Business & Technology
AI skills now driving UK pay & promotion decisions
HiBob has published research showing that AI skills are influencing promotions, performance ratings and pay decisions in UK businesses. The findings point to a broader shift in how employers assess staff and candidates.
A survey of 200 UK business leaders involved in hiring and assessing AI talent found that 63% of organisations link AI skills to promotion decisions, 61% factor them into performance ratings and 31% connect them directly to pay.
Demand appears to be spreading beyond specialist technical teams. Some 77% of respondents expect the ability to use AI effectively to become a baseline requirement across most non-technical roles within the next two years, while 82% say their organisations are investing in upskilling or reskilling staff to meet that change.
Pay pressure
The research suggests employers are attaching a financial premium to some of the hardest-to-find skills. AI safety, ethics and governance emerged as the area attracting the strongest pay uplift, with 43% saying they would pay at least 10% more for that expertise.
Other AI-related skills also carried a premium. The study found that 39% would pay more for people who can evaluate and improve AI outputs, while 37% would pay more for automation and technical integration experience. Just 3% would not offer a premium for any AI-related skills.
Employers are also using non-pay measures to attract AI-skilled workers. Clearer performance metrics were cited by 30% of respondents, opportunities to lead or join AI initiatives by 29%, and defined career pathways linked to AI capability by 28%.
Hiring strain
Even as employers increase rewards, recruitment remains difficult. The hardest skillset to recruit for was AI safety, ethics and governance, cited by 41% of respondents, followed by automation and technical integration at 38%, and workflow evaluation and redesign at 36%.
That scarcity is prompting a more deliberate hiring approach. Four in five respondents said they have a defined strategy for sourcing candidates with strong AI skills, including talent communities, applicant tracking system tagging and referral campaigns.
Many organisations are also trying to build skills internally rather than relying only on the external market. While 82% are investing in upskilling or reskilling, the methods vary. Around a third offer funded learning, protected practice time or prompt and workflow libraries, while 99% say peer coaching is important.
The figures suggest much of the practical burden of AI skills development sits with managers and teams. That could leave uneven standards between organisations and departments as businesses try to fold AI use into day-to-day work.
Management challenge
The survey also found that companies are beginning to track whether those skills improve results. The most commonly measured outcomes were quality and accuracy, cited by 32%, followed by compliance and risk reduction at 29%, with time saved and cost savings both at 25%.
Ken Matos, director of insights at HiBob, said: “AI skills are no longer a future requirement. They’re already shaping who gets promoted, how performance is measured and, increasingly, how much people are paid. Employees are now expected to use AI with judgment, accountability and consistency, reflecting a broader shift where AI is not just a technology change but a cultural one that demands new skills and discipline.
“The challenge for organisations is turning that expectation into something practical. That means defining what strong AI capability looks like, embedding it into roles and performance, and giving managers the confidence to assess and develop it.
“Managers are increasingly expected to lead this shift, but many organisations have yet to invest in the structure, training and support needed to help them do so effectively. The next phase of AI adoption will depend on how well businesses equip their managers to turn AI from a tool into a consistent way of working.”
The results add to evidence that AI literacy is moving into the mainstream of workforce planning. For employers, that means AI is no longer only a recruitment issue for specialist teams, but part of how organisations judge readiness for progression, assess performance and set pay.
For workers, the findings indicate that familiarity with AI tools, oversight and responsible use is becoming more closely tied to career prospects. The strongest demand is not only for technical implementation, but also for the ability to govern AI use safely and assess the quality of its output.
Business & Technology
Rosa’s Thai is giving away 4000 free Pad Thais to students
Celebrating both GCSE and A-Level Results Days, the chain will offer the popular dish to students who buy one of its bubble teas.
The free offer is available at all 42 Rosa’s Thai restaurants across England and Wales.
To avail of the free noodles, students need to register on Rosa’s Thai website for a unique code, which they should present at the restaurant together with a copy of their results.
Rosa’s Thai has a new range of bubble tea flavours, including Ube-Taro, Matcha-Coconut, Mango Sticky Rice, and Milo Chocolate Milk, as well as favourites like Home-brewed Thai Tea with Tapioca, and Lychee Mango with mango boba.
