Business
AI bias could entrench gender inequality in the workplace, warns Women and Work APPG
Artificial intelligence could deepen gender inequality in the workplace unless women play a far greater role in shaping the technology, according to new research from the Women and Work All-Party Parliamentary Group (APPG).
The report, which draws on evidence gathered during a series of industry roundtables between 2024 and 2025, warns that AI systems trained on historically biased data could replicate and even amplify existing discrimination in areas such as recruitment, career progression and performance evaluation.
Researchers argue that without more representative datasets, stronger oversight and greater diversity among the people designing and deploying AI systems, the technology risks embedding workplace inequalities at scale just as businesses increasingly adopt automation and algorithmic decision-making.
The findings highlight several real-world examples where algorithmic systems have demonstrated bias. One case involved the withdrawal of an AI recruitment tool developed by Amazon after it was found to favour male candidates over female applicants. Concerns have also been raised about the visibility of women’s professional content on platforms such as LinkedIn, where algorithmic ranking has reportedly reduced the reach of posts written by women compared with those authored by men.
More broadly, experts say large language models and other AI systems frequently learn patterns from historical data that reflect longstanding gender imbalances in employment and pay. If those patterns are not corrected during development, the systems can unintentionally reinforce them when used in real-world decision making.
The report warns that women face a dual risk from the rapid expansion of artificial intelligence: they are underrepresented in the development and leadership of the technology sector, yet are overrepresented in roles most vulnerable to automation.
Administrative, education, healthcare and social care positions, many of which are dominated by female workers, were among the first sectors affected by early waves of AI-driven automation. As more industries adopt artificial intelligence tools, the risk of further displacement could increase unless women are better equipped with digital and technical skills.
Karren Brady, co-chair of the Women and Work APPG, said the rapid development of AI was reshaping the labour market at a time when gender inequality remained unresolved.
“The rapid acceleration of artificial intelligence and emerging technologies is reshaping the world of work,” she said. “The enduring gender pay gap and the continued lack of parity within the technology sector make clear that meaningful progress remains unfinished and that urgent action is still required.”
Industry leaders who contributed evidence to the APPG report said the problem begins with the data used to train AI systems.
Linda Benjamin, vice president at AND Digital, said artificial intelligence reflects the assumptions embedded in the information used to build it.
“AI is shaped by the data it’s built on, the questions it’s asked and the people who design it,” she said. “When historical data reflects gender imbalances or systemic bias, AI can learn and replicate those patterns, amplifying inequality at speed and scale.”
Benjamin argued that improving outcomes for women in the age of AI must begin “upstream”, by ensuring the data sets used to train algorithms are more representative and by introducing rigorous auditing processes to detect and correct bias.
She also stressed the need for greater participation by women in AI and digital careers, alongside policies that remove structural barriers to entering the sector.
Those barriers include limited access to reskilling opportunities, high childcare costs and workplace structures that make it harder for women to retrain or move into technical roles.
Experts contributing to the report also highlighted the risk that older women could be disproportionately affected by the transition to AI-enabled workplaces. Workers over the age of 55 are often excluded from digital training programmes, leaving them particularly vulnerable to redundancy as businesses adopt automated processes.
At the same time, the report raises concerns about the use of AI-driven productivity monitoring tools in workplaces. These systems can track performance metrics and employee behaviour in real time, but critics warn they may create overly punitive working environments if implemented without safeguards.
Charlotte Wilson, head of enterprise business UK and Ireland at Check Point Software Technologies, said artificial intelligence has already demonstrated its potential to deliver significant benefits in fields such as healthcare, including early detection technologies for breast cancer.
However, she warned that the technology should never be treated as infallible.
“AI is only as good as the data it processes,” Wilson said. “When systems are created by humans with their own perspectives and assumptions, unconscious bias can inevitably creep in. AI must be treated as a tool that requires critical oversight, particularly when decisions affect people’s careers and opportunities.”
The report also highlights structural inequalities in entrepreneurship and investment that could further limit women’s influence over emerging technologies.
Despite evidence that female-led companies often deliver strong financial returns, all-female founding teams received just 1.8 per cent of UK venture capital investment in early 2024. Women also account for only around 15 per cent of members on investment committees, which play a central role in deciding which start-ups receive funding.
Limited access to capital, combined with high childcare costs and the absence of financial safety nets, continues to restrict many women’s ability to launch or scale businesses. The report notes that many female founders underpay themselves or forego benefits such as maternity pay while building their companies.
