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B&Q

B&Q is a multinational DIY and retailing company, founded in 1969 by Richard Block and in , . It is owned by , an international retailer operating across Europe, and is headquartered in , . With 317 stores in the and as of July 2025, B&Q is the UK's largest and garden centre retailer, offering more than 30,000 products in areas such as tools, building materials, kitchens, bathrooms, and gardening supplies. The company began as a single store in a disused on Portswood Road and expanded rapidly during the 1970s to 26 locations across southeast . In the 1980s, B&Q acquired the Scottish DIY chain Dodge City and became part of the Kingfisher Group (then known as Paternoster), which facilitated further growth across the . By the , it had established a strong presence in the market, and in 2000, B&Q launched its transactional website, diy.com, enhancing accessibility for customers. Today, B&Q integrates physical stores with online sales, supporting click-and-collect services and , while emphasizing initiatives like responsible sourcing and community engagement. As part of , which operates over 1,900 stores in seven countries across under various banners as of 2025, B&Q contributes significantly to the group's portfolio focused on consumer and trade customers. In recent years, B&Q has reported robust sales in big-ticket items like kitchens and bathrooms, with like-for-like sales growth of 4.4% in the first half of 2025 (ended 31 July 2025), driven by trade professionals via the TradePoint banner who account for 22.4% of its sales. The retailer continues to adapt to market demands, including expansion and cost efficiencies, positioning it as a key player in the European sector.

History

Founding and early expansion (1969–1979)

B&Q was founded on March 5, 1969, by brothers-in-law Richard Block and in a disused on Portswood Road in , . Originally named Block & Quayle and quickly shortened to B&Q, the store aimed to provide customers with affordable DIY supplies, longer opening hours, and a wider product range than traditional hardware shops. The founders converted the former into a focused on do-it-yourself tools, building materials, and items, such as power tools, sheet boarding, and products, catering to the growing interest in home renovation during the late . The initial store proved an immediate success, capitalizing on the emerging DIY culture in the UK by offering a self-service format that allowed customers to browse and select items independently, reducing costs and enhancing accessibility. This model emphasized low prices through efficient operations and a commitment to value, setting B&Q apart from more conventional, service-heavy retailers of the era. Early operations highlighted practical home enhancement solutions, appealing to homeowners seeking to personalize their spaces amid post-war housing booms and rising disposable incomes. B&Q experienced rapid organic growth throughout the 1970s, opening its second store in and expanding steadily across the South East of England to meet increasing demand for resources. By the end of the decade, the chain had grown to 26 outlets, primarily in southern regions, through a strategy of targeted site selection in suburban areas with high potential for DIY enthusiasts. This expansion solidified B&Q's position as a key player in the UK's burgeoning sector, prioritizing an affordable, customer-friendly approach that resonated with the era's emphasis on self-reliance and homeownership.

Acquisition by Kingfisher and 1980s growth

In 1982, Paternoster Stores Ltd, the predecessor to , acquired F. W. & Co. Ltd. for approximately $279 million, bringing the British operations—including the B&Q DIY chain, which had purchased two years earlier for £16.8 million—under new ownership. This transaction marked B&Q's formal integration into the emerging group, enabling synergies with 's existing outlets and facilitating a strategic focus on expanding the DIY sector amid rising consumer interest in home renovation during the early economic . To capitalize on this momentum, B&Q launched its enduring slogan ". You will do it. At B&Q" in , emphasizing customer empowerment in DIY projects and aligning with the brand's mission to make accessible to everyday consumers. The campaign resonated strongly, helping to build brand loyalty as B&Q positioned itself as a supportive partner in tackling household tasks, from basic repairs to more ambitious builds. Under Kingfisher's backing, B&Q underwent rapid national expansion throughout the , growing from 28 stores at the end of the to over 200 by , driven by acquisitions such as the Scottish Dodge City chain in 1981 and in 1984. This scaling included a shift toward larger out-of-town formats to accommodate broader product ranges and increased , with the opening of the company's first superstore in in 1986 exemplifying the move to expansive warehouse-style locations that became a hallmark of the era. Financially, the expansion propelled early milestones, including annual turnover surpassing £100 million by 1985, reflecting B&Q's rising dominance in the UK DIY market. By the decade's close, these developments had solidified B&Q as Kingfisher's flagship brand, setting the stage for further consolidation.

