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The Guardian
2 days ago
- Business
- The Guardian
UK is no better prepared: key takeaways from Covid inquiry's test, trace and isolation module
The Covid inquiry has spent the past three weeks on the UK's attempts to control the pandemic through test, trace and isolation. Here we look at the key findings from the module and experts' recommendations for future pandemic preparedness. Testing people for infection, tracing their contacts, and isolating those at risk of passing on bugs is a mainstay of outbreak control. The UK could handle local outbreaks such as norovirus, salmonella, mpox and meningitis, but the pandemic called for radical scaling up. At its peak, NHS test and trace was able to process 800,000 virus tests a day. Lateral flow devices bolstered the capacity. Nearly 16 million people who tested positive were contacted, with more than 31 million contacts. Public Health England developed a Covid test within two weeks of Chinese scientists publishing its genetic sequence. The first case in England was diagnosed on 31 January. Scientists knew the outlook was bleak. 'It was very clear at that stage that we were heading towards a major event, a pandemic that would have a big, big impact,' Prof Christophe Fraser, who worked on Covid apps in the pandemic, told the inquiry. The UK needed to expand testing fast, but on 12 March nearly all community testing and contact tracing was abandoned. Instead, people with symptoms were asked to self-isolate. Prof Alan McNally, an infectious disease expert at the University of Birmingham, was 'flabbergasted'. Days later, the director general of the World Health Organization, Dr Tedros Ghebreyesus, reiterated the call for all countries to 'test, test, test', isolate the infected and test their contacts. There was no plan for nationwide testing. Ministers and many scientific advisers had focused on a flu pandemic, which might tear through the population too fast for testing to help. 'What a catastrophic error that was,' Pete Weatherby KC, for Covid Bereaved Families for Justice, told the inquiry. 'It started with no planning, no capacity, no contact tracing, lab analysis or isolation infrastructure for anything other than the occurrence of a limited high-consequence disease outbreak, and perhaps most significantly, too little support for those most likely to spread the virus if they did not test and isolate.' Rather than building on the expertise and equipment in NHS labs, universities and research institutions, the UK pursued a private, centralised testing programme. It was built 'virtually from scratch', Dominic Cook at Deloitte told the inquiry. The decision had its critics. The Francis Crick Institute in London reconfigured to test its employees, local hospital staff and eventually care home residents. Soon, they were turning up to 4,000 tests a day in 24 hours. 'That sort of speed is absolutely critical to protect vulnerable people,' said Sir Paul Nurse, the Nobel laureate director of the Crick. 'We could have scaled up to about 10,000 [tests a day] in a month if we'd had the money.' Nurse and others pushed for a Dunkirk-inspired big ships and small boats approach, where the UK's existing labs provided local testing until the Lighthouse labs were ready. Nurse estimated the UK's smaller labs could process up to 200,000 tests a day. But ministers had other plans. They sent the army to collect PCR machines for use in the centralised Lighthouse labs. In an email to colleagues shared at the inquiry, McNally wrote: 'That's a massive 'fuck you' to the whole of UK academia.' Early in the pandemic, the NHS listed Covid symptoms as a new continuous cough and high fever. Other symptoms were only added later. It meant many people who had Covid didn't realise. Prof Tim Spector, who pioneered the Zoe Covid app, flagged loss of smell or taste as a symptom in March 2020. It wasn't recognised by the NHS until May. Some people with Covid had no symptoms. Fearing that asymptomatic healthcare workers could spread the virus to patients, Nurse and Sir Peter Ratcliffe, another Nobel laureate at the Crick, wrote to the then health secretary, Matt Hancock, to call for testing of all healthcare workers. A response arrived three months later. Weekly Covid tests were not offered to asymptomatic care home staff and NHS workers until July and November 2020 respectively. Local testing centres popped up from spring 2020 but many failed to consider the most vulnerable. Disabled people found some sites inaccessible. Many centres favoured people with cars. 