Month: April 2025

Channel 4’s chief executive, Alex Mahon, has warned that artificial intelligence companies are “scraping the value” from the UK’s £125 billion creative industries, and called on the government to impose stricter copyright protections to safeguard the sector’s future.
Speaking to MPs on the Culture, Media and Sport Select Committee, Mahon said that the government’s proposed opt-out copyright regime — which would allow AI developers to train models on copyrighted works unless creators actively object — poses a “dangerous” threat to the UK’s cultural and economic output.
“AI is clearly absolutely critical to the future of our industry,” Mahon said. “But what is happening at the moment is the scraping of value from our creative industries. The burden should be on them [AI firms], not us.”
Under current proposals, AI developers could continue to train large language models (LLMs) — like those powering tools such as ChatGPT — on vast datasets, including creative works, unless the copyright holders actively opt out. Mahon said this undermines a sector that contributes 6% of UK gross value added (GVA) and is growing 1.5 times faster than the wider economy.
“We think LLMs need to license what they use and pay properly for it. We can’t have automated scraping — we need a proper payment and licensing regime,” she said.
Her comments echo mounting concerns across the arts and media industries, where authors, artists, and film and TV executives argue that unlicensed AI training risks eroding creative livelihoods and undermining the commercial value of original works.
Mahon said UK copyright law is already clear, and the government’s suggested reforms risk tipping the balance in favour of Big Tech. She stressed that a fair, opt-in regime would be more aligned with existing licensing frameworks in creative sectors.
Alongside the AI warnings, Mahon also discussed Channel 4’s financial performance, saying the broadcaster expects to break even for 2024, after posting a £52 million deficit in 2023 — its first loss in four years. The network, which is state-owned but commercially funded, relies primarily on advertising revenue and has weathered recent turbulence in the ad market.
“I’m pleased to say that 2024 was a much better year,” Mahon said. “We will be pretty much on a flat deficit — pretty much breakeven.”
She also raised concerns about the visibility of public service broadcasters (PSBs) like Channel 4, ITV, and the BBC on new digital platforms. She argued that regulatory prominence — currently applied to traditional TV platforms — needs to be expanded to social and streaming platforms to ensure continued reach and visibility.
“Without prominence we will disappear,” she said. “We need to think about regulation for promotion, not just preservation. We should consider how to extend prominence to social platforms.”
The UK government’s consultation on AI copyright protections closed in February, and policymakers are now considering next steps. With the UK’s creative industries seen as a pillar of economic growth and soft power, the outcome could have wide-ranging implications for how artists and creators are protected in the AI age.
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Channel 4 boss warns AI firms are ‘scraping the value’ from UK’s £125bn creative industries

Small businesses across the UK are being given the chance to pitch for a share of £1 million in funding as NatWest launches its Accelerator Pitch competition to celebrate ten years of its free NatWest Accelerator programme.
The initiative invites ambitious entrepreneurs to submit a 60-second video pitch explaining how funding would help their business grow. Applicants must demonstrate a strong track record of goal-setting and achievement, along with a compelling case for how they’d use the funding to fuel their next stage of growth.
Shortlisted entries will be invited to live regional finals — the first in Manchester this July, followed by London in 2025, with more regional finals planned across the UK. At each event, five finalists will deliver ‘Dragon’s Den’-style pitches to a panel of expert judges. A total of £100,000 in funding will be awarded at each final, with £70,000 going to the top business.
Darren Pirie, Head of the NatWest Accelerator, said the competition reaffirms the bank’s commitment to championing entrepreneurs: “As Britain’s biggest bank for start-ups, we believe supporting small business growth is key to a strong economy. This competition is a fantastic opportunity for entrepreneurs to showcase their success and show us how they’ll scale to the next level. My advice is: don’t be modest – tell us what makes your business special!”
Since its launch in 2015, the NatWest Accelerator has supported nearly 10,000 small businesses, offering free access to expert coaching, workshops, mentorship, and a collaborative business network. In 2025, the programme will expand with the launch of a new digital community, enabling even more entrepreneurs to access support.
Finalists in the Accelerator Pitch will be judged on their business models, innovation, growth potential, and how much of an impact the funding will have on their plans.
To enter, business owners must submit their pitch videos through the NatWest Accelerator platform. Submissions are open now, and the first winners will be announced in Manchester this summer.
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NatWest launches £1 million competition to accelerate small business growth

More than half of UK organisations are planning to cut expenses in response to rising government-imposed costs, including new tax and National Insurance increases taking effect from April 6th, according to a new survey of finance leaders.
The research, conducted by financial management software provider AccountsIQ and expense management platform ExpenseIn, reveals that 52% of businesses are introducing expense cuts to manage financial pressure. A quarter (25%) of respondents said they had already implemented new restrictions on expense budgets, with a further 17% considering similar measures in the near future. Only 5% of respondents said they had no plans to reduce expenses.
The survey gathered insights from 125 UK-based CFOs and senior finance professionals and highlights how companies are adjusting their cost structures as they navigate rising tax liabilities and an increasingly challenging economic landscape.
Payroll and employee expenses were identified as the top two areas of finance operations under scrutiny — with 46% of finance leaders closely reviewing payroll and 24% targeting expenses. The findings suggest that many organisations are reassessing staffing levels, operational costs, and financial processes as they strive to do more with less.
Darren Cran, CEO of AccountsIQ, commented: “These figures demonstrate how finance teams are being asked to navigate an increasingly complex environment, with rising costs and ever-changing regulations always on the horizon. That said, this doesn’t have to be all doom and gloom. We’re seeing ambitious businesses embrace cutting-edge technologies to drive automation and efficiency.”
He added that finance leaders have a significant opportunity to modernise and streamline operations by leveraging new digital tools — particularly in the face of economic pressures and shifting compliance demands.
The survey also highlighted the top challenges businesses face when managing expenses today. Compliance with changing regulations was the leading concern (40%), followed by manual processes (23%) — underscoring the demand for more robust, automated financial systems.
Richard Jones, Managing Director of ExpenseIn, said: “With employee expense policies tightening, businesses need better visibility and control over spending. Simplifying expense management through automation can help finance teams ensure compliance while reducing the administrative burden on employees.”
As organisations prepare for new fiscal realities, the emphasis is now on building resilient, tech-enabled finance functions that can adapt to change, maintain compliance, and drive long-term operational efficiency.
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Over half of UK organisations to cut expenses amid rising government costs, survey finds

