The latest Barclays Business Prosperity Index report reveals that despite affordability pressures, regulatory challenges and financial caution, four in five businesses (83 per cent) operating in housebuilding and its supply chains remain confident about their outlook for the year ahead. Barclays’ anonymised client data from around 70,000 UK businesses, combined with research from 500 industry leaders and 2000 consumers, also shows strengthening activity at the start of the development pipeline, sustained buyer demand for new-build homes and a major uplift in planned investment. Key findings from the Barclays Business Prosperity Index include: Architects (+2.3 per cent) and Quantity Surveyors (+4.8 per cent) recorded rising incoming cashflows between Q3 2024 and Q3 2025, signalling strengthening activity at the initial phases of the development pipeline Smaller firms showed heightened caution, reducing the amount of cash borrowed (-17.7 per cent) whilst increasing savings buffers (+3.0 per cent) However, a smaller number of larger firms have increased borrowing (+20.0 per cent) and drawn down savings (-8.9 per cent) in potential signs of operationalising capital Looking ahead, leaders plan to increase total investment by around 38 per cent over the next 12 months, including marketing (42 per cent), new equipment (39 per cent), and pay to attract talent (37 per cent) New-build homes are most popular amongst younger buyers, with six in 10 Gen Z homeowners (61 per cent) living in a new-build property, compared to a quarter (25 per cent) across all ages Sector investment and innovation gathers pace Talent, skills and AI are all becoming major investment focus areas. Four in 10 (40 per cent) businesses with skills shortages are investing in new construction methods to reduce manual labour, alongside developing early career schemes (39 per cent), and focusing on training and upskilling (36 per cent). Meanwhile the average intended AI investment of £441,281 reflects growing demand for AI assisted design and planning (37 per cent), renewable and energy efficient materials (36 per cent), business management automation software (35 per cent) and building information modelling (29 per cent). Momentum is particularly strong in Electronics, where intended AI spend exceeds £500,000, while trades such as Plumbing (£380,000), Carpentry (£347,320) and Painting & Decorating (£328,371) signal smaller, though material allocations. Future Homes Standard: A top priority but confidence in readiness lags Nearly all firms (98 per cent) say aligning with the Government’s Future Homes Standard is a priority for the next 12 months, yet 82 per cent express concern about their readiness. Key areas where support is most needed include installing low carbon heating systems (21 per cent), applying the new Home Energy Model (20 per cent) and meeting updated ventilation standards (18 per cent). Despite this, businesses are taking proactive steps, with 30 per cent investing in specialist equipment, training and technology to boost compliance. Strong Gen Z new-build appetite despite affordability pressures A quarter of homeowners (25 per cent) report they live in a new-build property. This rises amongst first-time buyers, with nearly half (47 per cent) of those who bought their first home in the past year opting for a new‑build property. New properties are most popular amongst Gen Z (61 per cent of homeowners) with desirable location named as the top driver of purchases (28 per cent). A fifth (20 per cent) cited favourable mortgage terms, such as higher loan-to-value ratio, and 17 per cent also reported energy efficiency as a major reason for buying new. This comes as young people report improving, but significant affordability challenges, as 61 per cent of Gen Z hoping to buy a home in the next 12 months said that mortgage rates have a bigger impact on affordability than house prices themselves. Despite strong buyer demand, there are still barriers to building. A quarter (25 per cent) of housebuilders report high construction costs as a major barrier, followed by rising inflation, cost of raw materials and meeting the requirements of the Future Homes Standard (all 19 per cent). Location, location, location Over the next 12 months, new-build property developers expect that consumers’ desire for customisation options, such as layout and finishes, to have the greatest impact on their approach (31 per cent), followed by expectations for upgraded digital infrastructure including high speed broadband (27 per cent). However, consumers report slightly different priorities. When surveyed about which features most influence their choice of property, the top factor was access to gardens or communal green spaces (42 per cent), followed by proximity to transport hubs (31 per cent) and proximity to parks or countryside (30 per cent). Just 17 per cent named digital infrastructure as a key influence, and just 11 per cent cited customisation. Jason Constable, Head of Real Estate, Barclays Corporate Banking, said: “The level of innovation we’re seeing across the industry from larger developers to specialist trades is encouraging, with businesses investing in technology, skills and modern construction methods to boost productivity." “These innovations, combined with stronger consumer demand for new-builds, present a significant opportunity for housebuilders. While affordability and planning delays still pose challenges, the underlying strength of demand points to clear potential for growth as market conditions stabilise.” John Ainsworth, Head of Real Estate, Barclays Business Banking, added: “Activity is generally subdued among SME housebuilders, with nearly three in 10 expecting no increase in output in the year ahead. Yet SMEs are working hard to overcome skills shortages and regulatory alignment, with their resilience coming through strongly as they show confidence in their future success." “If the industry is to hit the Government’s target and build the much-needed homes of the future, it’s vital we continue to support the scaleup of smaller regional players. At Barclays we are committed to providing the external finance needed to scale via our Business Prosperity Fund.” The Barclays Business Prosperity Fund is available to new and existing Business Banking and Corporate Banking clients across the UK to apply for lending and refinancing on existing projects. Terms and conditions apply. Businesses can read the full Barclays Business Prosperity Index Housebuilding report and find out more about the Business Prosperity Fund here .

