the federation liked what priti patel said. i would the federation liked what priti patel said. iwould be the federation liked what priti patel said. i would be surprised if this files into the playbook of the federation, he makes the culture very toxic, i might add. in all honesty, it is the same old type of approach and it will make things better. it might even make things worst. hello and welcome to talking business. let us take a look at what is on the show. did you tell everyone in the office about quiet quitting? idid, yes. quiet quitting, it's a social media sensation that is changing the way millions of people work. they are only doing what they are paid for, or acting the wage. as the world economy recovers from the pandemic could this workers�* slowdown impact any hope for recovery? i'm going to be discussing

that with these two. sarai soto, whose quiet quitting videos have had millions of views on tiktok. and professor anthony klotz, of university college london who coined the phrase the great resignation. also on the show, as shipping and supply chains continue to struggle, how quickly can digitising the paperwork bring costs down? i'm going to be asking the big boss of the billion—dollar start—up tradeshift. where ever you are joining where ever you arejoining me where ever you are joining me from around the world, hello and where ever you are joining me from around the world, hello and welcome to the shore. the world of work has been through a two—year revolution,

noise us were locked out of the workplace during the first two waves of the pandemic. many companies moved to remote working quickly. otherjobs, whosejobs moved to remote working quickly. otherjobs, whose jobs were deemed essential, faced work and pressure like never before. many seem to have also faced burn—out. as workers and employers find their feet again, a social media craze could change the way people work. on platforms such as tiktok, videos like these are being shared by millions of viewers and changing attitudes in the workplace. have a seat. did you tell everyone in the office about quiet quitting? i did, yes. do in the office about quiet quitting? i did, es. ,, ~' ., in the office about quiet quitting? i did, es. ,, ~ ., ., in the office about quiet quitting? idid, es. ~ ., ., ., i did, yes. do you know what that means. i did, yes. do you know what that means- yes. _ i did, yes. do you know what that means. yes, it _ i did, yes. do you know what that means. yes, it means _ i did, yes. do you know what that means. yes, it means you - i did, yes. do you know what that means. yes, it means you come. i did, yes. do you know what that l means. yes, it means you come to work, — means. yes, it means you come to work, do _ means. yes, it means you come to work, do you — means. yes, it means you come to work, do you job, means. yes, it means you come to work, do youjob, then means. yes, it means you come to work, do you job, then go home, you should _ work, do you job, then go home, you

should dry— work, do you job, then go home, you should dry it — work, do you job, then go home, you should dry it. this work, do you 'ob, then go home, you should dry it.— work, do you 'ob, then go home, you should dry ll.— should dry it. this is creating an unhealthy _ should dry it. this is creating an unhealthy mindset. _ should dry it. this is creating an unhealthy mindset. you - should dry it. this is creating an unhealthy mindset. you think. should dry it. this is creating an - unhealthy mindset. you think telling our unhealthy mindset. you think telling your employees _ unhealthy mindset. you think telling your employees to — unhealthy mindset. you think telling your employees to go _ unhealthy mindset. you think telling your employees to go above - unhealthy mindset. you think telling your employees to go above and - your employees to go above and beyond — your employees to go above and beyond for a salary that they can barely— beyond for a salary that they can barely live — beyond for a salary that they can barely live on? you need to stop. did you _ barely live on? you need to stop. did you get — barely live on? you need to stop. did you get any bonuses or promotion for going _ did you get any bonuses or promotion for going above and beyond? i have not. i am still— for going above and beyond? i have not. i am still waiting. _ for going above and beyond? i have not. i am still waiting. going - for going above and beyond? i have not. i am still waiting. going above| not. i am still waiting. going above and beyond — not. i am still waiting. going above and beyond for— not. i am still waiting. going above and beyond for years, _ not. i am still waiting. going above and beyond for years, i _ not. i am still waiting. going above and beyond for years, i have - not. i am still waiting. going above l and beyond for years, i have nothing to show— and beyond for years, i have nothing to show for— and beyond for years, i have nothing to show for it. if and beyond for years, i have nothing to show for it— to show for it. if you keep talking like this in _ to show for it. if you keep talking like this in front _ to show for it. if you keep talking like this in front of _ to show for it. if you keep talking like this in front of employees . to show for it. if you keep talking j like this in front of employees we will have to take corrective action. corrective action? i do myjob, a good _ corrective action? i do myjob, a good jobr — corrective action? i do myjob, a good job, then i go home. anyway, if you want_ good job, then i go home. anyway, if you want to _ good job, then i go home. anyway, if you want to pay me more, maybe i will go — you want to pay me more, maybe i will go above and beyond for that. thank— will go above and beyond for that. thank you — will go above and beyond for that. thank you. quiet quitting, its might seem like a small social media craze but the issue of employee engagement and their productivity is economically vital. no engagements

