Category: 3. Business

In this episode of Workforce WorldView, Janette Lucas from our London Labour & Employment team speaks with Kate Dean, a neurodiversity and disability consultant, about the growing prevalence of diagnoses of neurodiversity – and the opportunities and challenges this presents for employers. They explore the common misconceptions surrounding diagnoses, and provide practical steps that employers can take to move beyond compliance to create inclusive workplace environments. The conversation highlights why proactive strategies and understanding neurodiversity are essential for talent retention and organisational success.

A few key points from the discussion:

Why is neurodiversity a business priority?

We are told that up to 20% of the UK population is neurodivergent, and reportedly it is now the third most common reason for occupational health referrals. Employers need to recognise this trend as a core workforce issue, not a niche concern.

How should employers handle self-identification?

Long waiting lists mean many employees self-identify rather than obtaining a formal diagnosis. The approach to take will vary on a case-by-case basis, but given the increase in self-diagnosis there is certainly an argument for HR focusing on providing supportive conversations and assisting with strategies proactively for employees who have self-diagnosed, rather than waiting for proof of diagnosis.

What is the link between neurodiversity and employee wellbeing?

Neurodiversity and mental health challenges often co-occur; and even physical conditions can be involved. And of course, when employees have caring responsibilities for neurodivergent family members, this may impact their work lives too. Integrating neurodivergent voices into wellbeing strategies can help reduce absenteeism and improve engagement.

How can inclusion strategies reduce risk and conflict?

Kate recommends moving away from an “us and them” mindset – recognising neurodivergence as one of the many ways that all people think and behave differently from each other – and embedding neurodiversity into inclusion policies, as this may assist with preventing misunderstandings and workplace disputes.

Why does embracing neurodivergent talent drive performance?

Employees with different perspectives bring a great richness of problem-solving, creativity and focus to our organisations, and people who think differently are very much part of that richness. Employers that adapt job design and recruitment strategies can unlock innovation and gain a competitive edge.

Listen and Learn More

Hear the full discussion and practical insights by listening to this fascinating podcast – and look out for Part 2 of the Workforce WorldView discussion on neurodiversity, where we dig into the role that line managers can play in creating an inclusive, welcoming environment.

To further explore how we can help your organisation build an inclusive workplace and manage neurodiversity effectively, please get in touch with our Labour & Employment team today.

The Jaguar Land Rover design boss behind the Range Rover and the polarising Jaguar relaunch has abruptly departed the business just four months after its new chief executive took charge.

Gerry McGovern left the role of chief creative officer on Monday after 20 years at the business in which he oversaw the design of some of the company’s most successful cars as well as the launch of a new-look, pink electric Jaguar that drew the ire of Donald Trump.

Britain’s largest carmaker appointed PB Balaji as chief executive in August. Balaji, an Indian national, was previously the chief financial officer of Tata Motors, the Indian owner of JLR.

Balaji was due to take over the reins of a business that was performing well, generating nearly three years of consecutive quarterly profits. However, any chance of a smooth transition was dashed by a crippling cyber-attack in August that stopped all production at JLR’s factories.

JLR declined to comment on the departure and McGovern was still listed on the company’s website on Wednesday. Autocar India, which first reported on McGovern’s departure, said he had been removed with immediate effect.

David Bailey, a professor of business economics at the University of Birmingham, said the abrupt removal “has sent shock waves through the automotive world”. He said it would herald “much more than a routine management reshuffle” but rather “the symbolic end of an era” and was perhaps a sign that Tata was looking to exert more control.

McGovern returned to Land Rover in 2004 after an earlier stint and rose to be in charge of designing its key products, including its flagship Range Rover, its bestselling Range Rover Evoque and several other models.

His stewardship included hiring Victoria Beckham as a creative design executive in 2010. In 2017, tensions emerged after Beckham said at the launch of a special VB Evoque: “I’ve designed a car that I want to drive, a car I think [her husband] David wants to drive.” McGovern later said: “She didn’t design the car … I’ve forgotten more than that woman will ever know about [car] designing – to be a car designer takes years.”

McGovern was elevated to the role of JLR’s chief creative officer in 2021 by the then chief executive, Thierry Bolloré, giving him oversight of the struggling Jaguar brand as well. McGovern retained the role under Bolloré’s successor, Adrian Mardell.

Bolloré had scrapped an advanced plan for an electric Jaguar that followed on from previous models, and McGovern was tasked with completely overhauling the brand in an effort to end years of weak sales.

