UK Fleets Are Taking Their Eye Off the Ball. Just as Cargo Theft Explodes

There’s a dangerous disconnect emerging across the UK logistics sector, and it’s one businesses can’t afford to ignore.

New research from Geotab reveals over half of UK fleet managers (55%) say they’re less concerned about cargo theft than they were a year ago. 

On the surface, that might suggest improving conditions.

The reality? It’s the exact opposite.

UK fleets are still experiencing an average of 32 theft-related incidents per year, and industry-wide losses have surged by a staggering 438% since 2022. That’s not a marginal increase, it’s a full-blown escalation.

So why the complacency?

A False Sense of Security

Many operators appear to be relying on outdated assumptions and reactive strategies. Around 22% of fleet managers admit they depend solely on insurance to deal with losses, effectively accepting theft as a cost of doing business rather than something to prevent.

That approach is short-sighted.

Insurance doesn’t protect your drivers. It doesn’t preserve customer trust. And it certainly doesn’t stop organised criminals from striking again.

The Growing “Tech Gap”

Cargo theft isn’t what it used to be. Criminal networks are becoming more sophisticated, using fraud, deception, insider access, and tech-based exploits to bypass traditional security.

Yet fleet defences haven’t kept pace.

Basic measures like cameras are the most commonly used tools,  but only by 27% of operators. Meanwhile, more advanced protections such as real-time tracking, sensor alerts, and verified driver ID systems remain underused.

This creates a widening “tech gap” one that criminals are all too happy to exploit.

Bigger Fleets, Bigger Blind Spots

Perhaps most concerning is the contradiction at the heart of the data: larger fleets report more incidents, yet express less concern.

That’s a dangerous mindset.

Because cargo theft isn’t just about stolen goods, it’s about operational disruption, reputational damage, rising insurance premiums, and ultimately higher costs passed down to customers.

2026: A Tipping Point

The warning signs are clear. Organised crime is scaling up. Margins across logistics are tightening. Insurers and regulators are paying closer attention.

This isn’t the moment to relax, it’s the moment to act.

Fleet operators need to shift from reactive thinking to data-led, proactive security strategies. That means investing in modern technology, strengthening internal processes, and ensuring drivers are properly trained and supported.

Because the cost of complacency is rising, and in 2026, it could become unsustainable.

Ignore this trend, and you’re not just risking cargo.

You’re risking your entire operation.

https://www.geotab.com/uk/

Exhausted supervisors pose a financial risk to companies – cynical leadership suppresses team work engagement

The well-being of a supervisor is reflected through supervisor-subordinate relationships in employee motivation and performance, and consequently, in the company’s competitiveness. 

In his doctoral research at the University of Vaasa, Project Researcher Jussi Tanskanen demonstrates an exhausted leader lacks the resources to maintain high-quality relationships with subordinates, leading to a collapse in employee dedication. 

This phenomenon is particularly pronounced in today’s intensive work environment and remote work settings.

The continuous intensification and change in working life place heavy pressure on organisations. Jussi Tanskanen’s doctoral research in the field of management provides new insights into how investing in the quality of supervisor-subordinate relationships is an effective way for organisations to improve performance and employee well-being. 

This can be achieved, for example, by supporting the well-being of managers. High-quality relationships with subordinates create work engagement, which has far-reaching effects.

At its best, work engagement is the feeling that it is a pleasure to tackle one's tasks and that the work provides energy. 

But the study reveals a harsh chain reaction: a supervisor’s exhaustion and cynicism reflect directly onto their relationships with subordinates. 

When a supervisor lacks the resources for genuine interaction and compassion, work engagement fades throughout the entire team. This cycle of ill-being eventually weakens the performance of the entire organisation, Tanskanen shows.

High-quality relationships buffer against work intensity

The research shows a high-quality bilateral relationship with a supervisor is a significant resource for an employee. 

Thanks to a good relationship, work efforts are perceived as lighter and rewards as greater. In a poor relationship, communication remains formal, which can lead to perceptions of unfairness and a divided team.

Tanskanen emphasises organisations must support the well-being of supervisors and grant them sufficient decision-making power regarding rewards.

Supervisors must have the resources to reward their subordinates with more than just money, such as through appreciation and autonomy.

If a supervisor is merely a middle-management executor without room to maneuver, trust in the relationship suffers. 