Students can sign up for their free Pad Thai at rosasthai.com/result-day-free-pad-thai and find their nearest restaurant at rosasthai.com/locations.
Business & Technology
Historic coin company enters administration after 20 years
The London Mint Office, which distributes commemorative coins and medals, appointed administrators on July 31 after 20 years in business.
The company’s website now displays a message confirming the appointment of Michael Magnay and Jonny Marston of Alvarez & Marsal Europe LLP as joint administrators.
A spokesman for Alvarez and Marsal said: “On July 31 2026, Michael Magnay and Jonny Marston of Alvarez & Marsal Europe LLP were appointed as Joint Administrators of The London Mint Office Limited in administration (the “Company”).
“Regrettably, the Company’s liquidity challenges have led to a number of immediate redundancies. We are supporting the affected employees through the redundancy process.
What Happens When a Company Goes Into Administration?
“The affairs, business and property of the Company are being managed by the Joint Administrators who act as agents of the Company and without personal liability.”
The announcement confirms that it is no longer possible to purchase coins or medals through the company’s website.
The London Mint Office operates a distribution centre in Tonypandy, Rhondda Cynon Taf, where it employs a significant number of people.
Administration is a formal insolvency process triggered when a business cannot meet its financial obligations.
An insolvency practitioner is appointed to manage the company’s affairs and may attempt to restructure the business or sell off assets to repay creditors.
What happens when a company goes into Liquidation?
Founded in 2006, The London Mint Office describes itself as “one of the UK’s most trusted suppliers of historic, commemorative, and collector coins.”
It is part of Samlerhuset AS, a Norwegian company based near Oslo and one of Europe’s largest distributors of commemorative coins and medals.
Samlerhuset’s website states that it offers “provide a wide range of coins from ancient to modern, originating from virtually every country in the world.”
The London Mint Office has advised anyone with an interest in the company’s assets to contact the administrators at INS_THLMOL@alvarezandmarsal.com.
Business & Technology
Warning of new rules for Aldi and Lidl after watchdog review
The Competition and Markets Authority (CMA) has provisionally decided that both discounters should be added to the Groceries Market Investigation (Controlled Land) Order 2010, which currently applies to Asda, Co-op, Marks and Spencer, Morrisons, Sainsbury’s, Tesco, and Waitrose.
This order is designed to prevent large grocery retailers from using land agreements to block competitors from opening nearby stores, often through restrictive covenants or exclusivity terms.
Juliette Enser, executive director of competition enforcement and markets at the CMA, said: “We want everyone to have the best choice of supermarket and range of prices when buying their groceries.
“To ensure this happens, we put rules in place to prevent big supermarket chains blocking rival stores from opening nearby – and now we propose applying those rules to Aldi and Lidl too.
“This is about allowing shoppers to choose where they spend their money and levelling the playing field for all major supermarkets.
“Today’s proposals are provisional and we welcome views before deciding the best way forward.”
The CMA’s review found that Aldi, Lidl GB, and Lidl NI now meet the criteria of ‘Large Grocery Retailers’ (LGRs) due to their store footprint, nationwide presence, procurement model, and the breadth of their grocery range.
Aldi and Lidl were originally excluded from the 2010 order as ‘limited assortment discounters’, offering a smaller selection of products compared to traditional supermarkets.
However, the CMA’s provisional findings indicate that this is no longer the case.
All three now operate large grocery stores, each with more than 1,000 square metres of shop floor space, and offer a full range of products, though with less category choice than some competitors.
They also purchase goods directly from suppliers through integrated wholesaling.
With the UK grocery market estimated to be worth £215 billion, Aldi and Lidl are now ranked among the top five retailers by market share.
The CMA is seeking feedback from stakeholders before reaching a final decision.
Aldi and Lidl could join the other supermarket chains later this year.
The CMA is inviting views until 5pm on Monday, September 7, 2026, and will issue its final decision in the autumn after reviewing responses.
If the discounters are included under the order, they will be prevented from using land agreements to limit competition from other supermarket chains.
The CMA aims to ensure competition across the grocery sector to give shoppers more choice and competitive pricing by removing obstacles to new store openings.
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