In a survey conducted in Australia during the second quarter of 2022, over half of the respondents indicated that they had switched to cheaper brands or shopped around for cheaper prices as a way of dealing with cost of living pressures. More than *** in *** respondents indicated that they had deliberately missed a bill payment in response to rising pressures.

Approximately 81 percent of people in the Republic of Ireland thought that the state of the global economy was the main contributing factor to the rising cost of living in the country. By contrast, just 49 percent of people in Ireland believed that workers demanding pay rises was the main reason.

According to a consumer demand survey conducted by Capgemini Research Institute in late 2022, approximately seven in 10 consumers around the world expected companies to provide more discounts to help them purchase essential items to help them during the cost-of-living crisis. About two-thirds of shoppers also expected enterprises to forfeit any excess profits for the benefit of society. For more Capgemini insights, click here.

Inflation is set to continue outpacing wage growth over the year, creating cost of living pressures for consumers.

Real household disposable income per person in the United Kingdom is expected to grow by 2.6 percent in 2024/25, with disposable income growth slowing from that point onwards. In 2022/23, disposable income fell by two percent, after falling by 0.1 percent in 2021/22, and 0.3 percent in 2020/21.

Indicators from the Opinions and Lifestyle Survey (OPN) related to the impact of cost of living on behaviours and health, with breakdowns by different population groups.

A survey conducted in 2022 among Australian consumers revealed that around ** percent of respondents intend to spend less at restaurants, cafés, and bars as a result of cost of living pressures. Half of respondents also said they planned to get less takeout.

Shifting social trends have significantly influenced the Restaurants industry's performance over recent years. Consumers' busy lifestyles and high workloads have driven demand for restaurant meals, as well as takeaway and delivery services. Restaurants allow consumers to combine dining with leisure and avoid spending time on food preparation. Rising demand for food delivery platforms like Uber Eats, which enable time-poor consumers to purchase home-delivered, restaurant-quality food, has also supported industry revenue. Despite tight discretionary incomes and recent cost-of-living pressures, Australian consumers have continued to prioritise eating restaurant meals, as they view them as affordable indulgences. However, industry businesses are struggling with elevated operational costs, including high input, rent and energy expenses. Labour shortages have also plagued the industry, with restaurants facing significant retention gaps. These challenges, along with intense competitive pressures, have eroded the industry’s profitability, compelling some businesses to exit the industry. Nonetheless, the total number of enterprises in the industry has increased over the past five years as dynamic consumer preferences have created several niches for restaurants to cater to. Overall, industry revenue is expected to have soared at an annualised 8.2% over the five years through 2025-26 to $26.2 billion. This includes a moderate anticipated rise of 0.4% in 2025-26. Reeling from the economic challenges of the past five years, restaurants are set to diversify their revenue streams by expanding their service offerings to include merchandise and live events over the coming years. Restaurants are forecast to focus on improving operational efficiencies to limit costs and boost their profit margins. This includes adopting integrated technological advancements that will enhance the overall dining experience for customers. There will also be a focus on sustainability efforts as Australian consumers become more discerning about their environmental choices. Overall, industry revenue is projected to increase at an annualised 2.0% over the five years through 2030-31 to reach $28.9 billion.

In a survey conducted in March 2022, over half of grocery shoppers in Australia were concerned about grocery affordability. In order to manage cost of living pressures, ** percent of respondents revealed they had reduced spending on grocery food, such as pantry items and tinned goods. ** percent of those surveyed also said they had cut down on meat purchases.

