Business

Raspberry Pi founder Eben Upton has sold £1.8 million worth of shares in the Cambridge-based microcomputer company, reducing his stake just over a year after its high-profile stock market debut. The sale came as a 365-day lock-up period for directors and senior executives expired this week.

Upton, 47, who launched Raspberry Pi in 2008, was joined by the company’s chief financial officer, Richard Boult, who offloaded £455,000 worth of shares. The transactions were disclosed in filings to the London Stock Exchange and took place on Tuesday. Raspberry Pi confirmed the sales, noting that both executives had acted “for financial planning reasons.”

The sales triggered a modest reaction in the market, with shares falling 14p, or 3 per cent, to 444p on Wednesday. While such disposals are common after IPO lock-up periods end, investor sentiment often sours when senior leaders sell, as it can be interpreted as a lack of confidence in future growth prospects.

In Upton’s case, the shares sold represented around 14 per cent of his holding. He retains a 2.5 million share stake worth approximately £11 million. Boult still owns 476,000 shares, currently valued at just over £2 million, after selling a little more than a fifth of his stake.

Despite a 33 per cent decline in the company’s share price since the start of 2025, early backers remain comfortably ahead. Raspberry Pi floated in June 2024 at 280p, making it London’s biggest IPO in nearly a year at the time, with an initial market value of £541 million. Today, the firm is valued at just under £900 million, enough to qualify for a spot in the FTSE 250 index.

Founded by Upton when he was director of studies at St John’s College, Cambridge, Raspberry Pi was born out of frustration with the dwindling number of computer science applicants. The company began by producing low-cost, credit-card-sized computers designed to help children learn to code, and it has since expanded into industrial applications, supplying its computing boards for use in security systems, ventilation units, and even self-service coffee machines.

While the company has retained its educational roots, its customer base has diversified, helping it generate revenues of $259.5 million in 2024, although this marked a slight decline from the £265.8 million reported in 2023. Pre-tax profit for 2024 stood at $16.3 million, down from $38.2 million the year before, which the company attributed to “industry-wide destocking” following a period of exceptional demand.

Upton is not the only co-founder to have cashed in. His wife, Liz Upton, who co-founded Raspberry Pi and headed up its marketing and communications team until her departure in November, sold £248,000 worth of shares last September and a further £186,000 on New Year’s Eve.

Other directors not bound by the same lock-up conditions began selling shares from September 2024 onwards.

While the recent share disposals may have spooked some investors, Raspberry Pi remains one of the UK tech sector’s more credible public market success stories. The company has managed to scale while maintaining profitability, and its strategic pivot into commercial and industrial sectors suggests room for continued growth.

For now, however, the share sales are a reminder that even the most mission-driven founders eventually choose to realise some of their paper wealth — especially after a strong stock market run.

Read more:
Raspberry Pi founder sells shares worth £1.8m after lock-up expiry

Companies House has removed more than 10,000 companies from the official register in a sweeping crackdown on fraud, corporate abuse and organised crime, after uncovering a network of just 30 entities responsible for incorporating up to 50,000 businesses suspected of being involved in illicit activities.

The purge, conducted in collaboration with the Insolvency Service, is part of a broader effort to restore integrity to the UK’s business registry and close longstanding loopholes that have allowed criminals to exploit shell companies for money laundering, property fraud and tax evasion.

Investigators have so far identified around £50 million in UK property assets linked to organised crime, which are now the subject of ongoing asset recovery investigations.

The two agencies are also examining more than 100,000 shell companies formed over the past two decades that are “known to be involved in a number of illicit activities”. Many of these entities are now being targeted for dissolution as part of an unprecedented enforcement drive.

Meg Ogunsola, Global Director of Entity Management Solutions at Vistra, praised the new enforcement stance: “Companies House deserves real credit for stepping up its role in tackling fraud and driving greater corporate accountability. The newly empowered registrar is already removing firms from the register for illicit activities, rejecting inaccurate submissions and applying a level of scrutiny we’ve never seen before.”

The removals come as Companies House powers have been significantly enhanced under recent legislative reforms, giving the registrar greater authority to query, reject and remove entities from the register if they are found to be non-compliant or fraudulent. These new powers are beginning to have a material impact on the makeup of the UK’s company registry.

The crackdown also arrives ahead of major regulatory changes due to take effect later this year. Mandatory identity verification for all company directors and persons of significant control (PSCs) will be introduced, aimed at preventing fake or hidden identities from being used to set up companies.