'If you were doing this again, you'd set up your first set of testing sites in local community halls in Tower Hamlets, not in Chessington World of Adventures,' Dido Harding, who led NHS test and trace, told the inquiry. Online booking systems excluded people without computers or mobile phones. People were sent to the nearest available test site, regardless of practicalities. Robin Swann, the former health minister in Northern Ireland, said some residents were directed to Scotland. 'The Irish Sea hadn't been taken into consideration,' he said. The Lighthouse labs were the powerhouses of the UK's testing capability. Setting them up was hectic. Beyond the machines needed to test samples, labs needed safety cabinets, trained staff, workflows and operating procedures. Post-doctorate and research fellows volunteered to move, while other scientists were seconded to staff them. McNally helped set up the first lab in Milton Keynes, which ran 28,000 tests a day at the end of its first month. A major frustration was the enormous team of Deloitte consultants, he said, which had 'no expertise' in lab work, infectious disease or diagnostics. The need for high standards at testing labs was made clear by failures at the private Immensa lab in Wolverhampton. In 2021, it issued tens of thousands of incorrect test results. 'In the long list of Covid disasters and scandals, this is pretty near the top,' McNally said. England alone had to recruit and train 15,000 contact tracers. To be effective, 80% of contacts of infected people had to be traced. In 2020 the figure was far lower. Scores of people avoided tests because they couldn't afford to self-isolate. Lady Harding pressed for better support but Rishi Sunak, then chancellor, refused 'at every opportunity'. Had we done more, fewer would have died, she believed. Diary entries from Patrick Vallance, the former chief scientist, echoed her concerns, saying ministers 'always want to go for stick, not carrot'. One note had Boris Johnson, the prime minister, saying: 'We must have known that this wasn't working. We have been pretending it has been whereas secretly we know it hasn't been.' In a later note, he said: 'We haven't been ruthless enough. We need to force more isolation. I favour a more authoritarian approach.' The Lighthouse laboratories were dismantled, the equipment sold off and staff returned to their previous jobs. If another pandemic strikes in December, McNally told the inquiry: 'We will be exactly where we were in January, February of 2020.' He and others urged the UK to mirror Germany's federated lab system where a mix of university, commercial and animal health labs perform routine testing but can switch to pandemic testing when needed. Harding stressed the need for a mass test-and-trace system that considered the most vulnerable from the start. 'They're the most exposed to every infectious disease and that means you have to put isolation support at the forefront of your testing and tracing system,' she said.
BBC News
23-05-2025
- Health
- BBC News
Three children in hospital after school norovirus outbreak in Winchester
Three children have been treated in hospital after an outbreak of norovirus at a children out of a class of 22 at Compton All Saints Church of England Primary School, near Winchester in Hampshire, contracted the highly contagious virus that causes sickness and diarrhoea, and stayed off school on County Council said out of the seven struck by the stomach bug three were admitted to outbreak has led to a partial closure of the school on Friday. The 120-pupil school for children aged 4-11 said it was advised by public health to isolate Year R from the rest of school and their Year 1 classmates, following the County Council said as this was "logistically impossible" the only option was to close the class on authority said parents had been notified and norovirus information shared from Public Health added a deep clean had been booked at the school which was due to close on Friday afternoon for the half-term it is sometimes called the winter vomiting bug, you can get norovirus at any time of year. It usually gets better in about two days. You can follow BBC Hampshire & Isle of Wight on Facebook, X (Twitter), or Instagram.