Sheila Flavell, chief operating officer at FDM Group, said closing the digital skills gap would be critical to ensuring women are not excluded from the next phase of economic growth.
“Upskilling and reskilling women in digital skills must be a priority,” she said. “From supporting girls through early education to providing clear pathways into technical and leadership roles, businesses and government need to work together to equip women with the skills required for the AI economy.”
Flavell also emphasised the importance of supporting women returning to the workforce after career breaks, ensuring experienced professionals are not permanently lost to the technology sector.
The Women and Work APPG says its research will continue through 2026, focusing on practical policy measures designed to ensure women are not left behind as digital transformation reshapes the global economy.
The parliamentary group, led by Baroness Brady and Sarah Russell, plans to explore reforms that could expand digital training opportunities, improve childcare support for entrepreneurs and strengthen safeguards against algorithmic bias in workplace technologies.
Supporters of the initiative argue that ensuring women have a stronger voice in the development of artificial intelligence is not only a matter of equality but also essential for economic competitiveness.
As AI becomes embedded in hiring, promotion and productivity decisions across the economy, they warn that ensuring fairness in these systems will determine whether the technology expands opportunity or deepens existing inequalities.
Business
Toyota, Hyundai, Chinese expected to be most impacted by Iran war
Toyota Motor Corp. vehicles bound for shipment at the Port of Nagoya in Tokai, Aichi Prefecture, Japan, on Tuesday, April 29, 2025.
Toru Hanai | Bloomberg | Getty Images
DETROIT — Toyota Motor, Hyundai Motor and Chinese automakers such as Chery face the most potential impact of non-domestic automakers from the U.S.-Israel war with Iran, according to an analysis by Bernstein.
Those international automakers account for roughly a third of sales in the Middle East, according to the report, led by Toyota at 17%, Hyundai at 10% and Chery at 5%. In Iran specifically, Bernstein reports Iranian automakers Iran Khodro and SAIPA lead, followed by Chery with a 6% market share.
Other Chinese carmakers also are expected to be impacted, as the Middle East has become a growing destination for Chinese auto exports. Bernstein, citing China export data, said the region accounted for about 17% of China’s passenger vehicle exports in 2025.
The Bernstein report notes that while sales in the region will be impacted, the closing of the Strait of Hormuz, which links the Persian Gulf to the Gulf of Oman and the Indian Ocean, and rising oil prices will have ripple effects across the global automotive industry.
“Closure of the Strait of Hormuz adds 10-14 days to transit times,” Bernstein analyst Eunice Lee said in a Wednesday investor note, adding “a prolonged conflict and closure of the strait would hurt sales, increase logistics costs, and delay deliveries.”

Roughly 20 million barrels of crude oil travel through the strait every day, according to consulting firm AlixPartners. It’s also a “critical passage” for vehicle and parts shipments to the Middle East, Bernstein noted.
Bernstein said any effect on Japanese automakers “appears limited for now, but close monitoring of developments is still required.” It also said, of the European automakers, Chrysler and Jeep parent Stellantis “seems to have the largest exposure in light of its overall issues.”
“The impact of rising gasoline pump prices is already being seen in Stellantis’ 11% stock price slump since its close last Friday – making so sharp a pivot to gas guzzling HEMI V8 engines and writing off its electrification efforts seems particularly inauspiciously timed at the moment,” Lee wrote.
U.S. crude oil prices on Thursday topped $80 per barrel, and retail gasoline prices in the U.S. have jumped nearly 27 cents since last week to $3.25 per gallon on average, according to the motorist group AAA.
Stellantis this week said it is “closely monitoring developments across the affected countries,” noting it’s “not yet possible to fully assess the potential impact on local operations.”
Toyota, Hyundai and Chery did not immediately respond for requests for comment.
Business
Truist reiterates Buy on Camden Property Trust stock, $118 target

Truist reiterates Buy on Camden Property Trust stock, $118 target
Business
Craig-Hallum raises Marvell stock price target on data center growth

Craig-Hallum raises Marvell stock price target on data center growth
Business
How Major Sporting Events Like Cheltenham Festival Impact The UK Economy
Every year, major sporting events capture national attention. Stadiums fill, viewing figures rise, and social media feeds become saturated with highlights and commentary. But beyond the excitement, there is a bigger question worth asking.
What do these events actually do for the UK economy?
