AI and copyright of content is a controversial issue in the creative industries, with the government receiving 11,500 responses to its consultation on the UK’s legal framework for copyright. Ministers say they are reviewing all the responses and technology secretary Peter Kyle said:
“I am determined to harness expert insights from across the debate as we work together to deliver a solution that brings the legal clarity our creative industries and AI sector badly need in the digital age.”
We asked some Bristol Creative Industries members what they think the government should do. See below for their responses.
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Russell Jones, JonesMillbank (see JonesMillbank’s BCI profile here):
“Jean-Luc Godard (1930-2022), a pioneer in filmmaking, said “It’s not where you take things from – it’s where you take them to”. Had he lived three more years, would he be saying the same thing about the generative imagery we’re seeing today?
“When nothing is original, and humans have copied and been inspired by others since the dawn of time, where do we draw the line between human inspiration and en-mass machine learning?
“Nobody has the answer yet, but any regulation must be worldwide – human-wide – to avoid creating an AI-divide.”
Phil Robinson, Proctor + Stevenson (see Proctor + Stevenson’s BCI profile here):
“I believe clarity and fairness are the two critical factors here. AI offers exciting creative opportunities, but we need a legal framework that respects the rights of artists while helping us explore new tools. Creators should know if their work is used to train AI, and there must be proper consent and fair compensation.
“I’d like to see rules that protect originality but also empower creatives to be ambitious and produce incredible work. If the government gets that balance right, AI could become a genuine asset to the creative industries, not a threat to them.”
Catherine Frankpitt, Strike Communications (see Strike Communications’ BCI profile here):
“Creative professionals are natural early adopters, so we must balance protecting our intellectual property with harnessing AI’s potential through proper legal safeguards.
“The government must work urgently with creative and tech sectors to establish a legally enforceable framework requiring clear disclosure of AI training data sources and mandatory opt-in licensing. We need a distinction between AI as a creative tool versus unauthorised training on copyrighted works. Creators must retain ownership and receive fair compensation for any AI usage of their work. Given AI’s global reach, this framework needs both robust UK legislation and international coordination.
“Finally, we must move at pace with regular legal reviews to ensure our protections evolve alongside the technology, preventing creators from being left behind.”
Mark Shand, UWE Bristol (see UWE Bristol’s BCI profile here):
“The proposals in the government consultation reflect an inconsistent approach to intellectual property, favouring undisclosed AI companies (other industries compensate creators), while disadvantaging university copyright holders across culture, research, education, business, science, and health. It places an unfair burden on creators, remains vague, appears technically unfeasible, and perpetuates business practices that undermine creators’ control and compensation.
“We are also concerned by the accompanying narrative, which frames creators as being at odds with ‘innovators’. In reality, our students and staff are innovators – they are also current and future income generators, market disruptors, and employers.”
Tim Shapcott, Tiki Media (see Tim Shapcott’s BCI profile here):
“Painful as it is to consider, it may be unrealistic to hold AI companies accountable for what’s already been done. Rather than close our borders to the world as other countries take advantage of the up-side, a more pragmatic path may be to focus on future solutions.
“Applying pressure to the AI industry to establish clear checks and balances could ensure that original creators receive fair recognition and compensation as AI evolves. This balanced approach may allow us to embrace the benefits of AI while still supporting our creative talent. If ‘back pay’ is possible as a part of that, then awesome!”
Claire Snook, AMBITIOUS (see AMBITIOUS’ BCI profile here):
“For the last 20 years, AI has helped our work and operations through programmatic ads, content development, chatbots, virtual assistants and more.
“But it’s undermining our creativity. Copyright is essential to protect our work. Our government has a responsibility to provide clarity for how AI is used in conjunction with creative work; we need clear and defined safeguards for creators. This should have been in the works decades ago.
“Companies are taking measures to protect our content. Cloudflare, one of the biggest architect providers, now prevents AI crawlers from scraping content without the creators’ permission meaning websites will be able to charge AI companies for accessing their content.
“We need a practical approach that protects and ensures our creative labour isn’t stolen, while making sure people can responsibly use AI for their needs and wants.”
Susan Pearson, Wordways (see Susan Pearson’s BCI profile here):
“The copyright for anything I write is 100% mine or my client’s. No-one or no ‘thing’ should ever have the right to reproduce the words of writers exactly unless these words are expressed within quote marks with the source of the quote acknowledged – unless they have specific permission. Anything else would be creative theft.
“Weakening of copyright law in any way will have a profound effect on the livelihood of writers and others in the creative industries. Even the suggestion that AI software can re-hash original material from creatives is a suggestion that theft should be legalised!”
