£3B ITskills waste sparks launch of ITconsultancy talent sharing economy
Hoxton Ventures teams with NVIDIAto accelerate UKAI startup ecosystem
FCAfines Monzo for failures in financial crime controls
London start-up launches crowdfunding campaign for foldable smart helmet
Okapi Partners expands London office
Haier signs new partnership with Liverpool FCand more
£260k government funding to build social connections
How to help disabled and neurodivergent people flourish working from home
tech prosperity deal is huge. But will the UKreap the benefits?
workplace bullying can affect your personality
KnowBe4 finds top cybersecurity risk is employee distraction
United announce partnership with BYDFi
£3BillionITSkills WasteSparks Launchof IT
ConsultancyTalent SharingEconomy
AUK-based startup has created the first talent sharing economy for ITconsultancies with the launch of BenchBee - a member-driven network that enables consultancies to monetise their ?bench? consultants, reduce recruitment costs, and respond faster to project demands
The platform delivers a dynamic, skills-rich community where member organisations collaborate by subcontracting available talent within a trusted ecosystem and turning idle bench time into profitable revenue streams This community-first approach provides a vital solution at a time when hiring freezes, budget cuts, and skills shortages are putting delivery under intense pressure
?Thisisn? t just another job board ?it'san entirelynew categoryof talent sharing that disruptsthe traditional recruitment model,? says Founder and CEOHassen Hattab
?We?ve created a member-driven ecosystem where consultanciescan connect, match available talent to project needsin real time, and accesshidden talent poolsthat traditional recruitment simplycan't reach
It?sa smarter wayto fill skillsgapsand unlock underused expertise that would otherwise remain invisible.?
The £Billion Bench Problem
According to IDC, ITskills shortages will affect 90% of organisations by 2026, costing the global economy an estimated $55 trillion (£418 trillion) As demand for niche expertise continues to surge, consultancies can no longer afford to let highly skilled professionals sit idle between projects. In the UK, the average ITconsultant spends 15?20% of their time on the bench, fully employed but not generating revenue For a consultancy with 500 consultants, this translates to £15.3 million in lost revenue per year That figure reaches an eye-watering £306 billion in non-billable hours annually[1]
Traditional Recruitment Channels: Broken
Typically, agencies charge 15-20%placement fees on inflated salaries, but rarely deliver the niche skills companies need, when they need them. Meanwhile, the best talent isn? t on job boards; they?re already working and invisible to traditional hiring channels
This leaves consultancies with impossible choices: pay extortionate recruitment fees, gamble on unknown freelancers, or watch projects collapse while perfect candidates sit unused elsewhere in the industry.
"After more than a decade in the industry, I kept seeing the same problem,"says Hassen Hattab
"One organisation hasbrilliant people on the bench. Another islosing work due to a lack of skills. The old system doesn't work anymore. Consultanciesneed agile accessto skills, not lengthyrecruitment processes. BenchBee directlyconnectsthose dots, providing businesses with the skillsthey need while dramaticallyreducing costs.?
Introducing an Industry First: The Talent Sharing Economy
In a sector bleeding £billions in lost productivity, BenchBee?s collaborative, consultancy resource sharing model solves three of the industry?s biggest challenges:
- Monetising underused consultants
- Accessing hidden talent pools
- Eliminating recruitment inefficiencies
Instead of competing for scarce talent, BenchBee enables members to share and monetise underutilised consultantsduring bench periods, while accessing specialised skills from trusted peerswhen needed.
Vetted consultancies join asecure network and subcontract talent as required Aflat membership fee replaces costly commissions, providing predictable costs and real-time access to pre-qualified professionals already working in the industry
As skills shortagesintensify and economic pressures grow, BenchBee empowers consultancies to take control, maximise their existing talent, protect margins, and move faster in an increasingly competitive market ?Thisisn? t better recruitment,it?sa completelydifferent approach to uncovering unseen and underused talent.?summarises Hattab
?It?s an entirelynewwayfor companiesto work together andshare expertise. Thisis talent sharing for thereal world: faster, smarter, and built around how consultancies actuallyoperate?
HoxtonVentures Teams withNVIDIAto AcceleratetheUK's AIStartupEcosystem
Hoxton Ventures today announced its participation in NVIDIA's landmark UKAI investment of £2 billion to strengthen the UK's position as a global leader in artificial intelligence The alliance will expand access to capital and compute for British founders, empowering them to build the next generation of transformative AI companies.
Through this collaboration, NVIDIA, Hoxton Ventures, Accel, Air Street Capital, Balderton, and Phoenix Court will provide capital to accelerate the growth of the UK's AI ecosystem by addressing historic challenges such as limited access to supercomputing power, constrained venture capital outside London, and barriers between academia and entrepreneurship. The investment will support emerging startups in innovation hubs across London, Oxford, Cambridge, Manchester, and beyond
"Hoxton was founded on the belief that world-class companies can emerge from Europe ? and the UKhas the ingredients to be a global leader in AI," said Hussein Kanji, Founder and Managing Partner at Hoxton Ventures "By working with NVIDIAand other top investors, we're bridging global scale
with local knowledge to ensure that Britain's brightest founders have the capital, compute, and infrastructure they need to build globally transformative businesses."