As the Government unveils its Warm Homes Plan, Stuart Dantzic, MD of Caribbean Blinds, argues that external solar shading must move from the margins to the mainstream of home energy policy. Those of us in the UK’s solar shading industry have long been used to governments of various stripes promising to tackle the effects of a changing climate on domestic and commercial buildings – and delivering with equally variable results. The cycle often swings from ‘Great idea!’ to ‘Waste of money!’ even within the lifetime of a Parliament, so it’s hardly surprising that we observers treat any new initiative with a degree of scepticism. That said, the Government’s newly published Warm Homes Plan is an important and welcome statement of intent. A £15 billion commitment to tackling fuel poverty, decarbonising homes and reducing long term energy bills is not to be dismissed lightly. The emphasis on solar panels, heat pumps and batteries reflects a desire to reduce our reliance on imported fossil fuels. Those aims are broadly right. But the plan reveals a persistent blind spot that risks undermining its own objectives: the failure to take overheating seriously, and with it the failure to treat external solar shading as essential infrastructure rather than an optional extra. The basic problem is that for decades, British housing policy has been shaped by a single obsession: keeping heat in. Thick insulation, superior double and triple glazing and ever more powerful heating systems have been treated as markers of progress. This approach made sense in a colder, more predictable climate. It makes far less sense now. However, buried within the Warm Homes detail is an acknowledgement that properties must stay cool in summer as well as warm in winter. The plan even namechecks shading alongside shutters and reflective films as low cost interventions. Yet there is little clarity on delivery or funding. In practice, shading feels like an afterthought, while capital and policy attention flow towards complex technologies with higher costs, longer payback periods and significant demands on the electricity grid. This matters because overheating is no longer a niche concern. UK summers are getting hotter and longer, and many homes are ill equipped to cope. Research cited by the Government itself shows some flats reaching internal temperatures of more than 47 degrees during relatively modest heat events. This is nothing less than a serious health risk, particularly for older people, young children and those with existing conditions. It also places avoidable strain on the NHS. The underlying problem is solar gain. Modern homes, with bigger areas of glazing, sliding doors and rooflights, invite the sun in and then struggle to get the heat back out. Once shortwave solar radiation passes through glass, it is trapped as longwave heat. Insulation that retains warmth in winter becomes part of the problem in summer. External solar shading tackles this at source. By stopping the sun before it reaches the glass, it dramatically reduces heat build-up inside the home. Independent studies consistently show reductions in internal temperatures of more than 10 degrees, and in some cases closer to 20. The Camden monitoring project referenced in the Government’s plan is particularly striking. External shading combined with night time ventilation eliminated overheating risk entirely. Internal blinds helped, but external systems were markedly more effective. In a nutshell, this is passive cooling in its purest form. Our own white paper at Caribbean Blinds, published last year, reinforces this evidence. We found that while concern about overheating is rising, understanding remains low. Many homeowners still see it as an unavoidable side effect of modern living, or something to be solved later with air conditioning. Yet when the benefits of shading are explained clearly, appetite for adoption increases sharply. People want solutions that are visible, understandable and that work immediately. None of this is to argue against heat pumps or solar panels. But they should sit within a hierarchy of measures that starts with reducing demand in the first place. It is easier and cheaper to stop heat getting into a building than to remove it once it is there. If the Warm Homes Plan is to live up to its promise, shading needs to move from the margins to the mainstream. That means clearer guidance, proper inclusion in funding schemes and a stronger signal to designers, developers and homeowners that managing solar gain is a basic requirement of a modern home. A warm home should indeed be a basic guarantee – and so should a cool one. External solar shading is a simple, proven and immediately deployable answer to a growing problem. Treating it as optional is a mistake we can no longer afford to make. To download the Caribbean Blinds white paper, click this link here.

