Pressat and PA Media Extend 14-Year Partnership to Strengthen News Distribution

Pressat and PA Media have extended their 14-year partnership, giving businesses enhanced access to trusted UK media distribution channels and greater press release reach.

Businesses looking to maximise the impact of their media coverage have received some positive news, as Manchester-based press release distribution platform Pressat has announced the extension of its long-standing partnership with PA Media Group.

The renewed agreement builds on a successful relationship that has spanned 14 years and will continue to give Pressat customers enhanced access to one of the most trusted and influential news distribution networks in the UK and Ireland.

For organisations seeking to raise their profile, secure media coverage, or share important announcements, the partnership provides expanded distribution opportunities through the PA Media Newswire and Press Release Hub. 

This allows businesses, charities, public sector organisations and brands to place their stories in front of journalists, editors and media outlets across the country.

Founded in Manchester in 2010, Pressat has grown into one of the UK's leading press release distribution services. The platform supports organisations of all sizes, offering a cost-effective way to share news with the media while providing international reach across more than 170 countries and support for over 40 languages.

The continued collaboration with PA Media represents a significant advantage for Pressat customers. PA Media, formerly known as the Press Association, has been delivering trusted news and information since 1868 and remains a vital source of content for national, regional and local media outlets.

When she spoke with That's Business, Alison Lancaster, CEO of Pressat Newswire, highlighted the importance of the relationship, describing the original partnership as a major milestone for the company. She noted that the collaboration has enabled customers both in the UK and internationally to distribute their news effectively to key media outlets through one of the country's most respected news organisations.

PA Media is equally enthusiastic about the future of the partnership. Alan Marshall, Managing Director of PR and Marketing Services at PA Media, told us the organisation is delighted to continue working with Pressat and to provide clients with the combined benefits of newswire distribution and online content hubs for both written and visual content.

The announcement reflects the continuing importance of quality news distribution in an increasingly crowded media landscape. While creating a compelling story remains essential, ensuring that story reaches the right journalists and publications is just as important.

For businesses investing in public relations and brand visibility, the renewed Pressat and PA Media partnership offers another valuable route to reaching audiences, generating coverage and building credibility through trusted media channels.

http://www.pamediagroup.com

https://pressat.co.uk

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KYND Named Among World’s Top AI FinTech Companies for Second Year Running

Cyber risk analytics provider KYND has been named in the AIFinTech100 2026 list, highlighting the growing importance of AI-powered cyber intelligence in insurance.

Artificial intelligence continues to reshape the financial services sector, but industry experts increasingly agree that success depends not just on powerful AI tools, but on the quality of the data that powers them.

That principle has helped cyber risk analytics specialist KYND secure a place in the prestigious AIFinTech100 list for the second consecutive year, reinforcing its growing reputation within the insurance sector.

Published annually by FinTech Global, the AIFinTech100 recognises the world's most innovative companies applying artificial intelligence across financial services. The 2026 edition was the most competitive yet, with more than 2,000 companies assessed by industry experts and analysts before the final 100 were selected.

For insurers, brokers and reinsurers, the recognition highlights the increasing importance of reliable cyber risk intelligence in an era where AI is transforming underwriting, portfolio management and risk assessment.

KYND provides insurers with a continuously updated view of an organisation's cyber risk exposure, helping decision-makers move beyond traditional point-in-time assessments and static risk scores. Its platform combines proprietary technology, cyber security expertise and ongoing exposure monitoring to provide insights into organisations ranging from global enterprises to small and medium-sized businesses.

According to KYND Co-founder Melanie Hayes, the award reflects the growing role of cyber intelligence within modern insurance operations.

She noted that while AI is helping insurers analyse risks more quickly and efficiently, the effectiveness of those systems ultimately depends on the quality and accuracy of the intelligence underpinning them. By delivering a real-world view of cyber exposure, KYND enables insurance professionals to make more informed decisions at both individual risk and portfolio levels.

The wider financial services industry is also evolving rapidly. Richard Sachar, CEO of FinTech Global, said the focus of AI adoption has shifted from experimentation to practical implementation. Financial institutions are increasingly looking for solutions that deliver measurable value across areas such as fraud prevention, customer experience, risk management, automation and insurance operations.

The recognition also comes at a time when AI itself is creating new challenges for insurers. From AI-assisted cyber attacks and faster vulnerability exploitation to emerging questions around AI liability, the risk landscape is becoming increasingly complex.

As insurers look to develop the next generation of cyber insurance products, companies such as KYND are helping the market gain greater visibility into emerging threats and opportunities. That intelligence could prove vital in supporting profitable and sustainable growth in the years ahead.

https://www.kynd.io/uk

Dave Cooper Appointed CIBSE President for 2026–2027 with Focus on Resilience

Dace Cooper delivering his address

The CIBSE has appointed Dave Cooper as President for 2026–2027. His theme, "Future-proofing through resilience", highlights the need for adaptable and sustainable buildings.

The Chartered Institution of Building Services Engineers (CIBSE) has appointed Dave Cooper as its President for 2026–2027, marking the beginning of a new chapter focused on resilience, adaptability and long-term thinking within the built environment sector.

Dave officially succeeded outgoing President Vince Arnold following his inauguration at the CIBSE Annual General Meeting 2026, held at the organisation's London headquarters.

Bringing more than 40 years of experience in the lift and escalator industry, Dave Cooper is widely recognised as one of the sector's most respected figures. His career has combined technical expertise with a passion for education, professional development and safety, helping to shape standards and best practices across the industry.

A longstanding member of CIBSE, Dave has played a key role in the development of several editions of CIBSE Guide D: Transportation Systems in Buildings, one of the industry's most influential technical publications. His contributions to engineering have earned him both a CIBSE Silver Medal and an MBE, reflecting his impact on the profession over many years.

Alongside his new presidential duties, Dave continues to hold a number of influential positions across academia, industry and charitable organisations. He is currently a Visiting Professor at the University of East London and has previously been involved with the MSc in Lift Engineering programme at the University of Northampton. His extensive portfolio of roles also includes leadership positions within professional engineering bodies, educational trusts and industry charities.

In his Presidential Address, Dave introduced his theme for the year: "Future-proofing through resilience." The theme focuses on the need for engineers to design buildings, systems and infrastructure capable of adapting to changing demands, emerging technologies and future challenges.

Speaking at the AGM, Dave stressed that engineering professionals must think beyond immediate problems and consider the long-term needs of society. His message was straightforward but powerful: "Future-proofing isn't optional, it's essential."

The theme comes at a time when businesses and organisations across the construction and property sectors are facing increasing pressure to deliver sustainable, efficient and adaptable buildings. From climate resilience and energy efficiency to digital transformation and evolving workplace requirements, the challenges facing today's engineers are more complex than ever.

Commenting to That's Business on his appointment, Dave said he was honoured to serve as President and looked forward to working with CIBSE members around the world to promote engineering excellence and support the next generation of professionals.

His presidency promises to place resilience at the heart of engineering conversations, helping ensure that the buildings and infrastructure created today remain fit for purpose for decades to come.

