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Households are being urged to protect themselves from a surge in energy costs ahead of winter as a fire at a crucial power installation adds to growing worries about affordability in the months ahead.

The blaze took out an electricity interconnector on the Kent coast – one of only two – which allows power to flow between France and Britain.

News of the fire sent day-ahead British power prices up by almost 19% at one stage – building on worries that the country faces an unprecedented spike in energy costs over the winter months and possibly beyond.

While National Grid, which operates the site in the village of Sellindge, insisted there was no risk of blackouts as a result of the fire, it admitted it could take a month for the link to be restored.

An aerial photo shows the damage after the electricity interconnector fire at Sellindge in Kent
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An aerial photo shows the damage after the electricity interconnector fire at Sellindge in Kent

Low wind supply, simply because of unfavourable climatic conditions, and soaring wholesale gas prices have already forced National Grid to activate UK power station reserves by turning on coal-fired stations to keep the lights on this month.

Glenn Rickson, head of European power analysis at S&P Global Platts Analytics, told the Reuters news agency on the effect of the fire: “The outage is going to lift the potential for price volatility as long as its offline…. and of course demand will get higher as we move further into winter.”

Experts said it removed one gigawatt (GW) of interconnection capacity – only about 3% of UK’s daily needs – but when coupled with the wider energy crunch it painted an alarming picture and explained why wholesale electricity costs were running at record levels.

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Much of that is being put down to a shortfall in natural gas Europe-wide, with stocks of liquefied natural gas struggling to be replenished in time for the winter season following COVID disruption and a cold end to the last winter.

Tom Marzec-Manser, the lead European gas analyst at ICIS, told Sky News that wholesale gas October contracts were up 16% on Wednesday alone.

“The loss of French power imports means the GB market needs to generate an additional 1GW of power domestically.

File photo dated 23/09/10 of an offshore wind farm, as consumers will be hit with higher bills because officials "significantly underestimated" the cost of green energy schemes, the Commons spending watchdog has found
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A lack of wind generation because of low wind conditions has put added pressure on gas-fired power stations

“Given the lack of options, this means running yet more gas fired generation, even at these sky-rocketing (price) levels.”

Consumer groups have warned the increases, which have already forced four challenger household suppliers out of business this month alone, are being reflected in household bills ahead of a rise in the price cap on so-called default tariffs – also known as the standard variable tariff (SVT) – which comes into effect in October.

A particular concern is that rising living costs overall – which ramped up at their fastest pace on record in August – will accelerate further over winter and combine with the loss of two significant financial lifelines.

Gillian Cooper, head of energy policy for Citizens Advice, told Sky News: “This is going to be a tough winter for millions of people.

“Furlough is ending, Universal Credit is set to be cut, and many will see a jump in their energy bills as the price cap increases.

“The continuing rise in wholesale energy prices makes it hard to see light at the end of the tunnel, with bills likely to continue going up in the months ahead.

“Keeping the extra £20-a-week to Universal Credit is the single best way of supporting families through this difficult time. Ofgem can also play its part by providing extra funding for fuel vouchers for prepay customers,” she said.

Jane Burney 94, from Childwall alters the thermostat in her home. The start of winter effects pensioners with concerns over heating bills PRESS ASSOCIATION Photo. Issue date: Wednesday November 19, 2014. See PA story . Photo credit should read: Peter Byrne/PA Wire
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Consumer groups fear millions of households facing a choice on whether to put the heating on

Justina Miltienyte, energy policy expert at price comparison site Uswitch.com, warned: “Rising wholesale costs are putting a dangerous strain on suppliers, especially the smaller brands, and low prices are no longer an option for many suppliers who face a turbulent winter ahead to stay afloat.

“Now more than ever consumers need to stay engaged with their energy usage, and consider the best options available to them on the market.

“For some, remaining on a (SVT) might be the right option for now – but those customers need to be particularly vigilant and keep an eye out for any further price increases over the next six months.