cost the world economyjust economically vital. no engagements cost the world economy just short of 8 trillion dollars, io% cost the world economy just short of 8 trillion dollars, 10% of the total global economy. of the ten regions in the world surveyed, united states and canada had the most engaged workforce, one third of workers said they were engaged, you'd have had they were engaged, you'd have had the lowest, just 40% of workforce are saying they were engaged. in many parts of the world, especially united states, demand for workers high, which means workers have more power about the way they work because finding a newjob is easier when there are so many vacancies. you have already seen my first guest playing the role of quiet quitter veronica on tiktok. her videos have had more than 3 million views. they are so successful, she has quit her job, notjust quiet quitting, actually quit. a pleasure having you on the show. let as start with this.

we have seen your video. but i want to hear it from you are now in this interview. explain to as just what is quite quitting? i interview. explain to as 'ust what is quite quitting?h is quite quitting? i don't love the term because — is quite quitting? i don't love the term because i _ is quite quitting? i don't love the term because i don't _ is quite quitting? i don't love the term because i don't think - is quite quitting? i don't love the term because i don't think it - is quite quitting? i don't love the term because i don't think it is l term because i don't think it is quitting at all. i think it is actually going to yourjob, doing what you are required to do, and then going home. you arejust not going above and beyond. brute then going home. you are 'ust not going above and beyond. we know you have had your — going above and beyond. we know you have had your own _ going above and beyond. we know you have had your own journey _ going above and beyond. we know you have had your own journey with - going above and beyond. we know you have had your own journey with this. i have had your own journey with this. tell us how you came to quite quits, even though you don't like their name, tell us how you came to do that, because you then did quit your job. that, because you then did quit your 'ob. , ., ., i: i: ., job. yes, at the end of 2020, i had worked for — job. yes, at the end of 2020, i had worked for a _ job. yes, at the end of 2020, i had worked for a university _ job. yes, at the end of 2020, i had worked for a university as - worked for a university as admissions counselor, i was miserable, i hated thatjob, it was super toxic, they were micromanaging to the point where stress and anxiety was unbearable. if they just listened to ours, because there weren't many times that i told them what i was going through, i told

them how i felt during that one on ones, and how the fact that they would just tell me everything that i was doing wrong, it made me so stressed and anxious, theyjust didn't listen. stressed and anxious, they 'ust didn't listen.�* stressed and anxious, they 'ust didn't listen. , , ., , _ didn't listen. they were 'ust happy to let didn't listen. they were 'ust happy to gel — didn't listen. they were 'ust happy to gel ll. h didn't listen. they were 'ust happy to get over it. do _ didn't listen. they were 'ust happy to get over it. do you _ didn't listen. they were just happy to get over it. do you think - didn't listen. they were just happy to get over it. do you think the - to get over it. do you think the pandemic played any part in this? we know many people had to continue working through the pandemic and lockdown, so theyjust burned out? most definitely. i experienced it myself. there is constant accessibility when you are working from home. ifeel that there accessibility when you are working from home. i feel that there was accessibility when you are working from home. ifeel that there was not this boundary between work time and personal time. this boundary between work time and personaltime. i this boundary between work time and personal time. i think companies got comfortable with this, and they expect it regularly now. and people are just burnt out now. they are like, i need to take care of myself and i'm going to prioritise work life balance. you started these videos, and they taken off. ~ ., ~ you started these videos, and they taken off. . ., ,, ., . ,, taken off. what kind of feedback have ou taken off. what kind of feedback have you had? —