You can read Dave's full address here:- https://www.cibse.org/about-cibse/governance/our-people/cibse-president/presidential-addresses/

https://www.cibse.org/

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AI Isn't Failing Businesses – Why UK Companies Need to Rethink AI ROI

AI Isn't Failing Businesses – Expectations Are.

Three-quarters of UK businesses now use AI, but only 31% report positive ROI. Discover why the issue may be expectations rather than the technology itself.

Artificial intelligence has rapidly become part of everyday business operations across the UK. From customer service chatbots to content creation tools, organisations of all sizes are embracing AI in the hope of boosting efficiency and profitability.

Yet new research suggests many businesses are struggling to see the returns they expected.

A survey of 500 senior decision-makers conducted by Studio Graphene found that over three-quarters of UK businesses are now using AI tools. 

However, only 31% reported seeing a positive return on investment, while fewer than half could clearly define what success from AI would actually look like.

At first glance, those figures might suggest AI is underperforming. But some industry experts believe the real problem lies elsewhere.

According to Angus Hay, CEO and Founder of Edinburgh-based AI agency Vereus, businesses may simply be measuring the wrong things.

Many organisations adopt AI with the expectation that it will directly increase sales, win new customers or generate additional revenue. While AI can certainly support these goals, Hay argues that its greatest value often comes from something far less glamorous: removing time-consuming administrative tasks from employees' workloads.

In many businesses, highly skilled professionals spend significant portions of their week on reporting, compliance, research, data gathering and other repetitive tasks. While necessary, these activities rarely generate revenue directly.

This is where AI can make a genuine difference.

Rather than replacing people, AI can automate many of these routine processes, freeing employees to focus on work that creates real value. More time can be spent serving customers, developing products, building relationships and driving growth.

Vereus has seen this approach deliver impressive results. One investment firm reportedly reduced a six-day intelligence-gathering process to less than two minutes. A rental business reclaimed nearly two weeks of manual reporting time during each reporting cycle, while a telecommunications company cut expansion costs by over £30,000 per month.

In each case, AI wasn't generating income directly. Instead, it was creating additional capacity for people to perform at their best.

Interestingly, separate research from KPMG suggests that 65% of UK businesses plan to continue investing in AI regardless of whether they can currently demonstrate a clear return on investment.

That may be because many business leaders instinctively recognise AI's potential, even if traditional ROI measurements fail to capture its true value.

Perhaps the most important question businesses should ask isn't "What will AI earn?" but rather "What could our people achieve if AI gave them more time to do what they do best?"

https://www.vereus.co.uk

Why Staff Training Is Essential for Every Business

Or why training should be at the heart of every business. 

Discover why training should be a core part of every business strategy, helping improve customer service, staff retention, productivity and long-term success.

Whether you run a small independent cheesemonger, manage a multi-branch chemist chain, or lead a professional business consultancy, one thing remains true: your people are your greatest asset. Yet far too many organisations still view training as an expense rather than an investment.

That mindset can prove costly.

The difference between a thriving business and one that struggles often comes down to the knowledge, confidence and professionalism of the people representing it every day.

Every Customer Interaction Matters

Customers judge businesses on the experiences they receive. A knowledgeable member of staff who can answer questions, offer advice and provide excellent service can turn a casual visitor into a loyal customer.

Conversely, poor service can drive customers away for good.

Imagine walking into a specialist food shop looking to spend a significant amount of money. If staff appear distracted, disengaged or more interested in personal conversations than serving customers, that potential sale may be lost. Worse still, the customer may never return.

A very dirty public-facing part of a national pharmacy chain

Training helps employees understand the importance of customer service, communication skills and professional behaviour. It ensures they recognise that every interaction has the potential to strengthen or damage the business's reputation.

And a business that doesn't teach and practice could cleaning and hygiene practices will put off potential clients or worse, potentially make people ill. 

Small Businesses Need Training Too

There can be a misconception that training is only for large corporations with substantial budgets.

In reality, small businesses often have even more to gain.

When a company has only a handful of employees, each person's performance has a significant impact on customer satisfaction and profitability. A single poor experience can affect online reviews, word-of-mouth recommendations and repeat business.

Regular training sessions do not have to be expensive. They can involve product knowledge updates, customer service workshops, health and safety refreshers or simply discussions about business values and expectations.

Keeping Skills Up to Date

Markets change constantly. New technologies emerge, regulations evolve and customer expectations shift.

Businesses that fail to train their staff risk falling behind competitors.

A chemist chain must ensure employees understand new healthcare guidance and products. A consultancy firm needs staff who are familiar with the latest industry trends and best practices. Retailers need employees who understand changing consumer behaviour and digital tools.

Training keeps businesses agile and competitive.

Building Employee Confidence and Retention

Employees who receive regular training often feel more valued and supported. They gain confidence in their roles and are better equipped to handle challenges.

This can lead to higher job satisfaction, improved morale and lower staff turnover.

Replacing employees is expensive. Recruiting, onboarding and training new staff can cost far more than investing in the development of existing team members.

A Competitive Advantage

In a world where customers have countless choices, exceptional service can be a powerful differentiator.

Products can often be copied. Prices can be matched. What competitors cannot easily replicate is a team of well-trained, engaged employees who consistently deliver outstanding experiences.

Training should not be viewed as an optional extra or something reserved for large organisations. It is a vital business function that directly influences customer satisfaction, employee performance, profitability and long-term success.

From the smallest independent retailer to the largest national chain, businesses that invest in their people are investing in their future.

If You Ignore Customers, Don't Be Surprised When They Shop Online. Because if Customers Feel Invisible, They Will Shop Elsewhere

A real-life lesson in customer service and why ignoring paying customers can drive shoppers straight to online retailers like Amazon.

The battle for the future of Britain's high streets is a topic that comes up regularly. 

Retailers talk about rising costs, online competition, changing consumer habits and the challenges of attracting customers through their doors.

But sometimes the biggest threat to a business isn't Amazon, eBay or any other online giant, or a supermarket. Sometimes it's simply poor customer service.

My wife and I recently experienced a perfect example.

We visited a specialist cheesemonger that we have used several times before. We weren't browsing. We had every intention of making a substantial purchase, expecting to spend somewhere between £50 and £60 on a selection of quality cheeses.

When we entered the shop there were only two members of staff present: the manager and an assistant who were both behind the counter. There were no other customers.

The assistant was engrossed in loudly reading a lengthy letter on her phone concerning the departure of the headmaster at her daughter's school. As my wife and I approached the counter, the manager glanced up and asked, "Can I help you?"

"Yes, please," I replied.

That should have been the start of a straightforward sale.

Instead, the assistant continued reading the letter aloud. At one point she even exclaimed, "Oh! I thought that was all, but there's lots more!" before carrying on. The manager appeared equally interested, asking questions and engaging in the conversation.

Meanwhile, my wife and I stood waiting.

And waiting.

And waiting.

Neither member of staff made any effort to serve us, acknowledge the delay, or even pause their discussion. Eventually we simply turned around and left.

The sale was lost.

As we walked away from the shop my wife summed it up perfectly.

"And shopkeepers wonder why people buy items on Amazon instead of using high street traders!"

Her comment struck a nerve because it highlights a truth many businesses still struggle to accept.

Customers don't just buy products. They buy experiences. They buy service. They buy convenience. They buy feeling valued.