Cheltenham is a prime example. While it is known for world-class racing, its influence stretches far beyond the track. From hospitality and retail to technology and media, the ripple effects are significant and measurable.
The Local Economic Surge
The most direct effect is financial to host towns and cities.
Hotels often operate at near full capacity during the festival. Restaurants stay open later to meet increased demand. Local shops increase their stock in anticipation of higher foot traffic. Transport services and taxis are at their maximum capacity.
For many independent businesses, festival week represents a significant share of their annual income. Some businesses even structure their annual plans around these peak periods.
This surge in activity can help sustain businesses through quieter months. Visitors who discover the area during major events often return later for leisure or business.
Regulated Betting As An Economic Driver
The effect of Cheltenham on the UK economy is greatly connected with the regulated bets. The amount of betting on licensed sites increases dramatically during the Festival.
This growth is improving the turnover of operators and generating revenue for the government in the form of betting duties and taxation. It aids employment in trading teams, compliance divisions, payment providers, and technology services.
Reliable, UK-regulated betting sites play a key role in this ecosystem. As race week approaches, many adults choose to engage through approved operators, often taking advantage of Cheltenham free bets within strict regulatory guidelines.
These incentives help drive participation on licensed platforms rather than unregulated markets, keeping economic activity within the UK system.
The Digital And Technology Effect
Of course, modern sporting events rely heavily on technology.
Live streaming platforms must handle large numbers of simultaneous users. Cybersecurity teams monitor systems for potential vulnerabilities. Faster connectivity also supports the growth of online commerce. Cloud infrastructure can scale quickly to handle peak traffic.
Search engines announce that they have had great growth in queries about events. Real-time activities are peaking on social media. Brands take advantage of such moments to test programs and gauge the reaction of the audience.
To a great extent, sport has turned into a digital resilience test. Companies that anticipate such a rush usually have worthwhile performance lessons. The ones that do not necessarily threaten downtime or a damaged reputation.
Employment And Skills Opportunities
Festival week has seen a boom in visitor numbers and business. Clearly, it provides temporary employment, which has a direct impact on the local economy by injecting money in the form of wages.
These jobs include:
- Stewards
- Hospitality and bar staff
- Event operations coordinators
- Security and crowd control officers
- Cleaning and ground maintenance crews
- Transport marshals and shuttle drivers
For students and part-time workers, these positions provide flexible income. For others, they offer hands-on experience in fast-paced operational environments.
Infrastructure Investment With Lasting Value
The major events hosting lead to the improvements of infrastructure that directly boost the economy of the location.
These may include:
- Improved public transport links
- Road network enhancements
- Broadband and mobile connectivity upgrades
- Expanded safety and crowd management systems
This kind of improvement enhances productivity, attracts investment, and business growth even after the event has been held. Light-speed connection enhances online trade, and improved transportation minimizes the expenses and promotes all-year-round tourism.
Hosting a high-profile event in other instances speeds up the investment decision-making process, giving rise to investment that provides a long-term economic benefit.
Responsible Business And Consumer Awareness
The regulatory frameworks in the UK are still changing to make consumer protection central to them. The language of marketing has also become more restrained, with words that are aimed at information as opposed to empty promises.
This wider change portrays a changing expectation. Businesses in the UK are coming out to be evaluated based not only on profitability but also on ethical behavior and transparency.
The issue of opportunity versus responsibility is now a thing of the business environment.
Conclusion: A Blueprint For Economic Momentum
Major sporting events demonstrate how culture and commerce intersect.
They create concentrated economic activity. They stimulate digital innovation. They encourage infrastructure investment. They generate employment opportunities.
For business leaders, the takeaway is clear. Preparation matters. Data analysis matters. Strategic timing matters. When managed effectively, sporting events become more than entertainment. They become catalysts for growth.
As the UK continues to adapt to economic pressures and technological change, understanding how to harness the momentum of major events could offer a valuable competitive edge.
The real question is not whether events like Cheltenham drive economic impact. The real question is how effectively businesses and regions position themselves to capture that opportunity.
Business
Why Physical Office Strategy is the New Competitive Edge
In the digital age, we spend a massive amount of time talking about the “cloud,” remote workflows, and virtual collaboration. We obsess over the software that keeps our teams connected.
However, for those of us who still maintain physical headquarters, retail spaces, or industrial hubs, there’s a physical reality that often goes unaddressed. The environment we build around our people is a silent partner in our success or failure.
But have you ever walked into an office and felt your energy drain before you even sat down? Honestly, we’ve all been there. It’s that subtle, heavy feeling of a space that just wasn’t designed for humans.
