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<title>Foreign Secretary statement on UK response to Afghanistan earthquake</title>
<link>https://londonreviews.co.uk/foreign-secretary-statement-on-uk-response-to-afghanistan-earthquake/</link>
<comments>https://londonreviews.co.uk/foreign-secretary-statement-on-uk-response-to-afghanistan-earthquake/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 16:30:28 +0000</pubDate>
<category><![CDATA[What's On News]]></category>
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<description><![CDATA[Foreign Secretary announces additional emergency funding to Afghan people following the recent earthquake in Afghanistan
The post <a rel="nofollow" href="https://londonreviews.co.uk/foreign-secretary-statement-on-uk-response-to-afghanistan-earthquake/">Foreign Secretary statement on UK response to Afghanistan earthquake</a> appeared first on <a rel="nofollow" href="https://londonreviews.co.uk">London Reviews</a>.
]]></description>
<content:encoded><![CDATA[Foreign Secretary announces additional emergency funding to Afghan people following the recent earthquake in Afghanistan
The post <a rel="nofollow" href="https://londonreviews.co.uk/foreign-secretary-statement-on-uk-response-to-afghanistan-earthquake/">Foreign Secretary statement on UK response to Afghanistan earthquake</a> appeared first on <a rel="nofollow" href="https://londonreviews.co.uk">London Reviews</a>.
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<title>Top 10 most beautiful caves in Mexico</title>
<link>https://londonreviews.co.uk/top-10-most-beautiful-caves-in-mexico/</link>
<comments>https://londonreviews.co.uk/top-10-most-beautiful-caves-in-mexico/#respond</comments>
<dc:creator><![CDATA[Michael Taylor]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 15:28:28 +0000</pubDate>
<category><![CDATA[Reviews]]></category>
<guid isPermaLink="false">https://londonreviews.co.uk/top-10-most-beautiful-caves-in-mexico/</guid>
<description><![CDATA[The Sistema Sac Actun Cave The system on the Yucatán Peninsula is recognized as the world’s largest and longest underwater system after discovering the two largest interconnected cave systems on the Mexican peninsula. And of course, the first place is ranked on our list of the most beautiful caves in Mexico. This majestic cave is [...]
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The Sistema Sac Actun Cave The system on the Yucatán Peninsula is recognized as the world’s largest and longest underwater system after discovering the two largest interconnected cave systems on the Mexican peninsula. And of course, the first place is ranked on our list of the most beautiful caves in Mexico.
This majestic cave is one of the most important archaeological sites in the world. The cave has more than hundreds of archaeological relics, one of the discoveries to prove the first American arrival on the peninsula, and finds evidence that the fauna in the region is eradicated and relics from the ancient Mayan culture.
This cave has a water level that extends over 345 kilometers. It is generally believed that the water level in this cave has changed more or less over time when it is possible that the amount of water around the peninsula could be used to deliver water during periods with severe drought. There was a period of the end of the ice age when the water level in the cave increased by 91 meters, which caused the cave system to be completely submerged, which left traces of prehistoric animals. However, it is worth mentioning that the cave is completely submerged so that people cannot live here, but remains have been found in a few areas here.
This is really a one-of-a-kind area in the world, where a treasure chest of archaeological artifacts is preserved and is intact in the cave. This is known as a wonder that every visitor cannot ignore when he comes to Mexico.
Location: Quintana Roo, Mexico
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<title>Join the DBS Annual Conference 2025</title>
<link>https://londonreviews.co.uk/join-the-dbs-annual-conference-2025/</link>
<comments>https://londonreviews.co.uk/join-the-dbs-annual-conference-2025/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 15:22:34 +0000</pubDate>
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<description><![CDATA[Registration is now open for the Disclosure and Barring Service’s (DBS) annual conference – a free event bringing together the safeguarding community to share expertise and drive better protection outcomes. This two-day virtual conference takes place on the 7th and 8th of October and will offer insights from leading safeguarding experts through keynote speeches, interactive [...]
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]]></description>
<content:encoded><![CDATA[<div>
Registration is now open for the Disclosure and Barring Service’s (DBS) annual conference – a free event bringing together the safeguarding community to share expertise and drive better protection outcomes. 
This two-day virtual conference takes place on the 7th and 8th of October and will offer insights from leading safeguarding experts through keynote speeches, interactive workshops, panel discussions, fireside chats and live Q&A sessions.
