News

Security threats increase dramatically every year, and their costs aren’t getting any lower.

For organizations to effectively protect their web applications and data from malicious actors, a strong security stance is imperative. However, many organizations miss an important component of security.

Developed first and secured later, many apps are surrounded by security solutions but contain exploitable vulnerabilities that could have been rectified during the development process. To limit these vulnerabilities going forward, some organizations have begun using DevSecOps protocols and integrating tools like WAF with their CI/CD pipelines. Ultimately, this has had a positive impact on application security.

The Convergence of Security and Development

Traditionally, security and development teams have not worked together during the development process. The friction between the two segments, caused by competing priorities, has made it easier for organizations to develop first and secure second. This approach satisfies the development priority of speed, but it has caused a growing number of vulnerabilities in the finished product.

Emerging as a solution to the gulf between developers and security professionals, DevSecOps is becoming a more common approach. This integrates security with the software development lifecycle, promoting security checks and tests throughout the development process.

While companies still want apps to be built quickly, many leaders are realizing that integration between development and security will lead to lower long-term costs. Downtime after release can also be reduced by integrating security with the development process. When security and development teams work together to find bugs early, they can solve them before the problems affect users.

Implementing Security in CI/CD

Prioritizing security during application development is critical for optimal security. While it’s possible to implement security measures and patch vulnerabilities at the end of the development process, the app will be less secure. Code that has not been checked for bugs and weaknesses throughout development tends to have more potential exploits and weak points than comprehensively secured code.

Attacks are growing more strategic and effective every year, so organizations need to ensure that they are doing as much to secure apps from the get-go as possible. Upon release, apps should be largely secured and debugged. Once the apps go live and customers begin to use them, the strength of the code and security measures will prevent attacks and major incidents.

For best results, security, development, and operations activities should all occur in the continuous integration and continuous development (CI/CD) pipeline. This pipeline prevents issues like information silos by centralizing information and ensuring that there are repositories for data. This prevents conflicts in the code, minimizes human error, and improves efficiency.

There are several ways to accomplish implementing DevSecOps in the CI/CD pipeline.

Shift-left security principles. While security throughout development is important, teams should begin implementing security testing and tools as early as possible.
Automated testing and validation. Because developers often try to build and release applications or updates as quickly as possible, integrating security tends to slow down the process and create frustration. Automating testing can reduce the time needed for security checks.
Infrastructure-as-Code security configurations. This is another component of automation. It allows developers to run code that will manage infrastructure without significant manual intervention.
Continuous monitoring and feedback loops. During development, written code is tested for functionality and then the developer and operations teams will make changes as needed. By automating some of this process with monitoring and feedback loops, it can be streamlined and time reduced. Additionally, the automation decreases the likelihood of transcription errors and other mistakes.
Tools and technologies for seamless integration. There are a variety of tools that can be helpful for CI/CD integration, like automated testing. Security solutions should be built into the application as well so that the app is protected immediately upon release. For example, a WAF is a highly effective security solution that works well with the CI/CD pipeline.

The Role of the WAF in DevSecOps

DevSecOps is needed for secure application development, but its effectiveness depends on the type and quality of tools used in the security component. Introducing a web application firewall (WAF) to the CI/CD pipeline can help developers adapt to needed changes and effectively protect evolving applications without sacrificing other priorities.

WAFs block malicious activity by using rules to detect suspicious patterns and then denying the user’s requests. With or without DevSecOps, a WAF is an effective guard against unwanted traffic that will not get in the way of your customers’ access to the app. Within the CI/CD pipeline, the WAF has additional benefits.

As part of automated testing, WAFs are useful for constant scanning and monitoring. Testing for threats like injection and XSS attacks can be done as the app is coming together rather than at arbitrary points during development. Incorporating a WAF helps developers find security issues early in the process as automated monitoring and testing occur in real-time.

Although security and development teams have historically operated separately, integrating their processes is important for maximally secured and high-quality applications. Integrating WAF with the CI/CD pipeline during the software development lifecycle facilitates this relationship. Rather than developers pausing so that security teams can test, WAFs and other tools allow real-time, automated monitoring and testing that save time and resources.

Read more:
WAF Integration with DevOps: Securing Applications in CI/CD Pipelines

The conversation around medical cannabis has shifted significantly in recent years. No longer a niche option, it’s now seen as a real solution for patients managing chronic conditions and a growing opportunity for the UK economy.

Beyond improving health outcomes, medical cannabis offers sustainable, forward-thinking benefits for healthcare systems and businesses alike.