taken off. what kind of feedback have you had? it _ taken off. what kind of feedback have you had? it has _ taken off. what kind of feedback have you had? it has been - have you had? it has been overwhelming. so much support. i think that people feel seen, they feel heard, they feel someone is standing up for them, i receive messages every day, people telling me, i am grateful. you are depicting my life. even though that is exaggerated. you are depicting my life in these videos. thank you for raising awareness. when i started this journey i was so lost. i had no idea what i was going to do. i was turning 30 and i felt like idea what i was going to do. i was turning 30 and ifelt like i didn't know where i was going to go in my career. i wanted to do something meaningful, i wanted to do something that i loved. i started creating this, it is overwhelming the amount of love, encouragement, thati this, it is overwhelming the amount of love, encouragement, that i have received. is of love, encouragement, that i have received. , , received. is this eight younger r-eole received. is this eight younger people think? _ received. is this eight younger people think? a _ received. is this eight younger people think? a millennial - received. is this eight younger . people think? a millennial thing? received. is this eight younger - people think? a millennialthing? i think that generation _ people think? a millennialthing? i think that generation 2 _ people think? a millennialthing? i think that generation 2 and - think that generation z and millennial is are resonating with

this, seeking it out a lot, they are not the only ones. people talk about this generational divide, and while i do agree with that to a certain extent, i have received messages from every age brackets, supporting this narrative, applauding the younger generation for speaking up, for themselves in the workplace. do ou for themselves in the workplace. do you think that this rise in cost of living, this crisis that we are all in, do you think more people will quiet quit if they are not paid more? ., , ., quiet quit if they are not paid more? .,, ., _, , ., more? people are recognising, i have been working — more? people are recognising, i have been working so _ more? people are recognising, i have been working so hard, _ more? people are recognising, i have been working so hard, going - more? people are recognising, i have been working so hard, going above i been working so hard, going above and beyond, iam been working so hard, going above and beyond, i am still in the same position. a lot of times that happens. people are recognising that it is just not worth it any more. people are having to come up three jobs come up with inflation and everything, they have to keep up. they have a lot going on outside of work. if people are going to continue quite quitting because they are just burnt out. i continue quite quitting because they are just burnt out.— are just burnt out. i love this freeze. are just burnt out. i love this

freeze- it _ are just burnt out. i love this freeze. it is _ are just burnt out. i love this freeze. it is also _ are just burnt out. i love this freeze. it is also be - are just burnt out. i love this| freeze. it is also be described are just burnt out. i love this - freeze. it is also be described as acting your wage. is freeze. it is also be described as acting your wage-— freeze. it is also be described as acting your wage. is that accurate? i think acting your wage. is that accurate? i think so- — acting your wage. is that accurate? i think so. when _ acting your wage. is that accurate? i think so. when i _ acting your wage. is that accurate? i think so. when i think— acting your wage. is that accurate? i think so. when i think of - acting your wage. is that accurate? i think so. when i think of acting i i think so. when i think of acting your wage, i think so. when i think of acting yourwage, i i think so. when i think of acting your wage, i think if the company is paying you minimum wage, you are going to put on minimum effort, you are not want to go above and beyond for minimum wage, it does not make sense, labour that you are putting in as reflecting that with what you are paid. in as reflecting that with what you are aid. ., , ., ,, are paid. that is what i think. do ou are paid. that is what i think. do you worry _ are paid. that is what i think. do you worry that — are paid. that is what i think. do you worry that you _ are paid. that is what i think. do you worry that you might - are paid. that is what i think. do you worry that you might be - you worry that you might be influencing people to ruin their career? if you stay at work as a quiet quitter you are probably limiting your progress. it quiet quitter you are probably limiting your progress. it depends. if there is limiting your progress. it depends. if there is a — limiting your progress. it depends. if there is a pathway _ limiting your progress. it depends. if there is a pathway to _ limiting your progress. it depends. if there is a pathway to promotion, it makes sense to take initiative, to work harder. a lot of times that is not the case. also, people are recognising that they need to prioritise other things in life. hassle culture is a thing of the past. it doesn't necessarily mean you are not investing in the work