A mother and son from Selsey, Lynette and Chris Turner, have taken more than one step up the career ladder by launching their own family-run business, More Than Loft Ladders (MTLL). Opening at the end of last year, their professional loft access and storage solutions have already transformed dozens of properties in Portsmouth, West Sussex and the surrounding areas. This marks the first time Lynette and Chris have gone into business together after deciding to build something that better fits their family life and long-term goals. Lynette spent years working in finance, banking and investment, while Chris built hands-on experience in home renovations and trade work. Despite their different career paths, the pair realised their skills complimented each other and could be combined to create a practical, customer-focused business. Chris said: “We’d both been thinking about starting something of our own. We talked about what would work for us as a family and realised our skillsets suited each other perfectly. Once we had the idea, everything fell into place.” For Lynette, the move away from a corporate career was drive by a desire for flexibility. As a foster parent, running the business allows her to work from home while Chris manages installations on site. Lynette said: “I still get to utilise all my experience in finance, but in a way that fits around family life and foster care. It's a big change, but a really positive one. We’re building something of our own, rather than climbing someone else’s corporate ladder.” The business specialises in professionally installed loft ladders, hatches, boarding, insulation and lighting, helping homeowners make safe and effective use of existing space without the disruption and cost of a full loft conversion. Covering Portsmouth and the surrounding areas of West Sussex, the Turners say their focus is firmly on quality, trust and local service. “A lot of people don’t realise how much usable space they already have,” added Chris. “Our role is to make accessing it simple and safe – and as a reliable, professional business, people feel comfortable inviting us into their homes.” And what does the rest of the Turner family think about their venture? “The skies the limit... or at least the rafters! We’re so proud of how these two have combined their skills to provide a useful service to the community while creating a life that ensures Lynette can continue to care for kids who need it most,” said Tamsin Lakers, Lynette’s sister. For more information about the services Lynette, Chris and More Than Loft Ladders provide, please visit here .

Caribbean Blinds has been shortlisted in all five categories it entered at the 2026 BBSA Excellence Awards, marking a superb showing for the Suffolk based specialist in external shading and outdoor living. Organised by the British Blind and Shutter Association (BBSA), the awards are regarded as the industry benchmark for quality, innovation and best practice across solar shading, blinds and control systems. The five shortlisted Caribbean Blinds entries span product development, installation excellence, marketing, showroom design and collaborative working. They include the Grillo Pergola, developed in partnership with outdoor kitchen manufacturer Grillo, which integrates shading and shelter into a fully considered outdoor cooking environment. Since its launch in May 2025, the pergola has become a regular specification alongside new Grillo kitchens. Caribbean Blinds is also recognised for two technically demanding external shading installations, both delivered as part of larger residential projects. Further recognition comes from the firm’s Dream Gardens show site in Sudbury, shortlisted for Best Independent Showroom. The space allows homeowners and trade partners to experience outdoor shading systems in real conditions. The fifth shortlist spot acknowledges a targeted, influencer-led marketing programme designed to reach design aware homeowners and demonstrate shading solutions in context. Stuart Dantzic, Managing Director of Caribbean Blinds, said: “To be shortlisted in every category we entered is something the whole team is proud of. The BBSA Awards set a high bar, and this recognition reflects the depth of thinking, design and delivery that goes into every aspect of our work.” Winners will be announced at the BBSA Awards Gala on 7 March 2026.

