Business

Trading is the process of buying and selling financial assets such as stocks, currencies, commodities, or cryptocurrencies with the goal of making a profit.

Unlike long-term investing, trading often focuses on short-term price movements. Today, trading has become accessible to ordinary people through online platforms and global exchanges like the New York Stock Exchange, NASDAQ, and regional markets such as the Pakistan Stock Exchange.

How Trading Works

At its core, trading is based on price changes. Traders attempt to buy an asset at a lower price and sell it at a higher price. Prices move due to supply and demand, economic news, company performance, global events, and investor psychology.

For example, if a company reports strong profits, its stock price may rise because more people want to buy it. Traders who bought earlier can sell at a profit. On the other hand, bad news can cause prices to fall, leading to losses.

Major Types of Trading

1. Day Trading

Day trading involves opening and closing trades within the same day.
Traders try to profit from small price movements using technical charts and indicators.

Advantages:

Fast results
Many opportunities daily

Disadvantages:

High stress and risk
Requires constant monitoring

2. Swing Trading

Swing traders hold assets for several days or weeks to capture medium-term trends. They combine technical analysis with basic market news.

This style is popular among part-time traders because it does not require watching the market all day.

3. Position Trading

Position trading is closer to investing. Traders hold assets for months or even years based on long-term trends and economic outlook.

Famous investors like Warren Buffett follow this philosophy, focusing on strong businesses rather than short-term price movements.

Markets Where Trading Happens

There are several major trading markets:

Stock Market – Buying and selling shares of companies.
Forex Market – Trading currencies like USD, EUR, or PKR. This is the largest financial market in the world.
Crypto Market – Trading digital assets such as Bitcoin and Ethereum.
Commodities Market – Includes gold, oil, wheat, and other physical goods.

Each market has its own risks, volatility level, and trading hours.

Skills Needed to Become a Successful Trader

Market Knowledge

A trader must understand how markets react to news, interest rates, inflation, and global events.

Technical Analysis

This involves studying charts, price patterns, support/resistance levels, and indicators like moving averages or RSI.

Risk Management

Professional traders never risk all their capital on one trade. Many follow the rule of risking only 1–2% of their account per trade.

Emotional Control

Fear and greed destroy more trading accounts than lack of knowledge. Successful traders follow discipline instead of emotions.

Common Mistakes Beginners Make

Overtrading: Taking too many trades without a clear strategy.
Revenge Trading: Trying to recover losses quickly by making risky trades.
Ignoring Stop Loss: Not setting a limit to control potential losses.
Following Tips Blindly: Many beginners lose money by copying others instead of learning themselves.

Is Trading Risky?

Yes, trading carries significant risk. While profits can be attractive, losses are equally possible. Statistics show that many beginners lose money in their first year because they underestimate risk and overestimate quick profits.

However, trading can become profitable with proper education, practice, and patience. Many professionals treat trading like a business, not gambling.

Tips for Beginners

Start with a demo account before investing real money
Focus on learning, not earning, in the beginning
Use small capital while practicing
Follow one strategy consistently
Keep a trading journal to track mistakes and improvements

Conclusion

Trading offers exciting opportunities to grow wealth, but it is not a shortcut to instant riches. It requires knowledge, discipline, and emotional strength. Whether you choose day trading, swing trading, or long-term positions, success depends on continuous learning and careful risk management.

Read more:
Understanding Trading: A Beginner’s Guide to Financial Markets

It’s 9 AM on a Tuesday morning, and your sales team is already drowning in leads they can’t seem to convert. Meanwhile, your competitors are somehow managing to reach prospects you didn’t even know existed.

The difference? They’ve partnered with a professional telemarketing agency. If you’re a UK business owner wondering whether outsourcing your telephone sales efforts could be the game-changer you’ve been looking for, you’re in the right place.

In today’s competitive marketplace, finding and converting quality leads has become increasingly challenging. That’s where a reliable telemarketing agency in the UK can step in to bridge the gap between your business and potential customers.

This comprehensive guide will walk you through everything you need to know about choosing the right telemarketing partner, understanding the costs involved, and maximising the return on your investment.

What Exactly Does a Telemarketing Agency Do?

Before diving into the selection process, let’s establish what a modern telemarketing agency actually offers. Gone are the days when telemarketing simply meant cold-calling random numbers from a phone book. Today’s professional agencies provide sophisticated, targeted services that can significantly impact your bottom line.

A reputable telemarketing agency UK will typically offer lead generation services, where trained professionals identify and qualify potential customers who match your ideal client profile. They’ll conduct market research to understand your industry landscape and competitor positioning. Many agencies also provide appointment setting services, ensuring your sales team only spends time with genuinely interested prospects.