Irish Independent
23-05-2025
- Health
- Irish Independent
Louth vape shop owner wants strict licensing laws and heavy penalties for selling to under-18s
Eoin O'Boyle, who owns OB Vape in Drogheda, says Ireland has the chance to lead the world in progressive harm reduction policies, but only if regulations are shaped by science, not sensationalism. He emphasises the need to protect young people while also supporting adult smokers in their efforts to quit cigarettes. O'Boyle expressed concern over recent media coverage that he believes focuses predominantly on youth vaping, potentially overshadowing the benefits of vaping to adult smokers looking to quit the habit. While he agrees that youth access is a serious concern, he warns that reactionary policies such as flavour bans or blanket restrictions will do more harm than good by pushing adult vapers back towards smoking cigarettes. In response, he has outlined a five-step framework he believes would safeguard public health and protect young people. His proposal includes a formal licensing system for all vape retailers, both in-store and online, with strict penalties for selling to under-18s. He also calls for better enforcement of age restrictions through targeted checks and sting operations. Importantly, O'Boyle says that vape flavours – often blamed for attracting younger users – should not be banned outright. Instead, he proposes that flavoured products be sold through regulated, licensed shops where staff are trained to enforce age laws. He is also calling for robust age verification systems and specific licensing. Finally, he would like to see a national public education campaign to inform people about the difference between adult-focused harm reduction products and those that may appeal to teenagers. O'Boyle cites Public Health England (PHE) research claiming that vaping is 95pc less harmful than smoking, however in more recent 2022 research, the Office for Improvement and Disparities (OHID) which succeeded the PHE, published an update which changed the statement to 'vaping poses only a small fraction of the risks of smoking and is not risk free, particularly for people who have never smoked,' given the evolving evidence base. Many of his Drogheda customers, he says, have successfully quit thanks to access to flavoured vape products and responsible advice. 'Flavours are a crucial part of the smoking cessation journey and Irish adults who successfully quit smoking often cite flavours as a key reason that they stayed off cigarettes. Removing flavours will simply force many back to smoking,' he said. 'Ireland can set the standard for progressive, effective vaping regulation globally. With the right framework we can reduce out national smoking rate and prevent young people from taking up vaping, while empowering adult smokers to quit smoking permanently, but this does requite balance and not panic,' O'Boyle stated.
Daily Mirror
22-05-2025
- Health
- Daily Mirror
Matt Hancock gives verdict on botched Covid 'test and trace' operation
Former health secretary Matt Hancock is grilled at the Covid-19 Inquiry about setting up a privatised "test and trace" service which failed to prevent repeated lockdowns Matt Hancock has defended Britain's botched pandemic 'test and trace' operation at the Covid-19 Inquiry which failed to prevent repeated lockdowns. The former Health Secretary outsourced the nation's vital contact tracing rather than beefing up existing NHS and local public health laboratories and its failure contributed to the need for further lockdown measures. The disgraced ex-minister blamed health leaders for being unable to scale up testing laboratories, insisting 'Public Health England didn't have the operational capacity to scale [up]' The Tories' privatised 'NHS Test and Trace' operation was set up in May 2020 costing £37 billion and led by Mr Hancock's friend, Tory Peer Baroness Dido Harding. Outsourcing firms like Serco were paid millions to call people and advise them to self-isolate but used agency call centre staff paid the minimum wage who were largely not medically trained. The former I'm a Celebrity Get Me Out of Here contestant said: 'The critical thing is that we absolutely must, as a nation, be ready to expand and radically expand testing capacity. Once the test is developed, I had to do that. 