Remote work further highlights this need; as peer relationships among colleagues become thinner, the supervisor becomes the employee's primary link to the entire organisation.

Dissertation

Tanskanen, Jussi (2026) High-quality leader-member exchange relationship as a key to employee work engagement. Acta Wasaensia 581. Doctoral dissertation. University of Vaasa.

https://osuva.uwasa.fi/items/79d2bc19-2ac2-4d76-9b95-7940f237a4d7

Cumbria construction giant gives back to local communities

A Cumbrian construction giant is launching a new fund to tackle poverty, provide skills and training, and promote wellbeing in local communities.

Flimby-based Thomas Armstrong (Construction) Ltd, incorporating award winning Washington Homes, will support projects that make a difference in the areas where it operates across Cumbria.

Managed by Cumbria Community Foundation, the Thomas Armstrong Construction Community Fund will issue grants of up to £2,000 to not-for-profit organisations in communities near their head office and sites where they and Washington Homes operate. 

These currently include Flimby, Workington, Maryport, Whitehaven, Cleator Moor, Gilcrux, Millom, Moor Row, Penrith and Wigton.

Organisations should be working to create opportunities for people to escape poverty, providing skills, education, and training to help individuals achieve their full potential, or promoting better health.

Philip Hoyles, Deputy Managing Director of Thomas Armstrong Construction, told That's Business: “At Thomas Armstrong Construction, we are keen to forge stronger links with our communities.

“Establishing the Community Fund is our way of giving baccxk to the areas where we live and work, supporting local projects that make a real difference to people’s lives. This initiative reflects our commitment to social responsibility and our desire to help create a positive, lasting impact across Cumbria.”

Dr Jenny Benson, Director of Programmes & Partnerships, told us: “We’re delighted Thomas Armstrong (Construction) Ltd have chosen to create a fund with Cumbria Community Foundation.

"For over 25 years, we’ve been the trusted philanthropic partner of businesses who want to give back to the communities they serve.

“We have a deep understanding of the county’s needs and look forward to ensuring this money makes the biggest difference possible.”

To find out whether your organisation or project might be eligible to apply for a grant, or to apply, go to the fund page.

Priority will be given to projects that improve the lives of children and families in need of extra support; offer inclusive activities and reduce isolation; promote better mental health and wellbeing; or build stronger, more resilient communities.

For more information, contact Grants and Programmes Officer Lisa Blackwell on 01900 820828 or email lisa@cumbriafoundation.org.

Cumbria Community Foundation gives around £6M in grants every year to local charities and voluntary groups through more than 100 grant making funds set up by generous businesses, individuals and families.

To find out more about setting up a fund and supporting those in need in Cumbria, contact Development Manager Caroline Adams on 01900 820825 or email caroline@cumbriafoundation.org.

www.cumbriafoundation.org

Europe Delivers Names New Chair. And Signals a Shift from Talk to Action

Europe’s business leaders are done talking. They want results.

That was the clear message from Zurich this week, where Europe Delivers, the senior leadership coalition convened by Xynteo, announced a major leadership change alongside a push for real, measurable impact.

Huibert Vigeveno, Group CEO of MET Group, has been appointed Chairman of the coalition, succeeding Peter Voser, who now steps into a Chairman Emeritus role at ABB.

The timing matters. The appointment coincides with MET Group joining the coalition — and with Europe Delivers wrapping its 2026 Summit not with another statement of intent, but with four concrete, cross-industry projects.

From ambition to execution

The coalition has launched initiatives across four areas that will define Europe’s economic future:

Defence

Critical minerals

Energy

Data & AI

These aren’t abstract talking points. They’re designed to drive competitiveness, strengthen supply chains, and accelerate growth in sectors where collaboration — not competition — is the key to progress.

Vigeveno made the tone shift explicit: He told THat's Business: “Europe needs stronger coordination between business leaders… The opportunity now is to move beyond alignment and deliver tangible outcomes.”

That’s a notable change in emphasis. For years, European business forums have been criticised for producing glossy reports but limited real-world impact. Europe Delivers is positioning itself as something different: a delivery engine, not a discussion club.

Why this matters for business

The coalition’s model is simple but powerful, bring together senior leaders across industries and focus them on problems no single company can solve alone.