Customer retention programmes represent another valuable service area. These involve reaching out to existing clients to ensure satisfaction, identify upselling opportunities, and gather feedback for service improvements. Database cleansing and management services help maintain accurate customer information, whilst survey and market research capabilities provide insights into customer preferences and market trends.

The Current State of Telemarketing in the UK

The UK telemarketing industry has evolved dramatically over the past decade. Strict regulations introduced by Ofcom and the Information Commissioner’s Office have cleaned up the sector considerably. The Telephone Preference Service (TPS) and Corporate Telephone Preference Service (CTPS) have created clear boundaries around who can be contacted and when.

These regulations have actually benefited legitimate businesses. Professional telemarketing agencies now operate within clearly defined parameters, focusing on quality over quantity. They maintain strict compliance with GDPR requirements and ensure all communications are permission-based or fall within legitimate interest guidelines.

The industry has also embraced technology in remarkable ways. Modern telemarketing campaigns integrate with CRM systems, use predictive diallers to improve efficiency, and employ sophisticated data analytics to refine targeting strategies. Many agencies now offer multi-channel approaches, combining telephone outreach with email campaigns and social media engagement.

Key Benefits of Partnering with a Professional Agency

Working with an established telemarketing agency in the UK offers several compelling advantages over managing campaigns internally. Cost-effectiveness ranks high among these benefits. Building an in-house telemarketing team requires significant investment in recruitment, training, technology, and ongoing management. Outsourcing telemarketing transfers these costs into a predictable monthly expense whilst providing immediate access to experienced professionals.

Expertise and specialisation represent another major advantage. Professional telemarketers understand how to navigate conversations effectively, handle objections gracefully, and identify genuine buying signals. They’ve encountered virtually every scenario and know how to adapt their approach accordingly.

Scalability offers tremendous flexibility for growing businesses. During busy periods, agencies can quickly allocate additional resources to your campaigns. Conversely, during quieter times, you can scale back without worrying about redundancies or unused capacity.

Access to advanced technology and data represents a significant benefit that many businesses overlook. Established agencies invest heavily in calling systems, data management platforms, and analytics tools that would be prohibitively expensive for individual companies to purchase and maintain.

Essential Factors to Consider When Choosing an Agency

Selecting the right telemarketing agency in the UK requires careful evaluation of several critical factors. Industry experience should top your list of considerations. An agency that understands your sector will grasp the nuances of your market, speak your customers’ language, and identify opportunities that generalist providers might miss.

Compliance and accreditation deserve serious attention given the regulated nature of telemarketing in the UK. Look for agencies that hold relevant certifications such as ISO 27001 for information security management. Membership in professional bodies like the Direct Marketing Association (DMA) indicates commitment to industry best practices.

Technology infrastructure and data security capabilities require thorough evaluation. Your chosen agency will likely handle sensitive customer information, making robust security measures essential. Ask about their data protection policies, staff vetting procedures, and technical safeguards.

Reporting and analytics capabilities vary significantly between providers. The best agencies provide detailed campaign reports, including call outcome analysis, conversion rates, and return on investment calculations. Real-time dashboards allow you to monitor campaign progress and make adjustments as needed.

Staff training and quality assurance processes directly impact campaign success. Inquire about how the agency trains its staff, what ongoing development programmes exist, and how they monitor call quality. Many top agencies record calls for training purposes and conduct regular performance reviews.

Understanding Pricing Models and What to Expect

Telemarketing agencies typically operate using several different pricing models, each with distinct advantages depending on your specific requirements. Per-hour billing represents the most straightforward approach, where you pay for actual time spent on your campaigns. This model works well for businesses with unpredictable calling volumes or those wanting maximum cost control.

Per-lead pricing aligns agency incentives with your business objectives. You only pay when the agency delivers qualified leads meeting your predefined criteria. This model transfers performance risk to the agency but may result in higher per-lead costs.

Retainer arrangements suit businesses requiring ongoing telemarketing support. Monthly retainers typically include a predetermined number of calling hours plus additional services such as campaign planning and performance analysis. This model often provides the best value for consistent, high-volume requirements.

Results-based pricing, whilst less common, can offer excellent value for businesses confident in their conversion processes. Under this model, agencies receive payment based on actual sales generated rather than leads delivered or hours worked.

When evaluating costs, remember to consider the total investment required. The cheapest option rarely delivers the best results. Factor in setup costs, data acquisition expenses, and the time investment required to brief and manage your chosen agency.

Red Flags to Watch Out For

Unfortunately, not all telemarketing providers operate to professional standards. Several warning signs can help identify agencies best avoided. Unrealistic promises represent a major red flag. Be wary of agencies guaranteeing specific results or claiming they can deliver leads at prices significantly below market rates.