Jessica Morgan, Carnsight Communications (see Carnsight Communications’ BCI profile here):
“AI is rarely out of the spotlight – particularly in the creative industries. It’s also a growth opportunity identified by the government, so it’s likely to remain there. This feels like a pivotal moment. Will we be left behind if we don’t evolve our regulations, or do we risk completely exploiting creativity if we do?
“Holding the consultation is a good first step, and those thousands of views given will have to be considered and taken into account (AI may prove useful here!) The key thing is, creative work is important and should be valued. Copyright exists for a reason and we’ve been abiding by it for decades. Any path forward needs to acknowledge that.”
Sandra Mouton, French translator (see Sandra Mouton’s BCI profile here):
“Copyrighted works available for reading online are routinely used to train the LLMs AI runs on. In my field of translation, that’s translated books, but also magazine articles, white papers from businesses or NGOs, video game content, etc. All this IP was created within the framework of copyright law and the protection it’s meant to provide for authors’ and copyright-holders’ rights.
“The government needs to ensure that protection is real and that the work of creatives like translators cannot be exploited for money without our express consent (with a default opt-in rather than opt-out system) and adequate compensation through royalties.”
Alex Murrell, Epoch (see Epoch’s BCI profile here):
“Human creativity thrives on curious minds and their insatiable appetite for inspiration. Film, fashion, art and architecture; it all gets devoured, connected and remixed into new and novel ideas. Copyright laws protect this process: copy too closely, and you risk infringement.
“But now, generative AI is rewriting the rules. If a machine uses your work to train a model, is that theft or fair use? Is it ethically different from a human remixing their inspiration? Should copyright continue to cover one’s output, or should it cover the input as well? That’s the question governments must answer—and fast.”
Emma Barraclough, Epoch
“AI is reshaping the creative landscape; enabling highly personalised, efficient design at scale. And as it becomes mainstream, using it has become essential to staying competitive in a fast-moving industry. But there are concerns we can’t ignore. Ambiguity around the ownership of AI-generated content presents legal challenges.
“For brand assets to be valuable, they must be protectable. And yet without clear rules AI generated assets are at risk of being copied and compromised by others. For AI to become a truly powerful tool for creatives, we need laws that make its output safe, ownable, and enforceable.”
Penny Beeston, Beeston Media (see Beeston Media’s BCI profile here):
“As an SME in the creative sector we embrace AI where it improves the efficiency of our craft. The red flags are where AI stifles or steals creative human endeavour. The horse may well have bolted in terms of past copyright theft, but the government has an important role to play in regulation going forward.
“Original assets used in generative AI should be traceable, accredited or paid for by third parties. The government’s commitment to investing in AI research and innovation with projects such as the Isambard-AI supercomputer is impressive. Let’s use that sovereign capacity for good by creating AI tools to shift the balance of power from poachers to gamekeepers.”
Chas Rowe, voiceover artist (see Chas Rowe’s BCI profile here):
“First, AI steals from creators. Then, AI steals from creators. Two wrongs don’t make a right. The government should stop providing shovels for the gravediggers of the creative industries.”
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Standard benefits packages won’t cut it for Gen Z. Here’s how they’re raising the bar and what you can do to meet it.
In simple terms, the generation that won’t settle for more of the same. Gen Z is here and they’re changing the game.
Born between 1997 and 2012, they’ve grown up digital, purpose-driven, and ready to challenge how work works. By the end of 2025, they’ll make up 24% of the global workforce and here’s the thing: standard benefits packages aren’t cutting it anymore.
If you want to attract, engage, and retain Gen Z talent, you’ll need a benefits experience that feels as personal, digital, and values led as they are. So, what Makes Gen Z Different (And Why It Matters for Your Benefits Strategy)?
Firstly, Gen Z grew up with smartphones, social feeds, and instant everything. So, when they join your workforce, they expect the same seamless experience from your benefits. 91% of Gen Z say a company’s tech influences whether they want to work there, (according to deskbird). They expect business tools to be as intuitive as TikTok and as mobile-friendly as their banking apps. If any benefits platform feels clunky or old-school? You’ll lose them before they’ve even logged in.
Secondly, they care Deeply About Purpose. For Gen Z, work isn’t just a job. It’s a platform for impact. 74% say purpose at work matters more than their pay cheque, according to SHRM. And it’s not just talk, where 50% have turned down work that clashes with their personal values, according to SHRM and 44% have rejected employers with negative environmental or social impact, says ACCP. If your benefits don’t reflect your social and environmental commitments, you’re missing a massive engagement driver.