For patients, it’s about quality of life. For the economy, it’s about innovation, job creation, and reducing strain on public resources. Leading providers like Releaf and companies like Glass Pharms are paving the way for a smarter, more sustainable future.

How does medical cannabis improve overall well-being?

Medical cannabis does more than address individual symptoms – it supports overall well-being. It offers a more holistic approach to health for patients living with chronic conditions. Instead of focusing on just one problem, it can help restore balance across the body and mind.

Patients report improvements in physical comfort, reduced stress, and an overall boost to their quality of life. This might mean reconnecting with hobbies, spending more time with family, or simply enjoying life’s small pleasures again. By working alongside the body’s natural systems, medical cannabis can give people back a sense of control and energy they’ve been missing.

The economic opportunities of medical cannabis in the UK

The economic potential of medical cannabis in the UK is impossible to ignore. The market is projected to be worth more than £23 million by the end of 2024, and an anticipated compound annual growth rate of 5.37% from 2024 to 2029,

Patient numbers are also on the rise, with estimates suggesting over 337,000 active medical cannabis users in the UK by the end of 2024 – a huge jump from just 250 patients in 2019.

Companies like Glass Pharms are at the forefront of this expansion. By cultivating medical cannabis in sustainable, high-tech facilities here in the UK, they’re reducing reliance on imports, boosting local economies, and creating skilled jobs.

In addition, integrating medical cannabis into the healthcare system could lead to cost savings. By offering effective treatment alternatives, it can help reduce the burden on NHS resources and limit the use of expensive, less effective pharmaceuticals.

How medical cannabis supports a sustainable healthcare model

The NHS continues to face increasing demand and stretched resources. Many patients struggle to access effective treatments, particularly for chronic conditions. Medical cannabis offers a solution that can bridge this gap through private clinics.

Providers like Releaf make accessing medical cannabis simple, efficient, and patient-friendly. From quick eligibility checks to online consultations and discreet home delivery, the process is designed to make treatment stress-free.

On a broader scale, medical cannabis reduces the need for overprescribed opioids and other pharmaceuticals, many of which come with high economic and environmental costs. By offering a natural and sustainable alternative, medical cannabis helps build a more resilient healthcare model.

How to choose the right cannabis clinic in the UK

Choosing the right cannabis clinic can feel like a bit of a minefield, but reading real patient reviews of all the top cannabis clinics in the UK is a great way to start. When picking a clinic, look out for places that put patients first—things like clear advice, easy access to prescriptions, and a personalised approach. The right clinic should make everything straightforward and stress-free.

Whether you’re new to medical cannabis or just after a better experience, reviews can help you find the perfect match.

What’s next for medical cannabis in the UK?

As patient numbers grow and awareness increases, medical cannabis is gradually moving into the mainstream. Continued investment, research, and education will be key to unlocking its full potential – both for patients and for the economy.

Glass Pharms and Releaf (the UK’s fastest growing medicanna clinic) are already leading the way, driving accessibility, innovation, and sustainability. With the market expected to grow steadily in the coming years, the future of medical cannabis in the UK looks promising for patients and businesses alike.

Conclusion

Medical cannabis is far more than just a treatment option – it’s a step toward a healthier, more sustainable future. By improving patients’ wellbeing and driving economic growth, it’s reshaping modern healthcare in ways that benefit everyone. With innovators leading the charge in production and clinics simplifying access, now is the time for patients, businesses, and healthcare providers to embrace its potential.

If you’re curious to learn more or ready to take the first step, head back to the links above and explore your options.

Read more:
The Economic and Wellness Impact of Medical Cannabis in the UK: A Sustainable Solution for Modern Healthcare

Companies distribute portions of their profits to investors through dividend payments – a fundamental way of sharing earnings.

This process affects market dynamics, as seen with easyjet share price movements during dividend announcements. The straightforward mechanism allows corporations to transfer value directly to shareholders, reflecting the company’s financial performance and commitment to investor returns. This systematic approach to profit distribution represents a core element of corporate finance operations.

“A dividend is a distribution of some of a company’s earnings as cash to a class of its shareholders”, as defined by market specialists.

Not all publicly traded companies pay dividends. For instance, major corporations like Amazon and Alphabet (Google’s parent company) have never issued dividends, whilst companies like IBM maintain regular quarterly payment schedules.

The dividend declaration process

The process of dividend payment begins in the boardroom when a company’s board of directors meets to review financial statements. The board determines whether to declare a dividend and its amount after reviewing the company’s income statement.

