everything seemed to be OK, although I know that the landlords have come under a certain amount of pressure in recent months," he said."I was rung and told the pub was to close immediately."People are absolutely appalled and shocked by the immediate closure."We were starting to build up the trade again. It's a good pub with great atmosphere, in the village centre."It's an important and integral part of the village and village life."
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
The Sun
an hour ago
- The Sun
Shoppers are running to B&M to buy 1960s retro lamp that's 50p instead of £20
SHOPPERS are running to B&M to buy a retro 1960s lamp scanning for 50p instead of £20. Eagle-eyed customers could not believe their luck when they found a black lava lamp scanning for just a few pence in the bargain store. 1 The funky lamp comes with a special coloured wax mixture inside that moves around, creating a mesmerising effect. B&M's take on the retro light also comes with a bluetooth speaker, which lets shoppers play music through their smart device. The deal was shared on the Extreme Couponing and Bargains Facebook group, with many savvy shoppers praising the find. One customer said they "wanted two," while another said their local store never has deals this good. The lamp appeared to be scanning for £20 on shelves, but found the £19.50 reduction by using the B&M Scanner App. The tool allows customers to discover discounted items before the staff have even reduced them. Often, products will be marked down in the system, but the staff haven't had the chance to change display prices. It is free to download on the app store on to your mobile device. One shopper recently bagged you can bagged £20 furniture at B&M for just £1 by using the device. Another customers saved over £225 thanks to the B&M scanner app. B&M shopper rushes to buy energy-saving gadget scanning for £1 instead of £35 If you are keen to shop the lava lamp, you will need to head to one of B&M's 770 stores across the UK because the retailer does not offer home delivery. With that in mind it may be worth ringing up your local branch ahead of time to avoid disappointment. You can find your nearest B&M by visiting And that is not the bargain spotted at stores in recent weeks. Parents have been rushing to B&M to take advantage of its £1 toy sale. Savvy shoppers have managed to pick up everything from Sports Racer cars, Monster High bags, a toddler DJ set and a DIY jewellery kit in stores. HOW TO SAVE AT B&M The best time to get cut-price products is 10am on a Wednesday, according to one ex B&M manager. This is when staff slash items to as little as 10p to clear excess stock and make way for new products. Deals expert Tom Church said to keep an eye out for red sticker products as well. These are added to special buy products that have been reduced in price. It's worth signing up to Facebook pages dedicated to hunting for bargains from B&M and other discounters too. Two worth joining are B&M Bargains, Extreme Money Saving Deals and More, and Extreme Couponing and Bargains UK group. How to bag a bargain SUN Savers Editor Lana Clements explains how to find a cut-price item and bag a bargain… Sign up to loyalty schemes of the brands that you regularly shop with. Big names regularly offer discounts or special lower prices for members, among other perks. Sales are when you can pick up a real steal. Retailers usually have periodic promotions that tie into payday at the end of the month or Bank Holiday weekends, so keep a lookout and shop when these deals are on. Sign up to mailing lists and you'll also be first to know of special offers. It can be worth following retailers on social media too. When buying online, always do a search for money off codes or vouchers that you can use and are just two sites that round up promotions by retailer. Scanner apps are useful to have on your phone. app has a scanner that you can use to compare prices on branded items when out shopping. Bargain hunters can also use B&M's scanner in the app to find discounts in-store before staff have marked them out. And always check if you can get cashback before paying which in effect means you'll get some of your money back or a discount on the item.
