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As she looked straight into the camera, the newsreader said: "Malcolm Mistry, who was involved in the research, says that the aged, pregnant people… women… and those with pre-existing health conditions need to take precautions." Spot any problems with that sentence? Most likely, you didn’t. But some people did. Those are the words of the BBC’s Martine Croxall, who during a live broadcast in June 2025 went slightly off-piste from her autocue and added an extra word with a barely perceptible light-hearted reaction in her eyes. That extra word? “Women.” Now, it’s been common knowledge – scientific fact, even – for quite some time that it’s only women who can get pregnant. But as you may be well aware, there are some who now dispute that, which is likely the reason why twenty viewers took the time to complain to the BBC about Croxall’s live editing of her script. While many would have expected the BBC’s Executive Complaints Unit (ECU) to reject those submissions, instead, it upheld them on the grounds of breaking impartiality rules. Apparently, Croxall’s facial expression gave a "strong impression of expressing a personal view on a controversial matter" and "indicated a particular viewpoint in the controversies currently surrounding trans identity." Read that again. The people who reviewed the case genuinely believe that her addition of a single word (based in science, no less) combined with a brief change of facial expression meant all that. It’s quite a superhuman level of perception they have over there at the ECU. Granted, Croxall strayed from her employer’s approved script, which seems to be the only actual potential issue here. If you watch the clip, it’s hard to believe there’s any malicious intent behind her actions. But it’s also hard to believe that all twenty people who complained were even actually watching at the time – perhaps instead seeing clips on social media first before choosing to vent based on their particular viewpoint on “the controversies currently surrounding trans identity." These are strange times indeed. At the heart of it all is a discussion of free speech in the UK, as well as how that affects us at work. Rise It’s fair to say that free speech has been an issue that’s gradually swelled in prevalence since the dawn of social media in the mid-2000s. Those swells have since shifted to become a tsunami, with outrage firing back and forth online, spilling into the real world. And recently, the US – where free speech is protected by the Constitution – has fired its ire towards these shores. Forbes magazine criticised the UK for abandoning free speech “in the name of fighting racism, sexism, Islamophobia, transgenderism, climate-change denial and whatever else the woke extremists conjure up” and is behaving in the same manner that “tin pot Third World dictatorships" would. Strong words. But is that true? Reality Well, contrary to many people’s views and opinions, the UK does have free speech. The Human Rights Act 1998 says: “Everyone has the right to freedom of expression,” which includes the “freedom to hold opinions and to receive and impart information and ideas without interference by public authority and regardless of frontiers.” The Act contains sixteen rights. Some of them are absolute, like the right to life, the right to not be tortured, the right to avoid false imprisonment, to a fair trial and so on (while we’re here, it’s worth noting that the divisive far-right politician Nigel Farage wants to take those absolute rights from you, as well as your right to own property and more – but we digress). However, rather than absolute, some rights are qualified– which includes freedom of expression. So, you can’t libel or slander people, nor incite violence and terrorism. Well, you can, but there are going to be consequences. And that’s the point where people are split about the UK’s free speech. Absolutists believe nothing is off the table, others believe there are limits. But where do you draw the line? As Winston Churchill astutely observed decades ago: “Some people's idea of free speech is that they are free to say what they like, but if anyone says anything back, that is an outrage.” The idea of limiting free speech does make sense in a work setting, though. Employers (even US ones) have rules to manage staff speech and behaviours. Why else would we in the UK have employment contracts, company handbooks and HR departments – all underpinned by employment law? For example, should someone use a racist or homophobic slur against a colleague, you have the means to deal with that situation so long as you follow a fair process by the letter of the law. But managing free speech in the workplace isn’t always as simple as that. Attacks For centuries, humanity has held up universities as bastions of freedom of ideas and expression. Yet recently – once again, coinciding with the advent of social media – campuses across the Western world have seen students and academics actively attempting to shut down those freedoms – often called “deplatforming.” In March 2025, the University of Sussex was fined £585,000 by the Office for Students (OfS) for failing to uphold freedom of speech due to its policies that were applied in relation to the views of its former employee, the philosopher Professor Kathleen Stock. Starting in 2018, Stock faced a backlash when she came out against a bill that would allow people of any age – even small children – to self-identify as any gender they like. She also wrote and published What is a woman, a 2021 article where she outlined maverick ideas like there being only two sexes: male and female. Those views led to Stock facing protests from students and hundreds of her fellow academics, with calls to be sacked and accusations of transphobia, which she denies to this day. Worse, she received death threats, and the police advised her to take precautions for her safety, like installing CCTV in her home. Isn’t it sad to see how people think it’s wrong to hold certain beliefs (whether rooted in science or otherwise), but it’s fine to threaten to kill them for those same beliefs? Understandably, Stock left her role. The University of Sussex’s policies included guidance to "positively represent trans people" and that "transphobic propaganda,” which was unfairly applied to Stock’s gender critical views, “[would] not be tolerated." This left the OfS “concerned that a chilling effect may have caused many more students and academics at the university to self-censor” – the complete antithesis of everything a university stands for. This is just one of many recent pile-ons in academia that resulted in people getting fired, ostracised or deplatformed. It’s