Ogunsola warned that the clock is ticking for businesses to ensure they are compliant: “Firms must prioritise identity verification for all directors and persons of significant control, ensuring the process is completed well before the autumn deadline. With mandatory ID verification and the ‘failure to prevent fraud’ offence coming into force this September, the message to firms is clear: take notice and take action now.”

The new “failure to prevent fraud” offence, part of the Economic Crime and Corporate Transparency Act, will mean companies can be held criminally liable if they fail to put reasonable controls in place to stop fraud carried out by employees or associates.

With the UK facing sustained international criticism for its role as a haven for opaque corporate structures, particularly in relation to property ownership, these measures represent a marked shift in tone and enforcement.

The newly proactive stance from Companies House suggests the days of anonymous, unverified corporate registrations may finally be numbered.

Read more:
10,000 companies removed from register for ‘illicit activities’ as crackdown intensifies

The Department of Health and Social Care’s handling of a £122 million PPE contract came under increasing scrutiny last week as three days of testimony in the High Court laid bare a string of apparent failings in oversight, documentation, and witness evidence.

As PPE Medpro’s legal team continued its cross-examination of departmental witnesses, questions mounted over missing audit trails, contradictory statements, and key figures absent from the witness box.

Day three began with the cross-examination of Nick Graham, a member of the PPE Cell’s Closing Team who completed the official order form for the gown contract with PPE Medpro. At the centre of questioning was why the box for CE certification — a crucial regulatory marker — had been left unticked.

Graham claimed that internal guidance instructed team members not to tick further boxes if one certification had already been included, but he was unable to provide the document in question. This “guidance” has yet to be disclosed to the court.

PPE Medpro maintains that the blank CE box is significant — evidence, they argue, that CE certification with a Notified Body (NB) number was not a requirement under their contract. Graham, under pressure, conceded that the decision to leave the field blank was intentional and followed internal team instruction.

Freight knowledge gaps and missing audit trails

The spotlight then moved to Nick Parkes, a member of the government’s freight and logistics team. His testimony underscored a major gap in DHSC’s evidentiary chain. Parkes confirmed he had no personal knowledge of how the PPE Medpro gowns were handled after manufacturing. He never travelled to China, nor inspected the goods, and was based throughout the pandemic in Basingstoke.

More critically, he confirmed that the transport and handling of the gowns post-production was the responsibility of subcontractors Uniserve and Hunicorn, acting as government agents — a detail PPE Medpro argues absolves them of any responsibility for alleged contamination.

Despite repeated requests, DHSC has failed to produce a complete audit trail documenting the handling, sealing, and storage of the gowns. Parkes admitted such records should exist.

“You would expect there to be a document that would instruct, take from here, deliver to there… when you break a seal, you record having broken it and resealed it,” he told the court.

Later, Liam Hockan, a DHSC official from the Product Assurance and Quality Control team, was questioned about the decision to reject the gowns outright rather than explore whether they could be used in other NHS settings. Hockan confirmed his team never assessed whether the gowns could be repurposed as non-sterile, which PPE Medpro argues represents a missed opportunity and raises questions over the rationale behind the blanket rejection.

He also appeared unaware that the DHSC had abandoned one of its original claims — that the gowns were wrongly single-wrapped instead of double-wrapped — a key plank of the department’s case that has since been dropped.

On day four, the court heard from David Reid, Operations Director at Supply Chain Coordination Limited (SSCL), who oversaw PPE distribution and storage after February 2021. Reid described how shipping containers full of PPE were stored in sprawling open-air yards — sometimes literally in fields — where they were stacked four or five high.

This revelation could prove pivotal. The gowns eventually tested by Swann-Morton in 2022 may have been left in these conditions for up to 18 months. PPE Medpro argues this prolonged storage under uncontrolled conditions is the likely cause of any contamination — and the loss of gown sterility.

“So basically these are large open-air sites?”

“Yes,” Reid replied.

“Could they be fields?”

“Yes, at some point I think they were on fields.”

Pressed on who might know exactly what happened to the gowns after they arrived in the UK, Reid offered only speculative names of former contractors — including Nick Parkes, who had already denied such knowledge under oath.

Later that day, Jonathan Bates, a DHSC analyst, was questioned over a key spreadsheet used to estimate the cost of storing PPE Medpro’s gowns. The document, said to support the government’s claim for damages, was revealed to have been compiled primarily by a colleague, Anne Foulger — who has not been called as a witness.

Bates acknowledged that Foulger would likely be better placed to explain the figures, and admitted he hadn’t reviewed the invoices underpinning the data. The spreadsheet contained discrepancies — including a 4 million gown shortfall that disappeared and later reappeared — which have yet to be properly accounted for.