1990s developments

During the 1990s, B&Q focused on consolidating its position in the market through steady store expansion and product innovation, building on the integration benefits from its 1982 acquisition by . By the late 1990s, the company operated approximately 280 DIY centers across the , reflecting amid a competitive sector. A key aspect of this period was B&Q's emphasis on eco-friendly products, exemplified by the launch of its first timber sourcing policy in aimed at reducing and in supply chains, alongside the introduction of peat-free compost to minimize environmental impact from horticultural sales. The decade also saw B&Q navigating economic challenges, including a notable dip in 1996. In the six months ending July 1995 (reported in early 1996), B&Q's profits fell as part of broader group pressures at , attributed to overexpansion and subdued in the sector, prompting subsequent store rationalization to streamline operations and refocus on profitability. B&Q's initial international foray during this era involved a in , established in 1996 with local partner Test Rite International to test the Asian market. This partnership opened B&Q's first stores outside , adapting the format to local preferences, though the venture proved short-lived and sold its 50% stake in 2007 for approximately £52 million, yielding a £25 million profit.

2000s internationalization and challenges

In the early 2000s, B&Q pursued aggressive internationalization as part of Kingfisher's strategy to tap into high-growth emerging markets. A key focus was China, where the company had entered via a 1999 joint venture with local partner Home-Dec, holding a 65% stake, but accelerated expansion with its first Beijing store opening in October 2003, followed by two additional outlets in the city in 2004. By 2007, B&Q operated 59 stores across China, having added 10 new locations in the prior year alone, with sales growing 41% amid adaptation to local preferences through "China It Yourself" (CIY) services and in-store design consultations for new homeowners. Beyond China, B&Q extended its footprint through a 50% with in , formalized in 2000 under the Koçtaş brand, which applied B&Q-inspired and sourcing to the local market. This partnership leveraged Kingfisher's expertise to support Koçtaş's growth, with the venture contributing to steady retail profit increases by the mid-2000s. The 2007–2008 global financial crisis posed significant challenges, exacerbating a slowdown in the housing market and leading to a 9.2% like-for-like sales decline at B&Q in the final quarter of 2008. In response to domestic pressures, B&Q enhanced its offerings for professional customers by launching TradePoint, an in-store trade-focused counter concept, with initial rollouts beginning in 2009 to capture the builder and trade segment. Internationally, the crisis compounded a property slump, prompting B&Q to close 22 of its 63 stores and downsize 17 others by 2009, reducing the network to 41 outlets.

2010s restructuring

During the , B&Q underwent significant restructuring as part of 's strategy to streamline operations and refocus on profitable core markets in the and , following challenges from international expansions in the previous decade. In May 2011, acquired 31 stores from the collapsed chain for £23 million, converting most into B&Q outlets to bolster its domestic presence and capture market share from the rival. This integration added key locations across the , supporting B&Q's efforts to consolidate its position in the sector. To address persistent losses in —stemming from the housing market slump and operational difficulties— divested from the market by selling a 70% controlling stake in B&Q China to Wumei Holdings for £140 million in December 2014, marking a strategic retreat from non-core operations. Concurrently, B&Q rationalized its by closing underperforming locations; in March 2015, the company announced plans to shut around 60 outlets in the UK and over the following two years, aiming to reduce costs and improve efficiency amid declining like-for-like sales. These closures, which impacted approximately 3,000 jobs, were part of a broader that prioritized high-performing sites and urban formats. B&Q accelerated its digital transformation during this period to adapt to shifting consumer behaviors, investing £60 million in late 2014 to launch a fully responsive website that enhanced accessibility and product discovery. The retailer also relaunched its as the B&Q Club in 2013, facilitating personalized offers and driving online engagement. By mid-decade, these initiatives contributed to online sales comprising a growing share of , supporting overall recovery. Sustainability remained a core pillar of B&Q's , building on earlier commitments with updated policies and innovations. In 2015, B&Q revised its Timber & Buying Standards to mandate 100% responsibly sourced materials through certifications like FSC and PEFC, with full chain-of-custody verification, as part of the ongoing One Planet Home program. The company also advanced eco-friendly designs, partnering with in 2016 to open an "Eco Learning " in featuring solar collectors, , and low-energy systems to demonstrate sustainable practices. These efforts underscored B&Q's emphasis on environmental responsibility amid operational changes.