Online grocery sales have been ramping up, with the segment now a viable and successful product line for grocery retailers. Improvements to packing logistics, distribution centres, marketing efforts and other operations have supported continued grocery sales growth. Additionally, consumer habits have shifted, with online shopping more prevalent across the whole retail sector and meal kit services remaining popular among those with busy lifestyles. However, physical stores' convenience, lack of delivery fees and perception as better outlets for fresh food have dampened some activity. Online grocery shopping has been both Coles’s and Woolworths' strongest growth channels over the past two years, with Coles seeing a 25.7% jump in sales over the twelve months to March 2025. These trends have since continued to snowball and propelled industry revenue growth to an expected average annual 5.7% over the five years through 2025-26 to $11.8 billion, despite lockdowns five years ago uniquely positioning the benchmark year of 2020-21 as a strong online sales year. Online grocery shopping is highly concentrated between the industry's two largest chains, Woolworths and Coles. Both giants use their extensive existing store networks and distribution centres to service wide areas. Their economies of scale have benefited industry profitability, with average profit margins remaining positive over the past five years. This trend has signified a shift for the industry, with investors now aiming for sustainable operations rather than loss-leading growth strategies. Cost-of-living pressures in recent years have threatened online grocery performance, especially when it comes to traditional meal kit services. Nevertheless, where most industries are passing on costs, relying on price-driven growth, online grocers have also been able to source a growing market, capitalising on demand-driven growth. As busy consumers have found themselves increasingly turning towards online shopping, revenue is expected to jump 4.7% in 2025-26. Easing cost-of-living pressures are slated to have mixed effects on online grocers, including boosting purchase volumes and appetites for meal kits and online delivery. Continued improvements to delivery times and expansions of dark store networks will boost online grocery shopping coverage and interest. The expansion of other grocers, like ALDI, IGA and Amazon, has the potential to intensify competition and keep downwards pressure on prices. Overall, online grocery shopping revenue is forecast to climb at an annualised 2.6% over the five years through 2030-31 to total $13.4 billion.

The Media Buying Agencies industry is entering a transformative period in 2025-26, marked by recovery, consolidation and rapid technological change. Industry revenue, which typically follows advertising expenditure and demand for media planning, has historically been highly sensitive to economic fluctuations. The pandemic caused a sharp dip in turnover and profit margins, while ongoing cost-of-living pressures and weak business confidence have made clients wary of committing to large campaigns. However, conditions are stabilising, with advertising spending showing signs of a cautious recovery. Although industry revenue is expected to have fallen at an annualised rate of 1.0% over the five years through 2025-26, reaching $1.7 billion, the pace of decline has slowed compared with previous years. Agencies have partially offset weaker spending by integrating value-added services, like strategic media planning and programmatic buying, which have supported profitability and contributed to a 1.6% boost in revenue anticipated in the current year. At the same time, consolidation within the industry is accelerating. The proposed Omnicom-IPG merger, expected to be completed in 2025-26, would create a combined entity with unmatched global scale, placing additional pressure on mid-tier agencies. However, these global giants’ relatively smaller presences in the Australian market creates opportunities for local agencies to capture market share by specialising in niche sectors, developing innovative programmatic solutions or leveraging hyper-local expertise. Larger agencies with integrated service offerings will retain a competitive advantage, but agile domestic agencies can still carve out a meaningful presence. Looking ahead to 2030-31, major events like the 2032 Brisbane Olympics and federal elections are set to create temporary spikes in advertising demand, supporting revenue across digital and traditional channels. Media buyers will navigate the opportunities presented by AI-driven targeting and programmatic buying while addressing growing privacy concerns as Australians become cautious about how businesses use their personal data. Shifts in audience behaviour will continue to reshape agency strategies as consumers’ attention fragments across a growing array of digital channels, moving away from traditional print and linear television towards online video, social media and streaming platforms. Considering these factors, industry revenue is forecast to rise moderately at an annualised rate of 0.7%, reaching $1.8 billion over the five years through 2030-31. Agencies that can adapt to consolidation, technology adoption and shifting audience attention patterns are positioned to lead in an increasingly competitive and fast-changing market.