“Is it seriously your evidence that you didn’t consider the invoices before you gave that finalisation?”

“It is my evidence that I didn’t consider the individual invoices, yes.”

Day five saw Zarah Naeem of the MHRA take the stand. Naeem carried out an initial visual assessment of PPE Medpro’s gowns on 11 September 2020. Her statement contradicted DHSC’s revised claim that the inspection occurred on 2 September — a change made, Medpro argues, to fall within the 21-day contractual period for rejecting goods.

Naeem confirmed her inspection took place on 11 September and acknowledged this fell outside the time limit. She also clarified that while she gave a view on CE marking, she was not the decision-maker on whether the gowns should be released for NHS use.

“I did not have enough information to make a decision – an opinion – as to whether the gowns should have been used or not,” she told the court.

“From what I can remember… I don’t believe I was involved in the decision of actually not releasing the gowns.”

Once again, PPE Medpro raised the issue that the DHSC had failed to call Naeem’s manager, who would have had ultimate responsibility for that decision.

Mounting pressure on DHSC

With repeated references to missing documents, unanswered questions about gown storage, and the absence of key decision-makers from the witness list, PPE Medpro’s legal team is pressing the case that the government is attempting to shift blame for systemic failings during the Covid PPE procurement scramble.

The court will reconvene on Tuesday 24 June for the cross-examination of sterility experts — a critical phase that could determine whether the core of the DHSC’s case, that the gowns were unusable, will stand up to scrutiny.

Read more:
Questions mount for DHSC as PPE Medpro case exposes missing audit trails, document gaps and lack of key witnesses

In today’s tightly regulated business landscape, companies operating within the German and broader European Union (EU) markets face increasing scrutiny regarding packaging waste and sustainability.

As environmental expectations rise and rules evolve, businesses can no longer rely on fragmented approaches or generic advice. Instead, they must turn to specialized, full-service providers with the tools and expertise to ensure seamless compliance while remaining commercially agile.

Understanding the Legal Terrain: Packaging Act and Extended Producer Responsibility

Expertise becomes critical here—not just to interpret dense legal language but to apply it practically. For example, at the core of compliance in Germany lies the Verpackungsgesetz, the german packaging act, which mandates that any business placing packaged goods into the German market must register, report, and finance the recycling of its packaging waste. That ties closely to the EU’s wider Extended Producer Responsibility (EPR) framework, which obligates companies to manage environmental impacts throughout the lifecycle of their packaging.

Hence, partnering with an experienced packaging compliance full-service provider helps businesses correctly categorize packaging types, register with the LUCID database, and engage with the appropriate dual system, all while avoiding costly mistakes that could lead to fines or bans on selling in Germany or the EU.

Accurate Data Reporting and Ongoing System Monitoring

Compliance doesn’t end with registration. Businesses must regularly submit detailed packaging volume reports to authorities and dual systems. Here, accurate data entry and proactive monitoring are essential.

An expert partner offers more than just administrative support—they bring a systemized approach to ensure accuracy, reduce manual errors, and maintain real-time visibility. Packaging compliance experts can consolidate reporting across multiple EU jurisdictions, providing updates and audits remain smooth, even as requirements change. Such hands-on guidance is especially valuable for growing brands that are scaling across borders.

Key Compliance Tasks Where Full-Service Expertise Makes a Difference

For many businesses, the technicalities of packaging compliance often appear deceptively simple—until the details begin to pile up. What seems like a matter of registration and recycling quickly unfolds into a layered set of responsibilities, each carrying legal weight and financial consequences if overlooked. Without dedicated expertise, even well-intentioned companies can find themselves out of step with the law.

To manage this complexity, full-service providers step in with structured, hands-on support. They help businesses address the following critical areas:

Correct packaging classification: Knowing whether a package qualifies as sales, grouped, or transport packaging.
Proper licensing with dual systems: Each type of packaging requires specific licensing tied to recycling and recovery schemes.
Registration with environmental registers: Including LUCID in Germany and equivalents in other EU states.
Multi-country compliance coordination: Each country may have additional rules; navigating them without centralized support can lead to increased risk.
Documentation and record-keeping: Maintaining solid proof of compliance is essential in the event of an audit.

A reliable professional in packaging regulations, compliance, and execution of obligations not only performs these tasks but also educates your internal teams, fostering sustainable internal knowledge. Their involvement removes the guesswork and aligns your processes with environmental best practices.

Aligning Packaging Choices with Compliance and Sustainability Goals

As packaging design evolves to meet branding, consumer expectations, and eco-conscious trends, compliance must be embedded at the design stage. That isn’t just about looks or material selection—it’s about ensuring that packaging aligns with national and EU standards from the outset.