why new government free speech rules to protect academic freedoms came into force on 1 August 2025. But cultures of fear about saying the wrong thing extend beyond campus walls. Fired There’s no doubt that there are people in organisations across the UK who are terrified of someone interpreting something they’ve said in the wrong way, even if there’s no bad intent behind it. The most famous example is the 2015 case of Justine Sacco, who was perhaps the first person to be publicly fired from her job for a social media post. Sacco ran a personal Twitter account with a mere 170 followers. She would post edgy jokes, but nothing that, in context, would equate to genuine personal views. As she boarded an 11-hour flight from New York to Cape Town, she posted: “Going to Africa. Hope I don't get AIDS. Just kidding. I'm white!” Now, out of context, that sounds worse than the detached irony Sacco intended. As she slept during the duration of her flight, little did she know that her post went viral, becoming the number one trending global topic with the hashtag #HasJustineLandedYet. For the first time ever, the world watched in real time with glee at the prospect of someone losing their job for doing A Very Bad Thing, which duly happened to Sacco. It started the return of the mob mentality of the days of witch hunts and putting people in the stocks. Online crusaders believe they’re fighting for a noble cause – in this case, African people with AIDS – but instead they shame people, destroying the lives of individuals like Sacco. With social media, employers began taking into account employee’s words from their personal lives. And in the UK, even the police did. Until October 2025, they investigated “non-crime incidents,” a disturbingly Orwellian phrase if there ever was one. Basically, that meant people posting comments online that cause offence (being offended isn’t being the victim of a crime, remember). So, despite the absurdly high number of unsolved crimes (90% as of 2023), a lot of police time and money was spent on...non-crimes. Thankfully, that absurd time is now over. But the most draconian example was Lucy Connolly, a childminder who this posted on X in the aftermath of the Southport terrorist attacks: “Mass deportation now, set fire to all the f----- hotels full of the b------- for all I care, while you’re at it take the treacherous government and politicians with them.” While that’s an extremely unpleasant thing to post – perhaps fuelled by heat-of-the-moment anger – does it really count as a crime? Apparently so. One that was worth a staggering 31 months in prison (though Connolly served only 40% of that). And what if you agree with Connolly’s post? Does that make you complicit? Should you have received a sentence? Such an example shows how handling free speech as a qualified right is not black and white. While people will have different views on what’s acceptable or unacceptable, some we can all agree on, such as how you can’t shout “fire” in a theatre and that inciting people to commit atrocities just isn’t jolly good form. Freedom We’re lucky to live in a time when we have free speech, as it’s a recent development in human history. Its rise started with the printing press before becoming enshrined in laws – the first being the Swedish Freedom of the Press Act in the late 18th Century. With such a short existence, it’s worrying to see free speech at risk due to the current polarisation of society, though one suspects that’s exaggerated online in comparison to the real world. Yes, it’s worrying to see how people are so scared of causing offence. It’s worrying to see people punished for views and opinions. And it’s worrying to see people in fear of saying anything at all. So perhaps we should keep in mind the famous phrase by Evelyn Beatrice Hall (more commonly misattributed to Voltaire): “I disapprove of what you say, but I will defend to the death your right to say it.”
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Bloom Juice Co., the innovative café chain with a store in Leeds and known for its unique offering of made-to-order Juice, Matcha and Acai ranges, today announces the launch of the UK’s first dedicated GLP-1-friendly smoothie range, marking a new step in how high-street cafés respond to changing customer needs around appetite, fullness and everyday nutrition. The launch comes amid a rapid rise in awareness and use of GLP-1 medications such as Ozempic, Wegovy and Mounjaro across the UK. Recent consumer data shows usage of GLP-1 treatments has nearly doubled, increasing from around 2% of adults to approximately 4.4%, as more people explore new approaches to managing appetite and weight. Estimates suggest around 1.5 million adults in the UK are now using GLP-1 medications privately or via the NHS. As these treatments become more widely discussed, eating habits are shifting. Many people report seeking out smaller, more satisfying options that feel filling without being heavy, overly sweet or high in calories — a change already being felt across the food and drink industry. “At Bloom Juice Co., we’ve always paid close attention to how people actually eat and drink day to day,” said Jordan Dodd, Regional Manager at Bloom Juice Co. “GLP-1 medications are part of a much bigger conversation about appetite, balance and how food fits into modern life. Our new range is about meeting customers where they are — whether they’re using GLP-1s or simply looking for something that keeps them feeling satisfied for longer.” Designed for How People Eat Now The new GLP-1-friendly smoothie range has been developed in-house to focus on texture, balance and satisfaction, rather than quick sweetness. Each of the 3 new smoothies is blended using carefully selected ingredients that support fullness and steady energy, in 3 unique flavours, covering breakfast, greens and treat-style flavourings. Key features of the range include: Higher protein and fibre content, to support appetite control Lower sugar profiles, making them GLP-1 Friendly Meal Supplements, designed to feel indulgent and filling The range is designed to be enjoyed by anyone, whether they are using GLP-1 medications or simply prefer food and drink that feels more satisfying. “We didn’t want to create ‘diet’ smoothies,” added Dodd. “We wanted drinks that feel premium, enjoyable and worth the visit; the kind of thing you’d choose because it tastes great, and then notice you feel good afterwards too.” A First for the UK High Street While GLP-1 medications are increasingly shaping conversations around food and appetite, Bloom Juice Co. believes it is the first UK café chain to introduce a clearly defined GLP-1-friendly range within a mainstream, high-street setting.