Amazon doesn't always offer the best products, the lowest prices or the most specialist knowledge. What it does offer is efficiency. Customers click a button, place an order and receive what they need without being ignored or treated as an interruption.

Independent retailers have something Amazon can never replicate: personal service, expertise and human interaction. Yet those advantages disappear the moment staff become distracted by their phones or personal conversations.

Every customer who walks through the door is a potential sale. More importantly, they're a potential repeat customer.

In our case, two loyal long-term customers left empty-handed because two members of staff chose a school letter over a paying customer.

The lesson for businesses is simple: if customers feel invisible, they'll quickly find somewhere else to spend their money.

Incidentally, many cheesemongers have Amazon channels. To see what we mean please check out this link to our associated Amazon-powered retail shop:- https://amzn.to/4ojcYbK

Semiya Agency Launches New Website and Expanded Branding Services for Startups

Boutique Branding Agency Semiya Expands Services with New Website and Global Growth Vision.

Boutique branding specialist Semiya Agency unveils a new website and expanded services, helping startups and entrepreneurs build powerful brands and accelerate growth.

Building a successful business is one thing. Building a memorable brand is another entirely. That's where boutique branding specialist Semiya Agency is aiming to make a difference as it unveils a brand-new website and an expanded range of services designed to help startups and entrepreneurs grow with confidence.

After six years of building a strong reputation in the branding sector, Semiya Agency is taking its next step with a broader international focus and a comprehensive suite of brand development solutions tailored to ambitious businesses.

The agency works closely with startups and growing companies, helping transform ideas into recognisable brands through strategic planning, creative design and digital marketing expertise. Its services cover every stage of the branding journey, including brand strategy, naming, logo design, copywriting, web development and SEO content creation.

What makes Semiya Agency stand out is its flexible approach. Businesses can choose individual services or opt for complete branding packages that provide everything needed to launch or reposition a company in the marketplace.

The agency's name is inspired by the Spanish word semilla, meaning seed, reflecting its commitment to helping businesses establish strong foundations and achieve sustainable growth.

Co-founder Sarah Gordon explained to That's Business: "At Semiya Agency, a business becomes a brand, strengthening its roots so that it can flourish. Our multidisciplinary team works with innovative entrepreneurs to instill their brands with clear vision and purpose."

The agency brings together strategists, designers, copywriters and web developers to create tailored solutions for every client. This collaborative approach has already helped businesses across a wide range of industries, from healthcare and technology to fashion and luxury retail.

Among its notable projects are branding and content development for hair restoration company Harklinikken, a full rebrand for healthcare innovator GA Health, and the creation of a luxury identity for babywear brand Dolcetta. Other successful partnerships include technology firm NANUXPC, wellness brand Eboost and luxury fabric startup Spin & Yarn.

Before launching its independent platform, Semiya Agency built an impressive reputation through freelance marketplaces, earning Fiverr Pro Agency status and maintaining a 4.9-star rating across more than 500 completed projects.

Beyond commercial success, the company is also committed to making a positive impact. Semiya Agency donates 1% of its profits to global reforestation charity One Tree Planted and offers substantial discounts to five promising "budding brands" each year, helping entrepreneurs with great ideas but limited resources access professional branding support.

For startups looking to stand out in increasingly competitive markets, Semiya Agency's expanded offering could provide the foundations needed for long-term success.

https://www.semiya.agency

UK Hiring Momentum Builds as Professional Job Vacancies Surge in May

There’s some encouraging news for job seekers and businesses alike, with the UK professional jobs market showing fresh signs of strength as hiring activity continued to rise throughout May.

New data from recruitment and business consulting firm Robert Half reveals that professional job postings climbed by 7% month-on-month, exceeding 56,400 vacancies across the UK. 

Even more encouragingly, this marks the second consecutive month of growth, pushing hiring levels back towards the highs seen at the start of 2026.

The latest figures suggest that employers are once again investing in highly skilled talent, particularly in finance, accounting and technology roles that are crucial to business growth and long-term success.

Finance teams are seeing particularly strong demand. Credit Controller vacancies increased by 19% in May, while Finance Director roles rose by 20%. These gains indicate that organisations are placing greater emphasis on financial control, strategic planning and business performance as they navigate an increasingly competitive marketplace.

The sectors driving this growth are equally interesting. Finance and accounting vacancies within business services jumped by 24%, while manufacturing businesses increased hiring by an impressive 26%. Roles such as Accounts Assistant, Finance Manager and Tax Manager continue to be among the most sought-after positions across the country.

Technology recruitment is also gaining pace as organisations continue to invest in digital transformation projects. IT vacancies rose by 12% month-on-month, reaching around 1,100 advertised positions.

Some of the strongest growth has been seen in senior and specialist roles. Demand for Senior Business Analysts surged by 57%, while Lead Engineer vacancies increased by 36%. These figures suggest that businesses are not simply maintaining existing systems but actively pursuing complex projects, innovation initiatives and technology-led growth strategies.

Geographically, London remains the UK's largest professional hiring market, recording more than 10,600 vacancies during May. However, the capital isn't the only city enjoying renewed confidence.

Manchester also posted a healthy 5% increase in professional job opportunities compared with April, reinforcing its reputation as one of the UK's fastest-growing business and technology hubs.

For employers, the data highlights the importance of attracting and retaining skilled professionals in an increasingly competitive market. For job seekers, it signals growing opportunities across a range of industries, particularly for those with specialist finance or technology expertise.

After a period of uncertainty, the latest figures suggest that confidence is returning to the UK's professional jobs market, and that's welcome news for businesses and workers alike.

Is Your Brand the One Customers Think Of When They're Ready to Buy?

For many businesses, brand awareness has long been the holy grail of marketing. The logic seems simple: if people know your brand exists, they'll buy from you when the time comes.

But what if that's only part of the story?

A growing body of research suggests that being known isn't enough. The brands that win are often the ones that come to mind at the exact moment a customer is ready to make a purchase.

That's where the concept of Mental Availability comes in.

Developed through research by the Ehrenberg-Bass Institute, Mental Availability focuses on whether buyers think of a brand in relevant buying situations. 

Consumers rarely evaluate every brand they know. Instead, they typically consider a small shortlist of brands that immediately spring to mind when a need arises.

If your business isn't on that shortlist, you're unlikely to make the sale.

Recognising this challenge, consultancy SmilingCFO has launched a new online diagnostic tool designed to help marketing leaders assess whether their brand is positioned to be remembered when it matters most.

The Mental Availability Review takes less than five minutes to complete and provides a personalised report highlighting potential strengths, weaknesses and opportunities. The assessment focuses on three critical areas: Mapping, Activation and Measurement.

At the heart of Mental Availability are what marketers call Category Entry Points, the situations, triggers and needs that prompt customers to begin thinking about a purchase. Successful brands create strong mental links to these moments, increasing the likelihood they'll be considered when buying decisions are made.

According to SmilingCFO founder Martin Coyle, many businesses are still relying too heavily on traditional awareness metrics.

"Most brands are still judged heavily on awareness, but awareness alone doesn't mean someone will choose you," he explained to That's Business.

"The real question is whether people think of your brand in the situations that influence purchase."