that you do, that you are doing a bad job, that you do, that you are doing a badjob, itjust that you do, that you are doing a bad job, itjust means that you have other priorities. do you think that employers are taking notice and making fewer demands, or offering better parks at least, or pay? i demands, or offering better parks at least. or pay?— least, or pay? i would hope so. i have had — least, or pay? i would hope so. i have had a _ least, or pay? i would hope so. i have had a lot _ least, or pay? i would hope so. i have had a lot of _ least, or pay? i would hope so. i have had a lot of feedback - least, or pay? i would hope so. i have had a lot of feedback from | have had a lot of feedback from managers telling me, i am learning a lot from videos you are posting, and i'm actually changing the way that i approach things at work. i think that they are. it is everywhere, it is in the news, all over tiktok. i think that the employers feel like they really need to do something. quite simply, what is next for you? i have so many dreams and goals. my dream is to have my own show on netflix, my own version of the office, that would be amazing. i

tetany want office, that would be amazing. i teta ny want to have my office, that would be amazing. i tetany want to have my own merchandise line, but i am just going to continue hosting on tiktok, continuing to create new content, and i hope to post on youtube eventually also.— and i hope to post on youtube eventually also. sarai soto, an absolute pleasure _ eventually also. sarai soto, an absolute pleasure having - eventually also. sarai soto, an absolute pleasure having you i eventually also. sarai soto, an i absolute pleasure having you on eventually also. sarai soto, an - absolute pleasure having you on the show, best of luck. thank you for having me. quite quitting, it is not new, many millions of people quit theirjob during the pandemic, some because of burn—out due to demands placed on them during the crisis, at this release from the office, they wanted to make the change permanent. my next guest sort that over the last few years the number of those quitting jobs has doubled, he described it as a phenomenon, the great resignation. professor, thank you for coming on the show. what great resignation. professor, thank you for coming on the show. what is drivinl this you for coming on the show. what is driving this quite _ you for coming on the show. what is driving this quite quitting, _ you for coming on the show. what is driving this quite quitting, the - driving this quite quitting, the great resignation? is it great resignation? is it disenchantment - great resignation? is it disenchantment with i great resignation? is it i disenchantment with the great resignation? is it disenchantment with the workplace.

there _ disenchantment with the workplace. there are _ disenchantment with the workplace. there are a — disenchantment with the workplace. there are a few different factors. one is definitely pi is disenchantment with the world of work as it is and as it has been. during the pandemic a lot of individuals reflected on their lives, work is a big part of my life, and decided that work is taking more than it was giving back in some cases. disenchantment. in many cases that leads to resignations. but there are many employees for whom resignation is not a good idea, quitting yourjob is risky, especially as the economy falters. what do you do if you are in a job that since a good fit for you, oryou in a job that since a good fit for you, or you have a boss was is treating you disrespectfully, or you are underpaid, but for some reason you're not able to quit. maybe you are geographically bound, maybe at this company for 25 years, it is not easyjust this company for 25 years, it is not easy just to up this company for 25 years, it is not easyjust to up and go. quite quitting, or quitting engagement in anything above yourjob description is a pretty sensible strategy if you are trying to even the exchange

between you and the organisation. what kind of areas are the worst hit by this lack of engagement? there are some industries _ by this lack of engagement? there are some industries that _ by this lack of engagement? there are some industries that have - by this lack of engagement? j“,, are some industries that have been hit harder than others. a couple of those industries are ones that had high turnover to begin with. you had individuals who work through the pandemic, perhaps on the front lines of the pandemic, individuals who were delivering our food to us, who were delivering our food to us, who were staffing our medical centres, and so forth. also individuals who worked through the pandemic who were working parents, who were working remote for the first time, which was challenging, and educating their children full—time, while working full time. finally, you have managers and leaders during may the biggest crisis in terms of their entire career, also leading during the pandemic. there is a large spread of employees who are a little bit burnt out right now, stressed out right now, because of the last couple of years. that does notjust

