What the FCA’s consolidation review means for advice and wealth management firms

Consolidation in the UK advice and wealth management market is no longer a trend to be analysed. It is a structural feature of the sector. Scale has become a practical response to succession planning pressures, rising regulatory expectations and the cost of delivering consistent client outcomes. The FCA acknowledges this reality in its latest review of consolidation across the sector, which has become required reading for firms pursuing growth through acquisition.

What the review also does is reframe the debate. The question is no longer whether consolidation can benefit consumers, but whether firms are governing growth in a way that protects them. The regulator’s findings suggest that, in some cases, commercial momentum has moved faster than the controls needed to support it, particularly where firms lack the data and management information needed to maintain effective oversight. As Joe Norburn, CEO at  TCC Group (TCC, Momenta and Recordsure), explains…

Financial resilience is now a conduct issue

One of the strongest themes in the FCA’s review is prudential resilience. How acquisitions are financed, how debt is structured across groups, and whether stress testing assumptions reflect plausible downside scenarios are all firmly within the regulator’s focus. This emphasis is deliberate. Financial weakness at the group level can quickly trickle down and translate into operational pressure within regulated entities. That pressure can manifest as reduced service continuity, weaker oversight, or cost-driven decision-making – with the impact most likely felt by customers.

The FCA is clearly demonstrating that financial resilience supports the Consumer Duty and should be treated as part of how firms design, finance and govern their growth strategies, not as a separate technical requirement. Firms are expected to move towards continuous, data-driven governance, maintaining consistent oversight as portfolios grow.

As consolidation continues, the regulator expects boards to demonstrate a clear understanding of how growth strategies interact with capital, liquidity and risk appetite, supported by management information and data evidence that demonstrate a reliable, group-wide view of financial and operational risks. Assumptions that may have been workable at a smaller scale are less likely to hold as group structures become more complex.

Governance, culture and the limits of scale

Alongside prudential concerns, the review places sustained emphasis on good governance and culture. Consolidation increases complexity, and with it the risk that weaknesses become harder to identify and harder to challenge.

The FCA highlights that shortcomings in leadership capability, a lack of independent challenge at the board and committee level, and management information that does not provide sufficient, timely insight across increasingly complex group structures can lead to poor outcomes. Without consistent, comparable data on advice quality, and ongoing service standards, senior management cannot exercise meaningful oversight, regardless of the governance structures in place. These are not isolated compliance issues but address the core question of whether senior management can satisfy themselves that the firm is continuing to comply with the Consumer Duty as the firm grows.

Conflicts of interest are another recurring theme. Deferred consideration arrangements, group-wide product strategies and commercial incentives can create tension between growth objectives and customer interests if not actively managed. The regulator expects firms to demonstrate how such conflicts are identified, governed, and mitigated in practice, and how customer interests are protected – supported by clear data trails that evidence decision-making outcomes.

Due diligence and integration: where outcomes are shaped

The FCA’s position on due diligence is unambiguous. A standardised, tick-box approach is not appropriate. Due diligence must be proportionate, risk-focused and tailored to the firm being acquired.

That requires attention not only to permissions and financials, but to advice quality, legacy liabilities, cultural alignment and the target firm’s ability to operate within the acquiring group’s regulatory framework. Weaknesses missed at this stage tend to surface later, during integration, when they are more disruptive and often more costly to address.

The integration itself is treated by the regulator as a critical risk period. Clear plans, adequate resourcing and active monitoring of customer outcomes are expected. Where issues are identified during due diligence, the FCA expects them to be addressed through the integration programme rather than deferred. For firms managing multiple acquisitions, this places a premium on realistic capacity planning, data-led oversight and disciplined execution.

The firms most exposed are not those pursuing consolidation, but those without a clear, repeatable approach to assessing regulatory risk before a deal completes and managing it through integration.

What boards should take from the FCA review

The FCA is explicit that its findings do not introduce new requirements, but they do make clear the expectations on boards, acquirers and senior management teams overseeing complex group structures. The regulator reinforces existing expectations and signals where supervisory attention is likely to focus – doing nothing is not a neutral position as the regulator indicated that it’s ready to intervene where governance, oversight or financial resilience fall short. Firms are expected to benchmark their arrangements against the review and take action where gaps exist.

The good news is that the consolidation itself is not a risk. The risk lies in allowing growth to outpace governance, capital discipline, and operational control; sustainable growth depends on the ability to standardise quality and oversight across the firm’s portfolio. As consolidation programmes scale, firms should embrace technology to enable data-driven decision-making, outcome evidencing and easy access to customer insights, to help improve control while reducing operational drag.