Discount department stores have battled for consumer shopping dollars. The early phase of the COVID-19 pandemic gave stores like Kmart a temporary lift, with strong demand for home, active and kids' products, as Australians spent more time at home. However, pandemic-related shutdowns, reduced trading days and supply disruptions quickly eroded gains. Following the initial rebound when stores returned to normal operations, intensifying cost-of-living pressures struck down sales once again. Even so, the industry responded with aggressive pricing and an expanding private-label range, determined to capture increasingly value-conscious consumers. Overall, industry revenue is expected to contract at an annualised 1.1% over the five years through 2025-26 to $17.8 billion. This includes an anticipated upswing of 1.3% in the current year owing to improving economic conditions. Volatility has defined the discount department store market over the past five years. While the pandemic prompted store network consolidation, including Target reformats and Big W closures, the major brands – Kmart, Target and Big W – have solidified their market dominance, increasing the barriers for smaller retailers. Digital competition from ecommerce giants like Amazon and Kogan has also forced the market to ramp up investment in omnichannel experiences and loyalty programs. While smaller retailers have struggled to keep up, larger chains have become more agile and efficient, leveraging their scale to negotiate better terms of trade, invest in logistics and further squeeze competitors via permanent price drops and streamlined operations. Going forwards, easing inflationary pressure and forecast interest rate cuts are set to restore some consumer purchasing power, boosting discretionary spending and confidence. ABS data already shows department store sales growth trending upwards, and major retailers are betting big on omnichannel investments, like Kmart’s new fulfilment centre and innovative store formats targeting younger demographics. However, competition will remain fierce, especially from online titans, and ongoing price wars will pressure both margins and market share. Smaller discount department stores are likely to face further consolidation, shrinking market size and employment. Still, for the big brands able to drive costs down and respond quickly to evolving consumer preferences, profitability is poised to strengthen, setting the stage for renewed growth in the years ahead. Overall industry revenue is on track to climb at an annualised 1.3% over the five years through 2030-31 to reach $19.0 billion.

The Bed and Breakfast Accommodation industry has grown modestly over the five years through 2025-26, with revenue expected to have increased at an annualised 1.8%. The pandemic heavily disrupted the industry’s performance, pushing demand to historic lows in 2020-21 and driving the industry’s profitability into negative territory. Extended border closures, state lockdowns and weak domestic travel activity left many providers with unsustainable occupancy rates and rising fixed costs. However, the industry’s recovery has gained traction as domestic and inbound visitor nights have normalised, underpinning stronger demand for boutique and regional accommodation. In 2025-26, industry revenue is expected to increase 1.8%, reaching $99.7 million. The rebound reflects improved household sentiment and rising demand for short-break leisure travel. However, cost-of-living pressures and intense competition from hotels and short-term rental providers have tempered growth. Online platforms like Airbnb and online travel agencies (OTAs) remain a structural challenge, as they intensify price competition and erode providers’ capacity to lift room rates in line with rising input costs. Operators that differentiate through premium breakfasts, curated experiences and local partnerships have captured a more stable customer base, helping to lift revenue and rebuild profitability. Industry profitability has been positive, consolidating the recovery from deep losses in 2020-21. Higher average revenue per booking and the use of owner labour to contain staffing costs have upheld higher profit margins. While rising utilities and wage expenses will present challenges over the coming years, providers focusing on authentic experiences and regional positioning are set to sustain healthy earnings in a competitive market environment. Industry revenue is forecast to rise at an annualised 2.3% over the five years through 2030-31 to reach $111.6 million. Growth will be underpinned by steady increases in domestic leisure demand and the gradual recovery of discretionary spending as inflation eases and household incomes improve. However, ongoing cost-of-living pressures and strong competition from hotels, short-term rentals and aggregator platforms will constrain operators’ ability to lift prices, capping overall growth.