2020s performance and expansions

In early 2020, B&Q temporarily closed all its and stores due to , resulting in a 24% decline in group sales for the three months ending April 2020. The company rebounded strongly in 2021, posting annual sales growth of 13% as demand for surged post-lockdown. B&Q continued its expansion in 2024–2025 through strategic acquisitions and new openings. In January 2025, it acquired five leasehold stores in the for £2.5 million, located in , , , , and , with conversions to B&Q format completed by year-end. In December 2024, B&Q purchased three stores in for €3.7 million, which opened as B&Q locations in May 2025 in , , and , expanding its Irish network to 11 stores. Additionally, B&Q opened its new store at in September 2025, marking a significant addition to its presence. E-commerce played a key role in B&Q's 2020s growth, building on digital investments from the 2010s. In the first half of fiscal year 2025/26 (ending July 2025), online sales grew 23.8% year-over-year, reaching 16.4% penetration of total B&Q sales, fueled by its marketplace model that now accounts for a substantial share of digital revenue. On sustainability, B&Q partnered with in 2025 to achieve zero-emissions operations by 2040, including a transition to alternative fuels like across its fleet—the second largest LNG fleet in the country—and AI-powered route optimization that reduced CO₂ emissions by an estimated 150 tonnes annually in initial trials. Full implementation of these measures began in 2025.

Business operations

Store formats and locations

B&Q operates a network of over 300 physical stores across the and as of late 2025, with a total of 317 locations reported as of July 2025, including recent conversions from former sites. The company's retail footprint is concentrated in the UK, where it maintains 301 stores as of September 2025, predominantly in with 252 outlets, while hosts 11 stores following expansions. The primary store format consists of large out-of-town superstores, typically ranging from 50,000 to 100,000 square feet, designed for comprehensive DIY and shopping with extensive product displays and parking facilities. Complementing these are smaller B&Q Local outlets in urban high-street or settings, averaging 3,000 to 5,400 square feet, which focus on convenience for quick purchases and services such as key cutting and minor repairs. Within many superstores and larger formats, dedicated TradePoint sections cater exclusively to tradespeople, offering bulk pricing, extended hours, and specialized tools upon membership verification. Geographically, B&Q's presence is densest in southern and central , exemplified by the original store in Nursling, which serves as a location due to its historical significance as the company's founding site in 1969. Recent growth includes three new Irish stores opened in May 2025 in , , and , converted from leases to bolster regional coverage. The company maintains no physical stores or under the B&Q banner as of 2025, focusing expansion efforts domestically. In-store services enhance accessibility, including for orders ready in as little as 15 minutes from over 22,500 products, on-site paint mixing with custom color matching, and next-day delivery options available from most locations for standard items.