An expert in EPR regulations supports businesses in selecting recyclable materials, minimizing their environmental impact, and meeting mandatory labelling requirements. With this strategic input, brands can ensure their packaging not only attracts buyers but also avoids regulatory pitfalls—delivering both ethical and legal value.

Aligning with New Obligations: Staying Ahead of Regulatory Updates

Legal frameworks are continuously evolving in response to global environmental concerns. From new EU directives on recyclability thresholds to the introduction of plastic taxes and digital product passports, businesses must stay agile—or risk falling behind.

A packaging EPR expert with regulatory foresight helps companies anticipate and respond to these shifts. They track changes, update documentation workflows, and proactively realign registration processes. With the proper guidance, businesses gain confidence—not just in current compliance but in long-term operational resilience.

In conclusion, navigating packaging compliance in Germany and across the European Union requires more than occasional consultation. It requires an experienced, full-service partner who deeply understands packaging classifications, reporting standards, and registration requirements. By trusting such expertise, businesses can focus on growth—knowing their compliance obligations are being met with precision and care.

Read more:
Navigating Packaging Take-Back and Recycling Compliance: Why Full-Service Expertise Is Key to Meeting German and EU Packaging Regulations

Workplaces are evolving, and the people in them are, too. More businesses now recognize that mental well-being matters as much as physical health. But one crucial element still gets left out of the conversation: cultural understanding.

For many Black employees, workplace stress isn’t just about hitting deadlines. It’s about feeling unseen or disconnected. They often face added pressure from subtle biases and cultural gaps. When employers acknowledge those realities, they begin to create space for real trust and healing.

The Cost of Overlooking Culture at Work

Ignoring cultural identity in the workplace can have real consequences. When people feel left out or misunderstood, they disconnect—and may eventually leave.

Some things to consider:

Employees of color often report higher levels of stress due to racial bias.
Black professionals frequently “code-switch,” which is emotionally draining.
Harvard Business Review reports that inclusive companies typically have better retention and performance.

This isn’t just a personal issue—it’s also a business issue.

Why Cultural Understanding Matters in Mental Health

Most wellness programs are built with a broad approach. But broad isn’t always effective. Black employees face stressors others may not, such as:

Racial trauma
A lack of relatable mentors
The pressure of staying quiet to avoid conflict
Isolation in predominantly white environments

This is why cultural understanding must be part of the solution.

Offering support is great. But offering support that makes sense to the person receiving it—that’s what really helps.

This is where culturally relevant therapy support becomes essential. Matching someone with a therapist who understands their background creates safety. And that safety helps people open up and feel understood.

How Employers Can Create Culturally Supportive Environments

You don’t have to be an expert to make a difference. Small, consistent actions can help build a more caring workplace.

Some ideas:

Make sure wellness plans include diverse mental health professionals
Support identity-based employee groups
Offer flexible mental health days
Give leaders tools to recognize bias

Even a small gesture, like highlighting culturally competent care, can show employees that their needs matter.

The Business Case for Inclusive Wellness

This kind of care isn’t just thoughtful—it helps businesses thrive.

When mental health support reflects the workforce, companies benefit. Inclusive wellness leads to:

Lower turnover
Better morale
Fewer sick days
More cooperation across diverse teams

Research supports this. People do better when they feel safe. And teams grow stronger when people are free to be themselves.

Programs Leading the Way

Some groups are already making an impact by offering culturally aware support.

Black Men Heal provides therapy options designed for Black men, free of charge.

Therapy for Black Girls offers a national directory of providers and mental health content made with Black women in mind.

The Confess Project trains barbers to have open conversations about mental health in their shops.

These programs show that real support can be both familiar and effective.

Partnering With the Right Resources

Workplaces don’t have to reinvent the wheel. They can link employees with trusted partners already doing the work.

One of those is Help for African Americans, a digital hub for:

Culturally matched mental health providers
Educational materials for individuals and communities
Connections to grassroots programs and support networks

These partnerships help organizations meet people where they are.

Listening Is the First Step

Many employees keep things to themselves because they don’t believe they’ll be heard. That silence creates distance and prevents growth.

To start building trust:

Set up anonymous surveys
Host community-style listening sessions
Encourage learning about mental health and culture

People open up more when they know someone’s listening.

Helping Managers Lead With Empathy

Managers are often on the front lines of employee well-being. But most have never been trained to spot or respond to mental health needs.