This collaboration builds on Hoxton s decade-long track record of backing ambitious UKand European founders at the forefront of AI and deeptech. The UKhas many companies that are pioneers in next-generation AI, novel computing architectures, robotics, and advanced materials ? such as CuspAI, Machenta, Milvus Advanced, and Universal Quantum ? many spun out of the UK's leading research institutions (Imperial College London,Oxford University, and the University of Sussex)
Another UK-founded portfolio company, Peptone, is already collaborating with NVIDIA to develop an AI to predict the shape of disordered proteins ? a class of biology that has remained invisible to traditional experimental techniques. By focusing on deep scientific breakthroughs with real-world applications, Hoxton has cemented its role as a go-to partner for the UK's most promising entrepreneurs
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FCAfines Monzo£21m for failings infinancial crimecontrols
The Financial Conduct Authority (FCA) has fined Monzo Bank Ltd £21,091,300 for its inadequate anti-financial crime systems and controls between October 2018 and August 2020.
Monzo also repeatedly breached a requirement preventing it from opening accounts for high-risk customers between August 2020 and June 2022.
Monzo's customer base has grown rapidly, increasing almost tenfold from around 600,000 in 2018 to over 58 million in 2022 However, Monzo's financial crime controls failed to keep pace with its customer and product growth
In particular, Monzo failed to design, implement and maintain adequate customer onboarding, customer risk assessment and transaction monitoring systems to mitigate the risk of financial crime These systemic failings resulted in the FCArequiring a comprehensive, independent review of the firm's financial crime framework in August 2020.
Alongside the independent review, the FCA imposed a requirement preventing Monzo from opening new accounts for high-risk customers. However, between August 2020 and June 2022, it repeatedly failed to comply with the terms of the requirement, including signing up over 34,000 high-risk customers
Therese Chambers, FCAjoint executive director of enforcement and market
oversight, said:
Banks are a vital lineof defence in the collective fight against financial crime They must have the systemsin place to prevent the flow of ill-gotten gainsinto the financial system Monzo fell far short of what we, and society, expect
Monzo onboarded customerson the basis of limited, and in some cases, obviously implausible information ? such as customers using well known London landmarks as an address This illustrates how lacking Monzo's financial crime controls were This was compounded by its inability to properly comply with the requirement not to onboard high-risk customers'
Monzo has established and completed a financial crime changeprogramme to remediate and enhanceits wider financial crime control framework in line with recommendationsmade in the independent review
The FCAcontinuesto supervise firms to improve standardsand ensure that they have the right systems and controlsto manage financial crime risks Thisis the 10th fine the FCAhas imposed on a bank for financial crime control failings in the last 4 years.
The FCAhighlighted financial crime as one of its priorities for retail banksin its2024 supervisory strategy
Home-based working in the UKhas been declining since the peak of the COVID pandemic ? from 49%of the working population at its height to around 14% now.
While hybrid working is still increasing in popularity, attitudes persist among some employers that remote working reduces productivity, visibility and creativity As a result, many workplaces are requiring a return to fully on-site working.
This approach, however, is not supported by research into hybrid working (a mix of working at home and on-site) which suggests productivity is not damaged and that it can also improve job satisfaction.
For many people who are disabled, neurodivergent or both, home-based working provides a real opportunity to gain ? and retain ? a job in a productive and supportive environment Around 24% of the working-age population are disabled, with the employment rate among disabled people around 54%
How to help disabled and neurodivergent people flourish while working from home
While disabled staff can request remote working as a reasonable adjustment, it can attract stigma This is one reason why people may not always feel able to make this request, or say how much they would prefer to work from home. Some workers may fear repercussions like being overlooked for promotion or even losing their job
I have studied the experiences of disabled and neurodivergent people who work from home, so I know how life-changing having a flexible job can be One interviewee in my research told me: ?I can sustain my
productivity and, from my point of view, that means I can work better?
Another said: ?I don? t have to mask [attempt to hide autistic traits] at home. So there?s just a huge drop in ? general anxiety and tension?
Several large employerswho took part in my study indicated that, while remote working was positive for many of their employees, there were downsidesthat needed to be managed These include ensuring staff maintain their professional networks and social contacts, and discouraging working while unwell (presenteeism).Home working can intensify pressure to work while sick, and it may be harder to spot in a remote setting
A toolkit for managers
Perhaps unsurprisingly,one of the key findings was that a supportive line manager was crucial for disabled and neurodivergent workers to make asuccess of remote working Many managers,however, didn? t have enough knowledgeor understanding of how to best to support each employee?s specific needs, so they couldn? t always offer appropriate guidance and advice
With this in mind,I developed atoolkit for line managers to enable them to better support this community of workers When good conversations happen between line managers and employees, solutionscan be tailored to the person?s needs. The toolkit offers guidance to line managers on how to enable those conversations
I make the case for remote working by
Christine Grant Associate Professor (Research), Centre for Healthcare and Communities, CoventryUniversity
setting out the benefits (including a more flexible workforce and more inclusive recruitment) for the organisation The toolkit is designed to help managers recognise the ways in which home-based working can be positive for these workers, offering advice on how to reap the benefits while managing the downsides
It also shares technical knowledge about disability and neurodivergence, such as how the UKEquality Act relates to this workforce, and how to approach the ?reasonable adjustments?process (changes that an employer is legally obliged to make to ensure disabled staff are not at a disadvantage).