Thirdly they value Flexibility Over Hierarchy. Gen Z doesn’t measure success by hours logged. They care about outcomes and flexibility. 77% would choose more flexibility over faster promotion, according to Innovative Human Capital. They expect to work when and where they perform best, whether that’s fully remote, hybrid, or something in between.
Finally, there is the rise of flexible, personalised benefits. Forget cookie-cutter packages. Gen Z expects choice such as workplace flexibility, like remote work and compressed schedules, mental health support including teletherapy and wellness apps, financial wellbeing, such as student loan repayment and financial coaching.
Looking at that lens, mental health is non-negotiable. Gen Z has made one thing clear: mental health is essential, not optional. Only 15% rate their mental health as “excellent”, and 40% report feeling stressed or anxious most of the time, according to Handshake and Deloitte. What’s expected and what is out there? Dedicated mental health days, digital-first EAPs with real usage, and wellness tech, like meditation apps and digital resilience tools. In simple terms, ignoring mental health isn’t just risky—it’s a missed business opportunity.
It’s tough out there, however there are many creative ways to find money with employee benefits (if you do not salary sacrifice your pension…why not?). Focus them in a new and creative way. It will pay off when employees feel their benefits reflect their real-life needs, they stay longer and engage more deeply.
Alongside its new Industrial Strategy for the next 10 years, the government has published five sector-specific plans.
We’ve outlined the creative industries sector plan here and in this article, we outline what’s in the digital and technologies sector plan for creative businesses.
Bristol is mentioned 11 times in the plan. That includes references to the Isambard-AI supercomputer at University of Bristol, the ScienceCreates engineering biology accelerator, the city’s semiconductor design cluster and NVIDIA’s recent decision to expand its AI lab in Bristol.
It also includes this:
The British Business Bank (BBB) is committing an additional £4bn of growth capital to the eight sectors of focus in the industrial strategy, which includes the digital and technologies sector and the creative industries.
West of England is one of 10 regions in which BBB will launch a new “Cluster Champions” programme through which “individuals with deep expertise and local knowledge will coordinate investment-readiness programmes, strengthen financial networks, and connect high-potential firms” in the eight Industrial Strategy sectors.
The BBB will also double its investment in new fund managers, and make direct investments of up to £60m in “strategically important companies”.
The government announced at the Spending Review that BBB’s overall yearly investments will increase by around two thirds, bringing its total financial capacity to £25.6bn.
The government will address regulatory and non-regulatory barriers to lending to IP-rich SMEs, by establishing a new working group of relevant departments and authorities, businesses, commercial banks and other financial institutions.
The Spending Review has confirmed that funding for R&D will reach £22.6 billion a year in 2029/30.
The government says it will “reform and streamline UKRI funding routes to make it easier for businesses to navigate different funding streams and reducing the length of time between applications and funding decisions”. Innovate UK will also increase the proportion of its investments which are joint with private sector.
The government will deliver a new TechFirst skills programme aimed at reaching up to one million young people and provide over 4,500 undergraduate bursaries, Masters’ placements and PhD opportunities for domestic students to support them into the tech workforce.
The sector plan said digital and technology businesses rely on specialist skills, but there are mismatches between demand and supply. In 2022, there were approximately 130,000 STEM and 13,500 digital vacancies due to skills shortages.
New technical excellence colleges will be set with the aim of increasing specialist and practical skills.
Skills England will publish analysis on sector skills needs and work with employers to co-design solutions to address skills needs.
The government will introduce short courses in England, funded through the Growth and Skills Levy, in areas such as digital, AI, and engineering.
The independent AI Opportunities Action Plan was published earlier this year, and the government has accepted all 50 recommendations. The Spending Review announced £2 billion to deliver the plan.
A new AI Adoption Fund and regional business support will provide businesses with advice on integrating AI into their operations.
There is a big debate around copyright and AI in the creative industries. The government published a consultation on how “the UK’s legal framework for AI and copyright supports the UK creative industries and AI sector together”. The sector plan says:
“Delivering an AI and copyright framework that supports AI development in the UK. The government wants to support rightsholders in licensing their work in the digital age while allowing AI developers to benefit from access to creative material in the United Kingdom. The right approach here will unlock new opportunities for innovation across the whole economy.
“The government is analysing responses to the consultation on delivering a copyright and AI framework, looking at all options. The government recognises the need for this to be done properly and carefully in a considered, measured and reasoned way, to develop any future proposals. The government will set out a detailed economic impact assessment on all options under consideration and a report on the use of copyright material for AI training, transparency and technical standards.