Product ranges and own brands

B&Q's product ranges center on do-it-yourself (DIY) essentials and , encompassing categories such as tools, and decorating supplies, and electrical fittings, kitchens, bathrooms, products, and building materials. These offerings support a wide array of home projects, from basic repairs to full renovations, with an emphasis on accessibility for both amateur and professional users. For instance, the tools category includes hand tools, power tools, and accessories under brands like Magnusson, while features outdoor furniture, plants, seeds, materials, and power equipment like lawnmowers. In recent years, B&Q has seen notable growth in big-ticket items, particularly appliances integrated with and ranges, which recorded increases for three consecutive quarters through September 2025. This uptick reflects strengthened demand for comprehensive home upgrade solutions, including fitted kitchens and storage units, contributing to overall sales momentum. B&Q emphasizes own exclusive brands developed by parent company to provide affordable, quality alternatives tailored to needs. Key examples include GoodHome, which covers available in a vast array of colors for interior and exterior use, as well as complete and collections with options like shaker-style doors and integrated appliances. focuses on garden solutions such as furniture and outdoor living products, while Magnusson offers durable tools for DIY tasks. These brands, along with others like Erbauer for professional-grade power tools, enable B&Q to differentiate through value-driven innovation. Sourcing for these products prioritizes , with B&Q committing to eco-certifications across its . As of the 2024/25 , 99.8% of wood and paper products were responsibly sourced, progressing toward the goal of achieving 100% by 2025/26 through partnerships with certified suppliers and policies against . This approach extends to localized suppliers where feasible, ensuring compliance with environmental standards like certification for timber-based items. In its 2025 Build a Life Report, B&Q reported a 66.3% reduction in Scope 1 and 2 carbon emissions since 2016/17, 99% of from renewable sources in 2024/25, and 64.7% of products featuring sustainable attributes. Innovations in 2025 include AI-optimized inventory management to enhance product availability, utilizing to predict consumer needs and streamline stock levels across categories. These tools support efficient operations, complementing in-store services for seamless customer experiences.

Corporate structure

Ownership and subsidiaries

B&Q Limited is a wholly owned subsidiary of , having been acquired by the company in 1982 as part of its expansion into the sector. As the primary operating entity for B&Q's retail activities, B&Q Limited reported net assets of £2,480.6 million as of 31 January 2025. Within the Kingfisher group, B&Q maintains related subsidiaries to support its operations, including B&Q Ireland Limited, which handles activities in the as an indirect subsidiary of . B&Q also has indirect ties to other Kingfisher entities, such as the trade-focused chain and the TradePoint service, which operates within select B&Q stores to serve professional customers. B&Q does not operate any independent subsidiaries outside this structure. Governance of B&Q is integrated into plc's framework, with oversight provided by the parent company's , led by CEO Thierry Garnier and supported by key executives including CFO Bhavesh Mistry. This includes alignment with 's "Powered by Kingfisher" strategy, emphasizing dominance in the home improvement market through , growth, and trade propositions. All B&Q operations fall under 's broader network of over 1,900 stores across eight countries.

Financial performance

In the financial year 2024/25, B&Q generated total sales of £3.82 billion in the UK and , reflecting a like-for-like decline of 0.4%, amid a challenging market environment for the sector. This performance contributed to plc's overall adjusted pre-tax profit of £528 million, a 7% decrease from the prior year, as the group navigated inflationary pressures and softer demand in certain categories. B&Q's e-commerce sales penetration reached 15% for the full year, up from 13% in FY 2023/24, supported by strong growth in its , which accounted for 43% of B&Q's sales. In the fourth quarter of 2024, sales grew by 8.4%, driven by marketplace and online demand at B&Q. Growth in big-ticket items, such as kitchens and bathrooms, helped offset weaker performance in seasonal goods like products. For the first half of FY 2025/26 (ended 31 July 2025), B&Q achieved like-for-like sales growth of 4.4%, with total sales reaching £2.17 billion, fueled by increases in volume and transactions, particularly in paints, tools, and hardware. This strong showing supported Kingfisher's group adjusted pre-tax profit of £368 million, a 10.2% rise year-over-year. Looking ahead, upgraded its full-year FY 2025/26 guidance to the upper end of the £480–£540 million range for adjusted pre-tax profit, attributing the optimism to B&Q's continued volume and transaction momentum alongside cost discipline. included £2.5 million for the acquisition of five stores in the UK, set for conversion to B&Q formats by the end of calendar year 2025, enhancing its store network.