Managers these days often lead mixed teams of remote and on-site workers To encourage effective remote working and productivity, my research has found that regular meetings and check-ins between line managers and home-working staff are important
But sometimes it?s not enough for managers simply to level the playing field. People who are disabled, neurodivergent or both will
benefit from tailored support in order to flourish in the workplace They need to feel safe to disclose their conditions and needs, and to be themselves at work
Remote working offersan opportunity to employ people who might not be able to work in a traditional office-based, ?nine-to-five? environment
My research found that when key resources were in place, such as a conducive working environment, appropriatetechnology and a supportive line manager,this helped to build their self-confidence and autonomy
It also helped them to manage their energy levels and self-care, which in turn supported better productivity,fewer absences and the ability to stay in workover the long term
Employers should understand that supporting this group of workers can unlock key strengths for their organisation ? including diversity, staff retention and increased productivity Remote working can present challengesfor managers ? but when managed well, it can also help them create a more flexible, inclusive and agile workplace.
Woolf Helmets has launched an equity raise on Republic Europe (formerly Seedrs) to take its folding smart helmet into full-scale production
Woolf Helmets is the world?s first foldable smart helmet. The helmet features intuitive hands-free turn technology and patented Energy Reduction Technology®(ERT) It is seeking investors to back its expansion into full-scale production and capture the fast-growing micromobility market.
Key Features
- Hands-free indicators that work with a simple head tilt
- Motion-sensitive brake lights
- Crash detection emergency alerts (via the Woolf Helmets app)
- Patented Energy Reduction Technology®(ERT) that reduces
rotational impact forces and resulting traumatic brain injuries
- Folds flat in less than a second for easy portability
The company has already secured £375,000 toward its £1m+target, showing strong investor confidence and momentum for the campaign
Woolf Helmets previously ran a successful Kickstarter campaign that reached its target in under three hours and closed at 720% funded The Republic Europe raise is the next step in scaling the company commercially and making safe, portable helmets more widely available, with a full global launch is planned for Q12026. The market potential is significant Valued at $4 8 billion today, the global helmet market is projected to reach $747billion by
2030*, driven partially by the rapid growth of micromobility and the expansion of compulsory helmet laws At present, 28 countries enforce some form of mandatory helmet legislation, with more expected to follow. Lightweight and quick to open and close, the helmet slips easily into a bag, addressing one of the main barriers to helmet use: portability It will meet both CPSC(US) and CEEN1078 (most of the world outside the US) safety standards and is supported by a robust IPportfolio.
Availability and Pricing
The Woolf Helmet will retail for £219 and is available for pre-order at www.woolfhelmets.com. The full commercial launch is planned for Q12026, with early-bird pricing available to crowdfunding investors
About the Woolf Helmets
London-based Woolf Helmets was founded by Jeff Woolf OBE,a British inventor recognised internationally for his inventions and awarded an OBEfor servicesto innovation and business.
After creating the award-winningMorpher folding helmet, Woolf has developed a new generation of helmet that combines portability with smart safetyfeatures He says:
?Helmets haven? t changed in decades, but the way we travel has The Woolf Helmet has been designed for today?s riders: foldable, smart, and created with safety, simplicity and portability in mind. Theonly helmet worth havingis the oneyou carry with you, and that?s what we?ve built ?
?Success is not final; failureisnot fatal: it is thecouragetocontinuethat counts.?
Winston Churchill
KnowBe4Finds TopCybersecurityRisk is EmployeeDistraction,Not Threat Sophistication
KnowBe4, the world-renowned cybersecurity platform that comprehensively addresses human risk management, today released a new report entitled Navigating Cyber Threats:InfosecurityEurope 2025
Findings.The findings show that cybersecurity professionals are sounding the alarm; not about increasingly sophisticated cyber threats, but about something far more human ? distraction The new research from KnowBe4, surveyed more than 100 security professionals during the Infosecurity Europe 2025 conference to gauge the current state of cybersecurity concerns.
The main findings of the report include:
- Distraction is a Top Cybersecurity Weakness: Distraction (43%) and lack of security awareness training (41%) are identified as primary reasons employees fall victim to cyberattacks, rather than attack sophistication
- Phishing Remains Dominant: Phishing is the leading threat (74%), with
impersonation of executives or trusted colleagues being the most common tactic AI-generated threats are not yet dominant but fears about their rise are growing
- Cybersecurity Spending Increase with Alignment Gaps: 65% of organisations plan to increase cybersecurity budgets, with top investment areas including email security and security awareness training However, there is a disconnect between perceived effectiveness of AI-based tools (32% believe greatest impact) and their prioritisation for funding (26%)
- Anticipation of the AI Tipping Point: 60% of organisations fear the rise of AI-generated threats, suggesting preparation for future threats while still dealing with current human risks
- The Confidence Paradox: Nearly 90% of respondents express confidence in their ability to respond to cyberattacks, which appears
inconsistent with breach frequency and known vulnerabilities This overconfidence is considered a risk in itself.
"Cyber risk is not just about advanced technology; it is about human bandwidth and the cognitive load of today's fast-paced digital workplace," said Javvad Malik, lead cybersecurity awareness advocate at KnowBe4
"The findings highlight that bridging the gap between perceived value and investment in integrated human risk management is crucial Overconfidence, a risk in itself, further underscores the need to validate defences and support employees in making secure decisions amidst distractions, especially as we prepare for the rising tide of AI-generated threats."
The report concludes with key recommendations for organisations looking to close the gap between threats and defences, with top tips on how to embrace human risk management, strengthen core security and build organisational resilience The full report is here
WWW SURESAFEELECTRICSCO UK
When you spend years attacking the tax affairs of the Tories and the super wealthy (which are more often than not one and the same), it?s probably a good idea to, you know, practice what you preach Which is how the end came for Angela Rayner?s, erm... reign, as Deputy Prime Minister. After getting legal advice (but not tax advice) for some convoluted property purchases, Rayner told HMRCthat her flat in Hove was her main home That meant that she was set to save £40k in stamp duty, paying £30k instead of £70k.