Lack of transparency around processes, pricing, or compliance procedures should concern you. Professional agencies welcome detailed discussions about their methods and provide clear explanations of how they operate.

Poor communication during the selection process often indicates how the relationship will progress. Agencies that are difficult to reach, slow to respond, or provide vague answers to direct questions rarely improve once contracts are signed.

Absence of proper accreditation or unwillingness to provide references suggests the agency may have something to hide. Established providers proudly display their credentials and happily connect prospects with satisfied clients.

High-pressure sales tactics during initial discussions ironically indicate an agency that may struggle to represent your business professionally. The best telemarketing providers understand that building trust takes time and don’t rush the decision-making process.

Making Your Final Decision

Choosing the right telemarketing agency ultimately comes down to finding a provider that understands your business, operates professionally, and demonstrates the capability to deliver results within your budget. Take time to speak with multiple agencies, request detailed proposals, and check references thoroughly.

Consider starting with a small pilot campaign to evaluate performance before committing to larger contracts. This approach allows you to assess the agency’s capabilities whilst minimising risk. The best agencies welcome this approach and often suggest it themselves.

Remember that successful telemarketing partnerships require ongoing collaboration. Choose an agency that views itself as an extension of your team rather than just a service provider. The right partner will invest time in understanding your business, provide strategic input, and adapt their approach as your requirements evolve.

The telemarketing industry in the UK offers tremendous opportunities for businesses willing to work with professional, compliant providers. By following the guidelines outlined in this article and taking time to evaluate your options carefully, you’ll be well-positioned to find an agency that can drive genuine growth for your business whilst maintaining the professional standards your customers expect.

Read more:
Finding the Right Telemarketing Agency in the UK: A Complete Guide for Growing Businesses

Ocado Group is preparing to cut 1,000 jobs over the next year as it accelerates a cost-cutting drive aimed at stabilising finances and restoring investor confidence.

The reductions, equivalent to around 5 per cent of its global workforce , will fall heavily on the UK, with roughly two-thirds of the affected roles based domestically. Most of the cuts are expected at the company’s headquarters in Hatfield, Hertfordshire, and will largely impact technology and support functions.

The announcement came alongside Ocado’s full-year results, which revealed widening losses despite revenue growth.

Chief executive Tim Steiner said a “significant number” of roles would no longer be required as part of a broader restructuring to align the business with a lower cost base.

“These changes reflect the lower structural cost base that we have signalled over recent years,” Steiner said. “Regrettably, this means a significant number of roles will no longer be required. We will support those impacted through this process.”

Ocado said the measures are expected to generate annual cost savings of approximately £150 million.

The group employs around 20,000 people worldwide, the majority in the UK. The job losses follow several years of strategic recalibration as the company grapples with underperformance in its international technology partnerships.

For the year to 30 November, Ocado reported group revenues of £1.36 billion, up 12 per cent year-on-year. However, pre-tax losses at continuing operations widened to £377.6 million, compared with a £339.8 million loss the previous year.

The company has been under mounting pressure after setbacks in North America. US grocery chain Kroger confirmed it would close three automated customer fulfilment centres operated by Ocado after sales fell short of expectations. In January, Canadian retailer Sobeys announced the closure of its Calgary facility.

These developments have shaken confidence in Ocado’s technology-led global expansion model, which had once positioned the company as a disruptive force in grocery logistics.

By midday trading, Ocado shares had fallen more than 7 per cent, extending a sharp decline over the past 12 months.

Chris Beauchamp, chief market analyst at IG, said Ocado’s early-mover advantage in grocery delivery had eroded as established supermarket chains developed in-house technology.

“For a company once seen as the future of supermarket delivery, its fate has been overtaken by its more pedestrian, but larger, rivals,” he said.

“Rather than use Ocado’s technology, they have instead built their own and simply bypassed the newcomer, leaving Ocado as the great white elephant that failed to deliver.”

Traditional supermarket operators have increasingly invested in their own distribution infrastructure, leveraging scale and existing store networks rather than outsourcing to Ocado’s robotics-led model.

The scale of the job losses has prompted concern in Hatfield, where Ocado’s headquarters has been a significant local employer.

Andrew Lewin, Labour MP for Hatfield, described the cuts as “a serious setback”.

“Hatfield has been Ocado’s HQ for many years and people from our community have been integral to the growth and success of the business,” he said. “Ocado’s decision to cut hundreds of local jobs will hit hard.”

The announcement underscores broader pressures in the UK retail and grocery sector, where businesses are facing rising operating costs, technological change and cautious consumer spending.

Separately, Sainsbury’s confirmed that up to 300 roles are at risk as it restructures its technology and data divisions across its supermarket and Argos operations.