Customers and market position

Customer demographics

B&Q's customer base is predominantly composed of and homeowners and renters engaged in activities, with a core focus on middle-aged homeowners who prioritize renovations over relocation. According to B&Q's ": 2025" consumer insights report, 49% of residents have resided in their current home for more than a decade, while 61% of homeowners plan to remain in place for the next five years or longer, fostering sustained demand for adaptive home projects. This demographic stability underpins approximately 63% of Group's sales from resilient consumer segments in the and Iberia, where B&Q operates as the primary DIY banner. The primary customer profile centers on homeowners aged 35–54, who form the backbone of DIY spending, though younger cohorts are increasingly prominent. B&Q's 2025 insights highlight a rise in Gen Z tradespeople, with 39% entering the profession due to its perceived business savvy and entrepreneurial potential, reflecting a shift toward viewing trades as viable career paths amid economic uncertainties. Additionally, participation is growing, as evidenced by Gen Z women leading complex DIY projects and challenging traditional stereotypes, with over three-quarters reporting enjoyment in tasks. B&Q segments its customers into DIY enthusiasts, who account for the majority of transactions, and professional tradespeople served through the TradePoint program. In the financial year 2024/25, TradePoint contributed 23.4% of B&Q's total sales (£887 million out of £3,820 million), up from 21.8% the prior year, indicating that professionals represent about one-quarter of the customer mix while DIY users drive the remaining 76.6%. This balance is supported by growing shares among female and young buyers, with 73% of consumers identifying as capable DIYers and 62% preferring self-managed projects over hiring external help. Customer remains strong, particularly in digital channels, where penetration reached 15% of B&Q sales in 2024/25, with Group's monthly active app users increasing 18% year-over-year and trade program memberships growing 30%. Post-pandemic, there has been a notable shift toward big-ticket projects, with heightened DIY leading to bolder renovations among long-term residents. B&Q briefly references as a key research tool, aligning with broader efforts. In Q3 2025 (August-October), B&Q experienced an overall decline but saw continued positive in showroom sales for big-ticket items like kitchens and bathrooms.

Marketing and sales channels

B&Q primarily operates through physical stores, which account for the majority of its sales, supplemented by an expanding online presence that represented 16.4% of total sales in the first half of 2025. Online sales grew by 23.8% year-over-year during this period, driven by enhanced digital capabilities and customer demand for convenient purchasing options. To broaden its product assortment, B&Q introduced a model in 2022, enabling third-party sellers to offer over 1.5 million items on its platform, diy.com, with gross merchandise value reaching £228 million in the first half of 2025, up 45.4% from the prior year. This model integrates with services, such as the 2025 launch of click-and-collect for marketplace orders, allowing customers to pick up third-party products from local stores to streamline the shopping experience. Central to B&Q's is its longstanding "" slogan, first introduced in the early as "You can do it when you B&Q it" to emphasize consumer empowerment in projects. Over time, the slogan evolved into a simpler "" form, becoming one of the brand's most recognized assets, with 90% of the adult population associating it with B&Q by 2024. In 2024, B&Q revitalized the slogan through a campaign featuring out-of-home advertisements and TV spots that addressed common DIY doubts, portraying everyday tools as metaphors for overcoming fears to inspire action among homeowners. However, elements of the campaign, including a TV advert depicting a demolishing an interior with a , drew backlash from builders who deemed it irresponsible for promoting potentially unsafe amateur renovations without professional guidance. B&Q's promotional efforts in 2025 included targeted insights from its "" report, highlighting Gen Z's perspective on trade careers as a strategic choice, with 39% citing good pay and 30% noting opportunities for as key attractions. These findings were leveraged to promote DIY and trade-related products, positioning B&Q as a supporter of young professionals entering the sector. Additionally, the company partnered with provider GXO to advance sustainable delivery, transitioning its fleet to alternative fuels like and piloting AI-powered route optimization that reduced emissions by 150 tonnes of CO₂ and 240,000 kilometers of travel in initial trials, marketed as part of B&Q's net-zero goal by 2040. In the UK , B&Q achieved like-for-like of 4.4% in the first half of 2025, totaling £2.2 billion, fueled by volume increases in big-ticket items like kitchens and an emphasis on omnichannel integration that blends in-store, , and channels for seamless customer access. This performance contributed to broader share gains amid a challenging environment, underscoring the effectiveness of B&Q's multi-channel approach in driving customer engagement and .