While that was ? and is ? technically legal, both the opposition and the press accused Rayner of ?hypocrisy,?turning it into a national scandal. Because of her long-standing views on taxation, she felt she had no other option than to to stand down from her role
And it?s not the first time UKpoliticians have hit the headlines for the tax they pay... or more accurately, don?t.
In 2023, Tory Chairman Nadhim Zahawi had to pay back tax because of actions that he said were ?careless and not deliberate.?The amount?Amere £4.8 million. Pocket change, really Who among us can? t relate to such minor levels of carelessness?
Afew years earlier, the former Prime Minister, David Cameron, was in hot water when the Panama Papers leak revealed how he benefited from an offshore fund ran by his father Down the years, there have been many more
It?s not just politicians, either. Massive corporations like Amazon, members of Take
That and the comedian Jimmy Carr haveall hit the headlines for their unusual-yet-legal tax dealings. The latter even had amajor politician describe his actions as ?morally wrong?That politician?sname?
David Cameron
Autumn Budget
So, it?s safe to say that most people,if not almost all, would be happier paying less tax
Which is why the loomingAutumn Budget on 26 November has peoplewatching with consternation ? especially in the business world.
The Institute of Fiscal Studies confirmed that the Tories left a £22billion ?black hole?for Labour to clean up.So, thisBudget is expected to include Labour?s first major steps to address the deficit and start overturning more than adecade of stagnation in termsof growth,productivity and living standards.
The government hasstated that it won? t raise tax for ?workingpeople?But who does that mean?Taken at face value, commentators lean towards it not meaning low-to-middle earners, but businesses instead.
While the Labour manifesto promises not to raise VATand corporation tax, they could change the scope of VAT Potential routes could include loweringthe threshold so that more businesses have to pay. Or, it could mean changing how HMRCtreatsservices like education and others, making them no longer VATexempt
As with most years,another National
Minimum Wage rise is likely It?s more vital than ever as recent inflation has impacted ordinary people?s lives, though the small business owners bearing that cost could claim to be ?ordinary working people,?too The salary sacrifice scheme for pensions may face changes, which has been a useful way for employers to offset costs since NI contributions rose earlier in the year Meanwhile, the High Street could get a boost from business rates reforms with two lower multipliers for certain retail, hospitality and leisure businesses.
Of course, it?s unreasonable to expect a single Budget to solve fiscal problems going back years, so it?s likely that we?ll see many more big changes in years to come.
Yet considering everybody feels like they pay so much tax, shouldn? t we feel like we should get a bit more for our money? Wouldn? t we feel better if we could see the
positive impact of taxpayers?money?
Well, it doesn? t quite work like that Debt grows, tax flows
?There isn? t a magic money tree?
You may remember those words from the former Conservative Prime Minister, Theresa May, speaking in 2017(notably, to a nurse who hadn? t had a pay rise in eight years).
David Cameron (that man again) said pretty much the same phrase in 2013, as did Labour?s Kier Starmer just last year The non-partisan nature of the line shows that it?s a stock soundbite that politicians like to use when facing tricky questioning While it might seem like a throwaway line, it?s basically a downright lie.
Because there isa ?magic money tree.?Two, in fact.
One tree consists of all High Street banks, which deals with the private sector The
other tree, and the one that matters most to the government, is the Bank of England Here?s why they?re ?magic money trees:?
They create money out of absolutely nothing.
Whenever the government needs to spend, it goes to the Bank of England where it has an infinite overdraft. The bank creates new money and gives it to the government for spending on the proviso that it gets paid back later (in theory) Basically, the government has a debt to the BoE
Politicians know that (well,some do ? a quite astounding 2014 Dods Monitoring poll revealed that only one in ten of them knew that banks create money), and they trot out the same ?magic money tree?line again and again, making vague statements about using taxpayers?money wisely before moving on.
But here?s the key point:
Taxpayers?money isn? t really a thing Not a single penny of your taxes has paid for any government spending Ever
You don? t pay teachers?wages. You don? t pay for road maintenance. Whatever public sector or social security support you can think of ?none of your money goes there The government?s debt pays for it.
You can see it in themoney we use. Well,for those who still handlecash from time to time, at least There?sno doubt that you?ll have seen on a ten-pound note where it says, ?I promise to pay the bearer on demand the sum of ten pounds.?Spend it and you haven? t given them a tenner at all You?ve only promised to pay them it Instead, the government created that ten-pound debt, which entered circulation for you to use.
?So, if my taxes don? t fund spending, why pay
them??you may ask
Financial control
The government will always need to spend to keep society running, which means it keeps increasing its debt to the Bank of England by creating more money So far, so good But left unchecked, that would be dangerous. More money going around wouldn? t mean that everyone has more to spend or save
Instead, it would mean disastrous levels of inflation, like in the Weimar Republic (pre-WWII Germany) when large-scale money printing led to a loaf of bread soaring in cost from one Papiermark in 1919 to more than 200 million just four years later. Through hyperinflation, their money became worthless
So, by collecting tax, the government cancels the impact of the ?new?money now in circulation. Put simply, taxation controls inflation
And that neatly explains how it?s not possible for our taxes to fund spending The government must create money first and spend it before it can begin to collect anything through taxation Without the initial money creation, everyday people wouldn? t even have any money to pay tax.