“This analysis will inform the government’s position, alongside a series of expert working groups to bring together people from both the AI and creative sectors on the issues of transparency, licensing and other technical standards to chart a way forward.”
The government has previously announced that £18m will be provided to the new TechLocal scheme which offer seed funding to help regional innovators and small businesses develop new tech products and adopt AI. A panel made up of local tech businesses will be established in each region to decide which applications have merit, with the necessary checks then done centrally by Innovate UK.
The government will provide support to start-ups through an initial £6 million for the Cyber Runway accelerator to support 60 start-ups annually with mentoring, skills development and access to networks.
Experts at University of Bristol will provide independent advice for the government’s Cyber Growth Action Plan to be published in summer 2025.
BRISTOL — Torchbox Public, the public sector division of digital agency Torchbox, has been awarded a contract to develop and implement a new intranet for Guy’s and St Thomas’ NHS Foundation Trust, one of the UK’s largest and busiest NHS trusts.
The project will transform internal communications across the Trust by providing one easy-to-use, fully accessible digital space for staff to connect and find essential information across all hospital locations and on any device. The new platform will serve over 23,600 staff across multiple sites, including five hospitals and 23 local community health centres.
Guy’s and St Thomas’ currently has two different intranet sites and wants to support all staff by creating one consistent experience. The new intranet will make it quicker to access the information they need, and reinforce that, despite the Trust’s size, staff are part of one organisation with shared values and a reputation for clinical excellence, high-quality teaching, and research.
“We’re a diverse and welcoming organisation, which is incredibly proud of our staff and the dedication they show to our patients and each other. We’re creating this new intranet to make it easier for everyone to connect and access the information they need to deliver the high-quality and compassionate care we are known for” said Lindsay Gormley, Head of digital and content at Guy’s and St Thomas’.
The new intranet will be built on Wagtail NHS Intranet, an open-source platform developed by Torchbox specifically for NHS organisations. This innovative solution was made possible through the initial support of Cambridge University Hospitals NHS Foundation Trust and continues to evolve through collaborations with other trusts, including Gloucestershire NHS.
The solution builds on successful implementations for multiple healthcare providers, where the intranet has improved staff communication, information access, and operational efficiency while eliminating ongoing license fees.
Key features of the new intranet will include:
“We’re honoured to partner with Guy’s and St Thomas’ on this transformative project,” said Ben Heasman, Client Partner, Torchbox. “Our experience creating digital platforms for NHS organisations has shown us how a well-designed intranet can break down barriers, improve efficiency, and ultimately contribute to better patient care. We look forward to delivering a solution that will serve the Trust’s diverse workforce and support its vital work.”
The project will take a phased approach, with initial discovery and design work already underway.
Guy’s and St Thomas’ provides 2.8 million patient contacts in acute and specialist hospital services and community services every year. The Trust includes Guy’s Hospital, St Thomas’ Hospital, Evelina London Children’s Hospital, Royal Brompton Hospital, Harefield Hospital, and adult and children’s community services in Lambeth and Southwark
As one of the biggest NHS trusts in the UK, with an annual turnover of £2.9 billion, Guy’s and St Thomas’ employ around 23,600 staff. www.guysandstthomas.nhs.uk
Guy’s and St Thomas’ is part of King’s Health Partners Academic Health Sciences Centre (AHSC), a collaboration between King’s College London, and Guy’s and St Thomas’, King’s College Hospital and South London and Maudsley NHS Foundation Trusts. www.kingshealthpartners.org
Torchbox Public is a specialised division of Torchbox that partners with public sector organisations to tackle complex challenges through progressive, collaborative approaches.
As a certified B Corporation and 100% employee-owned business, Torchbox brings together a diverse team of over 120 digital specialists committed to creating inclusive, accessible, and sustainable digital solutions. The company has delivered transformative digital projects for leading organisations across healthcare, charity, and cultural sectors, including Cambridge University Hospitals NHS Foundation Trust, Samaritans, Mind, Children’s Health Ireland, the Royal National Institute of Blind People (RNIB), and London Museum. Torchbox is a leader in open-source technology and distinguishes itself through its evidence-based approach, collaborative partnerships, and commitment to social and environmental responsibility.
ENDS
For more information, please contact:
Lisa Ballam
lisa.ballam@torchbox.com
torchbox.com
Standard benefits packages won’t cut it for Gen Z. Here’s how they’re raising the bar and what you can do to meet it in 3 easy ways.
The generation that won’t settle for more of the same. Gen Z is here and they’re changing the game.
Born between 1997 and 2012, they’ve grown up digital, purpose-driven, and ready to challenge how work works. By the end of 2025, they’ll make up a quarter of the global workforce
And here’s the thing: standard benefits packages aren’t cutting it anymore.