It's a timely message. With marketing budgets under scrutiny and senior leaders demanding clearer evidence of return on investment, businesses are increasingly looking beyond vanity metrics and focusing on what genuinely drives growth.

The Mental Availability Review isn't intended to be a definitive audit. Instead, it acts as a starting point, helping marketing teams identify areas that may deserve closer investigation before committing significant resources to strategy development or market research.

For larger consumer brands especially, understanding whether customers think of you when they're ready to buy could be one of the most important questions your marketing team asks this year.

After all, if your brand doesn't come to mind at the crucial moment, your competitors probably will.

The Mental Availability Review is available at smilingcfo.co.uk alongside resources explaining how Mental Availability influences brand growth.

One-Size-Fits-All Devolution Could Hold Back Local Business Growth, New Report Warns

As England's devolution agenda continues to gather pace, a new report is warning that a "one-size-fits-all" approach could leave many local economies struggling to reach their full potential.

The report, Everything in its right place: establishing strong organisations and practices for successful devolution, published by the independent think tank Localis in partnership with Local Partnerships, argues that ministers should move beyond simply replicating the Greater Manchester metro mayor model across the country.

Instead, it says devolution must reflect the unique economic realities of different regions if local businesses are to benefit from genuine growth opportunities.

For business owners, investors and employers, the findings could have significant implications.

Many areas of England still lack the strategic powers enjoyed by more established combined authorities. According to Localis, continuing to prioritise these mature devolved regions risks widening economic gaps between different parts of the country and leaving key decisions concentrated in Whitehall rather than in local communities.

The report argues that economic growth strategies should be tailored to local circumstances. While some regions are built around a major city, others rely on networks of towns, rural communities and local supply chains. Applying the same governance model everywhere may overlook these differences and limit the ability of local leaders to support business growth effectively.

For local firms, better-targeted devolution could mean improved transport links, more responsive skills programmes, stronger infrastructure planning and investment decisions that reflect local economic needs rather than national priorities.

One of the report's most eye-catching recommendations is a call for greater fiscal devolution. This could eventually include giving strategic authorities more control over locally raised revenues and even exploring options involving income tax or VAT distribution.

Supporters argue that greater financial autonomy would allow local leaders to invest more directly in projects that stimulate business activity, create jobs and attract inward investment.

The report also highlights the importance of clarity as local government reorganisation continues across England. With new unitary councils being created, Localis says responsibilities between councils and strategic authorities must be clearly defined before new structures become entrenched.

For businesses, this matters because uncertainty over who controls planning, transport, economic development and investment decisions can slow progress and create unnecessary barriers.

Localis senior researcher Sandy Forsyth said devolution should provide regions with the flexibility to respond to their own economic circumstances rather than being constrained by top-down structures.

The message for local businesses is clear: successful devolution isn't just about changing governance. It's about ensuring local economies have the tools, powers and resources needed to drive growth on their own terms. If policymakers get that balance right, businesses across England could be among the biggest winners.

https://www.localis.org.uk

London Workers Defy Tube Strikes as Office Attendance Remains Strong

New data reveals 83% of London office workers still attended work during recent Tube strikes, with cycling and flexible commuting helping businesses stay productive.

When London’s latest Underground strikes were announced, many businesses braced themselves for empty offices, disrupted meetings and a major dip in productivity.

But according to new workplace data, Londoners had other ideas.

Research from workplace meals provider Feedr reveals over 83% of office workers still made it into the workplace and ordered lunch as normal during the recent strike week. That's a surprisingly strong attendance rate and a significant improvement on the September 2025 Tube strikes, when office attendance fell to 77%.

The findings suggest that London's workforce is becoming increasingly resilient, adapting quickly to transport disruption rather than simply staying at home.

Feedr's unique data provides a reliable snapshot of office attendance because employees only use its Cloud Canteen meal ordering service when they are physically present in the workplace. In other words, lunch orders offer a real-time picture of who's actually sitting at their desk.

While strike days still caused a noticeable dip, the overall picture was far more positive than many employers expected.

One of the biggest reasons appears to be changing commuting habits.

As Tube services were disrupted, many workers turned to alternative forms of transport, particularly cycling. Data from bike-sharing subscription platform CycleSaver showed a remarkable 200% increase in applications for smaller subscription minute bundles during the April 2026 strike period. The company also reported an 80% increase in new subscriptions compared to the previous month.

The figures highlight a growing trend towards multi-modal commuting, where workers combine cycling, walking, buses and other transport options to avoid relying solely on the Underground.

Katie Fenton, Managing Director of Feedr, believes London has become far better at adapting to disruption. She told That's Business: "We expected Tube strikes to hit much harder than they did," she said. "What the data actually shows is a city that's learned to flex around disruption. The workforce is becoming more adaptable."

CycleSaver founder Dino Bertolis agrees, pointing to shared city bikes as a practical solution for modern commuters. "Shared city bikes are giving Londoners a genuine, flexible alternative to the London Underground," he explained. to us. 

"The more employees have access to schemes like CycleSaver, the less dependent they become on any single mode of transport."

The findings also reveal an important lesson for employers. Companies that invest in workplace perks such as quality catering, subsidised lunches and cycling initiatives appear to be more successful at encouraging employees into the office, even when travel becomes challenging.

As hybrid working continues to evolve, businesses may be discovering that flexibility, convenience and a positive workplace experience are becoming powerful tools for maintaining attendance during unexpected disruptions.

For London's workforce, it seems the days of transport strikes bringing the city to a standstill may be fading into the distance.

Hidden AI agents could become the new gatekeepers of commerce, warns new Fintech 2040 paper

A new Fintech 2040 paper from Professor Roland Frank explores how AI agents are moving from passive assistants to autonomous actors capable of searching, selecting and purchasing products on behalf of consumers, fundamentally reshaping the future of ecommerce and payments.

The paper, Agentic Commerce: China’s Lead, Europe’s Choice, argues that the next battleground in digital commerce will no longer be consumer attention alone, but the hidden "trust and protocol layer" behind AI-driven transactions.

While companies once competed for clicks, rankings and conversions, the rise of agentic commerce shifts competitive advantage toward machine-readability, payment authority, trusted execution and interoperability between AI systems.

China already offers an early glimpse of this future. Ecosystems such as Alibaba's Qwen and ByteDance's Douyin show how AI agents can seamlessly combine commerce, payments, recommendation systems and digital services into highly integrated consumer environments.

Yet consumers are not ready to hand over the keys completely. A recent representative consumer survey conducted by Riverty and Adyen found that while many consumers are open to AI-assisted shopping, 93% want the ability to review or stop AI purchasing decisions at any time. 

Most respondents would only allow AI agents limited spending authority and expect full transparency around how decisions are made.

These findings reinforce one of the paper's central conclusions: the future of agentic commerce will be determined as much by trust as by technology.

For Europe, this creates a strategic choice. Rather than copying highly integrated platform models from China or the US, the paper argues that Europe could build a different model of agentic commerce, one based on interoperability, transparent permissions, trusted payments and consumer accountability.

The paper is part of Riverty's Fintech 2040 series exploring the long-term transformation of financial services, digital commerce and consumer behaviour.