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Most people know what a difficult day at work feels like. It can be tiring, draining and tense, leaving you unable to switch off. But there are also days when work feels lighter and more energising. These good days are not necessarily defined by big wins or major achievements. In fact, they tend to come from harmonious experiences in the workplace that support our psychological needs. Research I carried out with colleagues suggests that when people feel genuinely supported by the people around them, it helps to meet three basic needs: a sense of autonomy, a sense of competency and a sense of connection. Meeting these needs is often what makes some days feel better than others. And workers can create these better days for themselves and for the people around them with these five simple suggestions. 1. Ask for help and offer it in return Support does not need to be formal or time consuming. A brief check in, a quick question or an offer to share advice can make a real difference. These small interactions help people feel connected and supported, which lifts mood and motivation throughout the day. Support works best when it goes both ways, so look for opportunities to both ask for help and offer it when you can. 2. Recognise the small wins Feeling effective is one of the strongest drivers of wellbeing, so take a moment to notice the small things that went well. Perhaps you made progress on a task or finally completed something on your to do list that you’d been avoiding. Recognising these small wins builds a sense of competence that carries into the rest of the day and into life outside work. 3. Give people (and yourself) some space A sense of freedom in how we approach our work plays an important role in how we feel each day. Give yourself permission to make small choices about how you complete your tasks and allow colleagues this same freedom when possible. Showing trust in others can strengthen your relationships, while giving yourself space can help you maintain focus and motivation. 4. Reach out before the end of the day Short moments of genuine connection can change the tone of the entire day. A simple thank you, a message of appreciation or a short conversation with a colleague can lift your mood more than you might expect. Reaching out to someone before you finish your day can help you leave work feeling lighter and more energised. Building positive workplace relationships not only feels good but also provides a reliable support network you can draw on when needed. 5. Stay balanced Sometimes we feel drained because one of our basic needs is not being met. Perhaps we have had too little freedom in our work, too few moments of progress or not enough human connection. Restoring balance matters more than maximising any one need, so taking a moment to notice what feels low is the first step towards bringing back a sense of equilibrium. The next step is to do one small thing to address it. Choose the order of your upcoming tasks if you need a greater sense of autonomy, complete a manageable task if you need a sense of progress and check in with a colleague if you feel isolated. Encouraging others to do the same helps build a team climate where balance and support are shared responsibilities. When this happens, good days become more common. Small changes, big differences The main message of our research is simple. Good days at work do not require major changes or perfect conditions. They are created through small everyday moments of support that help us feel free, capable and connected. When these needs are in balance, people feel better during the workday and have more energy when they get home. Work will always have its difficult moments, but we have more influence over our daily experience than we sometimes realise. By paying attention to the small moments that shape our day, and by supporting each other in simple but meaningful ways, we can create more days that leave us feeling fulfilled at work and refreshed at home.
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Newcastle-based Skin Lab Aesthetics Academy has announced the launch of the Lift and Leverage PDO Thread Training Programme, a medically led training initiative developed by award-winning aesthetic doctor Dr Shaymaa Sadeq. The academy has been created in response to growing demand for safer, more structured and clinically rigorous PDO thread education across the UK. Dr Sadeq, who holds a PhD in Dermatology and is the founder of Skin Lab Aesthetics, established the academy after identifying significant inconsistencies in PDO thread training currently available to practitioners. She reports seeing an increasing number of poorly performed treatments and preventable complications resulting from limited anatomical training and lack of post-course support. “PDO threads are not a cosmetic shortcut. They are a medical procedure that requires precise anatomical knowledge, careful patient selection and long-term responsibility,” said Dr Sadeq. “Many practitioners are attending short courses and leaving without the depth of understanding or support needed to practise safely. Lift and Leverage was created to change that.” The Lift and Leverage PDO Thread Training Programme offers comprehensive education covering facial anatomy, vector planning, complication management, supervised hands-on practice and structured treatment protocols. In addition to clinical training, the programme includes a business framework designed to help practitioners integrate PDO threads safely and sustainably into their practice. According to Dr Sadeq, practitioners who implement the programme correctly are often able to generate consistent monthly income from PDO thread treatments while maintaining high safety and ethical standards. However, she emphasises that financial outcomes are secondary to patient safety and practitioner competence. “What makes this programme different is the level of ongoing support,” she explained. “Training should not end when the course finishes. Our practitioners receive continued mentoring, case guidance and access to clinical support long after certification. This is about raising standards, not volume.” Dr Sadeq’s clinic has received multiple industry awards, including recognition for client experience and clinical excellence. Her decision to launch a dedicated academy reflects a broader shift within the aesthetics industry towards accountability, education and practitioner-led standards. Demand for non-surgical lifting treatments continues to rise across the UK, with PDO threads remaining one of the most requested procedures. However, experts have repeatedly highlighted the importance of proper training and regulation to ensure patient safety. The Lift and Leverage Academy aims to contribute to that conversation by promoting education-led practice rather than trend-driven treatments. Enrollment for the Lift and Leverage PDO Thread Training Programme is now open to qualified aesthetic practitioners across the UK. Training places are limited to ensure small group supervision and clinical oversight.