Cuts, cuts, cuts
Increasing taxes isn? t a vote winner ? that goes without saying And since 2012, what has been one of the biggest ways for the government to keep taxes down? Less government spending.
Now remember, less spending doesn? t mean that the government saves money It means it doesn? t create as much debt, which means less investment in society and less money enters circulation That?s called austerity You may have heard of it It?s a strange policy that makes everybody financially worse off.
Just look around parts of the UKaway from London. The past twenty years has seen steady decline in many towns ? visible through urban decay, increased individualism and a myriad of other symptoms.
It?s likely that this decline partly fuels a lot of the current animosity and polarisation of UKsociety, resulting in the scapegoating of certain groups and minorities (the vast majority of whom contribute tax to offset, among other things, government spending) for the decisions and actions ? or inaction ? of those at the top
Such discord happened in the Weimar Republic during itspre-war era of inflation, unemployment and public disorder. And we all know what happened next.
We would do well to remember that
Transformation
It?s understandable that a lot of people don? t know how taxes work.Most will equate it to household income and expenditure ? because those are the financeswe deal with every day But the reality of economics is somewhat counterintuitive and not made easier when we hear politicians speak.
Of course, tax is extremelycomplicated Probably purposely so And if it?s so complex that the most powerful people in Parliament get it wrong ?the peoplewho actuallyset tax laws? then isn? t it time for change?
Let?s start by seeingwhat November?s Budget brings
Sean Adan Calderbank/ Shutterstockcom
Thetechprosperitydeal is huge. But
will theUKreapthebenefits?
The much-lauded UK-UStech deal landed to coincide with President Donald Trump?s state v sit to the UK. It has been dubbed the ?tech prosperity deal?, but who, exactly, is set to prosper?After all, the deal will make the UKmore reliant on UStech and may hasten the embedd ng of USartific a intelligence (AI) throughout the UKeconomy
Having said all that, it is a significant investment by a variety of USfirms in the UK Headline announcements include a £10 billion commitment
from private equity firm Blackstone supporting an AI growth zone in the north-east of England; Palantir to invest up to £1.5 billion to help make the UKa defence innovation leader, a £22 billion commitment from Microsoft (with half of this for cap tal expenditure for AI and cloud services); and an £11bil ion injection into the UKeconomy from chip maker Nv dia
Further announcements include CoreWeave (a data centre company) investing £15 billion in UKdata
Richard Whittle UniversityFellowin AI and Human Decision Making, Universityof Salford
centre sites, software firm Salesforce investing £14 b llion in the UK; Google?s parent company Alphabet investing £5 bi lion in AI; and further investment from Nvidia in UKAI startups
Arecord-breaking £150 b llion of investment has been announced in tota All of this is also expected to bring forward billions of pounds of investment into nuclear energy to power this tech explosion
It?s impressive stuff ? investment at the size and scale to make a d fference It is clear that the UK
government sees AI asa way to bringjobs, productivity and economic growth. From the government?s perspective, AI is a panacea for the UK?s economic woes
This deal signals confidence in the UK?s tech sector Nvidia?s CEOJensen Huang has predicted that the country will become an ?AI superpower?, not ng that the UKhas the expertiseand research facilities to excel But he added that what iscurrently missing from the UKis the infrastructure This deal
could build that It could be that the puzzle pieces are slotting into place. The UK?s world-leading research and expertise, long hamstrung by the ack of infrastructure is finally getting the boost it needs AI is boom and bust in nature, but these long-term strategic nvestments shou d out ast an AI hype cycle
Money in people?s pockets?
However, a thriving AI tech sector does not automat cally translate to Pr me Minister Keir Starmer?s promise to put more money in people?s pockets and spread the economic and employment benefits across the UK Even those high up in the industry concede that capturing the upside of the AI boom is not guaranteed.
Many of the announcements are of investment that
the AI firms need to make They could invest in other countries ? these firms need data centres and are building them globally ? and so capturing the investment for the UKis an achievement There is a sense that Trump?s state visit has a lowed the firms to garner USpolitical cap tal by prom sing UK investment at the same time
The UK?s technology secretary Liz Kendall has said the deal did not include guarantees on scrapping a tax for b g tech or on copyright for AI companies
But on the other hand, s this the same as guaranteeing the tax won? t be scrapped or watered down?
The Trump administration has argued that the UK?s new Online Safety Act (which obliges tech companies to protect users from harmful content) and its digital services tax erode free speech r ghts and unfairly target American tech giants
And the UK?s former deputy prime minister Nick Clegg, also a former executive at Facebook parent company Meta, has argued that the dea w ll simp y make the UKmore reliant on UStechnology The UK, he has argued, will be ?defanged?as it is not bu lding its own AI capac ty
Indeed, these considerable investments show US compan es harnessing the latent potential (and ownership) of UKart ficial intell gence For examp e the announcements also include Huang?s £500 million equity stake in NScale ? a UKcloud computing company ? which he predicts will have revenues ofup to £50 b l ionover the next six years
Of course those who invest and take the risk should get their returns But if AI is seen as the technology to revitalise the UK economy, and if the prime minister?s AI Opportunities Act on Plan talks of sovereign AI, should this investment not come from the UKitself?