The product he came up with was a major departure from previous, fairly traditional Jaguars. The Type 00 targeted wealthy, younger, international buyers rather than going head to head with BMW as another executive saloon car. It featured a large, angular design with no rear window, and the initial concept design was shown in pink and electric blue.

The company faced a ferocious and at times hate-filled backlash from some quarters after a teaser campaign featured several androgynous models. Elon Musk and Trump criticised what Trump called a “stupid, and seriously WOKE advertisement”. McGovern, seen as assertive and sometimes combative by people with whom he has worked, said the car displayed “fearless creativity”.

McGovern’s departure raises questions about how much of the concept car will survive into production, although prototype models were at a fairly advanced stage before the hack disrupted production plans. A person who has driven the car said it would wow drivers.

The new electric Range Rover overseen by McGovern will also be a crucial car in JLR’s transition away from petrol and diesel. The design is nearly identical to the petrol version, but sales are expected to be delayed because of the cyber-attack. JLR had initially planned to make the first deliveries by the end of this year.

WPP is set to be relegated from the FTSE 100 after nearly 30 years, as the advertising giant struggles to stem an exodus of clients and match the artificial intelligence and data capabilities of rivals.

WPP, once the world’s largest advertising group, has seen its market valuation plummet from around £24bn in 2017 to just £3.1bn.

The company has also seen its share price plunge two-thirds this year and is expected to be relegated from the blue chip index when the next quarterly reshuffle is officially announced after stock markets close on Wednesday afternoon.

WPP has issued two profit warnings this year and Cindy Rose, who took over as chief executive after Mark Read was ousted in June, has launched a strategic review, admitting that the company has “not gone far enough or fast enough in adapting to the evolving needs of our clients”.

Founded in 1985 by Sir Martin Sorrell, who built a global advertising powerhouse out of a small, Kent-based maker of wire baskets, WPP has been in the FTSE 100 since 1998.

“I was in the room with Sorrell when the business entered the FTSE 100 … the jubilation,” said Alex DeGroote, a media analyst. “This is a moment, the end of an era really. It is sad; advertising … is an industry where Britain had a global leader. To fall out is pretty ignominious and there is no obvious route back.”

WPP is investing heavily in AI tools but has been slow to adapt to a changing market and is being heavily outgunned, principally by France’s Publicis Groupe, which took its crown as the biggest ad group in the world by revenue last year.

Given the parlous state WPP is in, analysts believe that Rose may only have a year to turn the business around, or break up the company, which has become a potential takeover target.

British Land, the most valuable company in the FTSE 250, looks set to be promoted to the FTSE 100 to take the spot vacated by WPP.

In September’s reshuffle, housebuilder Taylor Wimpey – led by Jennie Daly – was relegated from the FTSE 100. Daly’s departure, and the relegation of Rose’s WPP, will leave just seven female chief executives in the blue chip index. GSK boss Emma Walmsley and Severn Trent chief Liv Garfield, both longstanding FTSE CEOs, have recently announced their departures.

Over the past four years, BBVA Italy has gradually broadened its range of products, with no fees and an attractive three percent return on its accounts, to build a universal banking offering that now includes lending, mortgages and investment products. By doing so, the bank aims to continue attracting new customers. “We want to keep growing our customer base, but we also want to support the customers we already serve in more aspects of their financial lives. We want to be their primary bank,” said Walter Rizzi, Head of Digital Banking for BBVA in Italy.

To achieve this, BBVA Italy will continue strengthening its mortgage and credit card offerings, while also expanding its investment products, which so far have been limited to certain funds. Early next year, the bank will launch a wider range of ETFs and reinforce its local team with new specialized advisors. Looking ahead to 2026, the bank’s strategy focuses on developing an advisory model that will be accessible to all customers, combining personal support with technology, with artificial intelligence playing a key role in upcoming versions of the app.

Innovation and user experience remain pillars of BBVA’s digital value proposition. “Our approach combines the best of both worlds: the trust and broad range of products of a traditional bank, with the digital experience, agility and competitive pricing of a neobank,” explained Murat Kalkan, Head of Digital Banks at BBVA.