Day one explores DBS strategy, emerging technology, and the future of safeguarding practice. Day two focuses on effective information sharing and how better collaboration strengthens safeguarding decisions. 
You’ll hear from notable speakers including Jess Phillips, Minister for Safeguarding, Dr Gillian Fairfield, DBS Chairman, and Jeff James, Chief Executive. DBS have also partnered with key organisations in the safeguarding space such as NSPCC Online Taskforce and Ann Craft Trust to deliver sessions around the importance of keeping both children and vulnerable adults safe online. 
This conference is open to anyone working in or interested in safeguarding, including professionals from statutory services, voluntary organisations, and partner agencies. 
For those who are unable to attend live or wish to revisit sessions, on-demand access to conference content will be available exclusively to registered stakeholders after the event. DBS recommends registering even if you cannot attend live, so that you can benefit from the full range of resources and sessions. 
Browse the full two-day agenda and then register your attendance on the DBS Virtual Conference 2025 page and follow DBS on LinkedIn for updates and additional event details.
</div>
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<title>Corporation urges a culture shift in financial regulations to “regulate for growth, not just risk”</title>
<link>https://londonreviews.co.uk/corporation-urges-a-culture-shift-in-financial-regulations-to-regulate-for-growth-not-just-risk/</link>
<comments>https://londonreviews.co.uk/corporation-urges-a-culture-shift-in-financial-regulations-to-regulate-for-growth-not-just-risk/#respond</comments>
<dc:creator><![CDATA[Amelia Wilson]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 14:32:30 +0000</pubDate>
<category><![CDATA[What's On News]]></category>
<guid isPermaLink="false">https://londonreviews.co.uk/corporation-urges-a-culture-shift-in-financial-regulations-to-regulate-for-growth-not-just-risk/</guid>
<description><![CDATA[The Corporation, in collaboration with leading industry partners and law firm A&O Shearman, has today published a landmark report calling for a bold transformation in the UK’s regulatory culture to unlock economic growth and enhance international competitiveness. The report Regulating for Growth: A Cultural Shift for a Competitive UK outlines ten practical recommendations to ensure [...]
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<content:encoded><![CDATA[<div>
The Corporation, in collaboration with leading industry partners and law firm A&O Shearman, has today published a landmark report calling for a bold transformation in the UK’s regulatory culture to unlock economic growth and enhance international competitiveness.
The report Regulating for Growth: A Cultural Shift for a Competitive UK outlines ten practical recommendations to ensure that regulators, government, and industry work together to embed a growth mindset across the UK’s financial services ecosystem.
Key recommendations include collaboration between HM Treasury and the regulators to promote growth and manage risk, reforming the Financial Ombudsman Service for greater predictability, applying consumer protection rules more proportionately, and reducing cross-border regulatory friction to support global trade. Operational changes are also urged: faster approvals, smarter use of regulatory sandboxes, and a more pragmatic Senior Managers’ Regime to attract and retain top talent.
It builds on the momentum of the Financial Services and Markets Act 2023, which introduced a secondary objective (*1) for regulators to promote the international competitiveness and growth of the UK economy. The report argues that this objective must be reflected not just in new rulemaking, but also in the approach regulators take to enforcing rules and supervising firms on a daily basis.
The recommendations come at a critical time. Recently, the House of Lords Financial Services Regulation Committee warned the UK risks ceding ground to more dynamic global financial centres if it fails to align its regulatory culture with its economic ambitions.
The report’s recommendations fall under three themes:
Tone from the top
<ol>
<li>HM Treasury should provide guidance on “growth” and “competitiveness” and the regulators should clearly show how they’re pursuing those objectives, not just focusing on safety and stability.</li>
<li>The regulators should apply the secondary competitiveness and growth objective (*1) in supervision and enforcement practice, not just when writing new rules.</li>
</ol>
Core policy reforms
3. HM Treasury should reform decision-making by the Financial Ombudsman Service, so firms know what to expect and can plan better.
4. The FCA should apply consumer protection regulation more proportionately, especially in wholesale markets.
5. The FCA should work with industry to support retail investment, building on the proposals of the Advice Guidance Boundary Review (*2).
6. HM Treasury should work with the regulators to promote international trade in financial services by collaborating with overseas regulators to reduce regulatory friction, making it easier for financial services firms to do business internationally.
