Eithne Devine-Hynes

Tools for Tomorrow: Youth Employment and the Power of Ownership

Youth employment in the UK has become an increasingly pressing issue, reflecting both cyclical economic pressures and deeper structural shifts in the labour market. As of late 2025, youth unemployment remains elevated, with hundreds of thousands of young people aged 16–24 out of work and close to one million classified as not in employment, education or training (NEET). This signals a growing disconnect between education systems and accessible, meaningful employment pathways.

The current landscape is shaped by economic slowdown, reduced hiring, and the vulnerability of entry-level roles. Young people are often the first to be impacted during downturns, as they are more likely to be in temporary or lower-skilled positions. At the same time, technological change, particularly the rise of artificial intelligence, is beginning to reshape the types of roles available. While AI is not yet the primary driver of youth unemployment, it is already narrowing traditional entry routes in sectors such as administration and junior digital roles, increasing the demand for higher-level and more adaptable skill sets.

As CEO of DeltaXignia, I see this not just as a labour market issue, but as a responsibility for business leadership. Our company culture is rooted in inclusion, long-term thinking, and creating meaningful opportunities. These are values that directly align with tackling youth unemployment. Through our CSR strategy, we are committed to supporting early talent pipelines, investing in skills development, and partnering with education and community organisations to bridge the gap between potential and opportunity.

We recognise that businesses must play an active role in shaping the future workforce. That means not only hiring young people, but redesigning roles, providing mentorship, and embracing non-traditional career pathways. Employee Ownership Trusts (EOTs), like DeltaXignia, also have an important role to play in shaping a more hopeful future. By embedding employee voice and long-term stewardship into business models, EOTs tend to prioritise sustainable growth over short-term profit. This creates more stable working environments and a stronger commitment to investing in people, including young employees. EOT-owned organisations are well positioned to offer inclusive entry points, apprenticeships, and progression opportunities, as success is shared across the workforce rather than concentrated at the top.

Looking ahead, the trajectory of youth employment will depend on how effectively government, education, and industry collaborate. Models like EOTs, combined with responsible business leadership, offer a pathway toward a more inclusive and resilient economy. At DeltaXignia, we are committed to being part of that solution, ensuring that young people are not left behind as the world quickly evolves, but empowered to thrive within it.