If you want to attract, engage, and retain Gen Z talent, you’ll need a benefits experience that feels as personal, digital, and values led as they are. So being part of the Bristol Creative’s network let’s explore how this generation is raising the bar for benefits and what you can do to meet it.
Firstly, digital Natives Expect Digital-First Benefits! Gen Z grew up with smartphones, social feeds, and instant everything. So, when they join your workforce, they expect the same seamless experience from your benefits. A company’s tech influences whether they want to work there. They expect business tools to be as intuitive as TikTok and as mobile-friendly as their banking apps. If your benefits platform feels clunky or old-school? You’ll lose them before they’ve even logged in.
Secondly, they care deeply about purpose. For Gen Z, work isn’t just a job. It’s a platform for impact. Often, purpose at work matters more than a pay cheque. If your benefits don’t reflect your social and environmental commitments, you’re missing a massive engagement driver.
Then there’s the whole avenue called “flexibility”. Gen Z doesn’t measure success by hours logged. They care about outcomes and flexibility of schedules. In addition, there’s flexibility with regards to personalised benefits which I have mentioned numerous times. Forget biscuit-cutter packages. Gen Z expects choice: mental health support (which is non-negotiable being essential not optional), help their sustainability goals/carbon footprint, help with student loan repayments, help with community impact…all good examples.
Why? Well, it’s not rocket science – lower turnover, higher engagement and it makes you stand out in the crowd as an employer.
Gen Z is raising the bar for what great benefits look like. If you’re still offering one-size-fits-all packages, you’re missing a huge opportunity to engage the workforce of tomorrow.
If nothing else just look at
Because if your benefits aren’t easy to access, easy to understand, and easy to love, they aren’t working hard enough.
Wellbeing matters and is THE core key feature within any employee benefits package.
Wellbeing (noun) Definition: A good or satisfactory condition of existence; a state characterised by health, happiness, and prosperity.
We know that employee happiness and wellbeing are directly linked to the benefits they receive. Employees who feel valued and happy at work are more productive and effective in their roles. Additionally, organisations that provide appropriate benefits to support employee wellbeing are more likely to foster engaged and high-performing teams.
In today’s fast-paced, competitive corporate world, prioritising employee wellbeing is no longer a perk, but a necessity.
But why does employee wellbeing matter?
Employee wellbeing goes beyond physical health, it also includes mental, emotional, and financial wellness. Employers who invest in the wellbeing of their workforce not only meet their Duty of Care obligations but also create a positive workplace culture. This results in higher retention levels and enhanced productivity.
According to latest research, 82% businesses have seen their employees demanding more wellbeing benefits, with 56% of employees saying that they would leave their job if another company offered them a better benefits package. In addition, it’s widely recognised the need for benefits packages to address unprecedented employee stress levels causing burnout, decreased engagement, and higher absenteeism, highlighting how great wellbeing and benefits are not just good for employees; they are good for business.
Tangible benefits, especially those with high (perceived) value, can significantly boost employee morale and fulfilment. There is a lot of noise now for electric vehicles supplied as an employee benefit. A brand-new car, for example, is more than just a mode of transport, it’s a symbol of appreciation, recognition and support from an employer. Car benefit schemes not only signify support and recognition to employees, elevating job satisfaction and motivation but they also host several other perks that boost workplace wellbeing and engagement levels. One benefit of the scheme to employee wellbeing is financial peace of mind. Employees don’t need to worry about car loans, credit checks or deposits. A fixed monthly reduction from their salary covers it all- insurance, tyres, VED, servicing, and even breakdown cover.
Sustainable benefits have become vital to the wellbeing of a large proportion of employees in recent years, particularly Gen Z and Millennials. Offering environmentally conscious benefits, like EV schemes, helps promote a sustainable culture that aligns with employee’s values. As an added benefit, it also supports corporate social responsibility (CSR) goals.
It’s the question every Business and HR leader asks. You’ve rolled out new benefits, negotiated better coverage, even launched a whole new platform. But after all the internal comms, budget cycles, and supplier meetings, how do you know it’s working?
If your first instinct is to reach for usage stats or participation rates, you’re not alone. But true success in benefits design isn’t only measured in dashboards. It shows up in how people feel, how they work, and how they talk about your company when no one’s watching.
Here’s what measuring success really looks like.
The most successful benefits programmes don’t just boost uptake; they boost morale. When employees feel genuinely supported and valued, that sense of security and appreciation spills into how they show up at work, and how they talk about your business when they’re not at work.