Hiring the right staff has always been a challenge for businesses, but for small businesses operating outside major UK cities, the struggle is even more pronounced.
With talent gravitating towards urban areas, rural and small town businesses often face difficulties attracting and retaining skilled employees. The challenge isn’t just about finding people but is about finding the right people, those with the right skills and experience who are also willing to work outside of the city.
Unlike in cities, where job seekers are abundant, rural businesses often have fewer applicants for open roles or applicants that are perhaps not quite as experienced as the role may require.
Many skilled professionals move to urban areas for better career prospects, leaving businesses in smaller towns and suburban areas with a restricted talent pool. This issue is further exacerbated by the fact that many job seekers are unaware of opportunities available outside of major hubs. With large job boards and recruitment firms often focused on metropolitan areas, smaller businesses in rural locations struggle to gain visibility among potential employees. Even when vacancies are advertised, they often receive fewer applications, limiting the choice for business owners who require skilled staff.
Transportation challenges add another layer of difficulty for rural small businesses. Many job seekers hesitate to accept roles in rural locations due to limited transport links. Unlike cities, where you have plenty of options for public transport making your commuting relatively easy, rural areas often lack consistent and reliable transport options. This makes car ownership almost essential, which is of course not always an option. Even those who do drive may be put off by the idea of a long and potentially costly commute. Additionally, rising fuel prices and the general cost of living in the UK mean that many employees are reluctant to take jobs that require significant travel.
Even in cases where businesses find suitable candidates, wage expectations can create further obstacles. Larger companies in cities can afford to offer higher salaries, along with attractive benefits such as private healthcare, gym memberships, and generous pension contributions.
Small businesses operating on tighter budgets may struggle to match these incentives, making it difficult to attract top talent. Additionally, many job seekers expect remote or hybrid working options, which are not always feasible for roles that require a physical presence. This puts rural businesses at a disadvantage when competing for skilled workers. Beyond salary concerns, generational preferences also play a role in recruitment challenges.
Younger workers, particularly Millennials and Gen Z, often prioritise jobs that offer flexibility, career progression, and include a vibrant work environment. Many view rural jobs as limiting in terms of networking opportunities and career advancement, leading them to favour roles in urban areas where professional communities are more established. To address these challenges, small businesses must adopt innovative and strategic recruitment approaches. One of the most effective ways to expand the talent pool is by offering hybrid or fully remote roles. While not all jobs can be performed remotely, businesses that provide flexible working arrangements will have a greater chance of attracting skilled professionals who prefer to live in cities but are open to working for a rural employer. Even allowing employees to work from home a few days a week can make a position more appealing which does mean that as a business you have to start to adapt to the idea of hybrid working, although this may be attractive to applicantants it is usually not attractive to the business itself.
For roles that require a physical presence, businesses need to find creative ways to make their job offers more attractive. While it may not be possible to compete with city based salaries, employers can provide alternative perks, such as flexible working hours, additional holiday allowances, or professional development opportunities.
Another crucial strategy is investing in local talent through training and apprenticeship programmes. Businesses can partner with local colleges, universities, and government funded initiatives to provide skills development opportunities. Apprenticeships, in particular, offer a way for businesses to train employees from within the community, ensuring a steady pipeline of skilled workers. By nurturing talent locally, businesses can reduce reliance on city based hires while also strengthening ties with the community.
Employer branding is another key factor in attracting staff. Many small businesses underestimate the importance of marketing themselves as great places to work. In today’s digital age, having a strong online presence is essential. Businesses should leverage social media, company websites, and networking events to showcase their work culture, employee success stories, and career growth opportunities. A well crafted employer brand can help change perceptions and position a business as an attractive employer, even if it is located outside of a major city.
Government support and policy changes could also make a difference. Businesses should stay informed about government grants and funding opportunities that support workforce development in rural areas. Engaging with policymakers and industry associations can help ensure that the challenges faced by rural employers are recognised and addressed.
While hiring in rural areas will always have its challenges, small businesses that invest in local talent, enhance their employer branding will stand a much better chance of attracting and retaining the right staff. Cities may continue to dominate the job market, but with the right approach, businesses outside urban centres can still compete and thrive. By focusing on creative recruitment strategies, offering attractive incentives, and working together as a community, rural businesses can turn their hiring struggles into opportunities for long-term success.
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The Rural Recruitment Struggle: Finding the Right Staff Outside the City