The Head of Digital Banks announced that BBVA is preparing an app integrated with ChatGPT, which will allow users to ask about BBVA’s offering in Italy and Germany directly in the OpenAI assistant, such as account conditions, cards, or savings products. According to Kalkan, this new conversational app concept showcased in Milan will become one of the first financial apps available in the OpenAI Store when it launches in Europe. “BBVA’s digital banks in Italy and Germany are setting new standards for innovation. Bringing BBVA into ChatGPT marks the beginning of a new chapter, one in which AI becomes a daily part of banking, helping customers manage their financial lives in a more natural and intelligent way,” he added.

BBVA brings its technological, innovation and financial capabilities to its digital banks, which, since the launch of BBVA Italy in 2021 and BBVA Germany in June 2025, have become the spearhead of the Group’s organic growth strategy in new markets.

The partnership strengthens Bank Norwegian’s position as a leading provider of secure digital services. Under this agreement Tieto is providing invoicing and payment integration services in Norway, Sweden, Denmark and Finland, as well as in Germany and Spain. This enables seamless customer communication and integration across diverse regulatory and customer landscapes.  

The strategic cooperation with Bank Norwegian reinforces Tieto’s position as a trusted digital partner in the financial sector in the Nordics and beyond.

“This agreement represents an important step forward in our partnership with Bank Norwegian. As a trusted partner, we are proud to enforce their digital strategy with scalable, modern solutions that adapt to local market needs. Our Multichannel service ensures secure and efficient handling of customer communications and invoicing tailored to each region,” says Johan Enger Nygaard, Managing Director, Tieto Indtech.   

Tieto Indtech’s Multichannel solution facilitates the distribution of documents and invoices through both digital and physical channels, while adapted to local payment methods and infrastructure. Integration with national payment solutions and digital mailboxes helps Bank Norwegian enhance flexibility and tailoring in customer invoicing, streamline operations and reduce costs.  

“Tieto has been a trusted partner for many years. This new agreement enables us to deliver tailored secure and high-quality customer communication across all our markets in a cost-efficient way”, says Andreas S. Pedersen, Branch Head of Tech, Projects and Product Development, Bank Norwegian.

For further information, please contact:

Tieto Communications, tel. +358 40 570 4072, news@tietoevry.com

Tieto is a leading software and digital engineering services company with global market reach and capabilities. We provide customers across different industries with mission-critical solutions through our specialized software businesses Tieto Caretech, Tieto Banktech and Tieto Indtech as well as Tieto Tech Consulting business. Our around 15 000 talented vertical software, design, cloud and AI experts are dedicated to empowering our customers to succeed and innovate with latest technology. 

Tieto’s annual revenue is approximately EUR 2 billion. The company’s shares are listed on the NASDAQ exchange in Helsinki and Stockholm, as well as on Oslo Børs. www.tieto.com

European position

The European Commission has now confirmed that it does not intend to introduce EU-wide regulation of third-party litigation funding (TPLF). This arises following the European Commissioner for Justice, Michael McGrath, stating at the final meeting of the EU’s High-Level Forum on Justice for Growth that there was “no need” for legislative intervention at this stage. Instead, there will be a focus on ‘ensuring and monitoring’ the transposition of the Representative Actions Directive 2020/1828 by Member States.

This comes following the release of the Mapping Third Party Litigation Funding in the European Union report by the Commission in March 2025 (the Report), which set out the differences between all 27 Member States in their approach to TPLF, both in terms of legal framework and actual market practice. The Report included the results from a consultation with key stakeholders over the past few years including but not limited to: litigation funders, lawyers/law firms, businesses, consumer organisations and public authorities.

In practice, this decision preserves the existing differences in how funding is treated across the Member States. Some Member States maintain regulatory or judicial reticence towards TPLF. Ireland for instance is a jurisdiction which prohibits TPLF (under the rules of maintenance and champerty) with one exception – yet to be implemented – in the context of international commercial arbitration. Other jurisdictions however, like the Netherlands, permit TPLF, and this has made it fertile ground for mass tort claims.

The absence of a harmonised regime means forum shopping will continue to feature prominently in cross-border product liability and consumer claims across Europe, especially due to the often cited need for claimant funding in large group actions.

Position in the UK

The approach taken by the EU Commission is in contrast to the position in the UK, where the Civil Justice Council’s (CJC) Working Group made numerous recommendations in its Final Report on litigation funding which was published on 2 June 2025. The CJC recommended:

1. shifting to a “light-touch” statutory framework with a minimum base-line set of regulatory requirements for commercial parties;
2. enhanced regulation for consumer parties; and
3. for the Supreme Court decision in R (on the application of PACCAR Inc & Ors) (Appellants) v Competition Appeal Tribunal & Ors (Respondents) [2023] to be respectively and prospectively reversed to ensure litigation funding agreements (LFAs) are not treated as damages based agreements (DBAs), which classification would make many existing LFAs unenforceable unless they comply with strict DBA regulations.