come from racking to the pandemic, it comes from working on the very front lines of the pandemic, putting your health at risk, it comes from educating your children at home while you are also working to stop this is not in but it has been a stressful couple of years and workers who have worked through it are still feeling those effects. you are still feeling those effects. you are a professor _ are still feeling those effects. you are a professor of _ are still feeling those effects. you are a professor of management. what challenges do managers have? management is difficult even before the pandemic. even on a good day. now we are dealing with other changes that are making management even more difficult. one aspect is remote work or hybrid work. it is a big change for managers to lead individuals who are not physically present in the workplace. managers are having to change the management style to do that. the other thing that has changed is the boundaries between people's personal life and their work life are pretty much gone, which means, it used to be

that managing employees had to do with managing them for eight or ten hours they were at work. now you have to think more about what's on in the lives of employees outside of work, how perhaps family issues, events happening in the world more generally like the war, affects how they feel, which then effectively perform at work. management definitely is not getting any easier. ~ ., , ., definitely is not getting any easier. . ., ., ., ,, ., easier. what you are talking about is a completely — easier. what you are talking about is a completely different _ easier. what you are talking about is a completely different kind - easier. what you are talking about is a completely different kind of. is a completely different kind of management. that means that organisations are going to have to have that manager skill on board. what it requires a lot of it is actually listening by your direct manager. middle managers are going to be expected to get to know employees better. to make it clear, lots of middle managers to a good job of doing this, but more than ever the expectation is managers are keeping attached with their employees so the newly —— know how they are feeling any given moment.

so if the next pandemic happens, or there is a new crisis in the world, managers know these two employees will be affected, these two will not and can adjust accordingly. the challenge for managers is not necessarily listening skills, although than a sum to there, the challenge as middle managers probably have less free time than any other worker in the organisation. what this requires also is a little bit of restructuring, so that executives realise, we need to free up the managers of this organisation from the tasks they are doing that don't add value, free then at engage with employees and spend more time managing people, as opposed to managing people, as opposed to managing tasks and some of the other more mundane aspects of work. as the contract between worker and employer changing because of the specific moments? whether the pandemic, a tight labour markets,

the rising cost of living, is this shift something that is here to stay? in shift something that is here to sta ? . ., ., , shift something that is here to sta ? .. ., , ., stay? in the decade leading up to the pandemic— stay? in the decade leading up to the pandemic resignation - stay? in the decade leading up to. the pandemic resignation numbers were slowly creeping up. as it is of employees that were quitting any given month had crept up over the last decade. over the last year it has really spiked. the pandemic really was a reflection of what we had seen growing over the past decade, now there is this big shift in terms of what workers expect from their jobs. in terms of what workers expect from theirjobs. what workers see right now is this opportunity, may be the silva lining to the pandemic, to make the world of work better. if you think back to before the pandemic there was a lot of talk about the world of work being toxic in terms of harassment at work, hustle culture, overwork, a lot of people reflected during the pandemic and says maybe we need is a bit of a resit, we are able to live rich lives outside of work but still give

our best at work, instead of being all about myjob, i would like to have a rich life outside of that. what you are looking at right now is workers who have increased their expectations of their time spent at work, that could come in the form of it needs to pay more, it needs to provide better challenges, more meaning, or it is to allow them more freedom outside of work, more flexibility. thank you for your time. thank you for your time. thank you. global trade is undergoing a period of intense change. in the past four years we have seen brexit, the pandemic, and war in ukraine, events which have driven up the cost of living, and seen energy costs skyrocket. the world is more dangerous and unpredictable that once was. companies are being forced to redesign their supply chain to accommodate that. tradeshift is a

company that rocketed to a billion—dollar evaluation through the supply chain crisis. it is a cloud —based app that digital licence much of the paperwork in the supply chain. i caught up with the big boss of tradeshift. a real pleasure having you on the show. let us start with this. my show this week is focusing on this new work practice craze cold quite quitting. is this particular work practice, is it being felt in supply chains? it is being felt everywhere. quite quitting has happened a lot. we had the great resignation last year stop there is labour, transport costs, finally, access to raw materials. right now, the two biggest ones are labour and material costs.—