Ocado, which operates its own online grocery joint venture with Marks & Spencer alongside its technology licensing arm, now faces the challenge of proving that its capital-intensive robotics model can deliver sustainable returns in a more competitive and cost-sensitive environment.

The coming year will test whether aggressive cost discipline and restructuring can reposition the company for profitability — or whether further retrenchment lies ahead.

Read more:
Ocado to axe 1,000 jobs in cost-cutting drive

Accounts Payable (AP) automation is revolutionizing how finance teams manage invoices, payments, and vendor relations.

This technology streamlines processes that were traditionally manual and labor-intensive, offering a host of benefits such as increased efficiency, reduced errors, and improved cash flow management.

Understanding the Need for AP Automation

The manual processing of accounts payable can be fraught with challenges, including errors in data entry, delayed payments, and difficulty in tracking invoices. These issues can lead to strained vendor relationships and financial losses due to missed discounts or late fees. By automating these processes, organizations can ensure accuracy, timeliness, and compliance with financial regulations.

Key Drivers for Adoption

Efficiency: Automation significantly reduces the time spent on invoice processing.
Accuracy: Minimizes human error through digital data capture.
Cost Savings: Reduces costs associated with paper processing and storage.
Scalability: Easily adapts to growing business needs without additional manpower.

Key Features of AP Automation Software

When evaluating AP automation software, consider the following critical features:

Invoice Capture: Automatic extraction of invoice data through optical character recognition (OCR).
Workflow Automation: Streamlined approval processes with notifications and reminders.
Integration Capabilities: Seamless connection with existing ERP systems.
Analytics and Reporting: In-depth insights into spending and process efficiency.
Vendor Management: Centralized portal for vendor communication and self-service.

Top 5 AP Automation Software Platforms

Yooz

www.getyooz.com stands out as a leader in the AP automation space with its intelligent cloud-based platform that offers comprehensive features for invoice capture, workflow automation, and payment processing. Its user-friendly interface enables easy adoption by finance teams of all sizes.

Tipalti

Tipalti excels in global payment automation, making it an ideal choice for companies with international operations. It supports multiple currencies and payment methods while ensuring compliance with tax regulations worldwide.

Stampli

Stampli is known for its collaborative approach to invoice management, allowing finance teams to communicate effectively within the platform itself. Its AI-driven features enhance decision-making by providing context-specific recommendations.

AvidXchange

AvidXchange caters primarily to mid-sized businesses, offering robust solutions for invoice management and payment automation. Its extensive network of vendors simplifies the process of managing supplier relationships.

SAP Concur

SAP Concur integrates seamlessly with other SAP solutions, providing a unified experience for large enterprises looking to streamline their entire financial ecosystem from travel expenses to invoice management.

Comparing AP Automation Solutions

When comparing these platforms, it’s essential to consider factors such as ease of use, customer support, integration capabilities, and pricing structures. Yooz offers a competitive advantage with its rapid deployment capabilities and intuitive design that minimizes the learning curve for users.

Benefits of Implementing AP Automation

Implementing an effective AP automation solution can yield significant benefits:

Time Savings: Automating repetitive tasks allows finance teams to focus on strategic activities.
Improved Accuracy: With automated data capture, errors are substantially reduced.
Enhanced Compliance: Automated audit trails ensure adherence to financial regulations.
Better Cash Flow Management: Timely payments lead to improved cash flow visibility and control.

Industry-Specific Insights on AP Automation

Different industries have unique requirements when it comes to accounts payable processes:

Manufacturing: High volume of invoices necessitates efficient document handling.

Healthcare: Compliance with industry regulations is critical.

Retail: Fast-paced environment demands quick processing times.

Finance teams should evaluate software based on their specific industry needs to ensure optimal performance.

Challenges and Considerations in Choosing AP Software

While the benefits are clear, selecting the right AP automation software involves overcoming several challenges:

Integration Issues: Ensuring compatibility with existing systems can be complex.
Change Management: Staff may require training and adaptation time for new systems.
Cost Considerations: Balancing initial investment with long-term savings is crucial.
Customizability: The software must align with unique organizational workflows.

Careful evaluation and planning are necessary to address these challenges effectively.

Future Trends in AP Automation

The future of AP automation is poised for exciting developments:

AI and Machine Learning Advancements: Enhanced predictive analytics for better decision-making.
Blockchain Technology: Increased security and transparency in transactions.
Mobile Accessibility: Expanding capabilities for remote workforces.

These trends will continue to shape how organizations manage their accounts payable processes in the coming years.

Final Thoughts

Selecting the right AP automation software is a critical decision that can profoundly impact your finance team’s efficiency and effectiveness. With platforms like Yooz offering innovative solutions tailored to diverse business needs, organizations have the opportunity to transform their accounts payable processes into a streamlined, efficient operation that supports broader financial objectives.