“Fixed deals are still the best way to protect yourself from long term market volatility – and there are still deals available on the market where you can save money against the cap.

“Switching to a 12 month fixed deal now also means consumers will avoid the uncertainty of the next price cap, which will be announced in February 2022.”

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New Look owners pick bankers to fashion sale process

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New Look owners pick bankers to fashion sale process

The owners of New Look, the high street fashion retailer, have picked bankers to oversee a strategic review which is expected to see the company change hands next year.

Sky News has learnt that Rothschild has been appointed in recent days to advise New Look and its shareholders on a potential exit.

The investment bank’s appointment follows a number of unsolicited approaches for the business from unidentified suitors.

New Look, which trades from almost 340 stores and employs about 10,000 people across the UK, is the country’s second-largest womenswear retailer in the 18-to-44 year-old age group.

It has been owned by its current shareholders – Alcentra and Brait – since October 2020.

In April, Sky News reported that the investors were injecting £30m of fresh equity into the business to aid its digital transformation.

Last year, the chain reported sales of £769m, with an improvement in gross margins and a statutory loss before tax of £21.7m – down from £88m the previous year.

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Like most high street retailers, it endured a torrid Covid-19 and engaged in a formal financial restructuring through a company voluntary arrangement.

In the autumn of 2023, it completed a £100m refinancing deal with Blazehill Capital and Wells Fargo.

A spokesperson for New Look declined to comment specifically on the appointment of Rothschild, but said: “Management are focused on running the business and executing the strategy for long-term growth.

“The company is performing well, with strong momentum driven by a successful summer trading period and notable online market share gains.”

Roughly 40% of New Look’s sales are now generated through digital channels, while recent data from the market intelligence firm Kantar showed it had moved into second place in the online 18-44 category, overtaking Shein and ASOS.

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Coca-Cola brews up sale of high street coffee giant Costa

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Coca-Cola brews up sale of high street coffee giant Costa

The Coca-Cola Company is brewing up a sale of Costa, Britain’s biggest high street coffee chain, more than six years after acquiring the business in a move aimed at helping it reduce its reliance on sugary soft drinks.

Sky News can exclusively reveal that Coca-Cola is working with bankers to hold exploratory talks about a sale of Costa.

Initial talks have already been held with a small number of potential bidders, including private equity firms, City sources said on Saturday.

Lazard, the investment bank, is understood to have been engaged by Coca-Cola to review options for the business and gauge interest from prospective buyers.

Indicative offers are said to be due in the early part of the autumn, although one source cautioned that Coca-Cola could yet decide not to proceed with a sale.

Costa trades from more than 2,000 stores in the UK, and well over 3,000 globally, according to the latest available figures.

It has been reported to have a global workforce numbering 35,000, although Coca-Cola did not respond to several attempts to establish the precise number of outlets currently in operation, or its employee numbers.

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This weekend, analysts said that a sale could crystallise a multibillion pound loss on the £3.9bn sum Coca-Cola agreed to pay to buy Costa from Whitbread, the London-listed owner of the Premier Inn hotel chain, in 2018.

One suggested that Costa might now command a price tag of just £2bn in a sale process.

The disposal proceeds would, in any case, not be material to the Atlanta-based company, which had a market capitalisation at Friday’s closing share price of $304.2bn (£224.9bn).

At the time of the acquisition, Coca-Cola’s chief executive, James Quincey, said: “Costa gives Coca-Cola new capabilities and expertise in coffee, and our system can create opportunities to grow the Costa brand worldwide.

“Hot beverages is one of the few segments of the total beverage landscape where Coca-Cola does not have a global brand.

“Costa gives us access to this market with a strong coffee platform.”

However, accounts filed at Companies House for Costa show that in 2023 – the last year for which standalone results are available – the coffee chain recorded revenues of £1.22bn.

While this represented a 9% increase on the previous year, it was below the £1.3bn recorded in 2018, the final year before Coca-Cola took control of the business.