'And there are critics who said that it was done in the wrong way. What matters is that it's done and it is planned for next time to be ready to be done.' PM Boris Johnson promised a " world beating" system but the Public Accounts Committee later found NHS Test and Trace failed in its main objective of breaking chains of COVID-19 transmission. A BBC investigation at the time showed only half of close contacts were being reached in some areas. Mr Hancock said Public Health England (PHE) 'proved entirely incapable of expanding that testing capacity', adding: 'It was a cottage industry and we needed industrial scale capacity'. The inquiry heard how Mr Hancock set up a contract tracing system 'from scratch' rather than providing the funding to upgrade local authority labs and facilities run by PHE. The barrister questioning Mr Hancock on behalf of the inquiry asked whether he was aware that local contact tracing systems already existed. Sophie Cartright KC said: 'Did you appreciate that, that the directors of public health within local authority is discharged and performed the role of contact tracing? There was this resource in every local authority across the United Kingdom that had the resources.' Mr Hancock responded: 'Of course I appreciated that. There was one person in each of the upper tier local authorities and therefore, around 100 people, brilliant people, I engaged with a huge number of them throughout the pandemic. But the idea that they alone could have solved this problem was, unfortunately, the wrong attitude.' Mr Hancock resigned as health secretary in 2021 after admitting breaching social distancing guidance after photos showed him in a romantic embrace with colleague Gina Coladangelo. Lack of NHS testing capacity meant testing everyone who had Covid symptoms had to be abandoned early in the pandemic once 'community transmission' was established in the UK. Mr Hancock told the inquiry: 'The doctrine that we had going into the pandemic, that was shared by most of the Western world and the World Health Organisation, was wrong. 'The advice I received from Public Health England was that we should not need or try to test at scale or contact trace at scale as soon as there was community based transmission. There was no point in testing and contact tracing any further outside of hospitals because, effectively, everybody was going to get infected. 'That was the wrong attitude and it is absolutely critical that next time there's a pandemic… we are ready to take the actions to stop it spreading and protect the most vulnerable first.' He concluded: 'The single most important thing is to conclude that the industrial scale, expansion of testing is necessary and we need to be ready to do it.'
Time Business News
22-05-2025
- Business
- Time Business News
Understanding the UK Vape Consumer: Implications for Marketing and Sales
The UK vape market is one of the most dynamic in the world, buoyed by innovation, shifting public attitudes, and evolving health narratives. But at the heart of this booming industry lies its most vital element—the consumer. Understanding the behaviours, motivations, and preferences of UK vape consumers is crucial for developing effective marketing and sales strategies. With a broadening demographic and diverse consumer personas, businesses must adapt to nuanced consumer demands to remain competitive and relevant. In a fast-paced retail environment, maintaining a consistent and diverse product range is crucial to meeting customer expectations. Retailers are increasingly turning to cost-effective sourcing methods to keep their shelves stocked with the latest vaping devices and flavors. One highly effective strategy is to bulk buy vapes, allowing businesses to benefit from lower per-unit costs while ensuring steady inventory levels. This method not only improves profit margins but also streamlines the supply chain, reducing the risk of stock shortages. By planning ahead and purchasing in volume, retailers can stay competitive and responsive in a growing and dynamic market. The UK vape consumer is no longer a monolith. Initially dominated by ex-smokers seeking harm reduction, the market now includes a wider range of users: from young adults experimenting with nicotine alternatives to seasoned enthusiasts immersed in vape culture. Millennials and Gen Z comprise a significant share of the consumer base, drawn by sleek device designs, convenience, and customisation options. Older demographics, on the other hand, often seek straightforward, cigarette-style devices that offer a familiar experience. Marketing strategies must reflect this heterogeneity. Messaging aimed at health-conscious users focusing on smoking cessation differs dramatically from campaigns targeting lifestyle vapers who seek variety and community. Understanding the unique motivations of each group is essential for segmentation and tailored communication. For many UK consumers, the decision to vape is grounded in health and lifestyle considerations. Public Health England's endorsement of vaping as a less harmful alternative to smoking has legitimised it as a cessation tool. Others are motivated by cost savings, flavour variety, or the absence of combustion and odour. These motivations influence purchasing behaviour. Health-conscious consumers often gravitate toward reputable brands with transparent ingredient disclosures. Flavour-chasers seek e-liquids with creative profiles and may be more adventurous in product exploration. Price-sensitive users prefer multipacks or bulk buys, while tech-savvy vapers invest in advanced mods and pod systems. Brands must identify which of these drivers are most prominent in their target audience to optimise product offerings and promotions. The UK market reflects a