Day-to-day operations
7. Regulators should publish clearer, more detailed data on how quickly and efficiently they authorise and approve new firms and activities.
8. The regulators should adopt a more balanced Senior Managers and Certification Regime (*3) to reduce friction for firms and talent.
9. The regulators should use regulatory sandboxes more effectively to drive innovation and long-term policy change.
10. The regulators should improve cost-benefit analyses, including identifying hidden costs and impacts on growth that may flow from a policy.
Read the full report here: Regulating for growth: A cultural shift for a competitive UK
Lord Mayor of London, Alastair King, said:
“We must regulate for growth, not just risk. This report takes the debate on risk and growth from an abstract plane to practical recommendations that will help change mindset and ensure our regulatory system unabashedly prioritises growth.
“Guided by this year’s mayoral theme, Growth Unleashed, we are championing innovation and reigniting the City’s dormant animal spirits. The UK must embrace a more informed and responsible appetite for risk if we are to remain globally competitive.”
Chris Hayward, Policy Chairman of the Corporation, added:
“The passing of the Financial Services and Markets Act 2023 was a watershed moment, and we now have the opportunity, and the responsibility, to embed a new mindset across the regulatory system.
“This report is a call to action for regulators, government, and industry to go further and faster to reignite our appetite for responsible risk and support economic growth. We must work together to ensure our regulatory framework enables innovation, investment, and job creation across the UK.”
James Roe, Partner, A&O Shearman, said:
“We are pleased to have collaborated with leading industry partners to put forward a comprehensive set of measures that strengthen and expand upon the initiatives already in progress.
“Our goal is to ensure that financial services regulation effectively supports the growth and competitiveness of the UK economy. Achieving this requires a coordinated effort between the Government, regulators, and the industry. This report provides a clear roadmap for how we can work together to make meaningful progress.”
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<title>Four New London Restaurants Have Just Been Added To The Michelin Guide</title>
<link>https://londonreviews.co.uk/four-new-london-restaurants-have-just-been-added-to-the-michelin-guide/</link>
<comments>https://londonreviews.co.uk/four-new-london-restaurants-have-just-been-added-to-the-michelin-guide/#respond</comments>
<dc:creator><![CDATA[Michael Taylor]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 14:19:31 +0000</pubDate>
<category><![CDATA[Going Out]]></category>
<guid isPermaLink="false">https://londonreviews.co.uk/four-new-london-restaurants-have-just-been-added-to-the-michelin-guide/</guid>
<description><![CDATA[London’s reputation as a global food capital is no accident. Top chefs and hospitality teams in London are always hustling for the ultimate nod of approval – a place in the Michelin Guidebasically the restaurant world’s hall of fame. Whether it’s buzzy newcomers, creative kitchens, or neighbourhood gems, the city’s best are constantly raising the [...]
The post <a rel="nofollow" href="https://londonreviews.co.uk/four-new-london-restaurants-have-just-been-added-to-the-michelin-guide/">Four New London Restaurants Have Just Been Added To The Michelin Guide</a> appeared first on <a rel="nofollow" href="https://londonreviews.co.uk">London Reviews</a>.
]]></description>
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London’s reputation as a global food capital is no accident. Top chefs and hospitality teams in London are always hustling for the ultimate nod of approval – a place in the Michelin Guidebasically the restaurant world’s hall of fame.
Whether it’s buzzy newcomers, creative kitchens, or neighbourhood gems, the city’s best are constantly raising the bar to snag a spot in this legendary guide. Getting listed means the place is properly special, and London’s culinary scene has just received another sparkling endorsement as four London restaurants are newly welcomed into the revered Michelin Guide for August 2025.
<h2>Chapel Market Kitchen Oyster Bar & Grill</h2>
Perched amid the hustle of Angel’s Chapel Marketthis pastel-hued oyster bar opened its doors in 2024 and quickly became a magnet for seafood aficionados. The ever-evolving menu, anchored by a robust selection of oysters and a raw bar, draws on produce plucked fresh from nearby market stalls.
Diners can expect Mediterranean small plates, homemade pastas, and expertly grilled meats and fish. Michelin inspectors praised its “impressive wine list with plenty of choice by the glass” and commended the knowledgeable staff for attentive service.