The Food Processing Machinery Manufacturing industry's performance depends on activity among downstream food and beverage manufacturers and their capital investment in equipment and machinery. Growing health consciousness and cost-of-living pressures among downstream consumers have influenced demand from major markets, contributing to revenue volatility. While demand from meat and seafood processors has climbed as lean protein sources like chicken and seafood have become more popular, food and beverages perceived to be unhealthy options – including confectionery, soft drinks and alcohol – have constrained demand from beverage manufacturers and sugar and confectionery manufacturers. Inflationary pressures have weakened consumers’ spending on discretionary purchases, which has further exacerbated this trend, driving an expected revenue drop of 5.3% in 2024-25. Domestic manufacturers have faced intense competition from imports as recovering supply chain conditions have heightened import penetration. Australia imports food processing machinery from countries like China, the United States and Germany. Well-established foreign manufacturers have attracted clients, which has placed downwards pressure on the industry's profit growth, as foreign manufacturers can deliver quality products at competitive prices because of their more significant economies of scale. Industry profitability has climbed overall over the past few years as food processing manufacturers have improved efficiency through automation, reducing wage costs. Overall, industry revenue is expected to have climbed at an annualised 1.6% over the five years through 2024-25, to $1.4 billion. Food processing machinery manufacturers’ performance is set to weaken over the next few years, with revenue forecast to dwindle at an annualised 0.8% over the five years through 2029-30, to $1.3 billion. An increasing emphasis on resource optimisation is poised to escalate private capital expenditure on machinery and equipment, creating revenue growth opportunities for manufacturers. However, manufacturers will continue to face intensifying competition from imports, which are set to capture a greater share of the domestic demand and contribute to revenue declines. Even so, technological advancements and an ongoing emphasis on sustainability and energy efficiency are set to provide business opportunities for manufacturers.

In October 2025, 63 percent of households in Great Britain reported that their cost of living had increased in the previous month, compared with 72 percent in April. Although the share of people reporting a cost of living increase has generally been falling since August 2022, when 91 percent of households reported an increase, the most recent figures indicate that the Cost of Living Crisis is still ongoing for many households in the UK. Crisis ligers even as inflation falls Although various factors have been driving the Cost of Living Crisis in Britain, high inflation has undoubtedly been one of the main factors. After several years of relatively low inflation, the CPI inflation rate shot up from 2021 onwards, hitting a high of 11.1 percent in October 2022. In the months since that peak, inflation has fallen to more usual levels, and was 2.5 percent in December 2024, slightly up from 1.7 percent in September. Since June 2023, wages have also started to grow at a faster rate than inflation, albeit after a long period where average wages were falling relative to overall price increases. Economy continues to be the main issue for voters Ahead of the last UK general election, the economy was consistently selected as the main issue for voters for several months. Although the Conservative Party was seen by voters as the best party for handling the economy before October 2022, this perception collapsed following the market's reaction to Liz Truss' mini-budget. Even after changing their leader from Truss to Rishi Sunak, the Conservatives continued to fall in the polls, and would go onto lose the election decisively. Since the election, the economy remains the most important issue in the UK, although it was only slightly ahead of immigration and health as of January 2025.