A typical declaration process examines:

Current earnings figures
Available cash position
Capital requirements
Payment scheduling options
Distribution logistics

For example, IBM follows an established schedule, with dividends distributed on the 10th of March, June, September, and December. Unilever, another major corporation, maintains its own quarterly schedule with specific declaration and payment dates.

Critical dates in the payment cycle

The timing of dividend payments follows strict regulatory requirements that protect both companies and shareholders. Each date in the sequence serves a specific purpose in ensuring accurate distribution of funds.

Declaration date: The company officially announces the dividend payment and its amount
Ex-dividend date: The cut-off date that determines dividend eligibility based on share ownership
Record date: Set two days after the ex-dividend date, when the company finalises its shareholder register
Payment date: When the dividend funds are distributed to eligible shareholders

These dates coordinate the actions of multiple financial institutions, ensuring smooth transfer of funds from corporate accounts to individual shareholders. Financial markets worldwide synchronise their systems to process dividends according to this established timeline.

Payment distribution mechanics

Standard distribution process

The Depository Trust Company (DTC) functions as the central hub for dividend distribution. On payment dates, companies deposit funds with the DTC, which then coordinates the distribution to brokerage firms worldwide. This centralised system processes millions of payments simultaneously through:

Electronic funds transfers
Brokerage account credits
Physical cheque issuance
International payment networks

The entire distribution cycle typically completes within three business days for domestic payments. Financial institutions maintain multiple backup systems to ensure continuous processing even during peak distribution periods.

Payment formats

Market regulations require companies to specify their chosen payment method when declaring dividends. Each payment format carries specific processing requirements and timeframes that brokerages must follow.

Dividend payments take several forms in practice:

Direct deposits to brokerage accounts
Physical cheques mailed to registered addresses
Stock dividend distributions of additional shares
Dividend reinvestment plan (DRIP) credits

“Cash payments are typically credited to a brokerage account or paid in the form of a dividend check”, according to industry standards.

The payment process illustrated

The complexity of dividend processing becomes clear when examining real-world cases. Modern financial systems process millions of dividend payments daily, with each payment following precise verification protocols.

A practical example demonstrates the complete payment cycle. When Unilever processes a quarterly dividend:

The board declares a dividend of 30 pence per share
Ex-dividend date is established as 15 May
Record date falls on 17 May
Payment processing begins 1 June

For international payments, additional steps include:

Currency conversion processing
Cross-border transfer procedures
Local tax compliance measures
Market-specific documentation

During this cycle, financial institutions conduct multiple verification steps to ensure accuracy. Each stage includes automated reconciliation processes that match shareholder records with payment amounts before proceeding to the next phase.

Technical aspects of dividend payments

Modern financial infrastructure enables precise dividend distribution across global markets. The system connects stock exchanges, clearing houses, brokers, and individual shareholder accounts. Automated systems handle dividend calculations, currency conversions, and payment routing.

Key components in the distribution system include:

Central clearing houses
International banking networks
Electronic payment systems
Automated verification protocols

When IBM processes its quarterly dividend payments, the funds move through multiple stages. First, the company transfers the total dividend amount to the Depository Trust Company. The DTC then allocates these funds to various brokerages based on their clients’ shareholdings. Finally, individual brokerages credit the payments to shareholder accounts, typically within 24 hours of receipt.

International dividend processes

Cross-border dividend payments involve additional processing steps beyond domestic distributions. A UK investor holding US stocks, for instance, sees their dividend payment pass through international banking networks. The process includes currency conversion at market rates and compliance with tax regulations in both jurisdictions.

“The company deposits the funds for disbursement to shareholders with the Depository Trust Company on the payment date”, as outlined in standard financial procedures.

Documentation and reporting

Each dividend payment generates specific documentation recording the transaction details. For a typical payment, the documentation includes the payment date, amount per share, and total distribution value. Special dividends, such as United Bancorp’s 15 pence per share payment in February 2023, follow the same documentation standards as regular quarterly distributions.

Standard documentation elements include:

Payment amount per share
Total distribution value
Processing dates
Tax withholding information
Currency conversion rates for international payments

Brokerage platforms maintain digital records of all dividend transactions. These records show the payment source, amount, date, and any applicable tax information. For example, if a company pays a 5% annual dividend on shares trading at £100, the documentation reflects quarterly payments of £1.25 per share.

Market impact of dividend payments

Stock prices typically adjust in relation to dividend payments. Consider a company trading at £60 per share that declares a £2 dividend. The share price often increases by approximately the dividend amount when announced. On the ex-dividend date, the price generally adjusts downward by the dividend amount, as new buyers will not receive the declared payment.