That includes:

Securing critical resources

Scaling energy transition infrastructure

Navigating defence and geopolitical pressures

Harnessing AI responsibly and competitively

Outgoing Chair Peter Voser underscored the shift, pointing to Vigeveno’s track record in turning strategy into execution.

A coalition built for pressure points

Europe Delivers is betting on collaboration as a competitive advantage. In a fragmented global economy, the ability to align industries and act quickly could be what separates Europe from faster-moving rivals.

The real test now? Delivery.

Because in today’s business climate, ambition is cheap. But execution is everything.

https://xynteo.com

CIBSE Certification launches refreshed brand identity

CIBSE Certification has officially launched its refreshed brand identity, marking the next phase of its evolution following the recent brand refresh of CIBSE.

The updated identity aligns closely with the core CIBSE brand while introducing a distinct and recognisable visual approach for CIBSE Certification, with green established as the primary colour palette. 

The refreshed brand presents a modern, accessible look and feel, supported by clearer and more focused messaging.

CIBSE Certification is a wholly owned subsidiary of CIBSE. 

It provides accredited certification, registration and verification services across the built environment, supporting professionals, organisations and products in demonstrating competence, compliance and quality. 

Its services span areas including energy assessment, building performance evaluation, management systems certification and personnel registration schemes.

As part of the wider CIBSE family, CIBSE Certification plays a critical role in upholding professional standards and supporting regulatory compliance across the building services sector. While operationally independent to maintain impartiality, it shares CIBSE’s commitment to competence, integrity and advancing building performance.

The refreshed identity strengthens CIBSE Certification’s global presence through a more contemporary visual language and refined positioning. It reflects confidence, clarity and continued commitment to supporting industry as it addresses energy efficiency, climate resilience and the transformation of the built environment.

Kieran O’Brien, Director of CIBSE Certification, told That's Business: “We welcome this brand refresh as an important step in ensuring CIBSE Certification reflects the modern, evolving needs of the built environment industry. 

"As demand grows for transparency, assurance, verified performance data and competence, it’s vital that our identity represents the clarity, credibility and professionalism that underpin our services. This refresh is not just about how we look it’s about reinforcing CIBSE's role within certification and supporting higher standards across the industry.”

The launch reinforces the relationship between CIBSE and CIBSE Certification, ensuring a cohesive yet distinct identity that clearly communicates the role each plays in supporting professionals and raising standards across the industry.

For more information about CIBSE Certification and its services, please visit CIBSE Certification https://www.cibse.org

Over half of UK e-commerce brands say fulfillment costs now biggest growth barrier

UK e-commerce brands are no longer struggling to generate demand. They are struggling to fulfill it. 

New research from ILG analysing the operational challenges facing UK e-commerce brands has found that fulfillment costs and operational pressures are now overtaking marketing as the biggest barriers to growth.

The study, based on a survey of 328 founders, CEOs, COOs and Operations Directors across UK consumer brands, learned 53% cite fulfillment costs as a major barrier to growth, closely followed by 54% who highlight rising business costs. Whilst marketing has long been seen as the primary growth constraint, By contrast, only 10% of brands now identify customer acquisition costs as their primary challenge compared to over half pointing to fulfillment costs.

The findings suggest a significant shift in the economics of e-commerce, with operational execution now playing a larger role in determining whether brands can scale successfully.

Global e-commerce is now valued at over $3.6 trillion, and UK brands continue to expand into new channels and markets at pace. 

But the research indicates the operational demands of modern omnichannel retail including cross-border logistics, data integration and rising delivery expectations, are creating genuine pressures behind the scenes.

The report, The UK Omnichannel Growth Report 2026 highlights more complicated operations are emerging as one of the defining challenges for scaling brands.

Alongside rising costs, the survey identified operational bottlenecks are hindering growth including:

Data integration between platforms and fulfilment partners was the most commonly cited technical challenge

International returns handling remains a major issue for over a third of brands

Inventory visibility and stock accuracy are becoming harder to maintain as companies scale

Returns continue to impact sectors such as fashion, beauty and consumer electronics particularly with the current economic climate

Despite these pressures, most brands remain confident in their current fulfilment setup. More than 80% describe themselves as mostly or extremely confident, although nearly half say their systems work, but with gaps or inconsistencies.

This suggests that while operational models are functioning today, many may struggle to keep pace as businesses grow across multiple markets and channels.