Download the full paper here: https://www.riverty.com/en/business/company/fintech-2040/

The Death of the Department Store: A Retail Warning That Came True

Back in 2016, when home delivery specialist Parcelhero published its report 2030: The Death of the High Street, many people viewed its predictions as overly pessimistic. 

After all, Britain's department stores had been a fixture of town centres for generations.

Fast forward ten years, and the report now looks remarkably accurate.

According to Parcelhero's latest follow-up report, 2030: The High Street Fights Back?, over 83% of the UK's department store space has disappeared since 2016. 

What was once one of Britain's most recognisable retail sectors has been dramatically reshaped by changing consumer habits, online shopping and the lasting impact of the pandemic.

In 2016, there were still 467 large department chain stores operating across the UK. By 2021, that number had fallen to just 79.

The list of casualties reads like a history of British retail. Familiar names such as BHS, Debenhams, Beales, Allders and House of Fraser have either disappeared entirely or been reduced to a fraction of their former size.

Perhaps the most significant loss was Debenhams. Founded in 1778, the retailer survived for more than two centuries before its final stores closed in 2021. Today, the brand survives only online.

Parcelhero's original report highlighted warning signs that were already visible a decade ago. Many department store businesses were struggling financially, while others were carrying significant losses. The report argued that traditional department stores were facing pressure from two directions.

First came the rise of supermarkets expanding into clothing, electronics and homeware. Then came the game-changer: e-commerce.

Online retailers offered consumers convenience, competitive pricing and an almost unlimited range of products without requiring a trip into town. For many department stores, adapting quickly enough proved impossible.

The Covid-19 pandemic accelerated trends that were already well underway, pushing some struggling retailers beyond the point of recovery.

There are, however, important lessons for today's businesses. The retailers that have survived have generally embraced digital transformation rather than resisted it. Successful brands have invested in seamless online experiences while using physical stores to complement their digital offering.

The decline of the department store is about far more than retail nostalgia. It serves as a powerful reminder that no business model is immune to disruption.

For companies in every sector, the message is clear: adapt to changing customer behaviour or risk becoming part of business history.

The full Parcelhero reports offer a fascinating insight into one of the most dramatic transformations in modern British retail. https://www.parcelhero.com/en-gb/resources/ebooks/

The Escapade Group Expands North With Farmer Ted’s Adventure Farm Acquisition

The UK attractions industry has seen another major move this spring, with The Escapade Group officially acquiring Farmer Ted’s Adventure Farm in Lancashire as part of its growing national expansion strategy.

Completed on 8 May 2026, the acquisition gives The Escapade Group its seventh attraction and marks the company’s first major move into the North West. For families across the region, Farmer Ted’s is already a household name, known for its mix of outdoor adventure, indoor play, animal encounters and packed calendar of seasonal events.

Located near Ormskirk, the attraction has built a loyal following over more than two decades and is perhaps best known for housing the UK’s only Shaun the Sheep™ attraction. It has also become a major seasonal destination thanks to Farmaggedon, the hugely popular Halloween scare event which attracts over 30,000 visitors every year and has developed a strong reputation within the international scare attraction industry.

For The Escapade Group, the deal represents another confident step forward in a rapidly expanding portfolio that already includes Hobbledown, Hobbledown Heath, Gripped London, Kidspace Croydon, Kidspace Romford and Watermouth Castle in Devon.

Chief Executive Officer Joe Ponte described Farmer Ted’s as a “fantastic attraction” with a passionate team and strong customer loyalty already in place.

He said the focus now would be on building upon the site’s existing strengths while helping the attraction continue to evolve in the years ahead.

Founders Nick de Candole and Richard Farley also highlighted the attraction’s creativity and strong family appeal, describing it as exactly the kind of immersive, escapist experience The Escapade Group looks for when expanding its portfolio.

Importantly for returning visitors, families can expect continuity rather than dramatic change. The existing Farmer Ted’s team will remain in place as part of the transition, helping preserve the character and atmosphere that have made the attraction such a success over the last 23 years.

Farmer Ted’s founders Mark and Diane Edwards said joining The Escapade Group represented an exciting new chapter for the business, praising the company’s understanding of what makes a successful family attraction in today’s competitive leisure market.

The acquisition also highlights the continued strength of the UK’s experiential leisure sector, where operators are increasingly investing in attractions that combine entertainment, immersive experiences and repeat family visits.

As consumer demand for experience-led days out continues to grow, The Escapade Group appears determined to become one of the UK’s biggest names in family entertainment.

https://www.escapadegroup.com/

Why Planning Applications Get Rejected. And How Developers Keep Getting It Wrong

For many homeowners and business owners, a planning refusal arrives with a mixture of disbelief and frustration.

On paper, the project looked sensible. The extension seemed modest. The commercial refurbishment felt practical. So why did the council say no?

The reality is planning refusals are rarely caused by one dramatic mistake. More often, applications fail because several smaller issues begin stacking up against them.

Poor drawings. Weak supporting information. Ignoring local planning policy. Designs that push a site too far. Lack of consideration for neighbours. Individually, these problems may seem manageable. Together, they can quickly derail an application.

Across Northamptonshire and beyond, planning specialists like Northampton-based Amico Designs are seeing more applicants inspired by Pinterest boards, TV renovation shows and developments spotted elsewhere in the UK. The problem? Planning policies are highly localised.

What works perfectly in one town may be completely unacceptable even just a few miles away.

Bad Applications Sink Good Ideas

One of the biggest misconceptions in planning is that the concept itself matters most.

In reality, the quality of the submission can make or break an application before a planning officer even considers the design properly.

Incomplete elevations, vague layouts, inaccurate site measurements and missing contextual information all create uncertainty. If officers cannot fully assess a proposal, support becomes far less likely.

Even excellent architectural ideas can fail if the application lacks detail.

Good planning drawings do far more than showcase a vision. They justify it.

Local Character Still Carries Serious Weight

Modern architecture may be thriving across the UK, but councils still place enormous importance on local character.

In Northamptonshire especially, planning expectations can shift dramatically between urban developments, suburban estates and traditional villages.

Authorities routinely scrutinise:

Rooflines

Building proportions

Material choices

Street appearance

Visual impact on neighbouring properties

That doesn’t mean contemporary design is impossible. Some of the strongest approvals combine modern design with sensitivity to the surrounding environment.

The key is balance, not excess.

When Extensions Simply Go Too Far

Overdevelopment remains one of the biggest causes of refusal.

With construction costs continuing to rise, many applicants understandably try to maximise every inch of available space. But there is usually a tipping point where an extension starts dominating the original property or negatively affecting neighbouring homes.

Councils regularly reject schemes that:

Create overlooking issues

Reduce outdoor space too heavily

Appear cramped on the plot

Add excessive height or bulk

Overwhelm nearby properties

Interestingly, many refusals are not about the principle of development itself. Often, a slightly reduced scale or smarter layout could have secured approval.

Commercial Projects Face Even Tougher Scrutiny

Commercial applications bring another layer of complexity entirely.

Cafés, hospitality venues and retail spaces must address practical operational concerns alongside aesthetics, including parking, extraction systems, customer access, delivery arrangements, noise and operating hours.

Planning officers are not just assessing how a development looks.

They are assessing how it functions in the real world.