Conclusion

The dividend payment process represents a sophisticated system of financial distribution that connects companies with their shareholders. From declaration through final payment, each step follows established procedures ensuring accurate and timely dividend delivery.

Important elements in the process include:

Central clearing house distribution
Standardised payment timelines
Documentation requirements
International payment procedures

Regular dividend payments operate through standardised systems, while special dividends and international payments adapt these processes to specific circumstances.

Read more:
How Dividends Are Paid on Stocks: An Explanation

Donald Trump has threatened European Union member states with punitive tariffs if they fail to purchase more American oil and gas, reviving the prospect of a renewed transatlantic trade war.

On Friday, the president-elect declared on social media: “I told the European Union that they must make up their tremendous deficit with the United States by the large scale purchase of our oil and gas. Otherwise, it is TARIFFS all the way!!!”

The warning comes as Mr Trump insists the EU reduce its trade surplus with the US, which stood at $131 billion (£105 billion) last year. He is expected to press for a more balanced trade relationship, wielding the threat of tariffs on European exports unless the EU buys more American goods and services.

The stance could pose a delicate challenge for Britain, with the incoming US ambassador Lord Mandelson likely to devote considerable diplomatic effort to staving off a full-blown trade conflict while trying to keep both the EU and the US in accord.

Mr Trump’s tough rhetoric recalls his previous presidency, when he imposed tariffs on EU steel and aluminium and threatened further duties on German car imports. That period sparked a flurry of transatlantic tensions, countermeasures by the EU on products like Harley-Davidson motorcycles and denim, and a temporary truce in 2018.

This latest escalation signals a potential return to tit-for-tat tariffs. After being caught off guard before, EU officials have since refined their trade defence capabilities to respond more swiftly to US pressure, should it arise. In November, German Foreign Minister Annalena Baerbock noted that Europe is “well-prepared” for a scenario where Washington revives its “America first” policies, vowing a unified European response.

The EU has also introduced rules enabling it to exclude foreign firms benefiting from state subsidies from tendering for public contracts or pursuing takeovers within the bloc—an insurance policy against what it views as unfair competition.

Mr Trump has frequently criticised European nations for relying on the US security umbrella while spending too little on their own defence, and has accused them of exploiting America’s economic generosity through substantial trade surpluses. Brussels, the EU’s political heart, has been called a “hellhole” by the president-elect, who has threatened to stand back and let Russia “do whatever the hell they want” should Nato countries fail to invest adequately in their militaries.

These latest tariff threats are not solely aimed at the EU. Mr Trump has also targeted China and close allies like Canada, which he has jokingly described as “another US state.” In a move to hedge against these threats, some LNG (liquefied natural gas) buyers, including EU member states and Vietnam, have already discussed increasing their purchases from the US.

The US remains the world’s largest crude oil producer and top exporter of LNG. More than half of American LNG exports went to Europe last year, though the EU has sought energy supply diversification, signing agreements with other producers such as Qatar. The urgency for alternatives heightened after Russia’s invasion of Ukraine exposed the EU’s vulnerability due to its previous reliance on Russian energy.

Given Mr Trump’s known enthusiasm for the word “tariff,” long viewed by him as a key strategic tool, European governments may now find themselves caught between diplomatic negotiations and the threat of sudden trade penalties. This climate of uncertainty raises the stakes for EU leaders, who must balance the need to secure stable energy supplies with the imperative to maintain cordial trading relationships with Washington.

Read more:
Trump issues fresh trade threat: buy american oil or face heavy tariffs, eu told

The UK economy is likely to see no growth in the aftermath of the Chancellor’s Budget, the Bank of England has warned, as businesses respond to record tax measures by increasing prices and reducing staffing levels.

Policymakers now anticipate the economy will flatline in the final quarter of 2024, a notable downgrade from their previous forecast of 0.3% growth. This comes after figures showed output shrinking in October, prompting concerns that a recession may be on the horizon.

Although the Bank’s Monetary Policy Committee (MPC) voted on Thursday to maintain interest rates at 4.75%, Governor Andrew Bailey indicated that the path ahead remains uncertain. He stressed that the Bank is not in a position to commit to future rate cuts just yet, given the lingering uncertainties following the Chancellor’s maiden Budget.

Analysts have cautioned that households and businesses could face further cost pressures into 2025, leading to a challenging combination of subdued growth and persistent inflation.

A Bank of England survey suggests that a growing proportion of households now expect stagnant economic conditions to become the norm. “There was a common view that the UK was moving from a cost-of-living crisis to a prolonged period of higher costs and lower living standards,” the report noted.