Award-Winning Aesthetic Doctor Launches Medically Led PDO Thread Training Academy to Raise UK Standards
By Ian Scoones, Professorial Fellow, Institute of Development Studies
When Donald Trump stood on the White House lawn in April 2025 holding a large, laminated poster announcing the first round of trade tariffs to be imposed on different countries, the Trade Policy Uncertainty Index shot through the roof. Every month, this index, which is overseen by five board members of the Federal Reserve (America’s central bank), crosschecks the frequency of usage of terms relating to trade policy and uncertainty in seven leading newspapers including the New York Times and the Guardian. Trump’s so-called “liberation day” sparked volatile shifts in the value of financial products and currencies as governments across the world scrambled to respond. The levels of uncertainty were unprecedented – the outbreak of the COVID pandemic was nothing in comparison, according to the index. In highly complex systems, conditions of uncertainty and even ignorance – where we don’t know what we don’t know – are extremely common. These conditions become even more likely when such systems, such as those which control global finance, are opaque and poorly regulated. Add in a maverick US president and an administration determined to overturn the status quo, and the old, orderly assumptions are thrown out of the window. Uncertainty is where we don’t know the likelihood of different things happening: we can’t predict, we can’t manage, we can’t control. For many people, conditions of uncertainty result in precarious jobs, insecure housing and rising inequality. Vulnerabilities including mental illness can become even more exposed when life is so uncertain – only serving to accentuate these perceptions of uncertainty. However, for a lucky few, uncertainty is an opportunity to make a fortune. Financial capitalism thrives off uncertainty and asymmetric information, which may be encouraged by some who can pocket the profit, betting on the unknowns. In politics too, uncertainty is being capitalised on. Rising economic precarity in the wake of COVID-19 has been linked with increased support for populist parties in many European countries. And this nationalist politics sweeping much of the world reduces the possibilities of transnational collaboration and multilateral regulation. There are real and present dangers in this age of uncertainty. But through my research at the Institute of Development Studies, I have witnessed inspiring innovations that I believe could be applied across other fields of work and life. My latest book, Navigating Uncertainty: Radical Rethinking for a Turbulent World, explores the strategies used to counter uncertainty in fields as seemingly different as corporate finance and pastoral farming, in settings stretching from southern Zimbabwe to the Midlands of England. The book highlights some surprising commonalities between these different worlds in their use of diverse sources of knowledge, social networks and human interactions. Above all, I believe the loss of the central role of people in today’s complex systems is the greatest danger of all. Uncertainties of global finance The 2008 financial crisis can be explained in part by a lack of such human engagement, and the reliance on a trading system where the assumption of control turned out to be highly misleading. The international financial system involves a multitude of players, each with different sorts of information about the future. In the build-up to the crisis, many new financial instruments were devised to extract profit. The investment banks – Goldman Sachs, Merrill Lynch, Morgan Stanley – perfected the art of managing the huge amounts of cash generated in the financial system through a range of derivative instruments, including the fateful mortgage-backed securities that triggered the crash. But the bewildering array of acronyms and actors involved meant few actually understood the system and its dynamics. At the centre of this complex web of financial interactions were mathematical models designed to offset uncertainty and provide control. The notorious Black-Scholes-Merton equation helped manage the transactions that were occurring in ever greater volumes and super-fast speeds, with billions of dollars being exchanged in nanoseconds across high-speed internet links. However, when you are overly confident in risk-based models within a narrowly defined regulatory system, uncertainties have the nasty habit of creeping up behind you and catching you by surprise. As Andy Haldane, then chief economist at the Bank of England, commented in the aftermath: The financial cat’s-cradle became dense and opaque. As a result, the precise source and location of underlying claims became anyone’s guess. Follow-the-leader became blind-man’s buff. In short, diversification strategies by individual firms generated heightened uncertainty across the system as a whole. The crisis was rooted in what Haldane called “an exaggerated sense of knowledge and control.” Since then, there has been much reflection on what went wrong and what to do about it. One response has been to add new layers of regulation, but many argue that this may just hide the underlying uncertainties, as happened before. The financial system was ill-equipped to respond to the shocks that emerged from the sub-prime mortgage collapse, and precious little appears to have changed since – as was demonstrated so vividly following the announcement of Trump’s tariffs. Today’s financial system is increasingly reliant on algorithmic models to make decisions, driven by even ever more sophisticated AI applications. The large language machine learning models take accumulated past data to predict the future – but as well as increasing opacity, there is a decrease in accountability. AI offers an illusion of control, and this can be very dangerous. The reality is that conditions of uncertainty are not unusual, freak occurrences, but the normal consequences of complex systems. So what if the standard assumptions of modernity – planning, management, regulation, control – have to be radically rethought? Is it possible to embrace uncertainty for the benefit of all – rather than denying or ignoring it until it is too late? For financial systems, Haldane and others have argued that this means rethinking financial network configurations and enabling new practices (requiring new skills) for those involved. A shift from reliance on opaque and highly complex risk-based model algorithms to allowing more human discretion and judgment. Active deliberation on the appropriate responses to inevitably incomplete information in a world where uncertainty, even ignorance, is not only accepted but embraced. Where can we look for inspiration? I’d suggest that the pastoral systems of northern Kenya and Amdo Tibet in China are good places to start. In both settings, pastoralists – mobile livestock keepers – must manage highly variable climates, and volatile market conditions alongside conflict and political uncertainties to keep their animals healthy and provide for their families. Like