In the county of Hampshire, England, Paul Hendy has turned a century-old family legacy into a dedicated platform for community support. The CEO of Hendy Group Ltd and a 2026 Ford Salute to Dealers honoree, Hendy established the Hendy Foundation to streamline and amplify the company’s charitable giving, which dates back over 165 years. The Salute to Dealers award recognizes dealer principals who go above and beyond for their communities, and Hendy’s foundation has already supported more than 350 charities, addressing everything from food insecurity to domestic abuse support. Paul Hendy commented: “Seeing people benefiting from a project you have funded reminds you why giving matters. It stays with you, because you know you’ve touched people’s lives and played a small part in something that will continue to help others long into the future.” The foundation’s impact is felt across the South Coast of England. The group provides education grants, housing assistance, and specialized equipment like electric wheelchairs for young people. Hendy has introduced ways for both employees and customers to get involved, including a micro-donation initiative at the point of sale. By combining financial contributions with practical support — such as providing Ford Transit vans for charitable deliveries — Hendy ensures the foundation and dealership can respond quickly to the most pressing needs of the community. Can you recall the very first time you felt the impact of helping someone? Paul Hendy: I was in my mid-twenties. My father helped organize a golf event that raised funds for young people who needed electric wheelchairs. I remember seeing the difference those wheelchairs made and how they gave these young people independence and confidence. Witnessing that change was profoundly moving for me. It wasn’t just about the fundraising, but about seeing lives genuinely transformed. Who in your life set the example for what it means to help those in need? Paul Hendy: My father. He founded the local Rotary Group in Dorset, dedicating his time to supporting people facing hardship. Growing up, I saw firsthand how consistent involvement and collaboration could make a real difference. His example showed me that helping others isn’t a one-off act, but an ongoing responsibility. What is the most rewarding part of seeing your dealership employees rally together for a local cause? Paul Hendy: Seeing our colleagues come together with a shared sense of purpose. When they rally to volunteer or raise funds, it creates a real sense of unity and pride across the business. It reinforces our values and shows that as a business we’re committed not just to success, but to making a positive and lasting impact. For 26 years, Ford has celebrated the extraordinary contributions of its dealers through the Salute to Dealers program. Congratulations and thank you to all eight of the 2026 honorees for their commitment to service.

A leading organic health foods retailer is targeting over £100m in revenue after it completed one of the largest Employee Ownership Trust (EOT) deals seen in the UK. Grape Tree, which currently boasts 190 stores across England, Wales and Scotland, has sold a majority stake in its business to its 955-strong workforce, preserving the company’s culture and values, whilst providing long-term stability for its staff. CEO and founder Nick Shutts believes the transaction is an integral part of the firm’s succession planning and gives it the momentum to open another 20 stores this year and continue its investment in bringing the highest quality wellness foods to the public. Supported by professional services group DJH’s specialist EOT team, the business is expected to create a further 150 jobs as part of the expansion, both at new shops and at its headquarters and specialist packaging operations in Kingswinford. “Grape Tree has come a long way since we started out in 2012, with the vision of creating a truly independent health foods retailer that always puts its customer first,” explained Nick, who had sold his first business Julian Graves to Holland & Barrett just a few years earlier. “This has been an approach that has helped us gain significant market share and we wanted to build on this by making sure our employees continue to be the heartbeat of our business. There was also a big piece of work around succession planning.” He continued: “Working with our long-term accountants DJH, we explored a variety of options that would negate the need for outside investment and eventually settled on the Employee Ownership Trust. “This allows staff to take a share in the business without personal investment and, hopefully, sends out a clear message to our loyal customers that our original ethos is as strong as ever.” DJH’s EOT team provided a turnkey solution to the Grape Tree management team, working alongside Nick and son Oliver from initial discussions, through to the completion of the transaction in just eight months. This included a company valuation report, development of various share options and a full cashflow planning exercise. Extensive tax advice was given throughout, whilst internal communications was also supported on completion of the deal. “The EOT was completely new to us all, and I can’t recommend highly enough the team at DJH,” added Oliver. “Every question we had was answered quickly and efficiently, with Connor Smith and his team’s experience of these types of transactions ensuring we met all the timelines we set. The latter was extremely important, as we didn’t want to neglect our growth plans whilst this was going through.” DJH Halesowen has been providing expert financial