As we move through 2026, the traditional cubicle farm feels like a relic of a distant past. Business leaders are beginning to understand that the “vibe” of an office isn’t just about aesthetic preference. It’s about biological and psychological needs. When a space feels cramped, dark, or disjointed, the people inside it reflect that energy. Conversely, a space designed with flow and human comfort in mind can act as a catalyst for innovation.
So, how much of your team’s output is being stifled by the very walls around them?
The Psychology of Transitions
Most of us don’t think about the physical transitions in our workday. We move from the car to the lobby, the desk to the breakroom, and the meeting room to the private booth. Each of these movements is a mental transition. If the path is cluttered or the environment is harsh, that transition is jarring.
Smart business management is about reducing friction. In a physical sense, this means creating intuitive layouts. It means ensuring that when someone moves from a high-energy collaborative session to a moment of private reflection, the architecture supports that shift. This is where the details matter. From the height of the ceilings to the durability of the materials used in the most high-traffic areas, every choice is a message to your team about how much you value their daily experience.
And that’s the point. It’s about respecting the workday.
Investing in Infrastructure That Lasts
When a business grows, the temptation is often to find the fastest, cheapest way to fill a space. We saw this in the “fast furniture” trend that dominated the last decade. But we’re seeing a correction now. Leaders are looking for longevity. They want materials that can withstand the rigors of a busy workforce while maintaining professional dignity.
This focus on quality is particularly important in the areas of a building that are most used. Whether you’re looking at modular office walls or specialized facility components, the source of your materials defines the lifespan of your renovation. Many project managers find that working with specialists like onepointpartitions.com allows them to maintain a high standard of durability without sacrificing the modern look that today’s talent expects. It’s about finding that balance between rugged utility and high-end design.
But what happens when you prioritize the upfront cost over the long-term culture? Usually, you end up paying for it in turnover.
The Impact of Private Spaces in a Collaborative World
The “open office” experiment had some wins but also major losses. We learned the hard way that humans need walls. We need boundaries. While collaboration is the lifeblood of a creative company, deep work requires silence and a lack of visual distraction.
The future of office design is hybrid. This doesn’t just mean working from home; it means having a hybrid physical space. It means having areas where the energy is palpable and areas where the world is shut out. Designing these “quiet zones” requires a deep understanding of acoustics and spatial psychology.
If you give a team member a place where they can truly focus without feeling like they’re on display, their output changes. It becomes more thoughtful and less reactive. We all need a little room to breathe.
Sustainability as a Business Asset
In 2026, sustainability is no longer a “nice to have” feature. It is a core metric of business health. Clients, employees, and investors are all looking at the physical footprint of the companies they support. A building that’s energy-efficient and built with sustainable materials is future-proof.
This extends to the way we renovate. Instead of tearing everything down and starting over, we’re seeing a rise in modularity. Being able to reconfigure a space without sending tons of drywall to a landfill is a massive advantage. It allows a business to stay agile. As the team grows or the business model shifts, the walls can literally move with the vision.
It’s the hum of the laptop at midnight in a building that breathes with you.
The ROI of Employee Wellness
At the end of the day, a business is its people. If those people are stressed, tired, and frustrated by their physical surroundings, no amount of high-tech software will save the culture. Investing in the physical environment is an investment in retention.
When a team member walks into a facility that feels clean, intentional, and well-maintained, they feel respected. They feel like the company’s invested in their day-to-day comfort. You know, it’s those small things—the quality of the lighting, the privacy of the facilities—that tell the real story of a company’s values. This leads to higher engagement and a more positive brand reputation.
Final Thoughts on Spatial Strategy
Rethinking your physical space is a daunting task, but it’s one of the most rewarding moves a business leader can make. It forces you to look at how your team actually works rather than how you think they should. It requires a blend of practical logistics and creative vision.
When you prioritize the human element of your architecture, everything else falls into place. Space becomes a tool rather than a hurdle. As we look toward the future of work, the winners will be the companies that treat their physical headquarters as a living, breathing part of their strategy.
Let’s make it happen.
Business
Form 8K First United Corporation For: 6 March

Form 8K First United Corporation For: 6 March
Business
Form 8K Entergy Mississippi LLC For: 6 March

Form 8K Entergy Mississippi LLC For: 6 March
Business
Canadian rice producer to build first US facility

Will significantly expand company’s production capacity in the United States.