the global financial system, pastoralists trade across borders, manage highly variable supply and demand, and interact across networks in real time. During my research with Kenyan and Chinese colleagues in both places since 2018, we have been struck by how pastoralists expertly live with, and benefit from, uncertainties. I believe that this offers some important lessons for elsewhere in the world – including its centres of global finance. Livestock markets in northern Kenya Meet Mohamed Hassan, a livestock trader from Moyale in northern Kenya on the border of Ethiopia. He manages a large and fluctuating trade in livestock – cattle, camels, goats, sheep – buying from producers, dealing with brokers and transporters, and selling animals on to terminal markets in Nairobi and further afield. He explains: I have connections all over this region and buy cattle from as far as Garissa and Moyale [in Kenya], even Somalia. I transport cattle on trucks and sell on to customers in Nairobi. I also buy up small stock in bush markets around here, and sell to other traders in nearby areas for sale in local towns. The pastoral areas of the Horn of Africa – from Somalia to Ethiopia to Kenya and beyond – are the centre of a massive international market in livestock. Estimates vary, but each year around US$1 billion in trade in live animals passes through the ports along the Somali coast destined for the Gulf countries, notably Saudi Arabia. This is an internationalised, cross-border market affected by multiple uncertainties. It requires considerable financing, sophisticated coordination and complex governance arrangements. It operates almost completely informally outside the grip of state regulation and taxation, yet in a highly sensitive geopolitical arena. Central to this complex international market is a network of traders and brokers who source animals from diverse locations across pastoral regions and organise their transport to and subsequent sale in terminal markets. This requires a great deal of collective skill by traders like Hassan, galvanising different knowledge, connecting people and negotiating trade in real time. This includes negotiating with border police, customs officials and veterinary officers. One of the key features is the willingness of all parties to accept that the entire system requires a deliberate maintenance of ambiguities around regulation to ensure the flexibility of movement when official rules would prevent it. Brokers –intermediaries in the system with knowledge of the whole network – are relied on by the traders for knowledge about conditions in production areas, prices in different places and connections to markets. They operate in multiple languages and can link producers and traders, measuring livestock weights, recommending prices and preventing fraud. Connected across far-flung areas, they use kinship and cultural connections to build trust between market players, facilitating effective trade. By offering knowledge, credit and informal insurance, they smooth the operation of the market, reducing sources of uncertainty. Collective arrangements for trading animals also diminish risks and enhance capacities for financing and transportation. Such markets are always social, connected by trust-based relationships frequently over long distances, but with the end result being an efficient, effective market that can respond to multiple shocks – whether trade bans, price volatility, insecurity or drought. Unlike with global finance and its addiction to predictive algorithms, the web of interactions between actors in this market are based on close connections among kin and clan groups, rooted in sustained social relations. Facilitated by increasingly robust mobile-phone coverage enabling rapid and secure money transfers, the system is remarkably effective given the volume of exchanges in this informal cross-border trade. In contrast to contemporary financial systems, this is a system where networks of people keep a close eye on any potential failure, and respond in real time. Uncertainty is accepted, not dismissed or ignored. Informality means that a rapid response to changing circumstances is possible, with everyone contributing to generating reliability. The “human touch” is always present, and there is no opportunity for the system to collapse. Studies of these livestock markets have highlighted differences between “long” and “short” market chains. While the former are run mostly by men, short market chains are more local, more embedded in local social relations and involve more women, particularly in the sheep and goat trade. As uncertainties increase, it is these shorter, more locally managed chains that can adjust most rapidly. A much more variegated pattern is emerging, replacing the “big man”-dominated long chains of the past. With more players connected in networks through more diverse and decentralised social relations, the capacity to respond to uncertain events increases. All this may seem very far from the challenges of global finance, but I believe there are important lessons to be learned. Livestock markets are similarly non-linear and complex, operate internationally and have limited formal regulatory control – yet they remain firmly embedded in social settings. A more social basis for “the economy” and “the market”, rooted in collective, networked responses, is apparent, where responses to uncertainty are central. This contrasts with the idealised image of an individualised, risk management response promoted in mainstream finance and banking systems, The livestock markets of northern Kenya are facilitated by personal, culturally imbued interactions, while also using technologies that support the efficient and rapid flows of money and information. It is the human touch, involving a range of networked social practices, that is central to grappling continuously with uncertainties. Buddhist herders in Amdo Tibet Next, meet Loba Tsering from Dreinag village in the north of Kokonor, in the high pastures of Amdo Tibet, China. Like Hassan, he and his family must navigate many uncertainties. Heavy snowfall and an extended winter can wreak havoc with herding arrangements as people move yaks and sheep from winter to summer pastures at altitudes in excess of 4,000 metres. Access to land, particularly for winter grazing by Qinghai lake – China’s largest – is increasingly constrained, as land along the lakeshore is divided up, privatised and acquired for tourism development and conservation projects. Markets for yak meat, as well as milk, butter and cheese, are expanding in the lower altitude areas as towns grow and lakeside tourist resorts are established, but in this volatile context new market connections must be found. Uncertainties are accepted as part-and-parcel of life. As Tsega Norbu, a 40-year-old herder and father of three from Darnama village in the south of Kokonor, explains: “What happened is already in the past, and what is going to happen is unpredictable. All we can depend on is the present, we deal with what is happening now.” Uncertainty is central to a Buddhist sensibility governing life. The world