Here’s how to help them support their teams:

Teach the effects of racial stress
Show how to lead open, nonjudgmental check-ins
Provide ready-to-share resource lists

A little empathy—paired with preparation—can create teams that rely on each other.

Tracking the Impact of Inclusive Mental Health Support

When companies offer programs that reflect employees’ lived experiences, results follow.

Here’s a look at programs making a measurable difference:

Program

Focus

Outcome

Black Men Heal

Free therapy for Black men

Over 500 men served in 2023

Therapy for Black Girls

Mental health directory

700+ providers listed

The Confess Project

Barbers trained in mental health

1,000+ barbers across 45 states

These examples prove that inclusive care works, especially when it feels authentic.

Bringing Cultural Understanding Into Company Culture

Inclusion isn’t just a one-time training or an annual event. It’s how a company treats people every day.

To keep improving, ask questions like:

Do our wellness offerings reflect everyone’s reality?
Are Black employees part of the conversation on support?
What feedback have we gathered—and how have we used it?

Honest reflection keeps progress moving.

Supporting Black Employees Is Everyone’s Responsibility

Hiring with diversity in mind is just the beginning. What really matters is what happens after someone joins the team. Do they feel like they can speak up? Do they feel like their experiences are understood—or even welcomed?

For Black employees, mental health support often falls short because the work environment doesn’t reflect their reality. It’s not just about stress—it’s about navigating bias, code-switching, and the quiet pressure of always needing to be “on.” That wears people down.

This is why leadership matters. Managers don’t need to be experts. But they do need to be present. When they ask questions, take feedback seriously, and show they care, it leaves an impact. That kind of attention helps build a culture where people stay because they feel respected, not just employed.

Final Thoughts

You don’t need perfect words to support someone. Sometimes, it’s just about being there.

Real change in workplace culture doesn’t come from policies—it comes from people. People who take time to ask, to listen, and to show up with respect. That’s what creates space for honest conversations and healthier teams.

Black employees deserve to feel supported in ways that reflect their full lives. Not just the part that shows up on a timesheet.

Because when people feel safe at work, they don’t just do their jobs better—they show up as themselves. And that’s where real progress begins.

Read more:
Creating Healthier Workforces Through Cultural Understanding

You don’t need a six-figure salary to start building wealth. You don’t need to “time the market” or know the latest stock trends. What you need is time. And the earlier you start investing, the more time you give your money to grow.

That’s the magic of compound interest. Albert Einstein reportedly called it the eighth wonder of the world. It’s the simple but profound concept that turns small, consistent investments into a fortune…if you let it work long enough.

If you’re young (or even just younger than you’ll be tomorrow), now is the best possible moment to start investing.

Here’s why it matters so much, and exactly how you can begin.

Why Starting Early Changes Everything

Let’s say you invest $200 a month starting at age 22 and stop at age 32. You’ve only invested for 10 years – just $24,000 total. But by the time you’re 65, that investment could grow to over $250,000 (assuming a modest 7 percent average annual return). And that’s with no additional contributions.

Now compare that to someone who waits until they’re 32 and invests $200 a month all the way to 65 – 33 years of investing. They’d contribute nearly $80,000, but their account would grow to about $270,000.

Do you see the difference? The early starter contributes less money, but ends up in nearly the same place. Time did the heavy lifting for him. That’s the power you unlock when you invest young.

How Compound Interest Works

Here’s the simple version: When you invest money, it earns money. The next year, you earn returns on both your original investment and the returns from the year before. The longer you leave that money invested, the more it snowballs.

It’s not about how much you start with. It’s about giving your money enough time to multiply. That’s why time in the market almost always beats timing the market.

Even if you’re only investing small amounts right now, starting early gives your money decades to grow – so each dollar becomes exponentially more powerful.

The Benefit of a Long Runway

When you start early, you don’t have to take big risks. You don’t need to make huge contributions. And you can recover from mistakes more easily.

The market will go up and down – no question about it. But long-term investors have history on their side. Over nearly any 20-year period, the stock market has delivered positive returns. Starting young means you get to ride out the storms and still come out ahead.

You also have more flexibility. Want to retire early? Go part-time? Start your own business? Investing early gives you options that most people don’t realize they’re missing until it’s too late.

How to Start When You Don’t Have Much Money

You might think investing is only for people who already have a lot of money. It’s not. Thanks to modern tools, you can start with as little as $5 or $10.

Work with a financial planner to develop a plan that works with your financial goals. Then turn on automatic contributions so you’re investing a few bucks every time you get paid (without having to think about it).