Executive Summary The Canada Deposit Insurance Corporation (CDIC) helps safeguard the stability of the financial system by providing deposit insurance against the loss of eligible deposits at member institutions in the event of failure, and by ensuring the orderly resolution of troubled member institutions. Canada’s economy is facing continued headwinds due to global and domestic factors, including tighter monetary policy, rising interest rates, geo-political tensions, and low housing affordability. In 2022, this resulted in cost-of-living pressures and a decline in real and financial asset values. For Canadian businesses, the year ahead outlook is cautious. Businesses continue to navigate a tight labour market and worker skill shortages. Borrowing costs are on the rise. Real business investment in Canada continues to lag behind pre-pandemic levels. CDIC’s member institutions are facing a period of economic uncertainty. However, member institutions are in stable financial condition due in part to capital and liquidity buffers and well-regulated funding standards for members. Nonetheless, CDIC will continue to focus on strengthening its readiness to respond to a variety of these circumstances and possible shocks to the financial system. Alongside these conditions, the pace of digitalization and innovation in the financial sector is resulting in new financial products, services, and players, which are fundamentally changing the financial sector landscape. CDIC will work proactively to ensure that the deposit insurance, resolution frameworks, and operations remain fit for purpose. CDIC will also strive to increase awareness of deposit insurance to maintain depositor confidence and reinforce financial sector resilience as the landscape continues to evolve. The digitalization of finance has implications for how Canadian depositors access their money and for the security of their data against cyber threats. To maintain depositor confidence, CDIC is transforming its technological capabilities to increase the speed, security, and convenience of access to insured deposits in the event of a member failure. CDIC is also evolving its workplace to respond to changes in the operating environment. There has been an acceleration of technological and cultural changes for all organizations, with competition for talent at an all-time high. CDIC will continue to implement strategies to attract and retain top talent including through Indigenous partnerships to ensure that its employees are representative of Canada’s diverse population. As CDIC continues to experiment with a hybrid work model, CDIC will continue to adapt its technology, operations, and skills training across the organization to maintain flexibility for staff and capability to fulfill its mandate to serve Canadians. CDIC will continue to embed Environmental, Social, and Governance (ESG) principles and initiatives into its operations to foster long-term sustainability and resiliency. CDIC will focus on three strategic objectives for the 2023/2024 to 2027/2028 planning period, anchored to the Corporation’s mandate as deposit insurer and resolution authority: 1 — Be resolution ready Being resolution ready involves having the necessary processes, tools, systems, and financial capacity, as well as the right people to allow CDIC to resolve a member institution if necessary. This is important because CDIC’s role within Canada’s financial safety net intensifies during times of economic hardship or uncertainty and being resolution ready is a key element in promoting financial stability. 2 — Reinforce trust in depositor protection Depositor confidence in the safety of their deposits is essential to CDIC’s mission to serve Canadians, and for the stability of the financial sector. CDIC will reinforce trust in depositor protection by anticipating and responding to innovation in the financial sector to ensure that the deposit insurance and resolution frameworks, as well as CDIC’s operations, remain fit for purpose to maintain depositor confidence. 3 — Strengthen organizational resilience Strengthening organizational resilience involves addressing internal and external factors that can impact CDIC’s technologies, people, and culture. CDIC will enhance the efficiency and effectiveness of its systems, technology, operations, and skills training to ensure that the Corporation can continue to fulfill its mandate while being prepared for the workplace of tomorrow. In fiscal 2023/2024, CDIC’s operating budget will be $89.1 million, and its capital budget will be $3.8 million. CDIC maintains ex ante funding to cover possible deposit insurance losses. The amount of such funding is represented by the aggregate of CDIC’s retained earnings and the provision for insurance losses. CDIC’s ex ante fund totalled $7.9 billion (73 basis points of insured deposits) as at December 31, 2022. The Corporate Plan anticipates and responds to the evolving operating environment and risks facing CDIC and supports the Corporation’s achievement of its mandate while striving to maintain Canadians’ confidence that their eligible deposits are protected.

Over the past few years, the Metal Furniture Manufacturing industry has battled to maintain its share of the domestic furniture market, with imports rising as a share of domestic demand. This considerable import competition and shaky downstream demand mean revenue is expected to contract at an annualised 2.2% over the five years through 2025-26 and an anticipated 6.4% in 2025-26 alone, to $813.4 million. Rising house prices have deteriorated demand from the retail market as a larger renting population has hit demand for long-lasting metal furniture. Cost-of-living pressures have expanded demand for convenient and inexpensive alternatives like Amazon and IKEA alternatives, leaving a fragmented market of metal furniture manufacturers competing for a continuously shrinking consumer base. While manufacturers of boutique metal furniture found relief in falling metal prices, intense competition has eroded profit margins as manufacturers have had to lower prices to attract consumers. Commercial and industrial demand improvements partially offset fragile demand in the retail market. In industrial markets, booming ecommerce and economic digitisation drew select manufacturers to innovate in specialised technologically heavy complex storage systems, promoting a shift towards high-value, low-volume business models in a fragment of the broader Metal Furniture Manufacturing industry. Reliance on geographic location to install and maintain systems led the industrial metal furniture manufacturing market to find relief from ongoing import competition. To facilitate a rebound in revenue over the coming years, commercial manufacturers will need to push past redundant paper filing solutions and tailor manufacturing to high-value medical furniture, ergonomic business equipment and high-value storage solution. These products will offer a reprieve from low-cost Chinese imports by increasing differentiation. While pressured in the domestic markets, rising trade tensions between the United States and China may position Australian manufacturers to leverage strong historic trade relationships, finding improved price competitiveness through comparatively lower tariffs, lifting the total value of exports over the coming years. Metal furniture manufacturing revenue is forecast to total $870.0 million in 2030-31, representing an annualised expansion of 1.4%.