You see it in how confidently people recommend your company to others. You feel it in team energy, reduced attrition, and stronger engagement. In fact, plenty of research shows that benefits are one of the biggest drivers of overall job satisfaction, right behind pay.
Happiness at work is about creating an environment where people feel like their wellbeing is genuinely supported, and where they can bring their full lives not just their job titles to the table.
A one-size-fits-all approach might be simple to manage, but it rarely delivers what today’s employees need. This is especially true for organisations managing larger workforces with varied cultural norms, regulatory frameworks, and expectations.
Successful programmes prioritise real flexibility: custom allowances, region-specific design, and meaningful choices that reflect employees’ personal lives and priorities. It’s not about offering everything, but about curating something thoughtful and responsive, and allowing space for people to make it their own.
The most meaningful benefits are the ones people remember for life, not the ones they click on most.
Last week I wrote an example about how people remember getting access to fertility support that led to a baby, receiving healthcare when they needed it most, or being able to visit family because of an annual leave purchase scheme. This stuff is harder to put a number on, but infinitely more impactful.
None of these outcomes show up neatly in a usage report. But their impact? It’s enormous. Not just for the person involved, but for everyone who sees that story unfold, and quietly logs it as a reason to stay.
Storytelling isn’t fluffy. It’s one of the most powerful ways to measure emotional ROI and increasingly, it’s what leadership teams care about. If any business leader can explain the value of their benefits programme through stories, not just numbers, they’re doing something right.
Companies are investing huge amounts into employee benefits, but many struggle with low awareness and poor utilisation. This isn’t always a design problem it’s often a communication problem.
If your employees can’t name even three benefits they have access to, that’s not on them. A successful programme is one that people remember. One that shows up in their lives in relevant, timely ways. One they can talk about without needing to consult a portal or policy document.
The bottom line? Focus on impact over optics
A successful benefits strategy isn’t about chasing 80% participation rates or offering the longest list of perks. It’s about building something that matters. That makes people feel supported, empowered, and proud to work for you.
That might look like:
And stories that connect the dots between policy and real life!
Here’s how forward-thinking companies are stretching their employee benefits budget while delivering high-impact employee experiences.
In today’s economic climate, business and HR leaders are under more pressure than ever to do more with less. But making your employee benefits budget go further isn’t just about cost-cutting, it’s about spending smarter. The key? Reimagine you’re spending to create effective benefits for your team.
Here’s how leading organisations are stretching their employee benefits budget while delivering high-impact employee experiences.
One of the biggest misconceptions in benefits design is that higher spend automatically means better strategy. But great benefits aren’t defined by price tags. They’re defined by relevance, accessibility, and alignment with what your people need.
Too often, businesses pour money into legacy schemes or overlapping policies with low visibility and poor utilisation. Instead, a smart approach focuses on realigning spend to improve impact.
Start by asking:
Prevention is better than cure, and cheaper too. Many employers still spend disproportionately on reactive benefits (like medical insurance) over proactive ones (like wellness, mental health and preventative care).
That’s a missed opportunity. Proactive benefits reduce downstream costs, from insurance premiums to sick days. And many of them come baked into existing products, such as virtual GP access or gym discounts. These extras are often buried in fine print. If they’re not visible to employees, they’re not really benefits.
There’s often untapped value sitting in your current scheme. From EAPs to death-in-service benefits, many include ancillary offerings that never get used simply because they aren’t visible.
Audit what you’re already paying for and ask:
Bringing these hidden benefits to the surface can increase perceived value and boost engagement without increasing spend
If you’re in the UK, you have access to powerful tools that can generate budget through tax efficiencies. Benefits like workplace nursery, cycle-to-work, EV leasing, and annual leave purchase can be offered through salary sacrifice, reducing employer NIC contributions.
Those savings can be reinvested elsewhere. For example, one employer used their savings from annual leave trading to fund fertility support and wellbeing allowances all without adding to their overall benefits budget.
You don’t need to spend more to do better. Many businesses can reallocate 20-30% of their current benefits budget by identifying low-impact coverage and redesigning based on what employees’ value.
Consider:
Designing with flexibility opens space to offer more relevant and personalised benefits without increasing cost.
Modern employees expect choice. And personalisation is no longer a luxury, it’s table stakes. Flexible benefits platforms let employers offer a wide range of voluntary benefits, allowances and salary sacrifice options with minimal admin. You can even offer flexibility within existing benefits by allowing employees to adjust their coverage levels or add dependents at their own cost.
A benefit employees don’t know about isn’t really a benefit. Awareness drives engagement, and engagement drives value.