If your employer offers a 401(k) or similar plan, start there – especially if they offer a match. That’s free money. So, whatever you do, make sure you contribute enough to get the full match, then consider adding to a Roth IRA or another low-fee investment account on your own.

Choosing the Right Accounts

When you’re investing for the long haul, where you invest matters almost as much as what you invest in. The goal is to grow your money while keeping as much of it as possible after taxes and fees.

Here are three account types to consider:

401(k) or 403(b): Offered by many employers, these accounts let you invest pre-tax income, lowering your taxable income now. Many companies also offer a match.
Roth IRA: You contribute after-tax dollars, but the money grows tax-free and you can withdraw it tax-free in retirement. Great for young investors who expect to be in a higher tax bracket later.
Brokerage Account: These are taxable, but they’re flexible. You can access your money anytime without early withdrawal penalties.

Start with what’s available to you. If your job offers a retirement plan, take advantage. If not, a Roth IRA is a great place to begin.

Stay Consistent, Not Perfect

Want to know a secret? Most successful investors aren’t geniuses. Truthfully, they’re just consistent. They invest a little every month and don’t panic when the market dips. In that same vein, they don’t try to guess the next hot stock. They just stick to their plan and let time do the work.

The best thing you can do is set up an automatic transfer from your checking account to your investment account every payday – even if it’s just $25. Treat it like a bill you pay to your future self.

Some months will be tight and some years will be volatile. But if you stay in the game, your money keeps compounding, growing, and building freedom.

Use Your Greatest Power

If you’re young, your greatest financial asset isn’t your income. It’s your time. Start investing now, even if it’s small. Then, let compound interest do its thing. You’ll want to make a habit of tuning out the noise. Then, watch what happens when you give your money decades to grow.

Read more:
The Power of Investing From an Early Age (Why and How)

The construction industry has long been associated with traditional project management methods. The last several years have brought profound transformation to the sector, an exciting shift driven by digital tools.

Project managers in construction are increasingly leveraging the latest technologies to enhance efficiency, mitigate risks, and improve overall project outcomes.

From initial design to final builds, digital solutions are reshaping every phase of a construction project, offering unprecedented levels of control, collaboration, and insight.

1. Categories of Digital Project Management Tools

Digital project management tools for the construction space can be broadly categorised into three main types:

Comprehensive project management platforms
Specialised tools
General project management software (with construction applications)

Comprehensive project management platforms offer the full-suite digital PM experience. These applications centralise workflows, eliminate data silos, and foster seamless collaboration; this results in a unified ecosystem for managing all aspects of a construction project.

2. Comprehensive Project Management Tools

Unified workflows streamline processes from bid management and preconstruction to project execution and closeout. RFI and submittal management features digitise and automate the RFI (request for information) and submittal processes, ensuring faster responses and clearer communication.

Budget and financial management tools assist with:

Accurate cost estimation
Tracking expenditures
Managing change orders
Forecasting cash flow

Accounting is an excellent springboard for discussing additional platform integrations with the team, from Joist invoicing software to digital calculators.

Meanwhile, mobile accessibility features provide field teams with real-time access to plans, documents, and task updates, enabling on-site data capture and communication. Team coordination and document management centralize communication, assign tasks, and maintain version control for all project documents.

Building information modeling (BIM) software may be integrated to enable collaborative design, visualization, and clash detection.

3. Specialised Comprehensive PM Platforms

There are also comprehensive platforms tailored to meet the needs of specific industry segments, including businesses of varying sizes, from small to enterprise. For example, project managers for home builders, remodelers, and specialty contractors can find solutions offering CRM functionality and client portals to improve communication and engagement.

Other full-suite tools provide:

Visual project planning (with Gantt charts)
Customisable fields
Proofing tools

Some specialised solutions offer familiar spreadsheet-style interfaces for managing projects, including schedule management, file management, and team communication. Other features to look for include estimates, time tracking, and crew management.

4. Project Management for Field Teams

Construction field teams need reliable real-time communication tools that connect field teams and office staff. Such PM integrations include:

Instant messaging
Photo sharing
Task assignment capabilities

Safety management tools ensure compliance with safety regulations by reporting incidents, conducting safety inspections, and facilitating safety training programs.

5. General Project Management Tools

General-purpose project management tools can also be adapted for construction projects. Such benefits include cost-effectiveness, adaptability, and intuitiveness.

For example, many construction PMs prefer the familiar (and intuitive) interfaces of general project management tools; these tools may be customised to fit construction projects, including customised timetables, communication channels, and workspaces. PMs and team members can easily upload files for easy sharing and editing.