cannot be stable and controlled, but is part of a cycle of ongoing change. According to Tibetan Buddhist teachings and practices, uncertainties from whatever source – climatic, economic, political – should never be feared. They are part of how knowledges and experiences are constructed. Unlike the anxiety and stress that uncertainties may create amid the western ideal of an ordered, regular, stable world, for Loba Tsering and others, there is no such expectation of a linear path. The assumptions of western-style modernity are fundamentally challenged. But this doesn’t mean that they reject the trappings of a modern life. Mobile phones and internet connectivity, reliable off-grid electricity, functioning transport infrastructure, good healthcare, education for children and commercial market interactions are all crucial for pastoralists living in Kokonor. But these are integrated within an outlook that makes use of ambiguity and embraces uncertainty as part of daily life. This requires particular skills for generating reliability which, just like for Mohamed Hassan and his fellow Kenyan traders, involve relying on social relations and networks. But in contrast to northern Kenya, where state presence and regulation is limited, in areas such as Kokonor there is much more interaction with state officials and government investment projects. This has implications for how uncertainties are navigated. Infrastructure development continues apace in Amdo Tibet, with the Chinese state investing in large settlement programmes alongside road and rail infrastructure and conservation projects to protect watersheds. While Amdo Tibet remains a largely rural and very mountainous area, land access is always contentious as different actors – local people, investors, the government – compete for control. This generates heightened uncertainties for pastoralists. However, despite the increasing state presence, whether through local county officials or national-level projects, there is always room for manoeuvre. Loba Tsering and others make use of this latitude to navigate within often ambiguous, hybrid arrangements around market or land access. Policies coming from the centre are never specified in detail, but provide guidance around broad objectives set by the Chinese state. This approach to navigating uncertainty is what the Singaporean political scientist and author Yuen Yuen Ang calls “directed improvisation”. It provides a route to responding to complexity and uncertainty that allows flexibility and the possibilities of adaptation, avoiding top-down imposition. It is a combination of central facilitation and local innovation – one that makes use of ambiguity and thrives off uncertainty. So, for example, when Loba Tsering and other villagers wanted to secure land for winter grazing to fatten their animals for sale to nearby markets, they had to exploit this flexibility and navigate the uncertainties. Their original winter grazing sites had shrunk, both because of encroachment of urban areas and expansion of the lake, due to increasing snow melt thanks to climate change. This meant that land was scarce and their opportunities for livestock marketing had declined. First, they approached the local township officials to put their case. They were already connected with some officials who came from the same village, so conversations could start easily. Working together with these representatives, they then approached the county officials. Although there were limits imposed by central state policies due to environmental regulations and plans for a conservation area, a creative, improvised solution was found through dialogue and deliberation. A two-year compensation for the loss of the winter pasture was offered, and a new area allocated for the landless pastoralists in the village. This ensured their animals could be fed and fattened, allowing new marketing opportunities in the fast-growing nearby towns and tourist resorts. This was “directed improvisation” in action, with solutions being found that responded to changing circumstances. It is not an isolated example but, as many have commented before, central to the style of centralised-yet-flexible, pragmatic policymaking that China has adopted – an approach that has been central to its rapid economic transformation and poverty reduction following the reform era. In a highly complex system with many different requirements and operating across a vast geographic area, a singular, designed solution rolled out from the centre clearly will not work. Rather, an approach to economic change that is responsive to uncertain conditions is required, with flexible institutions and governance systems – very unlike the fixed regulatory protocols of global finance. No standardised blueprint model of either design or regulation will work. Solutions must allow for experimentation and improvisation, and be built on social relations where trust is essential. Once again, it is the human touch that is key. Rethinking an uncertain world Despite the very different contexts, the experiences from northern Kenya and Amdo Tibet in China offer some important insights into how to navigate uncertainty in our turbulent times. Could such insights help us avoid the chaos and collapse we saw during the financial crash and following the imposition of Trump’s tariffs? Interestingly, the principles that emerge are similar to those suggested by Haldane and others following the 2007-08 financial crash. What does this involve? The need to decentralise and rely on social interactions in localised networks. The need to avoid reliance on simple, centralised solutions, whether from algorithmic or state diktats. The need to be careful about relying on top-down imposition of regulations, and to seek adaptive, flexible solutions. The need to develop collective options based on trust-based relations – avoiding either an atomised, individualised response or one emerging from a centralised, dirigiste imposition. Above all, it highlights the need for the human touch – the social, networked relations that are only possible to develop when people interact with each other and build trust. What does this suggest for the future? A modernist vision of control – whether through markets or states – towards a singular understanding of progress is clearly inappropriate. Instead, a more flexible, adaptive path is required. This means opening up to alternatives, decentralising activities, facilitating experimentation and improvisation and accepting uncertainty. Embracing uncertainty and encouraging democratic deliberation is also a route to avoiding the future being captured by those who seek to profit from uncertainty, or who seek to close down options through the populist rhetoric of “taking back control”. Whether responding to a financial shock, new technologies, land use change, a pandemic or the climate crisis, this requires – as in citizen assemblies and other forms of deliberative democratic practice – diverse people interacting and building trust for collective responses. AI and predictive mathematical models are no replacement in our current age of uncertainty.