International activities

Historical expansions abroad

B&Q's international expansion began in with a in alongside Test Rite Group, launching the first store in Nankan in 1996. The partnership grew to 10 stores by 2001, focusing on urban areas like Shihlin and Taoyuan, and reached 21 outlets by 2007. However, the venture faced challenges in scaling amid limited demand for DIY products in a market favoring professional services, leading to sell its 50% stake to Test Rite for $106.5 million in 2007 to redirect resources toward higher-growth opportunities. In , B&Q entered via a in 1999, opening its inaugural store in to capitalize on the country's urban housing boom. The expansion accelerated in the mid-2000s, with stores in added in 2003 and further outlets in 2004, reaching around 40 locations by the early through adaptations like the "China It Yourself" (CIY) model, which emphasized professional services over traditional DIY to align with cultural preferences for assistance in improvements. In 2008, B&Q further localized by tailoring product ranges for apartment fit-outs and considerations, employing over 3,000 staff across its network. Despite these efforts, intense local competition and a 2009 property market downturn prompted the closure of approximately 30% of stores, reducing the footprint to about 39 outlets. By 2014, persistent losses—exacerbated by slow DIY adoption and high costs—led to sell a 70% controlling stake to Wumei Holdings for $219 million, retaining a 30% . Kingfisher's 2000 joint venture with Turkey's Koç Group marked another early overseas push, forming the 50% owned Koçtaş chain without direct B&Q branding to leverage local market knowledge. The partnership, announced with plans for over 30 stores in five years, drew on B&Q's supply chain expertise to build Koçtaş from its 1996 retail origins into a leading home improvement retailer, opening initial sites in Izmir and expanding nationwide. This collaboration influenced Kingfisher's broader strategy for non-European markets but remained operationally distinct from B&Q's core brand. These ventures underscored the difficulties of transplanting B&Q's DIY-centric model abroad, where cultural norms often prioritized hired labor over , contributing to modest scale and eventual divestments in and . The experiences highlighted the need for deeper localization and cost control amid local rivals, prompting a post-2010 refocus on the to strengthen domestic operations.

Current overseas presence

As of 2025, B&Q's overseas operations are concentrated in the , where the company is actively expanding its physical footprint through strategic acquisitions and store conversions. B&Q had eight stores prior to December 2024, when B&Q Ireland Limited acquired three leasehold stores previously operating as in , , and for approximately £3.2 million (€3.7 million). The three stores opened under the B&Q banner in June 2025, bringing the total to 11 and enhancing accessibility for local consumers seeking products. B&Q maintains no direct store operations in former international markets such as or following the company's exits from those regions in 2014 and earlier, respectively. Instead, any broader international exposure for B&Q stems indirectly from its parent company, , which operates complementary home improvement banners like in and , Brico Dépôt in , , and , and a 50% with Koçtaş in . Kingfisher's overall network spans over 1,900 stores across eight European countries, but B&Q's remains exclusive to the and . Supporting this cross-border focus, B&Q has transitioned its entire fleet to low-carbon alternative fuels such as (LNG) and is implementing AI-powered transport optimization with full rollout in 2025 in partnership with . This initiative has already reduced emissions by up to 40% through efficiency gains, including 240,000 fewer kilometers driven and 150 tonnes of CO2 saved in pilots, aligning with B&Q's goal of net-zero Scope 1 and 2 emissions by 2040. For the financial year 2024/25, B&Q's total sales in the UK and reached £3.82 billion, reflecting a 0.7% decline year-over-year but with gains in (up 17.2%, comprising 15% of total sales) and trade segments like TradePoint (up 6.4% to £887 million). These figures encompass the operations, underscoring the region's integration into B&Q's core performance amid a challenging consumer environment for big-ticket items.