As you evaluate your options, consider how each platform aligns with your strategic goals and operational requirements ensuring that your chosen solution is not just a tool but a valuable partner in achieving financial excellence.

Read more:
Top 5 Best AP Automation Software Platforms Reviewed: Finding the Right Fit for Your Finance Team

MPs have approved Doug Gurr as fit to become the next permanent chair of the Competition and Markets Authority (CMA), but warned ministers that additional safeguards are needed to protect the regulator’s independence and address potential conflicts of interest.

In a report published on Thursday following a pre-appointment hearing earlier this week, the House of Commons Business and Trade Committee said it was satisfied that Mr Gurr has “the professional competence and independence required” to take on the role as defined by the Government. However, the committee stressed that serious concerns remain about the context of his appointment and the broader direction of competition policy.

Mr Gurr, a former senior executive at Amazon, was questioned extensively by MPs about his ability to act independently, particularly given the circumstances surrounding the removal of the previous chair amid pressure to align the watchdog more closely with the Government’s pro-growth agenda. Committee members made clear that the CMA must not prioritise investment or consolidation over consumer welfare, warning that growth cannot come at the expense of competition.

MPs also expressed unease about potential conflicts of interest arising from Gurr’s long and senior career at Amazon, one of the world’s largest technology companies and a business that could fall within the CMA’s new digital market regime. The committee suggested ministers consider whether he should recuse himself from any future decision about designating Amazon with Strategic Market Status under the Digital Markets, Competition and Consumers Act 2024.

The hearing also became a wider examination of the CMA’s recent performance. MPs noted that staff numbers at the regulator have almost doubled over the past decade, yet competitive pressures in the UK economy have not improved. They criticised what they described as slow market investigations during the cost-of-living crisis and weak enforcement action in certain high-profile cases.

Concerns were also raised about the CMA’s handling of digital competition issues, including delays in seeking remedies from Google over its relationship with news publishers and the limited commitments secured from Google and Apple regarding their mobile ecosystems. The committee questioned whether the watchdog had been sufficiently assertive in deploying its new statutory powers.

Internal challenges within the CMA were also highlighted. A recent budgeting error forced a 10 per cent reduction in staff, and internal surveys suggest that only around a quarter of employees expect to remain at the organisation for the next three years. MPs indicated that rebuilding morale and confidence inside the regulator would be a significant task for the new chair.

Another issue scrutinised during the hearing was the time commitment attached to the role. The CMA chair is currently expected to dedicate two days a week to the position. The committee questioned whether that allocation is sufficient for a regulator operating at the centre of politically sensitive and economically significant decisions, particularly during periods of crisis or intense scrutiny.

While the committee ultimately endorsed Mr Gurr’s appointment, it warned that it is “not the hallmark of a robust recruitment process” to have secured only one appointable candidate for such a critical role.

Liam Byrne, the committee’s chair, said the CMA sits at the heart of whether markets work for consumers or against them. He said that although Mr Gurr is professionally competent to take on the job, ministers must take steps to maximise confidence in the appointment.

“Growth cannot mean greater concentration,” Byrne said. “Investment cannot come at the expense of consumer welfare. And operational independence must be protected in fact, not just in theory.”

The final decision now rests with the Business Secretary, but the committee’s report makes clear that Parliament will be watching closely to ensure that the CMA remains an independent and effective guardian of competition in the UK economy.

Read more:
MPs back Doug Gurr for CMA chair but demand safeguards over conflicts and independence

Instagram will begin notifying parents if their teenagers repeatedly search for suicide or self-harm related content, marking the first time owner Meta has proactively flagged search behaviour rather than simply blocking it.

From next week, parents and teenagers enrolled in Instagram’s “Teen Accounts” supervision programme in the UK, US, Australia and Canada will receive alerts if a young user searches for harmful terms within a short period of time. The feature will be rolled out globally at a later stage.

Previously, Instagram restricted access to certain harmful material and redirected users to support resources. The new measure goes further by directly alerting parents via email, text message, WhatsApp or within the Instagram app itself, depending on available contact details.

Meta said the alerts are designed to flag sudden changes in search patterns that may indicate distress. Notifications will be accompanied by guidance and expert-backed resources to help parents navigate what are likely to be sensitive conversations.

The move has been met with sharp criticism from the Molly Rose Foundation, established by the family of Molly Russell, who died in 2017 aged 14 after viewing self-harm and suicide content online.

Chief executive Andy Burrows described the announcement as “fraught with risk”, warning that “forced disclosures could do more harm than good”.

“Every parent would want to know if their child is struggling,” Burrows said, “but these flimsy notifications will leave parents panicked and ill-prepared to have the sensitive and difficult conversations that will follow.”