The approach in the UK – i.e. towards possible regulation of TPLF – shows the emphasis placed by the CJC on the need for fair access to justice and the need for structured safeguards in place for all parties.

The recommendations set out in the CJC’s report are currently being considered by the Government.

Comment

The EU Commission’s decision to not harmonise the position between Member States means that each Member State will have to decide how to proceed and as we have seen in the UK, the debate about TPLF is likely to continue regardless of guidance given.

Those reluctant for the sector to be regulated in the EU will doubtless be buoyed by this development. Others however may see it as a potential missed opportunity, as a harmonised EU-wide regulatory framework could have assisted in reducing inevitable forum shopping and may have ensured a more consistent legal framework across EU Member States, thus strengthening legal certainty and fairness. This should also be considered by insurers and corporates in the wider context of recent legislative changes in the EU, including the revised Product Liability Directive and the Representative Actions Directive.

Going forward, it will be important to ensure the coordination of defence strategies where parallel claims arise in both the UK and the EU, given the differing funding dynamics.

Related item: A new approach to regulation of litigation funding in the UK

Airbus has cut its plane delivery target for this year after it identified a problem with the fuselage panels on its bestselling A320 family of aircraft that has forced it to inspect hundreds of jets.

The world’s largest plane manufacturer said it would now deliver “around 790” commercial aircraft this year, a drop of 30 from its previous target of 820 planes.

Airlines around the world cancelled and delayed flights over the weekend after the French firm ordered immediate fixes to software updates on 6,000 of its A320s, more than half of its global fleet.

While most of the glitches were fixed by Monday, the company then identified separate quality problems on metal panels at the front of some planes.

Reuters reported that a presentation to airlines showed that the total number of planes needing inspections was 628, including 168 already in service, 245 in assembly lines and 215 in an earlier stage of production known as major component assembly.

The affected parts are the wrong thickness, following work carried out by the Seville-based supplier, Sofitec Aero, the presentation showed.

The affected panels are metal skins which are located behind the cockpit, on each side of the two forward doors. There are not thought to be any safety concerns about the panels.

Despite the lower delivery number, Airbus said it was sticking to its previous financial forecast, as it targets a full-year adjusted operating profit of about €7bn (£6.1bn).

When Airbus issued its weekend recall to more than 350 operators, about 3,000 jets in the A320 family were in the air. The setback came just weeks after the A320 became the most-delivered plane model in history, when it overtook Boeing’s 737.

Airbus has struggled with ongoing disruptions to its supply chain in recent months, including delays in deliveries of engines from the US manufacturer Pratt & Whitney, while it has also had to take some planes out of service while they are maintained.

Airbus shares rose by more than 2% on Wednesday morning, but have not yet recouped all of the losses seen in the past week since the software glitch was first reported.

Airbus is due to report its November delivery figures on Friday.

Three- and Four-Laser BD FACSDiscover™ A8 Cell Analyzers Expand Accessibility of Spectral, Real-Time Imaging Cell Analysis

FRANKLIN LAKES, N.J., Dec. 3, 2025 /PRNewswire/ — BD (Becton, Dickinson and Company) (NYSE: BDX), a leading global medical technology company, today announced the global commercial release of new configurations of cell analyzers featuring breakthrough spectral and real-time cell imaging technologies, enabling more labs in academia, pharma and biotech – across scales, needs and budgets – to advance discoveries in immunology, cancer immunotherapy and cell biology.

The new BD FACSDiscover™ A8 Cell Analyzers feature BD SpectralFX™ Technology, which allows scientists to analyze up to 50 or more characteristics of a single cell with optimal resolution and sensitivity, and BD CellView™ Image Technology, which enables high-speed imaging, revealing spatial and morphological insights – like the location of a protein within a single cell – that can be visually analyzed in real time. The three- and four-laser additions to the BD FACSDiscover™ A8 Cell Analyzer portfolio complement the five-laser instrument launched earlier this year, providing more scientists worldwide the opportunity to incorporate industry-leading capabilities in their labs. Both versions have the option to start with a free trial of CellView™ Image Technology and upgrade later via software – giving labs further flexibility.