In this age of global uncertainty, where in the world can we look for guidance?
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Starlight Investments Celebrates Topping Out Manchester's Trinity Heights 60-Storey Residential Tower
Starlight Investments is proud to announce the topping out of Trinity Heights, a 60-storey build-to-rent (BTR) tower set to become a defining feature of Manchester's skyline. The milestone was celebrated with the project team and partners, marking significant progress toward delivering 532 new rental suites to the city's growing rental market. Starlight Investments announces the topping out of Trinity Heights, a 60-storey build-to-rent (BTR) tower in Manchester, UK. Located in the historic Castlefield Conservation Area, Trinity Heights represents one of Manchester's most ambitious residential projects, reinforcing Starlight's commitment to creating best-in-class rental communities in prime urban locations. Upon completion, the development will feature a diverse mix of one-, two-, and three-bedroom homes complemented by extensive premium amenities, including an indoor pool, a fully equipped fitness studio, co-working spaces, resident lounges, and a rooftop garden – providing a comprehensive lifestyle experience in the heart of the city. Located at Trinity Way and Regent Road, the development offers excellent access to transit and is within walking distance of the city's thriving business, retail, and entertainment districts. The project is being built by Renaker, Manchester's leading property developer. "This major milestone is an exciting step in bringing this landmark development closer to completion," said Jonnie Milich, Head of UK Residential, Starlight Investments. "Trinity Heights exemplifies our commitment to delivering thoughtfully designed, high-quality rental communities that provide exceptional urban living. We are grateful to our team and partners for their dedication and collaboration in driving this project forward." "We're thrilled to have topped out Trinity Heights, a new 60-storey building in Manchester and a key part of our Trinity Island neighbourhood," said Daren Whitaker, Chairman of Renaker. "This milestone cements our relationship with Starlight Investments, marking the first building to top out in our partnership, and represents an exciting step in our wider regeneration of the area. We look forward to continuing our relationship with the team." The development's name, "Trinity Heights", defines both the tangible and intangible aspects of the community. "Trinity" refers to its physical location as part of the new Trinity Island neighbourhood along the River Irwell. The use of "Heights" speaks to both the project's status as one of Manchester's tallest residential buildings, as well as the elevated living experience offered to residents. Trinity Heights is part of Starlight's expanding UK residential portfolio and reflects the company's strategy of delivering leading BTR communities that contribute to urban regeneration and address the increasing demand for high-quality rental housing. Starlight has a strong presence across Greater Manchester, with two additional BTR developments under construction, underscoring its role in supporting the region's dynamic and growing rental market. Across the UK, Starlight has established a portfolio of 4,000 rental suites and over £1.1 billion in assets under management, with continued expansion underway as the platform builds momentum in key regional markets.
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Salisbury-headquartered Abicare aims to double in size over the next three-to-five years, creating a high performing and compassionate care organisation to service the needs of the South West. Long established and highly regarded by the communities in which it operates, Abicare delivers bespoke visiting and live-in care packages to residents in their own homes and has provided more than five million care hours to thousands of care recipients from its offices in Salisbury and Pontypool since it was established 20 years ago. With pressures on the NHS showing no signs of slowing and the demand for quality homecare continuing to rise, Abicare has restructured its operation to facilitate growth ensuring it is well placed to support national and regional health frameworks and take its innovative healthcare solutions to the wider marketplace. Tasked with taking the company forward is an experienced team of three industry professionals with more than 50 years combined expertise in leading successful healthcare businesses. Taking the lead is chairman Ian Talbot who will be supported by chief commercial officer Steve Carter and chief operating officer Matt Hibberd. Steve will head up a new clinical care division due to launch next year and Matt will lead Abicare’s personal care division. Together they will work with the company’s existing team of 350 care professionals to drive expansion, create job opportunities – the company aims to recruit more than 100 new care personnel over the next 12 months – strengthen local authority relationships and explore relevant partnership opportunities. Recruitment of carers is key objective, along with identifying new geographical areas for expansion; a third branch in South Wales is close to completion and target locations in Somerset, Bristol and Gloucester are under review. Supporting its drive for growth, Abicare is already actively engaging with brokerage teams and commissioners on existing NHS frameworks and integrated care boards and is looking to support the private market with high quality care working in collaboration with local authorities for more complex and bespoke work. Chairman at Abicare, Ian Talbot, commented: “Over the last 12 months, we have worked to reimagine the traditional homecare model to better meet the needs of society. “Nearly 20 years ago, our founder recognised the transformative power of care to enhance lives and contribute more positively to local communities. While our ethos will always remain true to these values, we are in a unique position to use our key care capabilities to support care recipients, even those with more complex clinical needs, in their own homes and thereby alleviate some of pressures on the NHS and regional health services. “The restructure enables us to facilitate the delivery of a comprehensive suite of complex care and reablement services in the home, expediating earlier discharges from hospital and potentially avoiding hospital admissions altogether, ensuring a meaningful impact not only on the lives of those we care for, but the communities in which they live. “We are committed to transforming Abicare and making it the first choice for exceptional homecare in the South West.” Registered with both the Care Quality Commission (CQC) in England and Care Inspectorate Wales (CIW), Abicare has the skills, expertise, diversity of provision and unique understanding to deliver high quality, bespoke and dependable homecare solutions for a wide range of healthcare issues. For further information, please visit www.abicare.co.uk