He added that the onus should be on preventing harmful content from appearing in the first place, rather than shifting responsibility onto families after the fact.

The foundation previously published research claiming Instagram was still actively recommending content related to depression, suicide and self-harm to vulnerable young people. Meta rejected those findings, saying they misrepresented its safety efforts.

Ged Flynn, chief executive of Papyrus Prevention of Young Suicide, welcomed the attempt to increase transparency but argued that it did not address deeper systemic issues.

“Parents contact us every day to say how worried they are about their children online,” he said. “They don’t want to be warned after their children search for harmful content, they don’t want it to be spoon-fed to them by unthinking algorithms.”

‘Erring on the side of caution’

Meta said the system is designed to “err on the side of caution” and acknowledged that parents may occasionally receive alerts even when there is no serious cause for concern.

The company said the feature builds on broader Teen Account protections, which include automatically limiting exposure to sensitive material, restricting who can contact teens, and blocking certain harmful searches outright.

Two in-app screenshots released by Meta show alerts titled “Alert about your teen’s safety” followed by a screen offering advice on “How you can support your teen”.

Sameer Hinduja, co-director of the Cyberbullying Research Center, said the impact of the new feature would depend heavily on the quality of guidance provided alongside the alert.

“You can’t drop a notification on a parent and leave them on their own,” he said. “What matters is the immediate support and context that follows.”

Meta also confirmed that it plans to introduce similar parental alerts in the coming months if teenagers discuss self-harm or suicide with Instagram’s AI chatbot. The company said young people are increasingly turning to AI tools for advice and emotional support.

The expansion comes amid heightened scrutiny of social media companies’ impact on children’s mental health.

Australia recently passed legislation banning social media access for under-16s, while policymakers in Spain, France and the UK are considering similar measures. In the US, Meta chief executive Mark Zuckerberg and Instagram head Adam Mosseri have faced legal challenges and congressional hearings over allegations the company’s platforms were designed to attract and retain younger users.

For now, Instagram’s new alert system represents a shift in Meta’s child-safety strategy — moving from passive content restriction to active parental notification. Whether that approach proves protective or problematic will likely depend on how families, regulators and mental health experts respond in the months ahead.

Read more:
Instagram to alert parents if teens search for suicide and self-harm content

The number of young people not in education, employment or training has edged closer to one million, underlining mounting pressure on Britain’s fragile labour market and intensifying calls for targeted intervention from ministers.

Official figures from the Office for National Statistics (ONS) show that an estimated 957,000 people aged 16 to 24 were classified as Neet between October and December 2025. That represents 12.8 per cent of the age group, a slight rise on the previous quarter and perilously close to the one-million mark last seen in the aftermath of the global financial crisis.

While the total is marginally lower, by 0.4 percentage points, than the same period a year earlier, the quarterly increase reflects persistent weakness in youth employment prospects, particularly as hiring in hospitality, retail and graduate schemes continues to contract.

The ONS said the latest uptick was driven primarily by a rise in the number of young women classified as Neet. At the end of 2025, 12.2 per cent of young women were not in work, education or training, up on the previous quarter. By contrast, the number of young men in the same category fell slightly.

A young person is considered Neet if they are unemployed and actively seeking work, or economically inactive, meaning they are not seeking work and are not enrolled in education or training. The data shows that the number of unemployed Neets rose 12.3 per cent quarter-on-quarter, while economically inactive Neets fell by 6.6 per cent, suggesting more young people are attempting to re-enter the labour market but struggling to secure roles.

The UK jobs market remains subdued, with vacancies recently falling to their lowest levels in five years. Youth unemployment has been disproportionately affected by employers cutting entry-level hiring in response to rising wage costs and increased national insurance contributions.

Research from the Youth Futures Foundation has pointed to long-term sickness, mental health challenges and neurodivergence as key contributors to rising economic inactivity among young people in recent years.

Joseph, 24, from Solihull, who is autistic and has been unemployed for three years, described the difficulty of breaking into the workforce.

“There’s a real taboo around needing experience to get a job, but only being able to gain experience through a job,” they said. “Confidence can definitely be an issue. I’ve only ever worked one job that’s in person. I didn’t know how things worked, the commute into work, that sort of thing.”

Joseph said autism “can be a barrier but it can also be a strength”, adding that many employers fail to understand this. They are currently being supported by a youth worker from The King’s Trust to help secure paid employment.

Work and Pensions Secretary Pat McFadden acknowledged that youth inactivity represents “a long-term challenge” and said the government was backing apprenticeships and paid work placements.

Chancellor Rachel Reeves has pledged that young people who have been out of work or education for 18 months will be offered a guaranteed paid placement. Those who refuse may face benefit sanctions, a proposal that has drawn criticism from some campaigners.