<h2>Duchy</h2>
Chef Simon Shand’s latest venture, Duchyarrived in Shoreditch this May on the site of his former kitchen at Leroy. Inspired by the Duchy of Savoy – a region straddling southwest France and northwest Italy, this neighbourhood gem weaves Basque influences into its seasonal menu.
Standout dishes have included grilled John Dory with mussels, pig’s head croquette, and a barbecued pork chop dressed in bagna cauda. Michelin’s nod confirms Duchy’s place as a rising star in East London’s food world.
On the mezzanine in the National Gallery’s revamped Sainsbury Wing sits Locatelli, the London outpost of acclaimed Chef Giorgio Locatelli. Breaking the mould of the typical museum café, Locatelli brings an elevated Italian experience.
Visitors are invited to pair artistic masterpieces with artfully crafted dishes – think cappellacci stuffed with fresh peas and signature tiramisu. Downstairs, a sleek bar serves artisanal coffee and maritozzi, making this a destination for both culture and cuisine.
<h2>Ploussard</h2>
A local favourite in Battersea, Ploussard rounds out London’s latest Michelin Guide entries with its blend of chic elegance and classic bistro comfort. The restaurant’s blonde-wood interiors evoke vintage Art Deco, setting the stage for plates inspired by French tradition such as old winchester and black garlic croustade or scallop paired with chicken wing, corn, and a silky vin jaune sauce.
Though the wine list is focused rather than exhaustive, inspectors hailed its “brilliant choices,” each designed to elevate the dining experience.
London’s constant evolution on the global food stage is perhaps best reflected in these new entries: a market-fresh oyster bar, a Basque-inspired kitchen, a museum café transformed, and an artful Parisian bistro – all now certified by the world’s foremost restaurant guide.
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<title>Companies House recognised for exemplary workplace culture with top award</title>
<link>https://londonreviews.co.uk/companies-house-recognised-for-exemplary-workplace-culture-with-top-award/</link>
<comments>https://londonreviews.co.uk/companies-house-recognised-for-exemplary-workplace-culture-with-top-award/#respond</comments>
<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 14:14:26 +0000</pubDate>
<category><![CDATA[What's On News]]></category>
<guid isPermaLink="false">https://londonreviews.co.uk/companies-house-recognised-for-exemplary-workplace-culture-with-top-award/</guid>
<description><![CDATA[Companies House has been recognised with the ‘We Invest in Wellbeing’ platinum award from Investors in People. The achievement follows an in-depth assessment of the agency’s workplace culture. This involved detailed staff engagement and included one-to-one interviews, focus groups, observations of key meetings and people surveys. Investors in People is the international standard for people [...]
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]]></description>
<content:encoded><![CDATA[<div>
Companies House has been recognised with the ‘We Invest in Wellbeing’ platinum award from Investors in People.
The achievement follows an in-depth assessment of the agency’s workplace culture. This involved detailed staff engagement and included one-to-one interviews, focus groups, observations of key meetings and people surveys.
Investors in People is the international standard for people management. The wellbeing award is achieved by making an outstanding effort to support each other’s social, physical and psychological wellbeing in the workplace.
Platinum is the highest level of accreditation it’s possible to achieve for the ‘We Invest in Wellbeing’ award.
Companies House Chief Executive Louise Smyth said:
<blockquote>
This outcome is an excellent achievement for us at Companies House, particularly during a period of significant transformation. It reflects the commitment and care our people bring to fostering a positive, supportive working environment – one where wellbeing is prioritised to help our culture thrive.
As I reach the end of my time as chief executive, I do so with immense confidence for the future of this organisation. I know Companies House will continue to evolve in ways that support both professional excellence and the wellbeing of everyone who works here.
</blockquote>
Paul Devoy, CEO of Investors in People, said:
<blockquote>
We would once again like to congratulate Companies House for receiving platinum accreditation. Platinum accreditation on We invest in wellbeing is a fantastic effort for any organisation, and places Companies House in fine company with a host of organisations that understand the value of wellbeing.
</blockquote>
As well as platinum ‘We Invest in Wellbeing’ accreditation, Companies House also achieved Investors in People’s ‘We Invest in People’ platinum award in 2023.
Companies House is creating hundreds of new posts to enable digital transformation and legislative reform. Find further information about working for Companies House and details of current vacancies.