labour and material costs. these su . rl labour and material costs. these supply chain _ labour and material costs. these supply chain pressures, - labour and material costs. these supply chain pressures, where i labour and material costs. these | supply chain pressures, where are they being felt now geographically and industry wise?— and industry wise? logistic had a full ear and industry wise? logistic had a full year last _ and industry wise? logistic had a full year last year, _ and industry wise? logistic had a full year last year, their - and industry wise? logistic had a full year last year, their prices i full year last year, their prices are now down 45% on last year. that is easing up a bit. we are seeing pressures on materials. i am nervous will also get a whiplash effect, company is desperately ordering earlier, now getting too much inventory. if companies have too much inventory, could that be good news for the consumer in terms of, there could have put big sales on to the stuff? it could have put big sales on to the stuff? , , stuff? it will definitely benefit consumers- — stuff? it will definitely benefit consumers. where _ stuff? it will definitely benefit consumers. where else - stuff? it will definitely benefit consumers. where else do i stuff? it will definitely benefit | consumers. where else do you stuff? it will definitely benefit - consumers. where else do you go, you have to offer that inventory, you might see this whiplash effect, we move from scarcity to abundance. have we seen supply chains become

more local since the war in ukraine? absolutely. it started before the war in ukraine. us, china trade war started this off. you can look at the supply chain has been disrupted in ukraine, in areas where it is already weak in comparison to asia. right now, massive push by the chinese to build more semiconductor capacity. chinese to build more semiconductor ca-aci . ., ~ chinese to build more semiconductor ca-aci . ., ,, ., chinese to build more semiconductor ca-aci . ., ,, ,,_ capacity. talking about supply chains, 31st _ capacity. talking about supply chains, 31st of _ capacity. talking about supply chains, 31st of january - capacity. talking about supply chains, 31st ofjanuary 2020, | capacity. talking about supply| chains, 31st ofjanuary 2020, a capacity. talking about supply - chains, 31st of january 2020, a big chains, 3ist ofjanuary 2020, a big day in the uk, the day britain left the european union, what supply chain issues have we seen because of that and since that? brute chain issues have we seen because of that and since that?— that and since that? we are still seeinl that and since that? we are still seeing them- — that and since that? we are still seeing them. to _ that and since that? we are still seeing them. to begin - that and since that? we are still seeing them. to begin with, - that and since that? we are still- seeing them. to begin with, custom system a mess. everybody was trying

to find better ways of doing the customs. reality is, you have a narrow pipeline. you can either go to the tunnel or on a boat. if you lay in custom on top of that, you have multiple issues. that isjust one thing. labour costs and inflation, just because here we have decided not only we want to take up more of the labour force. fin decided not only we want to take up more of the labour force. on brexit, companies — more of the labour force. on brexit, companies in _ more of the labour force. on brexit, companies in the _ more of the labour force. on brexit, companies in the uk _ more of the labour force. on brexit, companies in the uk see _ more of the labour force. on brexit, companies in the uk see their - companies in the uk see their paperwork is killing their business. just how much paperwork is in this process? just how much paperwork is in this rrocess? ., ., ~' just how much paperwork is in this rrocess? ., . , ., , process? look at the customs process- _ process? look at the customs process- out _ process? look at the customs

process. out of _ process? look at the customs process. out of six, _ process? look at the customs process. out of six, seven, i process? look at the customs - process. out of six, seven, eight, nine additional pieces of paper for one shipment. then you have inspections of the tracks. you saw at the border, miles of tracks are trying to get through. we have almost seen an ecosystem of uk companies to deal with the paperwork. but that's not the right solution. the right solution is to figure out a fiscal regime, and make sure that the friction does not hit the companies.— sure that the friction does not hit the companies. obviously if there is too much paperwork, _ the companies. obviously if there is too much paperwork, i— the companies. obviously if there is too much paperwork, i am - the companies. obviously if there is i too much paperwork, i am wondering, we are in 2022, why has not more investment gone in to fixing this problem? to investment gone in to fixing this rroblem? ., , ., �* problem? to begin with, we haven't had to deal— problem? to begin with, we haven't had to deal with _ problem? to begin with, we haven't had to deal with customs _ problem? to begin with, we haven't had to deal with customs processes| had to deal with customs processes for the last 35 years. to suddenly reintroduce something, and nobody knew really a process for that. we