NEW DIRECTION AS SALISBURY-BASED ABICARE TARGETS GROWTH
By Yasemin Kor Beckwith, Professor of Management Studies, Cambridge Judge Business School
Guilherme Klein Martins Lecturer in Economics, University of Leeds
Consumers are surrounded by food that is highly conducive to weight gain. No one likes dieting and very few have lasting success. But now weight-loss injections are seen as gamechangers, yielding results that seem miraculous for people who have struggled with their weight. Around the world, obesity ,high blood pressure, and abnormal blood sugar and lipid levels (so-called “metabolic syndrome”) have now been shown to affect 31% of women and 26% of men. The same study estimated that globally 1.54 billion adults had metabolic syndrome in 2023. The new genre of weight loss injections (GLP-1 agonists) have been shown to reduce weight by 16-23% in roughly one year. These drugs are expensive, but some healthcare programmes cover the cost for those who need them the most. In the UK, they are covered by the NHS for patients who are both severely obese and also suffer from specific weight-related health problems such as cardiovascular disease and type 2 diabetes. Some who can afford to pay may be able to get a prescription with less-pressing health conditions. In the meantime, prices of the drugs are starting to come down thanks to commercial competition and patents expiring. And a more convenient pill form is now available in the US and likely to become available in some other markets in the near future, meaning the overall uptake of these drugs could grow exponentially. This might all seem like bad news for the food industry. After all, the people who are taking these drugs, often for at least a year, have significantly reduced appetite. This will amount to a sizeable drop in demand for food products. So it’s interesting to consider how the food industry might react to this – with an aggressive response that revamps food product lines to promote better nutrition and health? Or with a wait-and-see approach to determine the long-term future of the drugs? People taking weight-loss drugs still need to get enough protein, fibre and other nutrients to prevent muscle loss and to keep their digestive systems functioning. It takes tricky calculations and consistent planning to figure out how to obtain all essential nutrients in small plates day after day. This can be a new business opportunity for food companies. Companies in the sector have introduced product lines with meals designed specifically for those on weight-loss medications – M&S (Nutrient Dense), Morrisons (Small & Balanced) and Nestle (Vital Pursuit). There are also smaller entrepreneurial companies in the mix – BistroMD, Field Doctor, Jane Plan and MealPro, for example. These specialise in meal preparation and delivery based on customers’ needs (for example, GLP-1-optimised, heart-healthy or diabetes-friendly) or taste preferences. Others will no doubt follow – but companies like M&S and small specialised firms are the ones showing more agility and capability in this space right now. The shadow of ultra-processed foods However, beyond GLP-friendly ready meals, food companies must confront a major problem: they are a significant contributor to the global epidemic of metabolic syndrome due to their promotion of the ultra-processed and highly processed foods found everywhere – from supermarkets, to workplace cafeterias and food outlets. It is not only consumers who rely on these products; food companies earn significant profits from them. GLP-1 drugs may help reduce consumers’ dependence on such foods, but could they also encourage companies to adjust their product ranges and offer more space for healthier options on shelves and menus? And even though recent research has shown that people who stop taking the drugs often gain back the weight they lost very rapidly, these drugs will not go away. They will most probably be carefully combined with other tools for effective long-term weight and metabolic syndrome management. Customers can expect to spot more GLP-1-friendly food products in all supermarkets this year. But unfortunately, with some exceptions, it is unlikely that consumers will see a significant reduction in highly processed or ultra-processed foods – or a big increase in the amount of healthier food on sale. Food companies are likely to continue generating revenue from less healthy products for as long as demand remains strong. That’s the usual response of established firms that are disrupted by technology, competition and new business models. Most prefer to take a wait-and-see approach, keeping their bigger portfolio and overall business strategy intact, and plan to calibrate a response based on the perceived urgency and size of the threat. But, in this case, that could be a big mistake. A tentative approach reinforces the already negative image of large food firms when it comes to public health. Introducing a limited range while failing to act on the damaging effects of their other product lines could further erode consumer trust. It could also open the door to competition from pharmaceutical companies, technology startups, and speciality food firms that take alternative approaches to food and health. These could involve even more sophisticated prepared-meal options, supplements and customised meal kits. The wait-and-see approach, however, delays the development of new products and business strategy. Ultimately, customer choices matter – and increasingly shoppers have more options. People with metabolic syndrome are more than likely to try weight-loss medications that may reverse their health problems. They are also likely to invest in approaches that will help them maintain their weight loss. Food and health companies that make it their mission to promote wellbeing are going to be tomorrow’s winners.
How will weight-loss jabs change the food industry?
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