The same could be sa d for much of the capital nvestment that has been announced. Data centres may have significant env ronmental costs ? certainly questions arebe ng asked about their water usage and burden on the grid
USownership of these fac litiescould leave the UK dealing with the negatives and not receiving maximum benefits from the returns And will they create long-term employment for the regions that may suffer the impacts?The evidence is mixed. Data centres certainly create jobsin their construction (some are very arge indeed and they are generally gettingbigger) But once they are operational they need far fewer staff
The US-UKtech deal may take the UKa step closer to achieving its tech ambitions But even if it does become an AI superpower,the country will need to do more if it really wantsto feel the widespread benef ts.
Equestrian Lighting Specialists
NEWCASTLEUNITED ANNOUNCEMULTI-YEAR PARTNERSHIPWITHBYDF i
Newcastle United has signed a multi-year partnership with global cryptocurrency exchange BYDFi, marking an important step in the club's continued international expansion
As the club's Official Cryptocurrency Exchange Partner, BYDFi will work closely with Newcastle United to connect with the Magpies' rapidly growing global fanbase, while showcasing its innovative financial solutions to new audiences worldwide.
The partnership will strengthen the club's presence in key international markets, while giving supporters access to digital finance tools, expertise, and new experiences through BYDFi's cutting-edge platform
Commenting on the new partnership, Newcastle United's Chief Commercial Officer, Peter Silverstone, said: "Were excited to welcome BYDFi to the Newcastle United family They're an ambitious, forward-thinking brand whose mission to help people build their financial
futures really resonates with us
"Our club has seen incredible growth in recent years - since the 21/22 season our broadcast audience has ranked second among Europe's top clubs, and in the Asia-Pacific region we now attract the fifth-highest Premier League TVaudience.
"Add to that being the fastest-growing club on Premier League social media ast season, and it's clear our fanbase is expanding at a remarkable pace
"This partnership gives BYDFi a fantastic platform to connect with our supporters around the world, and together we'll be creating new digital experiences to bring fans even closer to the club "
Michael Hung, Co-founder and CEO of BYDFi, added: "Lasting success, on the pitch or in finance, comes from doing the right things, repeatedly, over time We're honoured to partner with Newcastle
United and to support a mindset where belief meets steady practice That's what 'BUIDL Your Dream Finance' meansto us; BUIDL is our term for taking actions which turn ideas into reality
"Partnering with one of Europe's biggest clubs shows our ambition to continue our growth and reach new audiences We are delighted to be working with Newcastle United and to reach their growing global fanbase "
BYDFi, founded in 2020,now serves over 1,000,000 users across 190+ countries and regions.
It offers a suite of crypto trading services for both beginners and seasoned investors, with a strongemphasis on compliance, education,and community-building For more information, please visit: www.bydfi.com
Okapi Partners Expands LondonOffice
Okapi Partners LLC, a prominent proxy solicitation and investor response firm, today announced the expansion of its Londonoffice This move comes in response to increased global demand for a variety of strategic services for both corporate and investor clients, including proxy solicitation, timely stock surveillance, shareholder activism services and corporate governance advisory As part of the expansion, Christian Jacques, a Managing Director of the firm, will be relocating to London.
Okapi Partners launched its London office two years ago after forming a strategic partnership with Investor Update Ltd , a prominent London-based shareholder intelligence and Investor Relations and Advisory firm The firm has since worked on numerous transactions, investor outreach, proxy contests, corporate governance consulting, remuneration (REM) votes and activism defense. Mr. Jacques, a fluent French speaker, will also play a role building Okapi Partners' business in France and across the European continent
"I'm thrilled to have Christian join the Okapi Partners team in London to build on the successful launch of our office and our European proxy solicitation business This
move reflects the firm's continued commitment to expanding our presence across Europe and enhancing our services to activist investors and corporate clients navigating complex corporate governance and shareholder relations challenges," said Patrick McHugh, Co-Founder and Senior Managing Director of Okapi Partners, who has led the firm's London expansion
Okapi Partners is consistently ranked among the top proxy solicitation firms both in the U.S. and globally by Bloomberg, Diligent and other data providers The expansion of its physical presence in Europe will enable the firm to better serve the needs of corporate clients and institutional investors in a rapidly changing global corporate governance landscape in Europe as well as Japan and other key markets in Asia
"Since joining Okapi Partners, Christian has formed strong relationships within the hedge fund and arbitrage communities and is highly valued by clients for his work on mergers, tender offers, activist campaigns, and shareholder intelligence analysis," said Tony Quinn, Senior Managing Director and Head of Okapi Partners London office. "I'm delighted to welcome him to our growing team in London"
By partnering also with LALIGA, La Liga Portugal, the Royal Moroccan Football Federation and with the renewal of the agreement with the ATP Tour, Haier reinforces its global sports partnership strategy
Haier ranks first in the global retail volume of major home appliance brand sales, today announced multi-year global partnerships with Liverpool Football Club and Paris Saint-Germain The agreements unite two of the most followed football clubs in the world with a brand known for user-centred innovation
Today at IFABerlin, executives from both clubs joined Haier to witness the unveiling of Haier's new brand strategy and to announce the partnerships globally Under the partnerships, Haier will activate across stadium, digital and retail touchpoints; deliver exclusive fan experiences; and
explore co-branded smart-home products that bring matchday energy into everyday life
"We are thrilled to elevate our sports marketing strategybypartnering with Liverpool Football Club and Paris Saint-Germain ?two of the world'smost celebrated champion clubs. Their relentless pursuit of excellence and spirit of innovation deeply resonate with Haier'sentrepreneurial DNAand our commitment to building a truly global brand. Through these partnerships, we aim to inspire, connect, and create richer, smarter experiencesfor fansand consumers worldwide," said Haishan Liang, Vice Chairman of the Board of Directors and President of Haier Group.