Firms appear to be responding to the Chancellor’s decision to raise employers’ National Insurance contributions by £25bn with moves that could keep inflation higher for longer. Many are choosing to push up prices rather than cut wages, while also scaling back on recruitment and working hours.

The Prime Minister acknowledged that improving living standards “will take some time” and “won’t be fixed by Christmas.” Meanwhile, the Chancellor stood by the Government’s commitments and insisted that low-income families are already feeling the benefit of recent measures.

However, the Bank’s survey painted a more cautious picture. Some households felt that official commentary on economic stabilisation and inflation nearing 2% did not match their lived experience, with many saying their day-to-day costs remain high.

The Bank of England added that the increase in National Insurance is “weighing heavily on sentiment” among businesses, dampening their optimism about the speed and scale of any potential recovery. Consumers’ concerns have also extended to the property market, where the Bank observed that buyers are increasingly reluctant to make major financial commitments amid the current economic climate.

Economists at Citi suggested that several factors, including planned price increases next year, could keep inflation levels stubbornly high. HSBC analysts said the outlook has left investors seeing the UK as drifting towards stagflation, potentially justifying higher interest rates even if growth slows and unemployment rises.

Minutes from the MPC’s latest meeting revealed differing views among policymakers about the Budget’s long-term impact on economic growth. Three of the nine members favoured an immediate cut in interest rates, but the majority, including Governor Bailey, voiced concern that inflationary pressures remain too uncertain to allow a quick shift in policy.

Market expectations currently lean towards a possible rate cut in February, but Mr Bailey made clear that any move to reduce borrowing costs would be gradual. “We must ensure we meet the 2% inflation target on a sustained basis,” he said, adding that the Bank remains cautious given the heightened level of uncertainty.

Businesses themselves expressed surprise at the extent of the National Insurance rise, particularly the reduction in the threshold at which employers begin to pay. Many anticipate that this will push up total labour costs, especially in sectors reliant on part-time or lower-paid staff.

In response, some firms are considering investment in automation or even moving operations abroad, as they seek to mitigate the impact of rising costs and maintain competitiveness in an increasingly challenging environment.

Read more:
Budget ‘weighing on growth’, warns Bank of England

Sir Keir Starmer is set to appoint Lord Mandelson as the UK’s next ambassador to the United States, marking the first political appointment to the role in nearly half a century.

The Prime Minister believes that Mandelson’s background in trade and extensive network of contacts will bolster Britain’s position in what promises to be a delicate period for UK-US relations.

Donald Trump, the incoming US President, has threatened to impose blanket tariffs on foreign imports, raising concerns about potential challenges for Britain. His allies have warned that the UK may have to choose between a deal with the US and one with the “socialist” European Union. Sir Keir, however, has dismissed the notion that a binary choice must be made.

Lord Mandelson, a seasoned Labour figure and close ally of Morgan McSweeney, Starmer’s chief of staff, has been backed by David Lammy, the Foreign Secretary. Mandelson was seen at the Foreign Office last week. His appointment represents an extraordinary political comeback, as he last held government office 14 years ago during Gordon Brown’s premiership. He was previously Business Secretary and effectively acted as deputy prime minister, and also served as the EU’s Trade Commissioner under Tony Blair—a role that played a key part in securing this new Washington post.

One source described the decision as evidence of how seriously Starmer takes relations with the US, and noted that Mandelson is a “significant figure in his own right.”

Dame Karen Pierce, the current ambassador, will remain in her post until the end of January, when President-elect Trump is inaugurated. Dame Karen, who has built extensive Republican contacts, helped secure a dinner meeting between Trump, Starmer, and Lammy in November.

Mandelson’s selection follows intense speculation about who would take the role. David Miliband, Baroness Amos, and Baroness Ashton of Upholland were all considered strong contenders.

Sir Keir is keen to strengthen ties with the Trump administration. Earlier this month, McSweeney met with Susie Wiles, a key strategist behind Trump’s re-election campaign, in the US. Although Trump and Starmer differ politically, the US president-elect has praised the UK leader as a “very nice guy” who was “very popular” ahead of the election.

Despite such cordial words, tensions remain. During the campaign, Trump accused Labour of election interference after the party’s head of operations revealed that 100 current and former staffers were helping Kamala Harris, then the Democratic nominee, on LinkedIn.

Mandelson has previously stressed the importance of steering a careful path between the EU and the US if Trump follows through on his threat to impose blanket tariffs on imported goods. “We must find a way to have our cake and eat it,” he told The Times’s How to Win an Election podcast, emphasising that Britain must avoid being forced into an either/or choice between the two trading blocs.