Planning Success Starts Earlier Than Most People Think

One of the clearest patterns behind failed applications is poor early-stage planning.

Too many projects move into expensive design work before applicants properly assess local policy, planning history, conservation constraints or neighbour impact.

By the time problems emerge, redesigns can become costly and time-consuming.

As Guv Bhangal, Operations Director at Amico Design, explained to That's Business: “Most planning refusals happen because the application hasn’t properly addressed the site, the surrounding area, or local planning policy from the outset.”

The strongest planning applications rarely happen by accident.

They happen when preparation starts long before submission.

https://www.amicodesign.co.uk/

Digital Oversight Becomes the New Standard for Motor Finance Compliance

The pressure on lenders across the UK motor finance sector is continuing to intensify as regulatory expectations rise, particularly around Consumer Duty, governance and intermediary oversight. 

For many firms, traditional compliance processes built around spreadsheets, emails and manual audits are no longer sustainable at scale.

That shift is now driving a major move towards technology-enabled oversight models, with firms increasingly looking for more agile, transparent and defensible ways to manage broker relationships.

One company helping lead that transition is Oodle Car Finance, which has overhauled its intermediary oversight framework using a digital oversight platform developed in partnership with Auxiga and jaam automation.

Six months after implementing the Auxiga Oversight Portal, Oodle says it has transformed what was previously a highly manual, resource-heavy process into a scalable and standardised governance framework capable of evolving alongside regulation.

Before adopting the platform, intermediary oversight relied heavily on account managers handling individual emails, spreadsheets, Word documents and on-site broker visits. While workable, the process became increasingly difficult to maintain efficiently as oversight demands grew more complex.

Gethin Down, Senior Intermediary Oversight Manager at Oodle Car Finance, told That's Business that the growing demands of Consumer Duty made it clear a more agile system was needed.

The Oversight Portal combines regulatory oversight expertise with automation and AI-enabled workflows, giving lenders a more structured approach to broker compliance management while improving audit visibility and operational consistency.

For Oodle, the rollout has already seen almost 70 brokers onboarded through the platform. The business has replaced fragmented processes with digital attestations, structured audit workflows and clearer board-level reporting visibility.

According to Lisa Attenborrow, Intermediary Onboarding Oversight Manager at Oodle Car Finance, the impact on administration time has been significant, removing much of the manual chasing and document checking previously required.

But beyond operational efficiency, the company believes the platform is changing the relationship between lenders and brokers themselves.

Rather than oversight being viewed as a disruptive or punitive process, the digital model is helping create a more collaborative environment built around transparency, accountability and shared governance standards.

That wider industry shift is something Auxiga believes will accelerate rapidly as lenders continue facing mounting compliance obligations alongside growing intermediary networks.

Paul Neal, Managing Director at Auxiga, said intermediary oversight is increasingly evolving into a strategic control framework rather than a standalone compliance exercise.

Future developments for the Oversight Portal are expected to include enhanced management information dashboards, expanded on-site audit functionality and deeper CRM integration capabilities.

For the wider motor finance sector, the direction of travel now appears increasingly clear: scalable, collaborative and technology-enabled governance is quickly becoming essential rather than optional.

https://vehicleassetsolutions.eu

Xero Spotlight Gives LemonBooking a Major Boost in the Community Venue Sector

Community venue booking platform LemonBooking has received a major endorsement after being selected for the “New & Noteworthy” collection on the homepage of the Xero App Store.

The invitation-only collection highlights newly certified apps that Xero believes are offering something innovative, unique or particularly valuable to customers. 

With the collection displayed across every region where Xero operates, the feature places LemonBooking in front of millions of businesses, accountants and bookkeepers worldwide.

For a growing software platform focused on community venues, it represents a significant moment.

LemonBooking was designed specifically for organisations such as village halls, community centres and sports facilities, helping them manage bookings, websites, invoicing and ticketing from a single platform. The company officially became a Xero-certified app in February 2026, allowing venue operators to automate much of the financial administration that traditionally consumes hours of manual work each month.

Through the integration, invoices and credit notes created inside LemonBooking are automatically pushed into Xero, while reconciled payments in Xero feed back into the booking system. For volunteer-led venues and small administrative teams, the automation could make a major difference.

The Xero feature is also likely to put LemonBooking firmly on the radar of accountants and bookkeepers working with charities, local community organisations and grassroots sports facilities. Apps showcased in curated Xero collections often see a sharp increase in visibility, trial sign-ups and customer enquiries during their featured period.

Paul Grosvenor, co-founder of LemonBooking, described the recognition as an important milestone for the business.

He said: “Being chosen by Xero is a real vote of confidence in what we’ve built. Xero looks at hundreds of apps each month, so to be picked out is a brilliant moment for the team and for the venues who’ve supported us.

“We built LemonBooking to take the friction out of running community venues — and we’d encourage any accountant with clients in this sector to take a look at the listing and get in touch if they’d like a walkthrough.”

As digital tools continue to reshape how community organisations operate, recognition from a major accounting platform like Xero could help LemonBooking accelerate its growth while bringing modern booking and finance automation to a sector that has often been underserved by mainstream software providers.

https://lemonbooking.com

Ethical Procurement Wins Royal Recognition as Ethstat Receives King’s Award for Enterprise

A Croydon social enterprise is proving that even everyday office supplies can help change lives.

Ethstat Ethical Stationery CIC has received a prestigious King’s Award for Enterprise for Sustainable Development, recognising its work in transforming procurement into a tool for social and environmental change.

The award highlights Ethstat’s mission to help organisations make more ethical purchasing decisions while supporting sustainability, fair employment and responsible supply chains.

Supplying sustainable office products and procurement solutions to major organisations including Nationwide, Greenpeace, Amey and Amnesty International UK, Ethstat has built a business model focused on embedding ethical practices into day-to-day commercial purchasing.

Rather than treating sustainability as a separate initiative, the organisation integrates it directly into procurement, supplier relationships and operational strategy. That approach has delivered measurable results across both environmental and social impact.

According to Ethstat, its work has helped support more than 1,157 Real Living Wage placements and generated over 991,000 hours of Living Wage employment for people facing barriers to work, including prison leavers, people experiencing homelessness, care leavers and families caring for relatives with dementia.

The organisation’s environmental impact has also been significant. Ethstat says its initiatives have helped remove more than 32 million single-use plastics, planted over 27,000 trees and saved more than 2,000 tonnes of CO2 beyond neutrality.

Yasmin Halai-Carter described the award as recognition of a long-held belief that businesses can combine commercial success with genuine social impact.

She said sustainability should not simply exist in reports or marketing campaigns, but should instead be embedded into partnerships, culture, strategy and procurement decisions.

Co-founder and Chief Sustainability Officer Dr Bruce Halai-Carter said procurement remains one of the most overlooked opportunities for businesses to drive positive change.

He added that every purchasing decision reflects the kind of economy an organisation wants to support, and argued that sustainable procurement is now a practical and measurable part of modern business strategy rather than a niche concern.

The recognition comes as businesses across the UK face increasing pressure to demonstrate meaningful action around sustainability, responsible sourcing and ESG performance.