</div>
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<title>Clean energy and jobs from publicly-owned Great British Energy</title>
<link>https://londonreviews.co.uk/clean-energy-and-jobs-from-publicly-owned-great-british-energy/</link>
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<pubDate>Tue, 16 Sep 2025 13:06:31 +0000</pubDate>
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<description><![CDATA[Government sets objectives for how the publicly-owned Great British Energy will drive the expansion of homegrown clean energy – to support skilled jobs, economic growth and help protect British billpayers Working people and communities will be at the heart of the company’s work, with an aim to increase public ownership in clean energy and back [...]
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<content:encoded><![CDATA[<div>
<div class="call-to-action">
<ul>
<li>Government sets objectives for how the publicly-owned Great British Energy will drive the expansion of homegrown clean energy – to support skilled jobs, economic growth and help protect British billpayers</li>
<li>Working people and communities will be at the heart of the company’s work, with an aim to increase public ownership in clean energy and back British supply chains</li>
<li>Clear vision for the publicly-owned company to develop, invest in and own clean energy projects, with solar panels on schools and hospitals already delivering savings</li>
</ul>
</div>
Working people will benefit from the new publicly-owned company Great British Energy’s investments in clean energy, supporting jobs and growth, as part of the government’s Plan for Change. 
Energy Secretary Ed Miliband has today (Tuesday 16 September) set out his vision for Great British Energy, detailing his expectations for how the UK’s publicly-owned clean power company will deliver on the government’s clean energy superpower mission – that will take back control of Britain’s energy supply to protect billpayers from global fossil fuel price spikes. 
Great British Energy is already delivering savings to the British public at a local level, following its investment of around £200 million in solar and renewable energy projects on schools, hospitals and public buildings across the country, with solar panels already starting to cut bills for vital public services. 
Under its objectives, the company will drive clean energy deployment across the whole of the UK, as a developer, investor, and owner of clean energy projects – working in tandem with the private sector, devolved governments, local authorities and community energy groups. 
Throughout this, the company will be required to put working people and communities at the heart of the clean energy transition – by increasing public ownership and community involvement in the development of clean energy projects, and supporting jobs and economic growth across the UK. 
The government has also now set a target for Great British Energy to start making returns on its commercial activities as a whole by 2030. This includes a requirement for the company to have a plan for becoming self-financing in place by 2030, with profits reinvested into clean energy projects that will help protect billpayers permanently. 
The strategic priorities – agreed by all devolved governments – set a clear vision for how Great British Energy will provide a catalyst for the expansion of the UK’s homegrown, clean energy supply. It follows the passing of the Great British Energy Act in May. 
Energy Secretary Ed Miliband said: 
<blockquote>
It is time to make things and own things in Britain again. That’s why we have set up Great British Energy to be a new national champion and allow us to reap the benefits of Britain’s abundant natural resources. 
Great British Energy will place working people, communities and British industries at its core, turbocharging clean energy across the country as part of our clean power mission. 
</blockquote>
The government has today confirmed the 3 key areas that the company should focus on to meet these objectives: 
<ul>
<li>investment in and development of nascent and more established technologies and assets required for Clean Power 2030 and beyond</li>
<li>activity in domestic supply chains to build long-term domestic resilience and economic growth</li>
<li>supporting the growth of local and community energy, working alongside government to deliver a Local Power Plan that will help to ensure local people and communities benefit from the clean energy transition</li>
</ul>
Great British Energy will produce a strategic plan within 6 months, setting out how it will meet the Energy Secretary’s expectations to support the clean power mission and deliver for the British public. 
Great British Energy’s <abbr title="chief executive officer">CEO</abbr>, Dan McGrail said: 
<blockquote>
Work is already underway at Great British Energy to deliver our Strategic Plan, and we welcome the Secretary of State’s recommendations. Most of the clean energy projects in the government’s’ Industrial Strategy will flow through Great British Energy, enabling us to be the green growth engine for the UK. 
We are going to invest £1 billion in domestic supply chains, which I expect will unlock billions more in investment and create thousands of jobs. Along with our partners like The National Wealth Fund, The Crown Estate, Great British Energy-Nuclear and many more, we are primed to develop innovative ways to grow new renewable technologies, ensuring our energy is engineered in the UK.
</blockquote>
The company will also continue to work closely with the National Wealth Fund and build on key partnerships made over the last year, to support the development of clean energy projects – including with The Crown Estate and Crown Estate Scotland. This has already seen Great British Energy and the government join forces with The Crown Estate and industry to invest £1 billion in offshore wind supply chains, supporting economic growth and skilled well-paid jobs across UK. 