are talking about reviving processes that are about 30 years old. rather than seeing, adapt these processes to the world of today, the take of the day, we start we have 30 years ago, i dry to redo it that way. is ago, i dry to redo it that way. is there enough digitalisation in the supply chain? that there enough digitalisation in the supply chain?— supply chain? that is an easy answer. there _ supply chain? that is an easy answer. there is _ supply chain? that is an easy answer. there is not. - supply chain? that is an easy answer. there is not. most i supply chain? that is an easy - answer. there is not. most people would be shocked. when you look at some of these supply chains, resources companies using facts. i had to explain some of my employees what a fax was —— what day fax wars. the way that it is in the pandemic, if you are running everything on paper, you are notjust going to reorganise your supply chain in a month, it will take years. companies that are flexible can react to how the world is changing, but if everything is manual it is extremely

hard. we have companies who did not know who the global supplier base was. that is a problem if you have an event like covid. artificial intelligence, how is that changing businesses and industries? i remember having a discussion when it was said you could completely automate everything. artificial intelligence could do that. now, they are sceptical. was that the prototype of the self driving car. you are telling me you have the tech to set this up but you can't imagine a world that we can improve this automatically. when it comes to business processes we are already past the point of no return. the

next two decades we move from people driven business processes to digital and artificial intelligence processes, which will free up labour. thank you for your time. that is all for this week. i hope you enjoyed it. you can keep up with the latest on the bbc website. you can also follow me on twitter. thank you for watching. there is some colder, stronger winds on the way for the beginning of next week. today has been a case of sunshine and scattering of showers, the bulk of the showers have been affecting england and we. this evening and overnight we will see those showers decaying. skies were

clear across many parts of the country. the few showers and some eastern coastal areas. clear skies elsewhere. temperatures dropping away quickly. it will not be as cold in the north—west of scotland. here we are closer to the steep area of low pressure. winds will be picking up. that'll pressure will have an impact on sandy into monday. sunday, dry and sunny and chilly across england and wales, it should stay dry, the odd shower in scotland. it gets windy in northern ireland. some deals in the north—west of scotland. temperatures tomorrow afternoon similar to today. we will see these weather fronts bringing short bursts of rain across the uk during tomorrow evening and tomorrow night. that will clear away. following that, a stronger winds, a northerly

wind, that could be bringing colder air all the way down from iceland. a chilly field to the day on monday. overnight rain soon clears, it goes through the english channel, then it is sunshine and showers, the bulk of the showers, northern and eastern scotland, driving down north sea coast as well. it will be a windy day. in scotland winds could touch gale force at times. there might be snow on the tops of the scottish mountains. it is still windy as we headed into tuesday. low pressure by then heading towards scandinavia. slight change in the wind direction, most of the showers will be pushed away from the north sea coast but there will still be rain in scotland. patchy rain and sit northern ireland, wales, and the south—west, still some sunshine in

between, still windy.

this is bbc news. i'm annita mcveigh, and these are the latest headlines: the chancellor defends his tax cuts aimed at boosting economic growth, saying they're fair for all but kwasi kwarteng's mini budget is receiving a mixed reaction from the public. i think it probably will help, yes, to a degree, but depends what bracket you're in of course in terms of income. i mean, does that even touch the sides? i don't know. we'll see. the labour leader sir keir starmer arrives in liverpool ahead of his party conference, telling crowds he'll set out the dividing lines between labour and the new tory government. this conference is our chance to set out the alternative, to make our case for an economy that works for people, growth for everyone everywhere, wherever they are. afairer, greenerfuture.