and accountancy services in the Black Country for more than 90 years. The company has enjoyed a decade-long partnership delivering auditing and business advice to Grape Tree and, importantly, was able to bring in Employee Ownership Trust experts from its sister office in Manchester to guide the deal. Mark Howell, Director at DJH Halesowen, continued: “Becoming part of DJH last year gives us access to lots of specialist knowledge and we were delighted to be able to introduce Connor to Nick and Oliver." “The trust and history were already in place, and this certainly helped speed up the transaction as we could keep a lot of the complex negotiations in house, leading to a successful outcome for Grape Tree.” He concluded: “This will arguably be the biggest of the 30 EOTs we have advised on to date. We’re delighted to have played a role in helping one of the UK’s fastest growing retailers write the next chapter in its history - with its employees a focal part of the story.” As part of the new structure, Grape Tree has appointed Campbell McDonald as Chair of its EOT Board. Top Photo: (l-r) Oliver and Nick Shutts (both Grape Tree) with Mark Howell of DJH Halesowen

Irwin Mitchell is urging farmers and private business owners to review their wills and succession documents ahead of the April 2026 inheritance tax (IHT) changes, warning that some families could be left with a ’dry’ IHT charge - a tax bill without receiving either the asset or the sale proceeds - and a heightened risk of future disputes between surviving owners and family members. From 6 April 2026, 100% relief for Agricultural Property Relief (APR) and Business Property Relief (BPR) will be capped at a combined value of £2.5 million per estate, with qualifying value above that level receiving 50% relief. While instalments over 10 years will be available on qualifying APR/BPR property, any IHT liability still sits with the estate - even if a pre existing agreement passes the business to a co owner and the family receives no cash or shares. James Laycock, a partner and specialist in resolving disputes around wills, estates and trusts at Irwin Mitchell, said: “Many farming and business families still assume the enterprise will pass tax free but under the new cap, that won’t always be true." “Where shareholder or partnership agreements transfer the business to a co-owner on death, the estate may carry the IHT bill even though the family doesn’t inherit the asset. That’s the classic ‘dry’ tax scenario - risks are avoidable with the right planning." “Where a Will leaves a farming business to one part of the family and other cash assets to the non-farming family, the non-farmers could end up paying the IHT, reducing or extinguishing their part of the estate." “This might give rise to an increase in will disputes in the coming years brought by disappointed beneficiaries who find themselves with a much smaller inheritance than expected from the deceased.”

Cleaning industry remains resilient and committed to innovation despite persistent challenges and cost pressures, new Robert Scott research reveals. “This year’s findings show that the sector remains determined and forward-thinking, despite facing economic pressures.” According to new research from cleaning manufacturer and distributor Robert Scott, the rising cost of doing business is the biggest challenge facing the UK’s cleaning industry. Key takeaways Nearly 90% of the cleaning professionals surveyed in the research stated that the rising cost of doing business had the greatest impact on their operations in 2025. This points to a more sustained challenge than originally anticipated, as it is over 17% higher than the previous year, and over 85% believe that it will remain a significant factor in 2026. The survey revealed an increase in negative views on the ‘political environment’, with inflation and political or policy uncertainty both scoring 29.7%. Meanwhile political uncertainty for the coming year increased to 35.71%. When asked about what impact the new government has had on the cleaning industry, close to 60% thought that it was negative or very negative. Over 97% said that the increase in Employer National Insurance contributions had had a serious impact on their day-to-day operations, as had the increase in the minimum wage (82%). Looking at the impact of the rising cost of living on their businesses, over 70% said that overall, customers were spending less, with over 30% reducing investment in large purchases. Over 75% of those surveyed said that customers are seeking better value for money, with over 39% saying that customers were looking for solutions that reduce the costs in areas like workforce. Striking the balance between cost savings and environmental responsibility Despite these pressures, sustainability continues to play a critical role in shaping the industry’s future. Over 87% of respondents confirmed the importance of sustainability to the sector, with supplying more environmentally friendly chemicals cited as the foremost priority, at over 61%. Over 53% said that the effectiveness of cleaning products was a priority, while over 51% cited understanding the environmental impact or carbon footprint of cleaning products. While reducing plastic waste continues to be a key issue, only 48% of professionals cited it as a priority this year, down from 60% last year. However, the research also highlighted that only around one third of customers are still prepared to pay more for ecofriendly solutions, indicating that businesses must deliver on both sustainability while considering value. Indeed, ‘demonstrating value for money’ was identified