"Great teamswin through precision, teamwork and constant improvement. We build productsthe same way:designed around people, powered by technology, and
proven in dailyuse."
"Haier isan ambitious, innovative, and world-leading brand, and we welcome them to the LFCfamily," comments Ben Latty, Chief Commercial Officer at Liverpool Football Club. "Asthe leading home appliance supplier, Haier hasbuilt a reputation for qualityand a strong presence in marketsall over the world. This global reach alignswith the scale of Liverpool Football Club'sglobal fanbase, and we're excited to see this partnership come to life and look forward to working together."
"We are verypleased to welcome Haier to the ParisSaint-Germain family," said Richard Heaselgrave, Chief Revenue Officer at Paris Saint-Germain. "Asa global leading home appliance brand, Haier ispart of people's everydaylives. Thispartnership isa unique opportunityto bring the Club even closer to our fansaround the world, both at the stadium and at home."
In football, Haier also partners with LA LIGA? one of the most watched football leagues globally? Liga Portugal? one of the fastest-growing national leagues in Europe?, and the Royal Moroccan Football Federation? a top-ranked national team in Africa with increasing global visibility. These partnerships underscore the strategic centrality ofSpain, Portugal, and Morocco in Haier's football roadmap.
As part of its brand-new dual-sponsorship strategy in the world of sport that includes tennis, Haier has renewed its strategic partnership with the ATP Tour through 2028. The brand tournament portfolio will include: the Plava Laguna Croatia Open (Umag), ABN Amro Open (Rotterdam), BMWOpen (Munich) and the prestigious season-ending Nitto ATP Finals inTurin. The extension will see Haier continue to receive on-court brand visibility, premium hospitality experiences and on-site product integration at select ATPTour events, providing a global platform to showcase its latest smart living innovations. The brand will also benefit from exposure
across the ATP's digital channels, reaching an online audience of more than one billion In the tennis world,Haier continuesits partnerships with Roland-Garros and the Rolex Paris Mastersas well as with the Australian Open and the Mutua Madrid Open, further consolidating tennis as a premium platform in its global strategy.
As part of this new phase, Haier will expand its role as ATPGold Partner, not only in the Home Appliances category but now also in Home Entertainment & TV,reinforcing its cross-category visibility and ongoing dialogue with a global fan base
"Extending our partnershipwith Haier shows the value and impact of our collaboration so far". Says Rodolphe Tastet, ATP Vice President, Partnerships. "Since joining forces in 2023, we've workedcloselyto showcase Haier's premium technologyto theATP's global audience We'reproud to keep building on that momentum, reinforcingour shared commitment innovation and excellence".
The partnership between the brand and the major international tennis events springs from a deep sharingof values, such as elegance, precision and the quest for top-level performance. Qualities that distinguish both thegreat champions and Haier connected solutions:perfect combination of technique,excellence, and expression of style.
By teaming up with Liverpool Football Club and Paris Saint-Germain,renewing long-term partnership with the ATPTour and major international tournaments, and reinforcing its presence in LALIGA, Liga Portugal and Moroccan football, Haier is not just placing its name beside champions ? it is proving how the world's number one home appliance brand plays at the same level as the world'snumber one clubs and athletes Together,we turn passion on the pitch and on the court into smarter,more connected living at home. Excellence belongs everywhere ? live, cheer, and win
with the number ones in the Home of the Champions. Far from being an isolated initiative, these partnerships are the latest chapter in a long-standing story between Haier and sport, a journey built on the belief that sport is a powerful platform to inspire, connect, and create shared value. They enrich a portfolio of prestigious sponsorships already in place across football, tennis, volleyball, and other disciplines, confirming Haier distinctive approach to partnerships: selecting platforms that mirror the brand's values of excellence, teamwork, and continuous improvement.
In the late 1980s and early 1990s, Candy ? now part of Haier Europe ? was the main sponsor of Liverpool Football Club, an era that remains one of the most iconic chapters in the club's history With today's announcement, the story comes full circle, reinforcing the Group's long-standing connection to football and its global fan communities
HAIERMEANS SPORT
Haier connection with sport is broad, strategic, and global, reflecting a true multisport identity. From volleyball courts in China to the clay of Roland-Garros, from the cricket stadiums of South Asia to the football arenas of Europe and Africa, Haier has built a sponsorship model that adapts to local passions while reinforcing its global vision
This philosophy is reflected in Haier's wide portfolio of references, each designed to meet the real needs of consumers while respecting cultural specificities and local habits
Whether it's a washing machine tailored for the care of traditional and delicate fabrics, or an air conditioner capable of operating even during power surges, every solution is conceived to make life better for people everywhere.
The same vision guides Haier sports sponsorship strategy: a portfolio of partnerships that reflects local passions while serving a global purpose. From football pitches to tennis courts, from Europe to Asia and Africa, Haier invests in platforms that resonate authentically with people's lives, turning sport into a universal language that unites technology, culture, and emotion under one shared story: Play with the Number Ones
Despite the perception that Gen Zis alwayson their phones, theyvalue sincerityand experience over digital convenience. In-person interactionsare your brand'sopportunityto stand out
£260k government fundingto buildsocial connections
The Department for Culture, Media and Sport (DCMS) has extended the Know Your Neighbourhood Fund to March 2026 Through this funding, Cumbria Community Foundation has received a further £260,000 towards the Furness For You partnership project, encouraging volunteering and building social connections in Barrow-in-Furness.