Trump has suggested tariffs of up to 20 per cent on all imports, with even steeper levies of 60 per cent on goods from China. The National Institute of Economic and Social Research has calculated that such measures would halve UK GDP growth, creating a £21.5 billion hole in Rachel Reeves’s tax and spending plans, and push inflation up by 3 to 4 percentage points.

Mandelson maintains that Britain cannot abandon its transatlantic ties, nor can it walk away from the EU’s enormous market. However, he cautioned against reverting to outdated notions of free trade agreements, arguing that future deals must focus on modern aspects of commerce: “We’ve got to look forwards to a more 21st-century set of trading arrangements, which are more to do with clicks and portals than goods and mortar,” he said.

In the event Trump presses ahead with tariffs, the EU is expected to respond with its own retaliatory measures on US exports such as bourbon whiskey, Levi’s jeans, and Harley-Davidson motorcycles. Though UK officials have contingency plans, ministers are wary of a protectionist stance that might provoke a more severe US response. They also suspect the new president may water down his tariff threats to avoid stoking inflation at home, likely targeting only specific sectors—such as steel, aluminium, technology, and automotive—rather than applying broad-based tariffs.

It is notable that two thirds of the UK’s £188 billion of annual exports to the US are in services rather than goods, giving Britain a degree of resilience against potential trade turbulence.

By entrusting the ambassadorship to Mandelson, Starmer is sending a clear signal that the UK aims to navigate these uncertain waters with diplomatic skill, informed expertise, and the hope of balancing the country’s global interests.

Read more:
Mandelson chosen by Starmer as UK ambassador to US

At a time when much of the conversation around artificial intelligence (AI) centres on potential job losses, one sector stands poised to harness this technology for good: careers advice.

Far from making advisers obsolete, AI could help them provide more personalised, timely, and cost-effective support, ensuring more young people and unemployed adults find fulfilling futures.

The UK’s careers advice landscape has been under considerable strain. Investment has plummeted, with spending on school pupils’ career development falling from £159 per pupil in 2009 to just £68 today, according to the Gatsby Foundation. For adults, the drop is nearly one third, from £35 to £26. Yet quality guidance remains a crucial factor in achieving long-term employment success. Evidence from the Investing in Careers report shows that for every £1 spent on careers support, there’s an average return of £2.50 in schools and £3.20 for unemployed adults.

This glaring resource gap points to the need for innovation. Enter AI: a powerful tool that could streamline everything from exploring career pathways to polishing CVs and honing interview techniques. By leveraging advanced machine learning, advisers can rapidly identify transferable skills, highlight growth industries, and adapt to shifting job markets. Indeed, LinkedIn predicts that by 2030, the skills required for jobs worldwide will have changed by at least 65%, making it ever more urgent that the UK’s careers services modernise to remain competitive.

Dr Deirdre Hughes OBE, author of the new report Careers 2035, sees a transformative role for AI in the sector. “Access to equitable AI-enhanced resources can help ensure that all individuals can benefit,” she says. “The future of career guidance must not only embrace innovation but champion the breaking down of barriers, ensuring that no one is left behind.”

Embracing AI isn’t about removing the human element, but rather enhancing it. Careers advisers play an essential role: personal contact and empathy are irreplaceable, as is the nuanced understanding they bring to each individual’s circumstances. However, by harnessing AI tools, advisers can make more efficient use of their limited time, potentially supporting a greater number of people and tailoring guidance more precisely to individual needs.

Chris Glennie, chief executive of Morrisby, one of the UK’s most respected career guidance platforms, is adamant that advisers remain central to the process. He acknowledges the challenges they face: recent studies indicate that 21% of advisers plan to leave the profession within two years, and average pay for careers staff stands at about £28,000, often lower than entry-level teachers or jobcentre coaches, despite requiring equivalent levels of expertise and qualifications.

“While career development professionals feel proud of their work, they don’t always feel it is valued,” Glennie notes. Yet he sees AI as offering fresh opportunities for meaningful involvement. Advisers could shape the way these technologies develop—by advising on best practices, auditing AI-generated content, and collaborating with software developers to refine their accuracy and relevance. AI can become a trusted ally, rather than a disruptive influence.

For schools, the introduction of AI could bring about a quiet revolution. Many secondary schools and colleges are obliged to offer careers guidance from Year 7 to Year 13, but recent data from the Careers & Enterprise Company shows that 11% of students still miss out on a one-to-one chat with a qualified adviser by the end of Year 11. AI-driven tools could help fill such gaps. They could provide initial insights—helping students pinpoint interests, strengths, and potential career paths—before handing over to a human adviser for deeper conversation. By handling initial fact-finding and routine queries, these systems free up staff to focus on more in-depth, personalised support.