In 2022, ** percent of respondents who received charitable assistance and were also on Jobseeker payments reported difficulty in meeting living expenses. The majority of respondents from all income sources faced difficulties meeting living expenses in this period.

Unlike many other health services, the majority of the UK population has to pay for dental treatment. Dental insurance policies cover treatment provided by both NHS and private dentists. The propensity to purchase dental insurance is greater when people wish to receive treatment from private dentists, as the costs associated with private treatment are much higher. Dental Insurance revenue is anticipated to grow at a compound annual rate of 1.4% over the five years through 2024-25 to £1.1 billion, including estimated growth of 5% in the current year. Regulatory reforms have ramped up the use of reinsurance as a capital risk reduction tool in the industry. The average profit margin has narrowed as a result of intensifying competition and cost pressures associated with the FCA's fair pricing reforms introduced in January 2022. The cost-of-living crisis and spiralling inflation in the two years through 2023-24 hurt demand for dental insurance, as people reined in spending to afford essential goods. However, hefty waiting times for the NHS following the COVID-19 outbreak resulted in many shifting to private dental care, lifting demand for dental coverage and contributing to revenue growth in recent years. In 2024-25, subsiding cost of living pressures and improving economic growth prospects will support demand from individual customers and make businesses more willing to splash out on employee benefits. Dental Insurance revenue is forecast to grow at a compound annual rate of 5.3% over the five years through 2029-30 to reach £1.4 billion. In the coming years, the higher interest rate environment will support investment income, with insurers that typically have high exposure to bonds receiving greater coupon payments, lifting reserves and allowing for more policies to be written. A growing UK workforce and the ageing population will boost demand as dental insurance consumers are more likely to be policyholders through workplace schemes. The average industry profit margin is set to remain constrained due to further competitive pressures and cost increases related to dental service price inflation and increased claims.

Retail property operators in Australia have endured highly volatile trading conditions over the past five years, as shifting consumer preferences and economic volatility have shaped a turbulent landscape. The rapid rise of ecommerce has contributed to a steady decline in demand for traditional retail space, prompting tenants to reassess their store portfolios and, in many cases, reduce their physical footprints. Segmentation across the market has increased: many prime locations have remained in high demand, supported by resilient consumer traffic, while secondary and legacy centres have faced elevated vacancies and downwards pressure on leasing terms. Major operators like Scentre Group have concentrated capital expenditure on refurbishments, sustainability initiatives and large-scale premiumisation, reinforcing their appeal to top-tier tenants seeking modern, energy-efficient premises and amenities. Overall, industry revenue is expected to have risen at an annualised 2.3% over the past five years to total $37.2 billion in 2024-25, when revenue is anticipated to grow 2.4%. High interest rates and cost-of-living pressures have influenced the industry’s performance, as consumers have reined in discretionary spending and retailers have hesitated to expand. These headwinds have made asset quality and operational excellence critical. Upgraded centres with strong anchor tenants (like major supermarkets Coles and Woolworths) and strategic locations continue to attract healthy tenant demand, in contrast to weaker performing assets, which have been exposed to persistent vacancies. The trend towards omnichannel retailing, with operators integrating click-and-collect and logistics support, has offset challenges related to increased online sales, particularly in lifestyle-oriented suburban centres that have maintained foot traffic and occupancy rates. Meanwhile, operators have been diversifying their income streams – like turnover rents, parking and management services – and leveraging technological efficiencies in property management to support profit margin growth, even as overall conditions remain volatile. Looking ahead, the industry operators will face a more challenging environment. Intensifying ecommerce growth and persistent cost pressures are set to limit broad-based expansion, placing greater emphasis on portfolio quality, tenant retention and adaptable leasing structures. While operators that focus on mixed-use redevelopment and advanced sustainability standards will be better positioned to weather these headwinds, legacy and underinvested properties may face rising vacancies and stiffer competition. Overall, industry revenue is projected to contract at an annualised 1.4% over the five years through 2029-30 to $34.7 billion.