as the biggest overall trend for 2026 by over 40% of respondents. Alastair Scott, sales director at Robert Scott , commented: “The cleaning industry has always adapted to shifting market pressures, and this year’s findings show that the sector remains determined and forward-thinking, despite facing economic pressures. Cost challenges and policy changes are real, but it’s encouraging to see businesses respond proactively and continue to seek out smarter, more efficient ways of working.” The future impact of robotics Another emerging area of innovation with the potential to deliver significant efficiency gains – and one that is increasingly on the radar for industry professionals – is robotics. When asked what they thought would be the biggest trend in the cleaning industry in the coming year, over 28% said it would be robotic cleaning, up from only 2% last year. Looking at robotics, the survey asked: “How much impact do you believe robotics will have in the cleaning sector over the next five years?” Over 47% thought it would have some impact, while a further 26% thought it would have significant impact. “In response to customer demand, Robert Scott continues to expand its cobotics offering and we have recently added the MT1 Max and MT1 Vac to our range,” says Alastair Scott. “The MT1 Max builds on the impressive and industry first AI-powered scrubber dryer robot for large-scale environment with improved location technology, slope climbing, rain avoidance and obstacle handling features, while the MT1 Vac delivers powerful, industrial-grade suction, capturing everything from fine particles to larger debris with close-edge cleaning." Achieving top scores “This annual survey is not just about assessing the industry’s views but is also an important way for us to measure our performance in an increasingly challenging marketplace,” says Alastair Scott. “Over 97% of respondents had found our service in 2025 to be good or great, up 6% from the previous year." “The research explored customer satisfaction levels with Robert Scott, and I am delighted to report that 100% of respondents rated Robert Scott’s service as good or great – up from last year’s excellent score of 93%. We also scored 100% for product availability and product recommendation, up from last year’s 95%." “We are very proud that the industry rates our service offering and product availability so highly but achieving literally top scores does not mean that we will become complacent. In the coming year, our focus will remain on delivering products that improve cleaning efficiency, reduce environmental impact, and provide tangible value for our customers.”

Companies with strong ESG performance are significantly more successful in expanding their R&D activities overseas, according to new research from Durham University Business School. The researchers say that this is because strong ESG performance enhances a company’s reputation and credibility abroad, signalling that it is a trustworthy investment and a reliable partner. This strengthens firms’ legitimacy and attractiveness to international partners, making overseas R&D expansion more feasible. The research, led by Xinming He, Professor of Marketing at Durham University Business School, with Xi Zhong (Shenzhen University) and Jianquan She (Guangdong University of Technology), explored how ESG performance influences firms’ overseas R&D initiatives and under what conditions this effect is strongest. The team analysed a dataset of 1,180 firm year observations from Chinese listed companies from 2007 to 2023, comparing ESG performance over time with increases in overseas R&D activity. Their findings suggest that companies with strong ESG credentials gain additional credibility internationally, which helps them attract investors, secure partnerships, and receive government support in foreign markets. For company owners, as global scrutiny of corporate behaviour intensifies, the study shows that ESG is becoming a powerful currency for accessing international innovation ecosystems. “Shareholders should push companies to integrate ESG into their core business strategy, not treat it as a box-ticking exercise,” says Prof. Xinming He. “Instead of simply reporting ESG policies, companies should focus on tangible results, such as cutting carbon emissions or improving working conditions." "Measuring real-world outcomes helps firms build trust, innovate sustainably, and remain competitive in global markets.” The researchers also caution that environmental violations can undermine these benefits. Companies that breach environmental regulations may see their ESG reputation suffer, making international collaboration and access to innovation funding more difficult. To prevent this, firms need robust environmental controls, regular audits, staff training, and independent verification to ensure ESG claims are credible. Whilst, the study notes that ESG signals sent by state-owned enterprises are often interpreted as compliance driven rather than genuine, reducing their impact. The researchers suggest that these firms may need alternative approaches, such as acquiring foreign technology or working closely with local governments and businesses in host countries, to support overseas R&D and long-term innovation goals. The findings also suggest that policymakers can accelerate international innovation by strengthening ESG reporting standards and incentivising verifiable ESG improvements. As ESG becomes a global language for responsible business, the study concludes, firms that demonstrate authentic, measurable progress stand to lead the next wave of international innovation.