ENDS

The post The UK Wealth Management Merger Wave Isn’t the Risk. Bad Execution Is. appeared first on European Business & Finance Magazine.

The EU’s carbon border mechanism has entered into force, reshaping trade flows and raising costs for exporters into the single market.

The European Union has entered uncharted territory in global climate policy. On 1 January 2026, the Carbon Border Adjustment Mechanism (CBAM) transitioned from a two-year reporting phase into its definitive regime, requiring importers to purchase certificates and pay fees based on the carbon emissions embedded in their products. The move makes the EU the first major economy to implement a fully operational carbon border tax, marking a watershed moment in the bloc’s ambitious drive toward climate neutrality by 2050.

From Transition to Implementation

CBAM’s journey began in October 2023 when importers of carbon-intensive goods first faced quarterly reporting requirements for embedded emissions—without any financial penalties. That transitional phase, designed as a “pilot and learning period,” allowed companies and authorities across the globe to adapt to the new system, test methodologies, and build compliance infrastructure.

Now, the stakes have risen considerably. From 2026 onwards, EU importers of goods exceeding 50 tonnes annually must obtain authorized CBAM declarant status and purchase certificates corresponding to the carbon dioxide emissions generated during production. The mechanism currently covers six sectors identified as particularly carbon-intensive and at risk of carbon leakage: cement, iron and steel, aluminium, fertilizers, electricity, and hydrogen. Together, these sectors represent more than 50% of emissions in industries covered by the EU’s Emissions Trading System (ETS).

The pricing structure is straightforward but potentially expensive. CBAM certificate prices mirror the EU ETS allowance price, which has recently ranged between €70 and €100 per tonne of CO2. Importers must surrender certificates annually based on verified emissions data, with the first declaration covering 2026 imports due by September 2027. Crucially, if exporters can demonstrate that carbon prices have already been paid in their country of origin—and those prices are recognized by the EU—those costs can be deducted from their CBAM obligations.

Economic and Trade Implications

The financial impact extends far beyond abstract policy frameworks. The European Commission estimates that CBAM could generate approximately €2.1 billion in annual revenue by 2030 as the scope expands and payment obligations increase. A portion of these revenues—€1.5 billion through 2028—has been earmarked for a Temporary Decarbonisation Fund designed to help EU industries cope with the implementation phase and maintain competitiveness in global markets.

For businesses, CBAM represents a fundamental shift in how carbon pricing influences international trade and supply chain decisions. Companies exporting to the EU now face a choice: invest in cleaner production processes to reduce embedded emissions, or absorb the additional costs of CBAM certificates. The mechanism is already spurring international responses, with countries from Egypt to India considering their own domestic carbon pricing systems to shield their industries from EU charges.

The trade tensions are palpable. The United States has pressured Brussels to withdraw or modify the law, arguing it creates massive barriers to transatlantic commerce—particularly concerning given that Washington tripled tariffs on EU goods and raised steel and aluminium duties to 50% earlier in 2025. China, India, Russia, and South Africa have similarly voiced opposition, characterizing CBAM as protectionism disguised as climate policy and raising questions about its compatibility with World Trade Organization rules.

Industry Concerns and Compliance Challenges

European industry itself harbors mixed feelings about the mechanism. While CBAM aims to protect EU producers already paying carbon costs under the ETS, critics argue the system remains too complex and burdensome. Accurately measuring embedded carbon emissions—particularly for products with complex global supply chains—presents significant technical and administrative challenges.

Jean-Marc Germain, CEO of Constellium representing the aluminium industry, warned that CBAM “risks weakening European aluminium competitiveness without delivering meaningful emissions reductions.” The concern reflects a broader anxiety: that the mechanism could inadvertently disadvantage European manufacturers competing in global markets while providing only marginal climate benefits if production simply shifts to jurisdictions with looser reporting standards.

The compliance burden falls heavily on importers, who must navigate intricate methodologies, obtain verified emissions data from foreign suppliers, and submit detailed annual declarations. Small and medium-sized enterprises importing less than 50 tonnes annually are exempt, covering roughly 90% of importers but only 1% of emissions—a deliberate design choice to focus enforcement where it matters most while minimizing administrative overhead.

Global Ripple Effects and Future Expansion

Despite the controversy, CBAM’s influence extends well beyond Europe’s borders. The European Commission’s post-transition review found that the policy has already motivated more countries to adopt carbon pricing systems, viewing them as both climate tools and shields against CBAM charges. This represents a potential diplomatic victory for Brussels, which has long championed global carbon pricing as essential to addressing climate change.

The EU has signaled intentions to expand CBAM’s scope beyond the initial six sectors. Proposals under consideration include downstream products containing high proportions of steel and aluminium, as well as potential future coverage of chemicals and other industrial materials. The Commission has also floated the possibility of including indirect emissions and Scope 2 electricity consumption in future iterations, further broadening the mechanism’s reach.