Controversies and incidents

Workplace and operational issues

In 2023, B&Q faced significant employee backlash over proposed changes to staff contracts, which involved reducing weekly hours from 39 to 36 hours and 45 minutes by eliminating unpaid breaks, while compensating with a pay increase to £11.31 per hour effective January 2024. The adjustments aimed to standardize schedules but drew criticism from workers who viewed the removal of breaks as a net loss in benefits, leading to widespread complaints and internal unrest. In September 2025, B&Q announced plans to eliminate over 650 roles, including 672 deputy manager and trading positions in stores and 65 at , as part of a to simplify its . Staff-related incidents have also highlighted tensions in workplace conduct policies. In November 2022, an 18-year-old employee at the store was dismissed for vaping in an unauthorized area and subsequently issued a foul-mouthed announcement over the store's , calling colleagues derogatory names and declaring frustration with the company, resulting in a lifetime ban from all B&Q stores. More recently, in March 2025, B&Q introduced a list of banned phrases deemed "unwelcoming," such as "blind drunk" and "deaf to our pleas," prohibiting their use by all 21,000 employees to promote , though the policy faced online mockery for its perceived overreach. Operational safety issues have led to legal repercussions for the company. In 2019, B&Q was fined £300,000 at after a customer at the store suffered serious head injuries when a 3.6-meter metal banner pole fell from a display due to inadequate securing and lack of daily inspections. In October 2025, the Patchway store near temporarily closed for a day after approximately 25 from an unauthorized traveller encampment occupied the car park, disrupting access and operations until the group was moved on by authorities. Broader employee relations have been strained by union disputes and vaping enforcement. The 2022 dismissal for vaping contributed to claims of overly strict no-smoking policies, exacerbating perceptions of punitive management. Union tensions peaked in 2021–2022 when over 450 Unite members at the Worksop distribution center, operated by Wincanton, staged an all-out indefinite strike over a below-inflation 4% pay offer amid rising living costs, including protests at local events and eventual acceptance of a 10.75% deal after seven weeks. Similar pay disputes continued into 2024 at a GXO facility in Swindon handling B&Q logistics, where Usdaw members voted unanimously for industrial action.

Product and advertising mishaps

In August 2023, B&Q issued a public after a product image on its for a radiator cover inadvertently featured two books titled stacked in the background alongside decorative items like flowers and a . The oversight, which was not detected during the image screening process, quickly drew widespread outrage for its insensitive imagery, prompting the retailer to remove the photo and explain it as an error in selection. In May 2025, B&Q issued an apology after a product listing for a described assembly as 'easy even if you are a ,' prompting backlash for sexist ; the description was removed. In April 2024, B&Q faced criticism from builders and industry professionals over a advertising campaign depicting a using a to demolish an interior wall as part of a DIY promotion. The ad was branded "irresponsible" for potentially encouraging amateur DIY enthusiasts to undertake hazardous structural work without professional guidance, raising concerns about risks such as injury, , or unsafe modifications to load-bearing elements. B&Q has also encountered product safety issues, particularly with larger items, leading to voluntary recalls to address potential hazards. For instance, in August 2024, the retailer recalled certain Good Home and Cooke & Nubia screens due to a of shattering, which could cause cuts or other injuries; customers were advised to return the items for a full refund. Similarly, in May 2024, B&Q issued an urgent recall for approximately 466 units of Cooke & Lesina Mirrored Cabinets sold from January 2020 to February 2024, citing the potential for the mirror bonding to fail and detach, causing glass shards and serious injuries such as cuts or lacerations. These incidents highlight ongoing vigilance required for big-ticket fixtures and tools, where manufacturing defects can pose significant user s. In response to these mishaps, B&Q has consistently offered public apologies, swiftly removed offending materials, and conducted internal reviews of content approval and product processes, with no major lawsuits resulting from the events.

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