growing preference for convenient and discreet products. Disposable vapes have seen exponential growth, particularly among newer users and casual vapers. Their ease of use, low upfront cost, and wide availability in retail settings make them highly attractive. Conversely, refillable pod systems and advanced mods appeal to experienced users who value customisation and long-term cost efficiency. E-liquid preferences also vary widely: nicotine salts are favoured for their smooth throat hit and rapid nicotine delivery, while high-VG liquids are preferred by cloud chasers and flavour enthusiasts. For marketers, recognising these format preferences enables strategic product placement and inventory management. Retailers must balance variety with demand trends to cater effectively to both ends of the consumer spectrum. Flavour remains one of the strongest differentiators in the UK vape market. Fruity, dessert, and menthol profiles dominate shelves, with tobacco flavours largely serving legacy consumers transitioning from cigarettes. Trends show that consumers often begin with tobacco or menthol flavours and transition to sweeter or more novel profiles as they grow accustomed to vaping. Nicotine strength is another critical factor. Beginners may start with higher concentrations, particularly via nicotine salts, while seasoned vapers gradually taper down. Marketing that emphasises flavour innovation and nicotine customisation—without violating advertising regulations—resonates strongly with UK buyers. Product labelling and online descriptions must communicate these attributes clearly to support informed purchases. UK vape consumers are increasingly turning to online channels for both information and purchasing. E-commerce platforms allow for discreet buying, greater product variety, and access to customer reviews. Social media also plays a pivotal role in influencing purchasing decisions, especially among younger users. Instagram, Reddit, and YouTube are common forums for product discovery, reviews, and tutorials. Brands that maintain active, compliant social media presences and invest in SEO-optimised content marketing are more likely to capture digital traffic and convert awareness into sales. Moreover, offering mobile-optimised websites and efficient fulfilment options enhances the user experience, reinforcing brand loyalty. Price remains a crucial factor, particularly during economic downturns. However, value perception can often outweigh raw cost. Consumers are willing to pay more for brands they perceive as reliable, flavourful, or premium. Loyalty programmes, bundling strategies, and tiered pricing models can appeal to different budget levels without compromising perceived quality. For example, offering starter kits with refill incentives or loyalty discounts for repeat buyers can increase retention. Transparency around price—such as breaking down cost per puff or per day—can also shift perceptions and help consumers justify their investment. Vaping in the UK has also taken on a cultural dimension. Vape shops serve not only as retail outlets but also as community hubs, especially in urban centres. Events, online forums, and review blogs foster a sense of belonging among enthusiasts. Brands that engage with these communities authentically and respectfully are often rewarded with word-of-mouth promotion and organic brand ambassadors. Marketers must approach community engagement with nuance. Hard selling rarely works in these spaces. Instead, brands should aim to provide value—through education, entertainment, or exclusive previews—while maintaining a human and relatable voice. With the rising popularity of vaping products across the UK, retailers face the challenge of sourcing a consistent and diverse inventory to satisfy customer demand. Efficient supply chains and competitive pricing are crucial for maintaining profitability and market relevance. In this context, businesses increasingly rely on vape wholesale UK services, which provide access to a broad range of products at competitive rates while ensuring compliance with local regulations. This approach helps retailers manage stock levels effectively and adapt quickly to emerging trends. Ultimately, leveraging such wholesale partnerships supports sustainable growth and strengthens a retailer's position in a competitive landscape. Understanding the UK vape consumer is a complex but necessary endeavour. From diverse demographics and motivations to evolving flavour preferences and digital behaviours, each layer offers insight into how brands can better serve and sell. Tailoring marketing and sales strategies to these nuanced consumer profiles unlocks not only higher conversion rates but also stronger, more sustainable brand-consumer relationships. In a market shaped by regulation, competition, and innovation, consumer understanding remains the most enduring competitive advantage. The vape businesses that thrive are those that listen closely, adapt intelligently, and communicate clearly with their audience. TIME BUSINESS NEWS