<h2 id="notes-to-editors">Notes to editors </h2>
The Great British Energy Act 2025 set a requirement for the government to publish a Statement of Strategic Priorities for Great British Energy within 6 months. 
In March, Great British Energy awarded £180 million to fund rooftop solar panels at schools and NHS sites, set to deliver savings of up to £400 million over 30 years. 
In July, Great British Energy awarded mayoral authorities across England a share of £10 million in grant funding to roll out clean energy projects for community buildings, including care homes, leisure centres and libraries. The schemes are estimated to produce £35 million of lifetime savings on energy bills, money which can be reinvested in vital services. 
The devolved governments are receiving separate funding over £9.3 million from Great British Energy for public sector or community renewable energy schemes.
</div>
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<title>Looking to our future: reflections on the strategic choices ahead for the MHRA</title>
<link>https://londonreviews.co.uk/looking-to-our-future-reflections-on-the-strategic-choices-ahead-for-the-mhra/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 11:58:27 +0000</pubDate>
<category><![CDATA[What's On News]]></category>
<guid isPermaLink="false">https://londonreviews.co.uk/looking-to-our-future-reflections-on-the-strategic-choices-ahead-for-the-mhra/</guid>
<description><![CDATA[At the Medicines and Healthcare products Regulatory Agency (MHRA), we are at a pivotal moment in our journey to become a global leader in our field. Over the coming months, we are developing a new multi-year strategy that will define our direction, mission, values and focus through to 2030. This is more than a planning [...]
The post <a rel="nofollow" href="https://londonreviews.co.uk/looking-to-our-future-reflections-on-the-strategic-choices-ahead-for-the-mhra/">Looking to our future: reflections on the strategic choices ahead for the MHRA</a> appeared first on <a rel="nofollow" href="https://londonreviews.co.uk">London Reviews</a>.
]]></description>
<content:encoded><![CDATA[<div>
At the Medicines and Healthcare products Regulatory Agency (MHRA), we are at a pivotal moment in our journey to become a global leader in our field.
Over the coming months, we are developing a new multi-year strategy that will define our direction, mission, values and focus through to 2030. This is more than a planning exercise; it’s an opportunity to consider carefully the role we play in the health and life sciences ecosystem, and how we can best serve patients and the public in a rapidly changing world.
As I approach six months in post as the MHRA’s Chief Executive, I’ve been reflecting on the scale and complexity of the challenges we face, and I am excited by the opportunities they present.
<h2 id="giving-patients-confidence-in-their-choices">Giving patients confidence in their choices</h2>
The landscape of healthcare, science and regulation needs to evolve rapidly. From the rise of personalised medicine and AI-driven diagnostics; to the growing consumerism of healthcare, where people need reliable information to guide their choices; and the disruptions we have experienced to global supply chains; the MHRA must adapt to remain effective, trusted and pioneering.
One of the most fundamental questions we face is: how do we best serve the patients of this country? Our central role is to protect patient safety, and that will always be the cornerstone of the agency; but we know that high-quality care is about more than safety alone. It’s also about effectiveness, timeliness, experience; and increasingly, about empowering patients to make informed choices within what we are thinking of as the “preference zone” (another next blog in this series from Sir David Spiegelhalter will explain this concept further).
Briefly, this is the space where treatments meet acceptable standards of safety and efficacy, but may not be universally recommended as the standard of care, and where patients, supported by their clinicians, should be able decide what’s right for them, based on their prognosis, circumstances and preferences.
For example, I spoke recently with an extraordinary man who was one of the first people to successfully undergo the novel gene-editing therapy for Sickle Cell Anaemia. He knew this ground-breaking treatment carried risks, but he made the choice to have the treatment, which has effectively “cured” him, because the alternative was continual, severe pain. Whilst he still faces challenges, he can now look forward to a life without pain and to seeing his young child grow up. To his immense credit, he uses this opportunity to campaign for wider availability of gene therapies, especially in the global south where they are so needed.
The role of the regulator is not to eliminate all possible risks – to do so would mean denying access to such novel therapies which hold great potential – but to ensure medicines and health technologies are acceptably safe and effective and to frame those choices for patients, advised by their clinicians.