“The BD FACSDiscover™ A8 Cell Analyzer has become our new standard, changing how our flow cytometry core operates,” said Gert Van Isterdael, head of VIB Flow Core Ghent. “Once you experience the integration of spectral and imaging data, you don’t want to go back. It opens a new dimension for our work, helping us see more, understand faster, and enable discoveries that simply weren’t possible before. The BD FACSDiscover™ A8 Cell Analyzer is a game changer, and having more configurations will only make this leading technology more accessible to a wider range of labs.”

All configurations of the BD FACSDiscover™ A8 Cell Analyzer feature high-throughput, walkaway automation that enables best-in-class cost-per-insight economics through real-time imaging. The intuitive software makes it easy to manage large datasets, and is designed for out-of-the-box standardization. The analyzers also pair seamlessly with the ecosystem of BD FACSDiscover™ Cell Sorters and BD Reagents. This includes the recently launched BD Horizon RealViolet™ 828 and RealBlue™ 824 fluorochromes, pioneering entries into the near-infrared spectrum that, when used with a cell analyzer, can unlock new discoveries through spectral flow cytometry.

“In today’s complex research landscape, access to leading-edge technologies through flexibility and modularity is crucial, from basic to translational science,” said Steve Conly, worldwide president of BD Biosciences. “Alongside the entire BD ecosystem of sorters, reagents, and informatics, the BD FACSDiscover™ A8 Cell Analyzer continues to be rapidly adopted by leading biopharmaceutical companies, and now with more entry points, organizations of all sizes can access the same technology.”

BD FACSDiscover™ A8 Cell Analyzers are now available to order through local sales representatives. For researchers facing capital expenditure constraints, flexible financing options are now available. More information is available at bdbiosciences.com.

About BD
BD is one of the largest global medical technology companies in the world and is advancing the world of health by improving medical discovery, diagnostics and the delivery of care. The company supports the heroes on the frontlines of health care by developing innovative technology, services and solutions that help advance both clinical therapy for patients and clinical process for health care providers. BD and its more than 70,000 employees have a passion and commitment to help enhance the safety and efficiency of clinicians’ care delivery process, enable laboratory scientists to accurately detect disease and advance researchers’ capabilities to develop the next generation of diagnostics and therapeutics. BD has a presence in virtually every country and partners with organizations around the world to address some of the most challenging global health issues. By working in close collaboration with customers, BD can help enhance outcomes, lower costs, increase efficiencies, improve safety and expand access to health care. For more information on BD, please visit bd.com or connect with us on LinkedIn at www.linkedin.com/company/bd1/, X (formerly Twitter) @BDandCo or Instagram @becton_dickinson. 

SOURCE BD (Becton, Dickinson and Company)

Global energy and technology leaders are gathering this week at IAEA headquarters in Vienna for the first ever International Symposium on Artificial Intelligence (AI) and Nuclear Energy. The two-day event is bringing together senior representatives from government ministries, international organizations, the nuclear industry and major tech firms — including OpenAI, Google and Oracle — to discuss how nuclear energy can help meet the surging electricity demand of AI data centres, and how AI can support nuclear technology development. 

The two-day event kicked off today and the programme and livestream are available on the IAEA website.  

 IAEA Director General Rafael Mariano Grossi said at the opening ceremony: 

“Two forces are reshaping humanity’s horizon at an unprecedented pace: the rise of artificial intelligence and the global transition towards clean, reliable energy. The world’s energy map is being redrawn before our eyes. “The essential point, our opportunity and our responsibility, is that these forces are not unfolding separately. They are converging and redefining the new global economy.”  

He added that nuclear energy is the only source capable of low-carbon generation, round-the-clock reliability, high power density, grid stability and scalability. He described the link between nuclear and AI as structural alliance of  “Atoms for Algorithms.” 

According to the International Energy Agency, data centres accounted for 1.5% of worldwide electricity demand in 2024 – a figure that could double by 2030. 

Nuclear power, with its ability to deliver reliable, low-carbon electricity, is increasingly seen as a solution to meet this demand. At the same time, AI offers powerful tools to optimize reactor performance, streamline construction and enhance operational efficiency — enabling nuclear energy to reach its full potential while maintaining the highest standards of safety, security and safeguards. 

The symposium will provide a venue to build partnerships and develop recommendations for a framework of cooperation between the AI and nuclear sectors with IAEA support. It will delve into opportunities offered by AI and nuclear energy, supporting global efforts toward clean, reliable and sustainable energy by connecting diverse stakeholders.