Daily Mail
an hour ago
- Daily Mail
Post Office compensation chief steps down after Sir Alan Bates raised 'serious concerns' about schemes
A Post Office boss who backed compensation for Horizon IT scandal victims has left his position as Sir Alan Bates raised 'serious concerns' about schemes. Leader of the Post Office's Remediation Unit, Simon Recaldin, is believed to have opted for voluntary redundancy and left his post this week. It comes as the first part of a public inquiry report into the controversy, analysing the compensation process as well as the affect on victims, is anticipated to be released in the coming weeks. More than 900 sub-postmasters were prosecuted between 1999 and 2015 after faulty accounting software made it look as though money was missing from their accounts. Hundreds are still waiting for payouts despite the previous government announcing that those who have had convictions quashed are eligible for £600,000. A Post Office spokesperson said yesterday Mr Recaldin's departure was a part of an 'organisational design exercise' across the firm. Now Joanne Hanley, who was previously a managing director and global head of client servicing, data and operations for Lloyds', is understood to have taken up a large portion of the former Post Office chief, according to The Telegraph. It comes as Post Office hero Sir Alan Bates accused the government of running a 'quasi kangaroo court' payout system for the scandal's victims last month. More recently, Sir Alan said he would prefer to see the compensation schemes thrown out rather the people working on them. 'We have got serious concerns about the transparency and the parity across the schemes,' he told The Telegraph. Last November, Mr Recaldin giving evidence to the inquiry, apologised after it was unearthed staff who were managing compensation claims had also been embroiled in prosecutions relating to the scandal. When queried about ex Post Office investigators he said: 'So my regret – and it is a genuine regret – is that when I came in, in January 2022, that I didn't do that conflicts check, check back on my inherited team, and challenge that.' It comes as the Sir Alan, who famously won his High Court battle with the Post Office in 2019 revealed that he had been handed a 'take it or leave it' compensation offer of less than half his original claim. Mr Bates, 70, said the first offer, made in January last year, was just one sixth of what he was asking for, adding that it rose to a third in the second offer. He has now been given a 'final take it or leave it offer' - which he said amounts to 49.2 per cent of his original claim. He, alongside 500 other sub-postmasters, will now have to lodge their bid for compensation via the Group Litigation order, managed by the Government. Bates, who led the sub-postmasters' campaign for justice, attacked the government for reneging on assurances given when the compensation schemes were set up The Post Office currently manages the Horizon Shortfall Scheme, which is seperate to the aforementioned. This scheme was organised for victims who have not been compensated but believe they experienced financial loses due to the IT scandal. A Post Office spokesman said: 'As part of the Post Office's commitment to deliver a 'new deal for postmasters', we have undertaken a review of our operating model to ensure we have the right structure in place. 'We have been in consultation with a number of colleagues from across the business, including the Remediation Unit. As a result of this Post Office-wide organisational design exercise, Simon Recaldin has left the business.'
Finextra
an hour ago
- Finextra
Preparing for BNPL regulation: What firms need to do now: By Ben O'Brien
The arrival of formal regulation for Buy Now, Pay Later (BNPL) products is no longer a question of if, but when. With the Treasury's May 2025 consultation response, the direction is this: by mid-2026, third-party BNPL lenders will fall within the scope of the Financial Conduct Authority (FCA). This change brings with it a full set of regulatory requirements—covering affordability, creditworthiness, redress, disclosures, and governance. While many firms are familiar with the general framework, the pace and detail of implementation demand serious attention. Risk leaders now face a critical window to build a strategy that aligns commercial goals with regulatory readiness. Scope of the new BNPL regime From mid-2026, third-party BNPL providers must be authorised by the FCA and comply with its rules on affordability, creditworthiness, consumer duty, complaints, disclosures, and more: Mandatory, proportionate affordability and creditworthiness checks Firms must demonstrate verifiable checks at the point of decisioning, aligned to individual circumstances, not just product type. Firms must demonstrate verifiable checks at the point of decisioning, aligned to individual circumstances, not just product type. Access to the Financial Ombudsman Service (FOS) BNPL customers can now escalate complaints to FOS, increasing the importance of auditable redress processes and timely resolution. BNPL customers can now escalate complaints to FOS, increasing the importance of auditable redress processes and timely resolution. Tailored disclosure requirements for digital-first products The FCA will introduce a bespoke regime focused on real-world comprehension — not just information delivery. Firms will need to test and evidence understanding. The FCA will introduce a bespoke regime focused on real-world comprehension — not just