According to the research, mid-sized brands with revenues between £5 million and £20 million show the strongest combination of international growth ambition and operational strain, particularly around cross-border logistics, tariffs, returns and data integration.

The report also found companies are increasingly investing in operational technology to address these challenges. Over 45% of respondents say AI-driven operational improvements such as demand forecasting, routing optimisation and automated customer communication are a key investment priority over the next 12 months.

Commenting on the findings, Tom Ashley, CEO of International Logistics Group (ILG), told That's Business: “For years, brands have focused on demand generation as the key to growth. What this data shows is that demand is no longer the constraint, execution is.”

“Having brilliant marketing isn’t enough anymore, brands that will win over the next five years are the ones that can operationalise growth across multiple markets without losing control of cost, service or visibility.

“E-commerce is still growing strongly, but the operational bar has risen dramatically. The challenge for many brands is no longer generating demand, it’s the nurturing of that growth efficiently across multiple channels, markets and delivery networks.”

“What we’re seeing is a shift in focus. Businesses are investing more in fulfilment infrastructure, delivery flexibility and operational visibility because those capabilities increasingly determine how far they can scale.”

The research suggests that many brands are responding by strengthening operational foundations rather than focusing solely on marketing or expansion initiatives.

As e-commerce matures, fulfillment and delivery are becoming central to customer experience, cost control and international growth.

The report concludes operational excellence including fulfilment performance, delivery flexibility and supply chain resilience, is increasingly emerging as a competitive advantage for brands operating in the modern retail environment.

The report suggests that this shift will reshape how brands invest over the next 3–5 years, with fulfilment, delivery and operational technology becoming central to competitive advantage rather than a back-end function.

https://www.international-logistics-group.com

Are Electric Hand Dryers Really More Hygienic Than Towels?

Walk into many modern hospitals, office blocks, shopping centres or motorway service stations today and you will often find electric hand dryers replacing the once-familiar roller towels or paper towels. 

The shift has largely been driven by two arguments: cost and environmental impact. Electric dryers eliminate the need to constantly replenish paper supplies and reduce waste sent to landfill, while also lowering ongoing servicing costs for facilities managers.

From a purely economic perspective, the logic is clear. A single hand dryer can serve thousands of uses with minimal maintenance, whereas paper towels must be manufactured, transported, stocked, and disposed of. For large institutions handling hundreds or even thousands of visitors daily, those savings quickly add up.

Environmental considerations also play a role. Many organisations now aim to reduce paper consumption and waste streams as part of broader sustainability commitments. On paper (no pun intended), electric dryers appear to be the greener option.

However, hygiene is where the debate becomes more complicated.

An architect cousin of mine always refused to specify electric hand dryers in the commercial buildings he designed. 

His reasoning was simple: he believed they could act as breeding grounds for bacteria and germs, particularly in busy public washrooms where hygiene standards may not always be perfect.

His concern is not entirely unfounded. Several scientific studies have suggested that certain types of high-speed hand dryers can disperse bacteria into the surrounding air. 

When a powerful stream of air blasts water from hands, it may also blow microbes from the skin and surrounding surfaces into the room. 

Some research has even found that dryers can pull in bacteria from the washroom air and deposit them onto freshly washed hands.

Paper towels, by contrast, physically remove moisture and bacteria from the skin when used to dry hands. They also allow people to use the towel to turn off taps or open the bathroom door, reducing the chance of re-contamination.

Of course, not all dryers are created equal. Modern models increasingly incorporate HEPA filters and antimicrobial surfaces designed to reduce bacterial spread. Proper maintenance and regular cleaning also make a significant difference.

Still, the question remains an interesting one for architects, building managers and healthcare professionals: should convenience, cost and sustainability outweigh potential hygiene concerns?

In high-risk environments such as hospitals and clinics, some infection-control specialists still favour paper towels for precisely this reason.

Some hand dryers cause water to drip onto radiators if the hand dryer is place over them leading to rusting. And the insides of an ultra modern hand dryer where people had to vertically insert their hands to dry them looked absolutely filthy and was clearly a breeding ground for many different types of disease. And this was in the washroom of a hospital.

So while electric hand dryers may represent progress in efficiency and sustainability, the humble paper towel might still have a place, especially when cleanliness matters most.