Tom Ravenscroft, founder of the Skills Builder Partnership (a group that supports educational institutions in preparing young people for future workplace demands), points out that AI can also aid careers professionals to stay abreast of rapidly changing job landscapes. “Given how quickly career routes and technical courses are evolving, ensuring advisers and young people have flexible, up-to-date information is vital,” he says. AI systems that continuously update guidance based on emerging trends, newly created job roles, or shifts in industry demand can give advisers and their clients an edge.

Adopting AI-backed careers advice isn’t a silver bullet, of course. Funding challenges must still be addressed, and the government needs to recognise the immense social and economic value of skilled advisers. But AI could be the catalyst that lifts career guidance out of its current funding shortfall and into a more dynamic, accessible space. By doing so, it might not only secure the UK’s position in a fiercely competitive global marketplace, but also ensure countless individuals find more rewarding, sustainable career paths.

What’s clear is that with the right approach—and a willingness to blend human expertise with technological innovation—the UK’s careers advice sector could be on the cusp of a new era, one in which everyone, regardless of background or circumstance, can look to the future with greater hope and clarity.

Read more:
AI could be set to revolutionise the UK’s careers advice sector

Lenders in the motor finance market have been granted additional time to address a looming surge in complaints, as the City regulator moves to widen the scope of claims and include leasing agreements.

The Financial Conduct Authority (FCA) has set a new deadline of December 4, 2025 for lenders to respond to customer grievances relating to both discretionary and non-discretionary commission arrangements. Importantly, the complaints process now covers not just traditional car finance credit agreements but also car leasing deals.

This move by the FCA follows a pivotal Court of Appeal decision in October. The court ruled that car dealers receiving commission from lenders without the customer’s informed consent was unlawful, expanding the potential scope of claims for compensation. Previously, the focus had been on discretionary commissions linked to interest rates on finance agreements—a practice that was banned in 2021. Now, the issue may affect all loan commissions that were not properly disclosed, magnifying the industry’s exposure to redress claims.

According to the FCA, the Court of Appeal’s ruling does not directly cover leasing, but the regulator has decided to include such agreements in the complaints process to ensure that consumers using similar products have consistent protection and redress. “Consumers also use leasing to access motor vehicles and it is important that consumers using similar products for similar purposes are treated in the same way,” the FCA said in a statement.

The FCA had already signalled in January that it was investigating the practice of discretionary commission arrangements in motor finance. Such arrangements allowed dealers to earn commissions based on the interest rate they charged customers, potentially leading to higher borrowing costs. These deals were banned from 2021, but legacy loans made before that date remain under scrutiny.

From 2007 until the end of 2020, about 14.6 million car finance agreements included these discretionary commissions, the FCA notes. The more recent legal ruling broadens the scope beyond these arrangements, potentially adding up to 11.3 million additional loans into the pool of claims. Customers who were charged undisclosed commissions may now be entitled to compensation.

This expanded liability could prove costly. The credit rating agency Moody’s has previously estimated that if the Court of Appeal’s ruling is upheld, redress costs could total as much as £30 billion. Although a Supreme Court appeal on the matter is pending, the FCA expects a substantial rise in complaints regardless. Such a figure would bring the motor finance case closer in scale to the notorious payment protection insurance (PPI) scandal, which ultimately cost UK financial institutions around £50 billion in compensation.

While major banks like Lloyds, Barclays, and Santander UK may have the balance sheet strength to absorb these potential costs, smaller and more specialised lenders face tougher prospects. Moody’s warns that mid-sized finance providers, including Close Brothers, Aldermore, Investec, and captive finance arms of car manufacturers like Ford and Volkswagen, could face “a more significant hit to earnings and capitalisation.”

The FCA’s move to broaden the complaints process and provide lenders with a December 2025 response deadline is intended to ensure that consumers have a consistent and straightforward path to redress, while giving the industry time to adjust. As the sector braces for a wave of claims, all eyes will be on the Supreme Court’s decision and any further clarifications from regulators on how best to manage this potentially costly new chapter in car finance redress.

Read more:
Car finance complaints widened to cover leasing deals, giving lenders more time to respond

UK car manufacturing fell sharply in November, plunging nearly a third compared to the same month last year and reaching its lowest November output since 1980.

According to new figures from the Society of Motor Manufacturers and Traders (SMMT), just 64,216 cars rolled off production lines—27,711 fewer than in November 2023—marking the ninth consecutive monthly decline.