information delivery. Firms will need to test and evidence understanding. Extension of Section 75 protections to BNPL agreements Providers will be jointly liable for qualifying claims, requiring clear merchant oversight, governance controls, and capital planning to manage new exposure. While third-party BNPL is the initial focus, merchant-offered BNPL products remain outside the perimeter for now. This exemption, based on Article 60F(2) of the Regulated Activities Order, is under review and could be revisited if scale or harm increases. What this means for compliance and risk leaders The FCA isn't looking for surface-level compliance. It expects firms to demonstrate that processes are working and that consumers are genuinely protected. Affordability frameworks must evolve Checks must be proportionate and verifiable, with models recalibrated to reflect customer circumstances. Even low-value lending must evidence the potential for harm reduction. Complaint handling will need to be FOS-ready This includes robust audit trails, clear redress pathways, MI reporting on themes, and training on FOS processes. Joint liability introduces new exposure Providers must enhance governance around merchant partnerships, define liability clearly in contracts, and plan for potential claims in their capital models. Joined-up governance is essential Effective programmes will require close collaboration across credit, compliance, legal, product, and ops teams—with clear ownership under SM&CR. Disclosures must reflect real-world understanding It's not just about format. The FCA expects firms to test, monitor, and evidence comprehension—particularly for vulnerable customers. Making best use of the Temporary Permissions Regime The FCA will launch a Temporary Permissions Regime (TPR) to support the transition. Providers must be ready to act quickly when the window opens. Prepare for registration Ensure that internal records, model documentation, and business models are clearly aligned with regulatory expectations. Conduct a readiness assessment Review decisioning processes, affordability checks, complaints management, and financial crime controls. Plan for dual-track execution Meet TPR requirements while simultaneously building toward full authorisation. Engage early with the FCA Establish open communication lines to reduce ambiguity and show proactivity. Plan for contingencies Prepare wind-down plans, customer messaging, and backup procedures in case of registration delays or rejections. Innovation and consumer protection can coexist The decision to exclude some legacy Consumer Credit Act requirements reflects the unique nature of BNPL: short-term, interest-free, and often accessed via digital channels. This creates space for a more relevant, user-centric approach to disclosures but it also raises the bar. Risk and compliance teams should work with product, legal, and design leads to ensure communications are: Integrated into real customer journeys Mobile-friendly and accessible Prompted by user behaviour Supported by outcome-based testing and complaints data Those who treat disclosures as a compliance task may struggle. Those who invest in relevance and usability will have stronger customer engagement and defensibility. Merchant carve-out and the risk of market distortion The decision to exclude merchant-led BNPL from the regulatory scope has sparked debate. Without oversight, merchant-offered credit could create competitive asymmetry and raise consumer protection concerns. Risk leaders should: Monitor merchant product developments and prepare for potential perimeter expansion Review all third-party merchant partnerships for regulatory dependencies Revisit financial promotions and credit broking arrangements, particularly where merchants promote BNPL products without broking permissions Regulatory costs and anticipated market impact The Treasury's impact assessment estimates: An Equivalent Annual Net Direct Cost to Business (EANDCB) of £2.3 million A Net Present Value of -£20.1 million over the assessment period over the assessment period Authorisation application fees: £5,000 to £25,000 Annual supervision fees: £10,000 to £50,000 Technology upgrades: £500,000 to £2 million per provider for systems supporting affordability, reporting, and complaints per provider for systems supporting affordability, reporting, and complaints Section 75 exposure: Estimated at 0.5% to 1.2% of transaction values With the UK's BNPL market valued at £20 billion annually, sector-wide exposure to Section 75 alone could exceed £100 million. Consolidation is expected. Government modelling suggests 20–30% of providers may exit the market post-regulation. But with global BNPL volumes growing rapidly, those who remain stand to benefit from a stronger, more trusted marketplace. How leading firms are responding Some providers have already started adjusting: Klarna Following regulatory scrutiny in Sweden, Klarna UK introduced income verification, real-time spend tracking, and risk-based onboarding. Monzo Flex Built affordability into product design from the outset, with integrated credit reporting and real-time tracking. PayPal Adopted a cross-functional compliance strategy with specialist teams, training, and documentation of governance processes. The clock is ticking and the gap between those who prepare and those who delay will widen fast. For risk leaders, this is a chance to go beyond baseline compliance, strengthening frameworks, improving customer outcomes, and shaping the future of BNPL in a regulated environment.