Yet many benefits teams launch new schemes with a single email and hope for the best. Instead:
If you’re not investing in communication, you’re leaving ROI on the table.
Utilisation alone is not the measure of success. Some benefits, like fertility support, menopause care or neurodivergent coaching, will only ever impact a small portion of your workforce. But when they do, they change lives.
When your finance team asks, “Why are we paying for this?” be ready with the answer: because retention, wellbeing, and employee trust aren’t built on averages. They’re built on moments that matter.
Getting more from your employee benefits budget isn’t about trimming. It’s about redesigning with purpose. When you:
…you’ll be amazed at what’s possible!
Business Leaders & HR are under a lot of pressure here in the South-West. Employer NI increases are now with us, limited budgets, and rising expectations from talent. So, when you’re building out a benefits package, it’s natural to prioritise the ones that tick the “most people, most of the time” box. But if you want your benefits strategy to build loyalty, protect productivity, and future-proof your workforce, you must think differently. In my experience, utilisation isn’t always the right way to measure the success of a benefit. Some benefits might only impact a handful of people, but for those people, it can mean everything. If we’re serious about inclusive benefits, we must meet people where they are, even if that need isn’t common.
Because some of the highest-impact benefits are the ones your employees won’t use often. They’re the ones that quietly sit in the background until someone has a real need and suddenly, that benefit becomes the reason they stay, not leave. What do I mean by that? Here’s some examples of what that looks like in practice.
For example, Fertility & Reproductive Health Benefits. Offering fertility support (Egg freezing, IVF, donor support, surrogacy navigation) can feel and sound like a niche benefit. Most employees won’t use it. So why invest?
Because the absence of support comes with hidden costs. Research tells us that 1 in 7 UK couples experience fertility issues. IVF takes a physical and emotional toll: constant appointments, hormonal treatments, failed cycles…all while employees try to show up at work. Many reduce hours, take sick days, or even quietly leave during treatment. Others are forced to spend tens of thousands privately, causing financial and emotional stress. This disproportionately affects women in their 30s and 40s. But it doesn’t stop there: LGBTQ+ employees face unique financial and medical hurdles to build families. Without support, they’re more likely to churn or disengage. Offering benefits here isn’t just about doing the right thing; it’s about retaining high-value talent at a moment when they have big life choices to make. And for every employee who doesn’t use it? They see the offer. They see what kind of employer you are.
Keeping on the similar theme, another example is keeping Workplace Nursery Schemes. Childcare is the *1 reason working parents (especially mothers) scale back or leave the workforce. It’s not anecdotal. It’s backed by data across every sector. Workplace nursery salary sacrifice schemes reduce the cost of registered childcare by allowing payments from gross salary. This can mean thousands saved per year. And not from your HR budget, but via tax-efficient mechanisms. It’s one of the most financially meaningful benefits you can offer parents, yet uptake remains low in most organisations. Why? Because many employers don’t make the most of communicating it. Offering this benefit (and making it visible) removes one of the biggest logistical and emotional barriers to returning after parental leave. And it doesn’t just keep people in their jobs; it helps them re-engage faster, with fewer compromises and more long-term commitment.
Finally, another example are Income protection and Critical Illness benefits. When an employee becomes seriously ill or injured, it’s not just a health crisis, it’s a life interruption. Suddenly, work becomes impossible. And without structured support, income often disappears just when stability is needed most. Income protection fills that gap. It ensures an employee continues to receive a portion of their salary while they recover, allowing them to focus on getting better, not on whether they can pay their mortgage. And that continuity materially improves the odds of a full, confident return to work.
For Business Leaders and HR, this is where lower-utilisation benefits prove their worth. Income protection shortens recovery time, reduces presenteeism, and increases the likelihood that skilled, experienced employees don’t exit permanently. And when other team members see that their employer has their back, even in worst-case scenarios, it builds a level of trust that policies alone can’t buy.
All the above examples do not scale…and that’s the point!
Low-utilisation benefits aren’t supposed to serve everyone, every day. They’re designed to catch people in their most vulnerable, high-stakes moments. That trust is a lever for everything you care about retention, engagement, productivity, culture.
Business Leaders and HR often get told to “think creatively & strategically.” (This is the Bristol Creative’s Community, right?) Here’s the truth: empathy is strategic. Investing in benefits that show foresight, nuance and care is how you build a workforce that stays, grows and delivers. Because when your employees are most in need, they won’t care about your summer social. They’ll care about whether you were there when it counted.
And if you were? They won’t forget it.