An independent inquiry into the rise in youth inactivity, led by former Labour health secretary Alan Milburn, is under way and due to report this summer. Milburn has said he will examine systemic failings across employment support, skills provision, health and welfare.

Louise Murphy, senior economist at the Resolution Foundation, warned that the UK was “perilously close” to a youth unemployment crisis.

“Today’s data adds to the picture of a generation up against real and complex barriers to finding a good job and improving their living standards,” she said. “Acting sooner rather than later can help prevent these worrying trends becoming an entrenched crisis.”

The think tank has urged Reeves to make an exception to her policy-light Spring Statement and introduce additional measures to tackle youth unemployment directly.

The data also adds to pressure on ministers over plans to scrap the lower minimum wage rate for 16 and 17-year-olds. Some employers argue that equalising rates would make it too costly to hire younger workers at a time when margins remain tight.

Government sources have indicated that while ministers are reluctant to abandon the pledge, a delay is under consideration.

Ben Harrison, director of the Work Foundation at Lancaster University, said the figures demonstrated “the magnitude of the challenge facing young people and the government”.

“There is a considerable risk that more young people will slip into long-term worklessness unless government acts to address the causes of this rise,” he said.

The last time the number of young Neets exceeded one million was between July and September 2011, in the prolonged aftermath of the 2008 financial crisis. Analysts warn that sustained weakness in entry-level recruitment risks scarring a generation, with long-term consequences for earnings and productivity.

The ONS cautioned that Neet figures can be volatile due to the smaller sample size relative to broader unemployment data. The statistics are derived from the Labour Force Survey, which has faced scrutiny over response rates and data quality in recent years. The ONS says it is working to improve the survey through increased interviewer recruitment and methodological reforms.

For now, however, the headline figure, nearly one million young people disconnected from work or education, stands as a stark reminder of the fragility of Britain’s youth labour market.

Read more:
Nearly one million young people out of work or education as Neet rate edges higher

When the Government’s entrepreneurship adviser, Alex Depledge, declared that Britain does not “need any more restaurants”, I’ll confess my first reaction was disbelief. My second was to reach for the data. And my third, after reading it, was a conclusion both simple and troubling: she has misidentified where entrepreneurship in this country actually lives and in doing so, is making it harder for it to survive.

Let me start with the basics. Hospitality employs 2.6 million people in the UK, 7.1% of the entire workforce. It generates £69.5 billion in gross value added. It contributes £54 billion in gross tax receipts annually. It is, by any reasonable measure, not a peripheral cottage industry but a cornerstone of the British economy. But here is the figure that should stop the Government’s entrepreneurship adviser in her tracks, one drawn from the House of Commons Library research briefing on hospitality, published in January 2026, which she may not yet have had the opportunity to read: 99.6% of hospitality businesses are SMEs, and 97.7% are small businesses. An adviser appointed to clear the path for more small enterprises might reasonably be expected to know that one of the most entrepreneurially dense sectors in the entire UK economy is the one she has just publicly dismissed.

But the argument I want to make goes beyond the statistics, important as they are. It goes to something more fundamental, something that Depledge, for all her intelligence and commercial experience, appears to have overlooked entirely.

Every business deal that gets done in this country, every investment secured, every partnership formed, every client relationship built, happens somewhere and through human contact. It happens over a coffee, over lunch, over dinner, at a networking event, at a conference, at a drinks reception. The hospitality sector is not separate from the high-growth economy that the Government’s adviser wants to build. It is the connective tissue of it. You cannot scale a clean tech company, close a venture capital round, or sign a manufacturing partnership without, at some point, sitting across a table from someone in a room that a hospitality business has made possible.

I want to give a concrete example of what smart support for hospitality entrepreneurship actually looks like, because it is already happening, just not by government. On our own university campus, we work with Aramark to provide catering for students, staff and events. Given the natural variation in demand across term time, Aramark does something rather clever: it brings in small, independent food truck operators on a rotating basis, giving them seven or eight hours a day of guaranteed footfall, exposure to a large and diverse customer base, and the kind of commercial experience that no business incubator programme can replicate. The result is a richer, more varied food offering for our community, and a genuine launchpad for small hospitality enterprises.

Pubs are doing the same. The Compton Arms in Islington, ranked in the UK’s Top 50 Gastropubs, has built its reputation on offering kitchen residencies to emerging independent food businesses, giving them a platform, a customer base, and the commercial experience to grow. It is not a charity model; it is a smart one. The chefs behind Four Legs did their residency at the Compton Arms and went on to open The Plimsoll. Walk into any good pub offering food, and you will find a similar story, Thai kitchens operating out of the back, independent suppliers stocking the bar, local producers on the menu. These are ecosystems of entrepreneurship that the Government’s own adviser appears not to have noticed.