New findings from global payroll provider, CloudPay , have revealed a sharp disconnect between confidence in and the practical ability to modernise payroll operations among larger organisations. While most of these enterprise firms believe they are prepared to adopt automation, API, AI, and stronger cybersecurity frameworks, CloudPay’s Future Readiness data shows that execution is not keeping pace with ambition. Despite strong self-reported confidence levels, CloudPay’s findings highlight several barriers preventing larger companies from moving from aspiration to action. While 60% indicated their business is ready to adopt automation, implementation is still hampered by budget constraints (cited by 38%) that delay investment in standardisation, exception handling, and global process improvements. AI confidence tells a similar story. Although 56% of enterprises consider themselves ready, actual deployment remains slow due to governance hurdles, risk aversion, and uncertainty around the role of human oversight. Meanwhile, API readiness remains the lowest, with just 36% confident in their ability to implement these, underscoring deep integration challenges rooted in complex, often decades-old technology stacks. Perhaps more concerningly, the research indicated that more agile mid-market organisations are increasingly gaining an advantage in API readiness over larger firms, putting enterprise competitiveness at risk. CloudPay warns that without decisive action, enterprises risk losing operational efficiency, delaying transformation timelines and incurring higher long-term costs as manual interventions persist. Timo Weber, Chief Strategy Officer at CloudPay, comments: “Enterprises aren’t suffering from a lack of ambition; they’re battling a misalignment between aspiration and execution." "Many large organisations genuinely believe they’re ready for automation, AI, or deeper integration, but the reality within their payroll operations tells a very different story." "When 60% of enterprises claim to be ‘very ready’ for automation, yet more than a third cannot secure the budget to implement it, it’s clear the disconnect isn’t about capability, it’s about prioritisation." “What we’re seeing is that enterprise payroll teams are caught between strong strategic intent and the day-to-day constraints of legacy systems, risk-averse governance and competing transformation agendas." "AI is a perfect example: leaders recognise its value, but deployment stalls because existing structures aren’t designed to support it." "When only 36% of enterprises feel prepared for APIs, which are the backbone of modern payroll connectivity, it becomes impossible to realise the real-time, data-driven operations that executives say they want." “Future-ready payroll isn’t achieved through confidence alone. It requires coordinated action across technology, people, and processes. That means tackling integration debt head-on, simplifying workflows before automating them and ensuring payroll has a seat at the transformation table." "Enterprises that make this shift will unlock huge gains in accuracy, resilience and efficiency. Those that don’t will continue to rely on manual workarounds and outdated systems that simply can’t keep pace with today’s operational demands.”

Mark Little has been appointed as the new Chief Executive Officer of multi-award winning national commercial cleaning and FM company Cleanology. He will be playing a pivotal role supporting the £25 million turnover company’s ambitious plans to double in size. A successful 2025 has seen Cleanology win dozens of new contracts across 11 sectors, including the company’s biggest ever mobilisation with over £2 million of new contracts mobilised in just one month. Cleanology – which operates in 24 cities across the UK and employs over 1,000 people – has also reported several notable achievements for 2025 including: A total of £151,000 raised in total from its five annual fundraisers for The Hygiene Bank, including nearly £15,000 generated in social value. 32.9 percent less carbon produced across its national teams as well as the development of an official sustainability committee delivering exciting projects. The launch of its new rebrand in a bold and exciting live launch marked by the projection of its vibrant new logo against iconic London landmarks. Prioritising fair pay, with 99% of employees receiving the Real Living Wage, a significant rise from 18% in 2017. Mark Little said: “It is a great honour and fantastic opportunity to be the new CEO of Cleanology which has grown from a small family business into one of the country’s leading national commercial cleaning and FM companies. I’m looking forward to meeting our clients and working with all the Cleanology team, during the next exciting chapter of our development." "I am looking forward to playing a major part in ensuring Cleanology continues to grow, while retaining its clear focus on being a leader in innovation and sustainability”. Mark has worked in the outsourced FM services sector for 35 years, in both large corporates and smaller privately owned businesses. For the past 15 years in the Cleaning industry, and prior to joining Cleanology, he was CEO for the private equity backed Just Ask / Nexgen for five years. Entrepreneur Dominic Ponniah, the Co-Founder of Cleanology, stepped down as CEO at the end of last year to become its new Chairman. Dominic will still be taking a keen interest in the growth of the company, co-founded with his mother Elisabeth Ponniah in 1999, after deciding the time was right to step back from its day-to-day running. Ponniah, commenting on Mark Little’s appointment, said: “I am absolutely delighted to welcome Mark to the team at this pivotal and exciting time for Cleanology. As we enter this new phase of growth, Mark’s wealth of experience and industry expertise will provide the right leadership for the business as it continues to expand nationally.” Cleanology, which is headquartered in Vauxhall, southwest London, and has regional offices in Manchester, Birmingham, Bristol and Scotland, enjoyed an outstanding 2025 winning new business in a range of sectors from law and education to leisure and energy. Its diverse staff are from 34 nationalities with 82 percent identifying as ethnically diverse. They attend an annual Academy Day and participate in ‘Lunch & Learn’ sessions. Photo: Cleanology’s Senior Leadership Team (from left): Mark Little, CEO, Kate Lovell, ESG & Client Experience Director, Jade Collazo, HR Director, Juliet Widdicombe, Associate Director and Nick Platt, Managing Director of Sales & Marketing.