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Consumer confidence at highest point this year

Coca-Cola has been grappling with the weak performance of Costa for some time, with Mr Quincey saying on an earnings call last month: “We’re in the mode of reflecting on what we’ve learned, thinking about how we might want to find new avenues to grow in the coffee category while continuing to run the Costa business successfully.”

“It’s still a lot of money we put down, and we wanted that money to work as hard as possible.”

Costa’s 2022 accounts referred to the financial pressures it faced from “the economic environment and inflationary pressures”, resulting in it launching “a restructuring programme to address the scale of overheads and invest for growth”.

Filings show that despite its lacklustre performance, Costa has paid more than £250m in dividends to its owner since the acquisition.

The deal was intended to provide Coca-Cola with a global platform in a growing area of the beverages market.

Costa trades in dozens of countries, including India, Japan, Mexico and Poland, and operates a network of thousands of coffee vending machines internationally under the Costa Express brand.

The chain was founded in 1971 by Italian brothers Sergio and Bruno Costa.

It was sold to Whitbread for £19m in 1995, when it traded from fewer than 40 stores.

The business is now one of Britain’s biggest private sector employers, and has become a ubiquitous presence on high streets across the country.

Its main rivals include Starbucks, Caffe Nero and Pret a Manger – the last of which is being prepared for a stake sale and possible public market flotation.

It has also faced growing competition from more upmarket chains such as Gail’s, the bakeries group, which has also been exploring a sale.

Coca-Cola communications executives in the US and UK did not respond to a series of emails and calls from Sky News seeking comment on its plans for Costa.

A Lazard spokesperson declined to comment.

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TikTok puts hundreds of UK jobs at risk

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TikTok puts hundreds of UK jobs at risk

TikTok is putting hundreds of jobs at risk in the UK, as it turns to artificial intelligence to assess problematic content.

The video-sharing app said a global restructuring is taking place that means it is “concentrating operations in fewer locations”.

Layoffs are set to affect those working in its trust and safety departments, who focus on content moderation.

Unions have reacted angrily to the move – and claim “it will put TikTok’s millions of British users at risk”.

Figures from the tech giant, obtained by Sky News, suggest more than 85% of the videos removed for violating its community guidelines are now flagged by automated tools.

Meanwhile, it is claimed 99% of problematic content is proactively removed before being reported by users.

Executives also argue that AI systems can help reduce the amount of distressing content that moderation teams are exposed to – with the number of graphic videos viewed by staff falling 60% since this technology was implemented.

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It comes weeks after the Online Safety Act came into force, which means social networks can face huge fines if they fail to stop the spread of harmful material.

The Communication Workers Union has claimed the redundancy announcement “looks likely to be a significant reduction of the platform’s vital moderation teams”.

In a statement, it warned: “Alongside concerns ranging from workplace stress to a lack of clarity over questions such as pay scales and office attendance policy, workers have also raised concerns over the quality of AI in content moderation, believing such ‘alternatives’ to human work to be too vulnerable and ineffective to maintain TikTok user safety.”

John Chadfield, the union’s national officer for tech, said many of its members believe the AI alternatives being used are “hastily developed and immature”.

He also alleged that the layoffs come a week before staff were due to vote on union recognition.

“That TikTok management have announced these cuts just as the company’s workers are about to vote on having their union recognised stinks of union-busting and putting corporate greed over the safety of workers and the public,” he added.

Under the proposed plans, affected employees would see their roles reallocated elsewhere in Europe or handled by third-party providers, with a smaller number of trust and safety roles remaining on British soil.

The tech giant currently employs more than 2,500 people in the UK, and is due to open a new office in central London next year

A TikTok spokesperson said: “We are continuing a reorganisation that we started last year to strengthen our global operating model for Trust and Safety, which includes concentrating our operations in fewer locations globally to ensure that we maximize effectiveness and speed as we evolve this critical function for the company with the benefit of technological advancements.”

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