Business
Used vehicle prices jump ahead of spring selling season optimism
A used car dealership is seen in Annapolis, Maryland on May 27, 2021, as many car dealerships across the country are running low on new vehicles as a computer chip shortage has caused production at many vehicle manufactures to nearly stop.
Jim Watson | AFP | Getty Images
DETROIT — A closely watched barometer for used vehicle pricing jumped last month as dealers sped to increase inventories amid expectations of a robust spring selling season.
Cox Automotive on Friday reported its Manheim Used Vehicle Value Index — which tracks prices of used vehicles sold at its U.S. wholesale auctions — increased 4% in February compared with a year earlier, to a level of 212.3. That was up 0.8% from January and marks the index’s highest level since September 2023.
“Since the start of 2026, we’ve seen mostly solid demand at Manheim with higher sales conversion rates indicating an appetite from dealers to buy. As we progressed through February, we saw prices move higher than usual, especially in the back half of the month,” said Jeremy Robb, Cox chief economist.
Robb said the buying optimism was fueled by expected higher tax returns for American consumers, which offset broader economic and geopolitical concerns. However, the war in Iran introduces risks to the economy and may “put a damper on consumer appetite in the short run,” he said.
“This could slow the building pace we see on the back of tax refund season, particularly as gas prices rise. All in, the impact may be more acutely felt early in the month, with a pickup in demand building as we move through March,” Robb said.
Used vehicle prices remain high compared with historical levels but are off from record highs during the coronavirus pandemic, when resilient demand and low inventories inflated prices. Retail prices for consumers traditionally follow changes in wholesale prices.
The average listing price for a used vehicle in January was $25,533. That compares to more than $28,000 in 2022, according to Cox.
At the beginning of the year, Cox said it expected wholesale prices on its Manheim Used Vehicle Value Index to end this year 2% higher than December 2025.
Business
United Airlines CEO says fuel prices will hit first-quarter results
Scott Kirby, CEO of United Airlines, speaks during the WSJ’s Future of Everything 2025 at the Glasshouse on May 29, 2025 in New York City.
Michael M. Santiago | Getty Images
BOSTON — United Airlines CEO Scott Kirby said the spike in fuel prices since the U.S. and Israel attacked Iran on Saturday will have a “meaningful” impact on the carrier’s financial results this quarter, but he added that demand has been resilient.
Jet fuel, airlines’ biggest expense after labor, has surged 58% since last Friday, going for $3.95 a gallon on Thursday, according to the Argus U.S. Jet Fuel Index.
“If it continues we’ll feel it in Q2 also,” Kirby said after an event Thursday afternoon where he discussed the future of air travel at Harvard John A. Paulson School of Engineering and Applied Sciences.
United, like most major U.S. carriers, doesn’t hedge fuel, a practice where airlines or other companies lock in prices using futures contracts or other products. A Boeing 737-800 can hold 6,875 gallons of fuel, according to a manufacturer guide.
“No one hedges anymore and even if you do, hedging the crack spread is really hard to do,” Kirby said. The crack spread is the difference between the price of crude oil and products like gasoline.
When asked when the higher fuel costs will start affecting airfares, Kirby said it will “probably start quick.”
He added that travel demand has been resilient over all, with booked revenue up 20% from a year ago. Demand “has not taken even a tiny step back,” he said.
Kirby spoke less than two weeks before airlines are set to attend a closely watched JPMorgan industry conference where airline executives often update their financial outlooks.
His comments are an early sign of how global airlines are impacted by the war, which left more than a million people stranded after over 25,000 flights were canceled, forcing customers to find alternatives to flight chaos in the Middle East.
A new segment is emerging for United because so many customers have been caught up in airspace closures and massive flight cancellations in the Middle East since Saturday’s attacks and other strikes throughout the week.
Dubai International Airport in the United Arab Emirates is the busiest international airport in the world, according to the Airports Council International, while Hamad International Airport that serves Doha, Qatar, is another major hub.
The airports are gateways to millions of passengers flying to and from destinations that span Australia, India, Europe and North America. But customers have been forced to avoid the Middle East amid airspace closures.
“Each day this week, we have booked over 1,000 people from Australia and New Zealand to Europe. Last year, we booked less than one a day,” Kirby said, adding that Europe is the strongest region in the world for bookings now.
United is also in talks with the Trump administration for potential charter flights to get citizens out of the Middle East, Kirby said, but that plans haven’t been set yet.
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