The phase-in remains gradual and deliberate. Until 2034, CBAM will only apply to the proportion of emissions not covered by free ETS allowances, which are being phased out over the same period. In 2026, importers will pay only a small percentage of the full carbon cost—approximately 2.5%—with that share increasing annually until reaching 100% in 2034 when free allocations disappear entirely.

A Test Case for Global Climate Governance

CBAM represents more than a technical trade mechanism—it’s a test of whether climate ambition can be reconciled with economic competitiveness and international cooperation. The EU is betting that carbon border adjustments will drive decarbonization in heavy industries without undermining its own industrial base or triggering destructive trade wars.

The coming years will determine whether that gamble succeeds. If CBAM catalyzes global carbon pricing and cleaner production methods, it could become a model for other jurisdictions. If it instead generates protectionist retaliation and supply chain disruption, it may force Brussels back to the drawing board. For now, businesses worldwide are adapting to a new reality: the price of carbon is no longer confined within national borders, and access to the world’s largest single market increasingly depends on demonstrating environmental credentials through verified emissions data.

Further Reading

• Europe 2026 Outlook: Defence, Energy, Finance and the New Power Economy
• EIB Group Approves €17.7bn Investment for Strategic Industries
• Europe’s Friction Economy: Impact on Business and Trade

The post What the EU’s Carbon Border Tax Means for Global Trade appeared first on European Business & Finance Magazine.

When businesses scale fast, something usually gets lost. It is rarely the product. It is rarely the process. More often, it is the human layer. The voice. The presence. The trust that came naturally when a founder talked directly to a client or a sales lead who spent time on calls without rushing to the next meeting.

Growth creates distance. Not because companies want it. It becomes harder to maintain closeness when teams expand, markets multiply, and communication gets delegated. But the companies growing most sustainably today are not accepting that distance as inevitable. They are building systems to scale without losing the human touch. One of the systems that is quietly enabling this shift is the modern webinar.

Connection At Scale Is No Longer A Contradiction

High-growth companies face a paradox. Their listeners multiply, but they do not multiply with time. Personal calls become group demos. In-person visits become landing pages. Yet clients, especially in B2B, still expect to interact with people, not just interfaces.

This is not about being human in the marketing language. It is about giving real prospects access to real people. At speed. Without burning out your team or compromising quality.

This is exactly where webinar tools have evolved. No longer simple broadcasting platforms, the latest generation of webinar solutions offers a structure for live, semi-live, or hybrid communication that feels tailored, intimate, and interactive even when delivered to hundreds.

These tools do more than support content delivery. They replicate presence. Hosts can see who is paying attention. They can respond in real time to questions. They can adjust the session based on how the room reacts. And they can follow up not with generic emails but with personalized insights because the platform has tracked who asked what and when.

The result is a paradox reversed. Reach expands, and connection grows stronger.

Why Human Matters More As You Grow

In high-velocity markets, clients are often choosing between vendors who offer similar features. The differentiator becomes trust. Speed helps you reach more people. Trust helps you keep them.

And trust does not scale through automation alone. It needs moments of presence. That is what well-designed webinars create, especially when supported by tools that enable responsive and human-centered interaction.

The most memorable sessions often do the following:

• Acknowledge the participant by name or context when they join
• Adjust the pace or focus in real time based on audience signals
• Reflect on individual engagement in the post-session follow-up

These elements are small but powerful. They turn a generic event into a shared experience.

Consider what happens when someone registers for a session and is greeted live by a real host who welcomes them directly. Then the participant answers a quick poll that adjusts the flow of the session. During the Q&A, their question is prioritized and addressed. After the session, they receive a recap tailored to what they engaged with.

This feels different from being one more lead in a pipeline. This feels like being in a room, even when the room is virtual.

Technology That Enhances Humanity Instead Of Replacing It

Some companies make the mistake of treating webinars as performance. They over-script. They hide behind decks. They remove any unpolished human element. The result is forgettable.

The most effective sessions today are closer to conversation than performance. Modern webinar tools support that. They give hosts confidence without scripting every word. They provide structure without rigidity. They facilitate the ability to focus on people since the platform removes the friction. This could also be a good session, with a sort of hesitation, a sudden response, or a question from the audience that takes it in a different direction. These are not flaws. These are signals of presence. These are moments that stay with the audience.

That memory is what creates emotional loyalty. Not just satisfaction, but connection.

How High-Growth Companies Use Webinars Differently

For startups and scaleups, the webinar is no longer just a top-of-funnel lead magnet. It is becoming part of the company’s operating model.