Barrow-in-Furness was recognised by Government as having significant levels of deprivation and higher levels of need in terms of civil society and community infrastructure.
Since the KYN Fund was launched in January 2023, UKCommunity Foundations (UKCF) ? a national network of place-based community foundations ? has delivered up to £14 million
of £19 million government funding made available, of which Cumbria Community Foundation has distributed more than £1m to a number of projects Additionally, Cumbria Community Foundation was able to contribute further funds through local match funding
In April 2025, the Fund was extended until March 2026, with an additional £4.5 million of government funding. Of this £4.5 million, £2.6 million has been awarded to UKCFby the Department for Culture, Media and Sport (DCMS)
With its extended allocation of £260,000, Cumbria Community Foundation, a member of UKCF, will continue supporting existing projects and work with local voluntary networks to implement long-lasting,
scalable initiatives that last beyond March 2026
The Furness For You project is a partnership of local charities and voluntary organisations, led by charity Groundwork North East and Cumbria. The partnership offers a variety of meaningful activities to address isolation and loneliness, help people build confidence, meet new people, acquire new skills and encourage volunteering.
Annalee Holliday, Head of Grants Practice and Programmes at Cumbria Community Foundation, said: ?Arecent evaluation confirmed that Furness For You has had a significant impact on participants, many of whom reported increased social connection, improved mental health, and personal growth. Beneficiaries described overcoming
deep-rooted fears and anxieties to engage with activities, often after months or years of isolation
?This valuable funding,together with match funding of nearly £11,000 from the Pappagallino Fund, will help extend and develop delivery, and support even more people?
The Furness For You partnership has launched an online support hub designed to connect people across the Furness areawith the help, services and activities they need
The free website ?furnessforyou orguk ? brings together information from a wide range of organisationsand builds on the partnership?s missionsto tackle social isolation, promote volunteering, and strengthen communityties
How workplacebullyingcan affect your personality
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Samuel FarleySenior Lecturer in Work Psychology, Universityof Sheffield
David HughesLecturer in Organisational Psychology, Universityof Manchester
Karen Niven Professor of Organisational Psychology, Universityof Sheffield
Sadly, most people will come across a workplace bully at some point. Unwarranted criticism, ostracism, personal insults, and verbal or physical threats are just some of the tools in the bully?s locker Over time, the target of bullying can find it increasingly difficult to defend themselves from this behaviour.
Bullying undermines productive workplaces, and can damage the reputations of both the bully and the organisation Of course, it is even more damaging for the targets of the bully, who report physical and psychological health problems,job loss, and even symptoms of post-traumatic stress
With up to one in ten UKemployees experiencing bullying, this problem could affect more than three million workers across the country
In a recent research study drawing on data from 2,469 employees over a four-year period, we examined whether experiences of bullying were related to changes in the ?big five?personality traits: openness, conscientiousness, extroversion, agreeableness and neuroticism.
It?s well known that bullying is bad for wellbeing, performance and mood But why would we think that bullying might change core aspects of a person, including their personality?
Our predictions were primarily based ona personality change theory The core idea is that repeatedly experiencing thoughts, emotions and reactions that are at odds with a person?s normal traits can actually change them over time.
For example, extroverts are typically cheerful, sociable people who seek excitement. However, an extrovert exposed to bullying would in all likelihood start to experience negative emotions regularly They might withdraw socially, and could learn that social isolation is an effective way to avoid bullying. As a result, their normal outgoing traits might reduce over time
Our results showed that being bullied was associated with significant reductions in extrovert traits and conscientiousness (that is, being dependable and organised). The drop in conscientiousness could be because the target feels demotivated by the unfairness of being bullied ? or the bullying may even take the form of removing meaningful tasks from the colleague. Being bullied was also linked to increased neuroticism, which is the tendency to experience negative emotional states such as anxiety, anger and depression.
We also found that longer periods of bullying were associated with the target becoming less of an extrovert and more neurotic.
This suggests that, in addition to all the other harms, bullying can also rob people of their cheerfulness, sociability, dependability and calmness
Who do bullies target?
Our research also explored whether personality traits were a risk factor for experiencing bullying We discovered that conscientiousness and extroversion may put workers at greater risk of attracting the
attention of a workplace bully
Acautious interpretation of this might infer that conscientious employees are targeted by those envious of their higher performance levels (tall poppy syndrome ? where high-flying people are ?cut down? out of a misplaced sense of egalitarianism) It is less clear however why extroverts might be targeted.
Interestingly, when we looked at people who experienced sustained bullying over longer periods of time, we found that other personality traits were risk factors. Neuroticism, openness (encompassing traits of imagination, curiosity and novelty) and disagreeableness were all linked to experiencing bullying for a longer duration.
This indicates that emotional, unconventional and argumentative people tend to experience the most bullying However, it?s still not fully understood
whether it is personality that attracts bullying, or whether in fact the bullying is driving personality change.
There is little other research on the personality types most likely to be targeted by bullies And we don? t yet know if the personality changes suffered by them are likely to be permanent. However,we do have concrete knowledge about the factors that are most helpful in limiting the impact of bullying on victims
Working in a supportive environment where wellbeing is prioritised and where there are processes to enable a resolution can really help those experiencing bullying Equally, receiving support from colleagues, friends and family can limit the damaging effects.
Ultimately, bullying is an escalating process that causes lasting harm The best medicine is to end the experience as soon as possible, or better yet, prevent it altogether