Aramark and the Compton Arms have understood something that the Government has not: supporting small hospitality businesses is not charity. It is smart commercial strategy.

I would gently invite the Government’s entrepreneurship adviser to conduct a simple experiment. Consider a single working day. The morning coffee picked up on the way to the office supplied by an independent café, almost certainly an SME. The biscuits and drinks laid on for the first meeting of the day. Lunch, whether grabbed at a local restaurant or catered in. Networking event with colleagues or clients. A family dinner that evening. Count how many of those touchpoints involve a hospitality business. Count how many of the people who made those moments possible are employed in a sector she has suggested we do not need more of.

The Government says it wants to champion the industries of tomorrow. So do we. There is no disagreement about the importance of clean technology, advanced manufacturing, or the creative sector. But the framing of hospitality as somehow standing in the way of that ambition is a false choice and a damaging one. An economy that neglects its sixth largest employment sector, that has already seen restaurants shed 22% of their casual dining sites since 2020, and that continues to pile on costs through National Insurance increases and business rates reform, is not building for the future. It is hollowing out the present.

Britain’s hospitality sector does not need to be told it isn’t wanted. It needs a government and an entrepreneurship adviser that understands what it is and what it does well enough to support it properly.

Read more:
The Government’s entrepreneurship adviser says we don’t need more restaurants. She’s wrong and here’s why

The chief executive of PizzaExpress, the founder of MOBO Awards and the co-founder of one of Europe’s fastest-growing matcha brands are among the finalists for the 2026 Veuve Clicquot Bold Awards.

Now in its 54th year, the awards are the longest-running international honours dedicated to celebrating women in business. Founded in tribute to Madame Clicquot — who took over the Champagne house at 27 and defied the conventions of her era — the programme recognises women who combine commercial success with bold, transformative leadership.

The awards are split into two categories: the Bold Woman Award, honouring established leaders, and the Bold Future Award, spotlighting emerging entrepreneurs shaping the next generation of enterprise.

Among this year’s senior leaders is Paula MacKenzie, chief executive of PizzaExpress. Since taking the helm, MacKenzie has overseen a nationwide refurbishment programme, introduced new concepts including the PizzaExpress Pod, and expanded the brand both domestically and internationally. Under her leadership, the company has achieved record customer satisfaction levels and launched PX Records, its own record label, while raising more than £1m for charity.

Kanya King CBE, founder and CEO of the MOBO Group, is also shortlisted. Over three decades, she has grown the MOBO Awards from a niche celebration into a globally recognised cultural platform. In recent years she launched House of MOBO in South London and introduced MOBOLISE, a UK-first initiative aimed at equipping 100,000 Black talents with AI literacy and career development opportunities. The MOBO Awards mark their 30th anniversary in 2026.

Completing the trio is Smruti Sriram OBE, CEO of Bags of Ethics under parent company Supreme Creations. Sriram has positioned the business as a global leader in reusable packaging, working with brands including Dior, Harrods and Nike. Her vertically integrated supply chain model, which employs an 80% female workforce, has helped eliminate more than 30 billion single-use items worldwide while delivering consistent double-digit growth.

The Bold Future Award highlights ambitious founders building high-impact ventures.

Alisha Fredriksson, co-founder and CEO of Seabound, has developed a modular carbon capture system that can retrofit existing ships and reduce CO₂ emissions by up to 95%. In under four years, she has taken the business from concept to commercial deployment with major shipping operators, building a specialist team and securing £8.5m in funding.

Josephine Philips, founder of SOJO, has modernised the clothing repair sector by integrating proprietary technology, logistics and in-house operations. The platform now partners with brands including Ralph Lauren, Selfridges and Marks & Spencer.

Marisa Poster, co-founder of PerfectTed, rounds out the shortlist. At 28, she has helped scale the matcha-based drinks brand to a reported £50m in annual recurring revenue, with distribution in more than 30,000 retail and café locations across over 50 countries.

Previous winners of the awards include Julia Hoggett, Professor Sarah Gilbert and Anne Pitcher, reflecting the breadth of sectors represented, from finance and science to retail and culture.

Thomas Mulliez, president of Veuve Clicquot, said this year’s shortlist reflects the pioneering spirit of Madame Clicquot. “They are redefining what business can be — from tackling plastic pollution and fashion waste to cementing Black music at the heart of British culture.”

Sian Westerman, board member of the British Fashion Council and a judge for the awards, said the finalists exemplify resilience in the face of structural barriers that continue to challenge women in leadership and entrepreneurship.

The winners will be announced at a ceremony in London on 20 May, bringing together senior figures from across business, culture and industry to celebrate audacious female leadership.

Read more:
Veuve Clicquot unveils bold woman award shortlist for 2026