For Ethstat, the King’s Award represents more than a business achievement. It is also a sign that ethical procurement and purpose-led business models are moving firmly into the mainstream.

PipeChain Expands Global Reach With Quyntess Acquisition in Major Supply Chain Tech Move

Swedish supply chain software specialist PipeChain has announced the acquisition of Dutch supply chain technology company Quyntess in a deal set to significantly strengthen its position in the global collaborative supply chain software market.

The acquisition brings together two major players in cloud-based supply chain digitalisation, creating a combined business with annual sales of around €22 million and a yearly ARR run rate of approximately €16 million.

For PipeChain, the move represents a major expansion of both its geographical footprint and technological capabilities. Quyntess already operates across the Benelux region, Germany, France, and the United States, giving PipeChain greater access to key international markets and a broader customer base spanning automotive, retail, and multinational enterprise sectors.

The deal also deepens PipeChain’s ability to support the entire procure-to-pay process, an increasingly critical requirement as businesses seek tighter visibility, automation, and control across global supply chains.

Quyntess brings advanced technology built on modern architectural principles, something PipeChain says will allow substantial improvements across its existing software platform. The combined business plans to accelerate AI-enabled automation, improve supply chain execution, and help businesses shift from reactive management towards more intelligent, data-driven decision-making.

Hans Berggren, CEO and Co-founder of PipeChain, described the acquisition as a “major milestone” for the company.

He said the partnership strengthens PipeChain’s ambition to become the leading collaborative platform for supply chain digitalisation across multiple industries.

According to Berggren, companies operating in increasingly complex global networks need far more than traditional logistics tools. Businesses now require real-time visibility, integrated planning, automated workflows, and intelligent execution systems capable of responding rapidly to disruption and shifting demand.

Quyntess CEO Rob van Ipenburg said the two companies shared a common vision centred on connected, data-driven supply chains.

He added that combining Quyntess’ next-generation technology with PipeChain’s collaborative network expertise would accelerate innovation while delivering stronger end-to-end digitalisation capabilities for customers across Europe, the United States, and beyond.

The acquisition highlights the continued consolidation taking place across the supply chain technology sector as businesses invest heavily in automation, AI integration, and digital transformation following years of global supply chain disruption.

PipeChain was advised on the transaction by DLA Piper, while Quyntess was advised by Marktlink Mergers & Acquisitions and Fruytier Lawyers in Business.

Business Schools Go Hands-On as AI Reshapes Career Skills

As artificial intelligence continues to transform workplaces around the world, one leading European business school is taking an unexpected approach to future-proofing its students: teaching them practical trades alongside management theory.

emlyon business school has partnered with L’atelier des Chefs to offer students on its Master in Management programme the chance to earn a CAP vocational qualification at the same time as completing their business degree.

The initiative reflects a growing belief that while AI may automate many office-based tasks, practical, human-led skills remain far harder to replace.

Students can choose from a wide range of vocational disciplines including culinary arts, pastry-making, carpentry, electrical work and other skilled trades. The training is fully integrated into the academic programme, delivered online and contributes ECTS credits alongside traditional business studies.

Participants complete around 150 hours of theory and 200 hours of practical learning, allowing them to build genuine technical expertise while continuing their university education. Around 50 students are currently enrolled, while more than 100 emlyon students and alumni have already completed CAP qualifications through the partnership.

The move highlights a wider shift in attitudes among younger professionals, many of whom are increasingly interested in combining corporate knowledge with practical, entrepreneurial or creative skills.

Lionel Sitz, Director of the Master in Management programme at emlyon, said the partnership reflects changing student ambitions, with many looking to explore new industries, develop side projects or gain skills that open doors beyond traditional corporate careers.

The figures behind the programme are also revealing. While culinary arts, baking and pastry account for around a quarter of L’atelier des Chefs’ training pathways, the majority focus on sectors such as construction, mechanics, beauty, wellness, health and social care — industries where practical expertise remains in high demand.

For business schools, the partnership signals a broader rethink about what employability looks like in an AI-driven economy.

Isabelle Huault, Executive President and Dean of emlyon business school, described the initiative as part of the institution’s “learning by doing” philosophy, combining managerial education with technical know-how and human-centred professions.

Meanwhile, François Bergerault, co-founder of L’atelier des Chefs and an emlyon graduate, summed up the thinking behind the programme with a memorable line: “The intelligence of the hand is not artificial.”

Former students say the qualifications have already created real-world career advantages. One graduate who completed a culinary qualification during studies at emlyon said it impressed recruiters during interviews and later proved valuable while working as HR Director for a restaurant group, helping bridge the gap between leadership and operational understanding.

As AI continues to reshape white-collar industries, initiatives like this suggest the future of business education may be less about choosing between academic and practical learning — and more about mastering both.

Water sector faces ‘perfect storm’ as AMP8 delays push projects off track

The UK water sector risks falling into a familiar cycle of late-stage pressure and rising costs unless it addresses the underlying cause of the slow start to AMP8. 

That’s according to specialist recruiter Murray McIntosh.

The expert in hiring solutions for the water industry has warned that AMP8 has effectively begun at ‘Year 0’, marked by stalled programmes, delayed decisions and a growing talent drain.

While headline investment figures indicate progress, an overlap between AMP7 and AMP8 project delivery has blurred timelines and masked genuine delays in AMP8 delivery, with much of the industry still in planning and mobilisation despite a £104 billion investment.

There is also clear evidence that key deadlines are slipping, with projects originally expected by 2030 now extending to 2032 and beyond. Together, these factors are creating the conditions for a ‘perfect storm’, where delayed mobilisation leads to a surge of activity later in the cycle, increasing pressure on supply chains, costs and delivery risk for AMP8 and beyond.

According to Murray McIntosh, with AMP8 significantly larger than previous cycles, the risk is that the volume of work becomes concentrated into a shorter timeframe, placing unsustainable pressure on supply chains and increasing the likelihood of cost inflation and delivery risk.

Adam Cave, Founder and Managing Director at Murray McIntosh, told That's Business: “The reality of the current AMP cycle is that AMP8 has not truly started yet. What should have been year one has effectively become year zero. 

"Programmes paused during the regulatory process have not simply switched back on, and that lost momentum is now feeding into delayed decisions, cautious investment and a slower pace of hiring.

“The concern is not just where the sector is today, but where it is heading. If mobilisation continues at this pace, we will see a significant build-up of work in the middle of the AMP, much like we saw in the last cycle. That brings supply chain pressure, rising costs and increased delivery risk. 

"The decisions made over the next 12 months will determine whether AMP8 delivers as intended or whether the sector tries to recover lost time under intense pressure later.

“The impact is already being felt in the labour market. We’re seeing a growing reliance on contract hiring as companies prioritise speed and flexibility in an uncertain environment. There’s no doubt that this contingent capability will be essential to bridging immediate delivery gaps across AMP8 as the required scale of the permanent workforce simply doesn’t exist in water. 

"At the same time, though, there is still no coordinated view of workforce demand across the sector, with companies planning in isolation despite the unprecedented scale of AMP8. The transition to a new regulator is adding further uncertainty and delaying key investment decisions around staffing. 

"A more strategic blend of contingent and permanent hiring, underpinned by greater collaboration on workforce planning, will be critical to ensuring the sector can deliver its commitments without placing unsustainable pressure on delivery later in the cycle.