To support this ‘quality choice architecture’, we are working to define a clearer framework for risk-proportionate regulation. This needs to have due consideration for both safety and innovation. It should allow us to be more agile and responsive, without compromising trust, and to best serve the preferences of the patients of our country.
<h2 id="specialist-and-comprehensive--working-with-trusted-partners">Specialist and comprehensive – working with trusted partners</h2>
We are also working through how to balance finite resources with growing demand. It is no secret that the MHRA struggled to maintain its performance targets in recent years. I am reassured that that this Government has committed to a strong and well-resourced MHRA as a cornerstone of the UK life sciences system. That sector needs to thrive for the good of the health service and the economy, and we want to continue to be a foundational partner in its success.
We have built back expertise that was lost after the European Medicines Agency departed London. The MHRA is now appreciably larger than its pre-Brexit size, in terms of its scientific experts and other roles, and is back on top of its performance targets, providing a fast, expert and open service.
But to balance the rising demand for our services with available resources, we must make strategic choices about where we specialise in regulatory science, and where we rely on trusted international peer regulators so that we can cover comprehensively the full span of medicines and devices that should be available to UK patients.
We will also make greater use of automation and AI in the period ahead to continuously improve our speed, accuracy and productivity, ensuring our regulatory processes are not a barrier to innovation, but a catalyst for it.
<h2 id="a-strategy-built-on-engagement">A strategy built on engagement</h2>
Our new strategy will not be written behind closed doors. We are committed to engaging widely and openly, and have already begun conversations with patients, clinicians, researchers, industry, international partners, and the wider public, as well as with our expert and committed staff. We are working to hear the views of all of those groups on the big questions we face.
We know we don’t have all the answers, and we believe the best strategy will be one that is co-created with those we serve and those we work alongside.
<h2 id="looking-ahead">Looking ahead</h2>
The years to 2030 will be critical for the MHRA. We know we have to adapt to regulate scientific and technological advances such as gene and cell therapies for personalised medicine, and AI as a medical device. We need to support the UK’s ambitions in life sciences innovation and to respond to the growing complexity of global health challenges. We must also be ready to speak with authority and clarity in an age of insidious misinformation.
Above all, we must continue to protect and improve the health of millions of people every day through the effective regulation of medicines and medical devices/technologies.
This is a moment to think ambitiously, to listen openly, and to act decisively.
As we continue to shape our strategy, we will keep listening and learning from the partners who share our ambitions. The challenges, some of which I’ve outlined here, are significant, but so too are the opportunities. I have every confidence that the MHRA, through the talent and dedication of our people, will rise to meet these challenges and continue to serve patients and the public with distinction.
</div>
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<title>Vorasidenib approved to treat patients 12 years and older with grade 2 astrocytoma or oligodendroglioma with a susceptible IDH1 or IDH2 mutation</title>
<link>https://londonreviews.co.uk/vorasidenib-approved-to-treat-patients-12-years-and-older-with-grade-2-astrocytoma-or-oligodendroglioma-with-a-susceptible-idh1-or-idh2-mutation/</link>
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<dc:creator><![CDATA[News Room]]></dc:creator>
<pubDate>Tue, 16 Sep 2025 10:50:25 +0000</pubDate>
<category><![CDATA[What's On News]]></category>
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<description><![CDATA[The Medicines and Healthcare products Regulatory Agency (MHRA) has today, 16th September 2025, approved the medicine vorasidenib (Voranigo) to treat adults and children 12 years of age and older with certain types of brain tumours, known as grade 2 astrocytoma or oligodendroglioma with a susceptible isocitrate dehydrogenase mutation (IDH1 or IDH2). The medicine is for [...]
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]]></description>
<content:encoded><![CDATA[<div>
The Medicines and Healthcare products Regulatory Agency (MHRA) has today, 16th September 2025, approved the medicine vorasidenib (Voranigo) to treat adults and children 12 years of age and older with certain types of brain tumours, known as grade 2 astrocytoma or oligodendroglioma with a susceptible isocitrate dehydrogenase mutation (IDH1 or IDH2). 
The medicine is for patients who are not in need of immediate chemotherapy or radiotherapy following surgical intervention 
Astrocytoma or oligodendroglioma with an IDH mutation is a type of brain tumour that starts in the glial cells of the brain and has a specific genetic mutation in the IDH1 or IDH2 genes. This mutation changes how the cells grow and can lead to an overproduction of a substance called 2-hydroxyglutarate (2-HG), which promotes tumour growth. 