General real-time analytics and reporting tools provide:

Customisable dashboards
Real-time reports on project progress
Budget statuses
Team performance metrics

Performance metrics may be customised to reflect construction-specific benchmarks.

PMs can also customise general-purpose project management platforms with specific integrations, like cloud-based BIM tools and customer relationship management (CRM) applications.

Points to Consider

When selecting digital project management tools for construction projects, evaluate all industry-standard options for the following features. These are must-haves!

Task Management (create, assign, and track tasks)
Scheduling (including resource management)
Project phase visualisation
Document and data management
Budgeting and cost control (for oversight and profitability)
Communication and collaboration
Mobile accessibility (for field teams)
Reporting and analytics (for data-driven decision-making)

Remember, integration options are critical to developing a successful project management solution for your construction crew.

Discover the Right Solution

The right platform will hinge on your specific needs, the complexity of your projects, the size of your team, and your budget. Remember to conduct thorough evaluations, explore different options, and take advantage of free trials or demos before committing to a solution.

Introducing digital tools is a strategic imperative for construction project managers seeking to drive efficiency, enhance collaboration, and deliver successful projects in an increasingly competitive landscape.

Read more:
5 Digital Tools Transforming Project Management in Construction

Nissan has unveiled the third-generation Leaf, its flagship electric vehicle, which will be built in the UK at the company’s Sunderland plant as part of a major push towards sustainable, UK-based EV production.

The updated Leaf will offer up to 375 miles (604km) of range on a single charge, and customers will be able to place orders later this year, the Japanese manufacturer confirmed. The car will be powered by batteries produced by AESC UK, Nissan’s long-standing battery partner whose facility sits adjacent to the Wearside assembly plant.

The launch marks a milestone for the EV36Zero project—Nissan’s blueprint for EV manufacturing and sustainability—which will bring the new Leaf to market with a focus on reducing emissions across the entire supply chain.

The Sunderland facility, which currently produces the Juke and Qashqai models, employs more than 6,000 people and has been at the centre of Nissan’s UK operations for nearly four decades. The factory first began building the Leaf in 2013, making it the first mass-produced electric vehicle to be manufactured in Britain.

“It’s with immense pride that we unveil the third generation of our pioneering electric Leaf, 12 years after we brought EV and battery manufacturing to the UK,” said Alan Johnson, senior vice president of manufacturing and supply chain management at Nissan Motor Manufacturing.
“It’s a testament to the skill of our world-class team that we can bring into mass production a vehicle with such advanced technology and aerodynamic design.”

The announcement also signals Nissan’s confidence in the UK as a hub for future vehicle manufacturing amid ongoing questions over post-Brexit trade and the competitive pressure of global EV production. The new Leaf is the first vehicle to launch under Nissan’s EV36Zero strategy, which aims to integrate EV production with battery supply and renewable energy use on-site.

Earlier this year, £1 billion of investment was secured for a second AESC battery plant in Sunderland, bolstering the UK’s capacity to support next-generation electric vehicles.

James Taylor, managing director of Nissan GB, said the new model built on the Leaf’s legacy as a trailblazer for electric motoring in the UK.

“Leaf is a pioneering electric vehicle that has encouraged thousands to make the switch to electric motoring — and best of all, it’s built here in Britain,” he said.

The new Leaf is expected to feature cutting-edge aerodynamics, an updated design, and enhanced connectivity features, with full specifications to be confirmed ahead of its release.

Nissan’s announcement comes at a critical time for the UK automotive industry, which is under pressure to scale up EV production and battery supply chains ahead of the 2035 ban on new petrol and diesel cars. The firm’s continued investment in UK manufacturing has been widely seen as a vote of confidence in the country’s industrial base.

As global competition intensifies, Nissan’s Sunderland expansion and the new Leaf rollout will play a key role in the UK’s ability to remain competitive in the electric vehicle revolution.

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Nissan unveils new electric car to be built in UK

Britain’s banking sector is preparing for a fresh wave of consolidation, as major lenders and challengers alike position themselves for strategic acquisitions that could reshape the industry.

Leading the charge is specialist lender Shawbrook, backed by private equity firm Pollen Street Capital, which is reportedly circling high street player Metro Bank in a potential deal that would mark a significant shift in the challenger banking landscape. Shawbrook has already pursued a series of bold moves in recent years, including a proposed £5 billion merger with Starling Bank and a failed attempt to acquire the Co-operative Bank.

Meanwhile, Banco Sabadell, the Spanish owner of TSB, has confirmed it has received expressions of interest in its UK retail banking arm. This adds further fuel to speculation that the British banking sector is on the brink of a major shake-up.