“I find it generally staggering that the water industry is one of, if not the only, remit that has the luxury of being able to forecast demand five years ahead with precision, and yet human capital plans are reactive or under-resourced. That simply must change. Without a shift in approach, the sector risks storing up challenges for later in the cycle, and a more proactive, joined-up approach to delivery and talent will be critical if investment is to translate into sustainable outcomes.”

https://www.murraymcintosh.com/article/amp8-year-0--a-slow-start-with-high-stakes

Why Big Companies Still Aren’t Getting Full Value From HR Tech

For years, enterprise businesses have poured huge amounts of money into modern HR and payroll technology, promising smoother operations, smarter workforce management and fewer manual headaches. 

But according to new research from Strada, many organisations are still struggling to unlock the full value of those investments.

The company’s newly released Workforce Possibility Report 2026 paints a picture of businesses caught between modern systems and old habits, with manual workarounds and legacy processes continuing to dominate day-to-day operations.

The report found that 77% of large employers using major HCM (Human Capital Management) platforms still rely on manual checks, parallel systems or legacy backup processes to keep payroll and workforce operations running smoothly. In other words, despite the technology being in place, many businesses still don’t fully trust it to operate independently.

That lack of confidence is creating what Strada describes as a “value gap” between what these systems are designed to deliver and what organisations are actually experiencing in practice.

The findings suggest many digital transformation programmes are falling short of expectations. Less than a quarter of organisations surveyed reported significant progress in key areas such as reducing manual payroll work or improving compliance confidence.

Just 23% said they had meaningfully cut manual payroll tasks, while only 21% reported major improvements in compliance confidence. For systems often sold on efficiency, automation and risk reduction, those numbers are surprisingly low.

The problem goes beyond payroll administration. According to the research, 81% of organisations now believe workforce complexity is directly affecting their ability to execute wider business strategy.

Instead of streamlined operations, many companies are still juggling fragmented systems, manually reconciling data and maintaining fallback processes long after implementation deadlines have passed. The result is what many in the industry call “shadow operations” hidden layers of manual work that quietly drain time, money and confidence.

Jenni Flaherty, Director of Payroll Product Strategy at Strada, said organisations need to focus not just on implementation, but on continuous optimisation.

She explained that while investment in HR and payroll technology remains strong, many businesses are still in the process of fully integrating and refining those systems. Companies that prioritise ongoing improvement are far more likely to unlock long-term efficiency and value.

The report also highlights another major issue: visibility. Only 39% of organisations surveyed said they have real-time visibility over total global payroll spend, despite payroll being one of the largest operational costs for most businesses.

For many firms, even answering basic workforce questions still involves manually pulling data together from multiple systems, a process that increases the risk of delays, mistakes and poor decision-making.

The research was conducted among 405 senior decision-makers from organisations with more than 1,000 employees across seven global markets, suggesting the challenge is far from isolated.

www.stradaglobal.com

The Royal Mint Turns Old TVs Into New Opportunities

A new partnership between The Royal Mint and Recycling Lives Services is proving that one business’s electronic waste can become another industry’s hidden treasure, while also helping people rebuild their futures.

Through The Royal Mint’s innovative precious metals recovery division, Reformation Metals, circuit boards taken from discarded televisions are now being transformed into valuable recovered materials including gold and other precious metals. 

But this isn’t just another recycling story. It is also a story about skills, rehabilitation and building a more sustainable UK economy.

The partnership sees end-of-life TVs collected from civic amenity sites across the country dismantled at Recycling Lives’ Preston facility and within supervised prison-industry workshops. 

Once stripped down, the circuit boards are carefully graded, checked and sent to The Royal Mint’s cutting-edge recovery facility in Llantrisant, South Wales, where valuable metals are extracted and reintroduced into the supply chain.

At a time when global demand for critical minerals continues to rise, the collaboration highlights the growing importance of keeping valuable resources inside the UK rather than relying heavily on imported raw materials or traditional mining operations.

Sean Millard, Chief Growth Officer at The Royal Mint, described Recycling Lives as a “vital” part of the company’s precious metals recovery work, praising both the quality of the recovered materials and the wider social impact created through the programme.

And that social impact is a major part of the story.

For prisoners involved in the supervised workshops, the work provides more than simply a daily task. It offers practical experience, transferable workplace skills and a route towards future employment opportunities after release.

Adrian Murphy, Chief Executive Officer at Recycling Lives Services, said the partnership combines circular economy innovation with “meaningful second chances”, creating practical pathways into employment while supporting the recovery of valuable materials from UK electronic waste.

The initiative also reflects The Royal Mint’s wider diversification strategy. The historic organisation, which has existed for over 1,100 years,  has increasingly expanded into sustainable precious metals innovation through its Reformation Metals division.

Instead of relying solely on traditional mining, the business is focusing on recovering gold, silver and platinum group metals from discarded electronics, helping support the UK’s Critical Minerals Strategy while tackling the growing challenge of e-waste.

It is a smart reminder that the future of British industry may not always lie underground, sometimes it is sitting inside yesterday’s unwanted television.

Location, Not Salary, Is Becoming the Biggest Hiring Headache in Energy Sector

The battle to recruit skilled talent in the energy sector is changing fast, and surprisingly, salary is no longer the biggest sticking point.

New research from Newman Stewart suggests that location is now the number one obstacle facing employers trying to fill on-site energy roles, as businesses grapple with shrinking talent pools and changing workforce expectations.

According to the executive search firm, 59% of employers said location was their biggest hiring challenge when recruiting for on-site positions. Cultural fit came second at 28%, while pay was cited by just 11% of respondents.

The findings paint a clear picture of a sector under pressure. While many industries have embraced hybrid and remote working, energy and industrial employers often have no choice but to require staff on-site. The problem? Increasingly fewer candidates are willing to relocate or commit to long daily commutes.

And even when businesses do find technically qualified applicants prepared to be on-site, there is another challenge waiting: making sure they fit the culture of the organisation.

For employers delivering large-scale infrastructure, engineering and energy projects, team cohesion and workplace culture are becoming just as important as technical ability. Companies are looking for people who can integrate quickly, collaborate effectively and contribute positively in high-pressure environments.

The result is a recruitment landscape that is becoming more competitive, more expensive and considerably more time-consuming.

Newman Stewart Managing Director John Tilbrook says businesses can no longer rely on salary alone to attract top talent.

“We are seeing a clear shift in hiring dynamics,” he explained to That's Business. “Location is now one of the most significant barriers to attracting and securing talent, often outweighing salary considerations.”

He added that many energy and industrial roles simply cannot adapt to hybrid working models, making the mismatch between employer expectations and candidate lifestyles even more pronounced.

Tilbrook believes employers need to think more strategically about how they position opportunities, from project appeal and career progression through to company culture and the overall working environment.

The findings are likely to resonate across sectors facing similar recruitment pressures, particularly manufacturing, engineering and infrastructure, where physical presence remains essential.

As workplace priorities continue to evolve, the message from the energy sector is becoming increasingly clear: if businesses want the best people on-site, they will need to offer more than just a competitive pay packet.

https://newmanstewart.co.uk