By blocking these proteins, vorasidenib, stops the abnormal production of 2 HG which helps to slow or stop the cancer from growing. 
Vorasidenib has been approved through Project Orbis, a global partnership between the MHRA, and its regulatory counterparts in Australia, Canada, Singapore, Switzerland, Brazil, and Israel, coordinated by the US Food and Drug Administration (FDA). The programme reviews and approves promising cancer drugs, helping patients to access treatments more quickly. 
<h3 id="julian-beach-mhra-executive-director-healthcare-quality-and-access-said">Julian Beach, MHRA Executive Director, Healthcare Quality and Access, said: </h3>
“Project Orbis opens access to safe and effective new cancer drugs for patients that need them, and we are assured that the appropriate regulatory standards for the approval of this medicine have been met. 
“As with all products, we will keep the safety of this medicine under close review.”    
Vorasidenib is taken as oral tablets once daily. The recommended dosage for adults is 40mg once daily, while for children aged 12 years and older, the dose is based on body weight. Patients weighing 40kg or more are recommended to take 40mg once daily, while those weighing less than 40kg should take 20mg once daily. 
This approval is supported by evidence from a randomised, double-blind clinical trial involving 331 patients with IDH1- or IDH2-mutant grade 2 astrocytoma or oligodendroglioma. Patients receiving vorasidenib had significantly longer progression-free survival (27.7 months versus 11.1 months for placebo). 
The most common side effects of the medicine (which may affect more than 1 in 10 people) include an increased amount of liver enzymes, abdominal pain, diarrhoea, tiredness, and a decreased amount of blood platelets. 
As with any medicine, the MHRA will keep the safety of vorasidenib under close review. 
Anyone who suspects they are having a side effect from a medicine are encouraged to talk to their doctor or another healthcare professional and report it directly to the Yellow Card scheme, either through the website (https://yellowcard.mhra.gov.uk/) or by searching the Google Play or Apple App stores for MHRA Yellow Card. 
<h3 id="notes-to-editors">Notes to editors   </h3>
<ul>
<li>
The new marketing authorisation was granted on 16th September 2025, to Les Laboratoires Servier 
</li>
<li>
More information can be found in the Summary of Product Characteristics and Patient Information leaflets which will be published on the MHRA Products website within 7 days of approval. 
</li>
<li>
The aim of Project Orbis is to deliver faster patient access to innovative cancer treatments with potential benefits over existing therapies. For more information, see: Project Orbis – GOV.UK 
</li>
<li>
The Medicines and Healthcare products Regulatory Agency (MHRA) is responsible for regulating all medicines and medical devices in the UK by ensuring they work and are acceptably safe. All our work is underpinned by robust and fact-based judgements to ensure that the benefits justify any risks. 
</li>
<li>
The MHRA is an executive agency of the Department of Health and Social Care. 
</li>
<li>
For media enquiries, please contact the newscentre@mhra.gov.uk, or call on 020 3080 7651.
</li>
</ul>
</div>
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<title>Principles for navigating the social aspects of grid transformation launched</title>
<link>https://londonreviews.co.uk/principles-for-navigating-the-social-aspects-of-grid-transformation-launched/</link>
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<pubDate>Tue, 16 Sep 2025 09:42:26 +0000</pubDate>
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<guid isPermaLink="false">https://londonreviews.co.uk/principles-for-navigating-the-social-aspects-of-grid-transformation-launched/</guid>
<description><![CDATA[A new set of 8 principles have been launched by the Government Office for Science to consider the social dimensions of grid transformation for policymaking.
The post <a rel="nofollow" href="https://londonreviews.co.uk/principles-for-navigating-the-social-aspects-of-grid-transformation-launched/">Principles for navigating the social aspects of grid transformation launched</a> appeared first on <a rel="nofollow" href="https://londonreviews.co.uk">London Reviews</a>.
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<content:encoded><![CDATA[A new set of 8 principles have been launched by the Government Office for Science to consider the social dimensions of grid transformation for policymaking.
The post <a rel="nofollow" href="https://londonreviews.co.uk/principles-for-navigating-the-social-aspects-of-grid-transformation-launched/">Principles for navigating the social aspects of grid transformation launched</a> appeared first on <a rel="nofollow" href="https://londonreviews.co.uk">London Reviews</a>.
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