The UK employee benefits landscape is shifting (as always), and business leaders and HR must be prepared. With new regulations including pay transparency laws in the EU, NI increases in the UK, and proposed pension reforms businesses need to stay ahead to ensure compliance while also managing costs and employee expectations.
At first sight, these changes might seem like yet another regulatory burden, but in reality, they offer an opportunity for Business’s here in the South-West to improve transparency, refine benefits strategies, and enhance the employer brand. The key is knowing how to navigate them effectively.
What’s changing?
Firstly, the EU Pay Transparency Directive
What’s that?
In a major move toward greater pay equity, the EU has introduced the Pay Transparency Directive, which will take full effect by June 2026. This regulation is designed to combat pay gaps by ensuring salary clarity and fairness across workplaces.
For Businesses, this means new obligations, including:
Salary transparency during recruitment: Employers must disclose salary ranges in job postings and are prohibited from inquiring about candidates’ salary histories.
Gender pay gap reporting: Organisations with at least 150 employees are required to report on gender pay gaps, with the threshold decreasing to 100 employees after four years.
Right to pay information: Employees can request information on average pay levels, broken down by gender, for categories of workers performing the same work or work of equal value.
While these rules may present administrative challenges, they also push businesses to be more transparent about their pay structures, which can boost trust, attract top talent, and improve retention. The companies that embrace this shift early—by conducting internal salary audits and ensuring pay structures are equitable—will find themselves in a stronger position than those scrambling to comply at the last minute.
Next up..NI increases
In the UK, employer National Insurance Contributions are set to increase from 13.8% to 15% tomorrow! This means a direct rise in payroll costs for businesses, potentially squeezing budgets further in an already challenging economic climate. To manage this impact, many businesses are turning to salary sacrifice schemes, where employees trade a portion of their salary for benefits like pension contributions or other tax-efficient perks. This approach can reduce the NIC burden for both employers and employees while ensuring that workers still receive valuable benefits.
As payroll costs rise, Businesses and HR will also need to re-evaluate benefits spending and look for ways to offer impactful benefits without unnecessary cost increases. Smart benefit strategies such as financial wellbeing programs can help businesses remain competitive without simply increasing salaries.
Thirdly, Pension reforms
Pension reform is also evolving, with a focus on expanding auto-enrolment and increasing minimum contributions. Proposed changes include
These reforms aim to boost retirement savings, but they also increase employer costs and administration.
Saying that, these changes haven’t been made official yet (so a bit of a heads up!) Employers should stay informed about potential future changes to auto-enrolment criteria to ensure compliance and optimal benefits administration (that’s how I can help BTW)
What’s that all mean for Business Leaders and HR?
These regulatory shifts may feel like another compliance headache, but they also create opportunities to refine HR strategies and position businesses as leaders in fair pay and employee wellbeing.
From a compliance perspective, failing to align with these new laws could lead to financial penalties, reputational damage, and even employee lawsuits. Payroll will need to stay on top of NI changes, while preparation for pay transparency reporting requirements and ensure pension enrolment processes are ready for possible reforms is needed.
On the cost side, companies will need to navigate higher payroll expenses from NIC increases and potential pension changes, meaning efficient benefits management will be more important than ever. Instead of simply increasing salaries, businesses can optimise a “total rewards strategy” to ensure every pound spent on employee benefits is meaningful and effective.
But beyond compliance and cost control, these changes also offer a competitive edge. Businesses that embrace transparency, invest in employee financial wellbeing, and optimise benefits to meet new expectations will stand out as top employers by attracting and retaining talent in an increasingly benefits-driven job market here in the South West.
So…How to stay ahead? Here’s some practical steps
Prepare for pay transparency now
Start by conducting an internal salary audit to identify and fix any pay disparities before public reporting requirements take effect. Train managers on fair pay practices, and ensure job ads include clear, competitive salary bands. Taking proactive steps now can prevent compliance issues later.
Offset NIC increases with intelligent benefits
With employer National Insurance contributions rising, rethink your benefits strategy. Salary sacrifice schemes can reduce payroll tax burdens, while flexible benefits platforms allow employees to choose perks that are cost-effective yet highly valued.
Stay ahead of pension changes
Even though pension reforms aren’t yet law, businesses should prepare by reviewing auto-enrolment processes and exploring ways to enhance pension contributions in a cost effective manner. Communicating clearly with employees about their pension options will also be essential in boosting engagement.
Automate and streamline benefits management
Manually handling pay transparency reporting, NIC adjustments, and pension enrolment is a time-consuming burden for HR teams. Investing in intelligent benefits technology to automate compliance, simplify payroll adjustments, and provide real-time insights to optimise benefits strategies.
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