Leading Scottish hospitality group Buzzworks has reported another resilient year of trading and investment, with revenue rising 8.4 per cent to £37.3m for the 53 weeks to 4 May 2025. This compares with revenue of £34.4m in the previous year. The company, renowned for its exceptional food and customer service, continues to go from strength to strength, delivering resilient trading in challenging market conditions. Underlying EBITDA was £3.32m. This compares with £3.77m in the previous year, which benefited from insurance income. Buzzworks, which has built its reputation across Scotland and throughout the industry as a people-focused business that is proud to support the communities in which it operates, continued to invest significantly in its venues and teams during the year. A total of £2.4m was invested across new and existing sites, including the opening of Lido Musselburgh in December 2024 and a new Herringbone venue in Barnton in May 2025, alongside further refurbishment investment at Lido Prestwick and The Longhouse in Kilmarnock. The group continued to invest in its people through its comprehensive training programme, supporting succession planning and the development of future leaders, while also investing in processes and technology to support planned growth. In June 2025, led by Kenny Blair, Buzzworks completed a family management buyout, supported with investment from London-based, Alchemy Partners. The new partnership will provide additional financial and strategic support to accelerate new venue development, enhance the existing estate and strengthen the business for future expansion. Kenny Blair, Managing Director of Buzzworks, said: “Growing revenue in the current business climate is a real credit to our teams and to the loyalty of our guests. We’ve continued to trade strongly while absorbing significant cost pressures." “We’re operating against a tough backdrop in Scotland, from energy and labour increases to a non-domestic rates system that can disproportionately penalise hospitality businesses when they invest." “Hospitality is a major economic contributor, supporting jobs, supply chains and thriving town centres. We want to strengthen the fabric of Scottish hospitality overall and help make our country an even better place to visit. To do this, we urgently need a rates approach that properly recognises that value and supports investment in our industry, rather than holding it back as it currently does." “Looking ahead, the investment from Alchemy Partners is a major catalyst for our next phase. This inward investment into Scotland gives us the backing to move further, faster, enhancing our estate, strengthening our platform and accelerating expansion, including venues with accommodation.” Alongside the rest of the hospitality sector, Buzzworks continues to face significant external cost pressures, including increased property costs and non-domestic rates, alongside rising energy costs and increases to the National Living Wage and National Insurance contributions. To counter this, the business has implemented measures to help mitigate inflation, including supplier tendering, strengthened cost controls and carefully managed pricing strategies, while maintaining the high standards the group is known for. These high standards secured significant national recognition during the year, being named the UK’s ‘Best Managed Pub Company’ at the 2025 Publican Awards – the first Scottish operator ever to win the title. The business also became Scotland’s first multi-venue hospitality company to achieve B Corp certification, reflecting its commitment to the highest standards of social and environmental performance and responsible business practices. Buzzworks was also recognised once again as one of the Top 100 Best Companies to Work For in the UK. Buzzworks operates 22 venues and growing across Scotland and employs more than 800 people, delivering aspirational dining and entertainment through its portfolio of brands including Scotts, Lido, House, Vic’s & The Vine, The Duke, Thirty Knots, The Bridge Inn, The Fox and Herringbone. For more information on Buzzworks please visit here .