Analysts see these manoeuvres as part of a broader trend toward consolidation that has gathered pace over the last two years. According to William Howlett, financials analyst at Quilter Cheviot, the flurry of dealmaking reflects the growing imperative for banks to achieve greater scale. Larger banks, he said, are better positioned to absorb the rising costs of technological transformation and heightened regulatory demands.

The consolidation trend has already produced significant deals in recent months. Last year, Nationwide Building Society completed its £2.9 billion takeover of Virgin Money, while Barclays snapped up Tesco Bank in a £600 million transaction. HSBC, too, has moved to strengthen its consumer finance footprint by renewing its partnership with the M&S Bank arm.

Now, attention is turning to the UK’s Big Four banks—Barclays, HSBC, Lloyds, and NatWest—which collectively hold around 85 per cent of UK business accounts and 75 per cent of current accounts, according to figures from Moneyfacts.

Analysts believe NatWest is especially well-positioned to lead the next wave of acquisitions. Having recently returned to full private ownership, the bank is seen as eager to capitalise on its newfound strategic freedom. Market watchers say a deal for TSB could be on the cards, with RBC Capital Markets analysts naming NatWest the “most likely acquirer,” arguing such a deal “would make the most sense” given its growth trajectory and domestic retail focus.

NatWest has already shown strong appetite for expansion. In early 2024, it acquired the majority of Sainsbury’s lending assets and later bought Metro Bank’s £2.5 billion residential mortgage book. Earlier this year, the bank also made headlines with an £11 billion bid for Santander UK’s retail arm, a deal that ultimately fizzled out but would have marked the biggest banking acquisition in the UK since the financial crisis.

According to John Cronin, founder of Seapoint Insights, the larger banks are likely to remain “active” as they seek out new acquisitions. The race for scale, Cronin said, is driving institutions to explore deals that not only increase customer bases but also allow them to streamline operations and invest more effectively in technology.

The renewed interest in mergers and acquisitions comes at a time when banks are under mounting pressure to modernise their services, upgrade legacy IT systems, and improve digital infrastructure. All of this requires capital—something smaller banks often lack in sufficient scale. In contrast, larger institutions see consolidation as a path to efficiency, resilience, and long-term competitiveness.

With political stability returning following the general election and post-Brexit market uncertainties easing, many believe the UK banking sector is entering its most active period of restructuring since the wave of post-2008 financial crisis mergers. For institutions like Metro Bank and TSB, the next few months could be decisive in determining whether they remain independent or are absorbed into larger, more formidable banking groups.

What’s clear is that the UK banking sector is on the move again. With major players jostling for position and regulatory reform on the horizon, the market looks set for one of its most transformative periods in recent memory.

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Banking giants plot takeovers to ramp up market share

UK inflation edged down to 3.4 per cent in May, slightly lower than April’s 3.5 per cent, in a sign that price pressures across the economy are gradually easing—though inflation remains well above the Bank of England’s 2 per cent target.

The latest figures from the Office for National Statistics (ONS) also showed a fall in core inflation, which strips out volatile categories like food, energy, alcohol and tobacco. Core inflation dropped to 3.5 per cent, from 3.8 per cent in the previous month, offering policymakers some encouragement that underlying pressures are starting to subside.

Services inflation, a key metric closely watched by the Bank of England’s Monetary Policy Committee (MPC) as an indicator of persistent domestic price pressures, also dipped slightly—from 5.4 per cent in April to 5.3 per cent in May.

Despite the slowdown, the Bank is expected to hold interest rates steady at 4.25 per cent when the MPC meets on Thursday, as it awaits more consistent evidence that inflation is returning sustainably to its target.

Richard Heys, acting chief economist at the ONS, said the largest downward contribution to the monthly inflation figure came from transport, particularly air fares, which fell in May compared with a sharp rise during the same period last year. The timing of Easter and school holidays, which had pushed travel costs higher last spring, helped bring the annual comparison down. Petrol prices also contributed to the decline.

However, the downward momentum was partially offset by rising food prices, including chocolates and meat, as well as increased costs for furniture and household appliances, such as fridge freezers and vacuum cleaners.

Economists say that while inflation is on the right path, the Bank of England will need to see further falls in services and wage growth figures before it is confident enough to begin cutting interest rates. With inflation still more than a percentage point above the target, and services inflation remaining sticky, many analysts believe the Bank will remain in a holding pattern until later in the summer.

Markets are currently pricing in a rate cut by September, depending on the trajectory of wage data and inflation expectations.

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UK inflation cools to 3.4% in May as Bank of England holds rates