Of those produced, fewer than a third (19,165) were battery electric or hybrid vehicles, a segment that itself recorded a 45.5% year-on-year slump. The overall performance harks back to the era of industrial unrest and Ford dominance in the early 1980s, when Britain’s top sellers included the Escort Mk3, Sierra, and Cortina, and production last dipped this low for November.

These figures come at a time of significant upheaval in the UK automotive sector. Mike Hawes, chief executive of the SMMT, acknowledged the scale of change: “A decline was to be expected given the extensive transformations under way at many plants, but manufacturers are facing pressures both at home and abroad. Billions of pounds are being poured into new technologies, models, and production tooling, but the challenges are formidable.”

The data also underscore uneven demand. Output for the domestic market more than halved last month, while export-oriented production shrank by 21.3%. The year-to-date total now sits at about 734,500 cars, a reduction of 108,790 compared to the same point in 2023 and only about half of 2019 volumes.

This sobering backdrop is further complicated by policy decisions. Stellantis, the parent company of Vauxhall, recently announced plans to close its van-making plant in Luton, putting up to 1,100 jobs at risk. Stellantis pinned part of the blame on stringent new UK rules requiring manufacturers to hit annual zero-emission vehicle (ZEV) sales targets or face hefty fines.

Jonathan Reynolds, the business secretary, has acknowledged industry concerns and pledged to review the ZEV mandate. The government’s response, expected in January, is keenly awaited.

The SMMT believes that immediate and decisive action is now critical. “With the domestic EV market not growing as quickly as anticipated, the UK government must respond swiftly,” the organisation said. “Introducing incentives for private consumers, accelerating the rollout of charging infrastructure, and fast-tracking a coherent industrial and trade strategy are all vital steps. Most urgently, it must publish the consultation on adjustments to the ZEV mandate. Connecting a thriving local market with robust local production is essential for the sector’s revival.”

As manufacturers grapple with a complex mix of evolving technology, shifting consumer behaviour, and policy uncertainty, November’s numbers serve as a reminder of the turbulence reshaping the UK’s once-stalwart automotive industry.

Read more:
UK car production slumps to lowest November level since 1980

If you have been wearing glasses for a long time to correct your vision, they have likely become a normal part of your life. Have ever sat down to think if there is a safer ansd convenient option?

To be specific, if you are an active person and using glasses, you must have been struggling a lot because glasses can really limit the activities to do. You can release yourself from these stresses by considering laser eye surgery.

How Laser Eye Surgery Works

It is a safe eye surgery and works well if undertaken by a qualified professional. Don’t be afraid of taking the step to better and brighter vision because you have doubts. The surgeon works on the cornea of your eye to create a flap that will improve your vision.

The surgeon uses an excimer laser to remove the cornea tissue and to change the shape and curvature of cornea. This in turn changes the focus of the eye, improving on your vision. Laser eye surgery is a permanent eye solution that is non-invasive, safe. It also causes minimal discomfort and allows rapid visual recovery.

Why Consider Laser Eye Surgery?

It is the best eye treatment option if you want to live a spectacle free life and you are of legal age. You should also not be too old as it is not favorable for people beyond 45 years. You should consider laser eye surgery you have problems in seeing things at a distance or too close. You may also want to solve the problem of using glasses which can limit what you do. The best thing about this surgery is giving you long lasting and reliable solution.

Laser eye surgery is the best option for those who want to get rid of eyewear prescription and enjoy doing limitless activities without worrying. With glasses or contact lenses, there are some activities you might not enjoy because of discomfort and irritation including dirt biking, snorkeling, or scuba diving. After laser eye surgery, you can enjoy a range of sport activities and outdoor hobbies freely. LASIK also makes it possible for you to enjoy hassle-free travel without worrying what will happen if your glasses break or the risk of getting infection when changing contact lenses during the trip.

Laser Eye Surgery Aftercare

Although the procedure offers speedy recovery, you need proper care after the surgery in order to achieve the best results. You should get a clear protective shield immediately after the surgery to help you avoid rubbing your eyes. Follow the doctor’s prescription carefully and don’t skip any medication. During the first days, avoid intense sporting, use protective glasses, get plenty of rest and be careful when showering.

In conclusion, laser eye surgery is the right choice for someone tired of using glasses or contact lenses. With the advanced technology in the field, the surgery corrects your eye problem and gives you back your normal life. The good thing is that the procedure only takes few minutes to complete and one gets to recover within a few days. It allows you to enjoy your life and engaging in a wide range of activities than when using glasses or contact lenses.

Read more:
Laser Eye Surgery- Life without Contact Lenses and Glasses