Some teams build live onboarding flows that allow clients to meet product managers directly. Others run private sessions for feedback and product testing. In these formats, the webinar becomes a dialogue. The tool is not just used to share updates. It becomes a channel for care and listening.

This shift also changes how teams prepare. Instead of writing long scripts, they build flexible outlines. Instead of designing slides, they focus on moments that allow for interaction. The best sessions now are not presentations. They are guided conversations.

That happens by design. It depends on choosing tools that support this kind of exchange.

One Framework That Works

It does not have a single template, but several companies with high growth have a similar beat. The most effective sessions often include:

• A short opening that connects to the audience’s current challenges
• A flexible middle that allows interaction and responds to live input
• A single focused takeaway instead of multiple competing calls to action

This works because it respects attention. It also creates space for connection without complexity. When supported by the right webinar tools, this approach turns a digital event into a lasting impression.

Scaling used to mean losing the human connection. Today, it can mean extending it.

Webinar tools are no longer just delivery platforms. They help build relationships by creating space for interaction, clarity, and relevance. They enable growing companies to retain what matters most while expanding their reach.

What makes a session memorable is not how much was shared. It is how present it felt. When teams design with this in mind, they stop measuring just attendance. They begin measuring impact.

The format has not disappeared. It has matured. And that shift is not only technical. It is human.

The post How High-Growth Companies Use Webinar Tools To Scale Human Connection appeared first on European Business & Finance Magazine.

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The first airplane was flown in 1903 by the Wright Brothers. Since then, aviation has gone through quite an impressive evolution from the invention of the jet engine in 1928 to the establishment of budget airlines in the 1970s. 

Nowadays, aviation is a huge industry. Estimates suggest that every day over 100,000 flights take place around the world. However, problems now face this industry such as concerns over emissions, increased costs and security. Drastic changes are likely to take place in the next few decades so that flying is still feasible. Below are some of the likely changes to expect. 

Electric and hybrid planes

Jet planes are not a sustainable option going into the future – they heavily pollute the atmosphere, make too much noise and the cost of fueling them is very expensive. Electric and hybrid planes can solve these problems and will likely replace them in the next few decades. The Swedish hybrid-electric EcoPulse successfully completed its first test flight in December 2023 and other manufacturers are also gearing up to test their own hybrid and electric aircraft. If test flights continue to be successful, we could start to see these planes being mass produced in a few years time. 

Autonomous aircraft

Modern aircraft already rely heavily on automation – with 90% of a commercial flight carried out by auto-pilot. AI is helping to make automated take-off and landing a possibility, which could lead to the widespread adoption of fully automated passenger aircraft. The first self-flying cargo planes will likely enter the market in the next two years, while small self-flying passenger planes may enter service in the 2030s. 

AI traffic control

Air traffic is increasing year on year. Already, many airports are starting to explore the possibilities of AI in order to reduce congestion and improve safety. In the future, AI may do most of the work – automatically adjusting signal timings and predicting traffic patterns.

New health and safety tech

Health and safety in the aviation industry is something that is continuously being improved. When it comes to aircraft testing, avionics test equipment is rapidly evolving – allowing for more thorough testing of aircraft. Automation features like automated collision prevention are also making planes safer, while improvements are also being made to aircraft ventilation and air quality to reduce the spread of diseases.

Biometric passports

Many passport control centres around the world are already incorporating biometrics into the process. This includes measures such as fingerprint scanning and facial recognition to confirm passengers’ identity. Many countries are looking into adopting digital passports and it’s possible digital passports may replace physical passports one day – but not any time soon. 

Space travel

When will commercial space travel take off? And will it affect the aviation industry? It is likely that one day regular people will be taking vacations into space – but we’re a long way off from this happening. It’s not that the technology isn’t there, but that it costs so much and isn’t particularly eco-friendly. For the space industry to resemble the aviation industry, it will need to become more cost-effective and less destructive to the environment. There will also need to be a good reason for people going into space – such as the establishment of space stations that tourists can stay at or space tours. All in all, space tourism still has a lot of obstacles to overcome and aviation is likely to remain more popular and practical. 

The post What Are Likely To Be The Biggest Future Changes In The Aviation Industry? appeared first on European Business & Finance Magazine.

Establishing a strong brand identity in today’s highly competitive business landscape requires meticulous planning, efforts, and marketing techniques. Be sure that your brand doesn’t just revolve around its logo and slogan. It focuses on various other factors – such as values, beliefs, and promises to your customers. 

When it comes to shaping perceptions about your brand and influencing your customers’ decisions, utilizing promotional products will make a huge difference. 

Continue reading this informative blog post to find out how promotional products can be beneficial for your brand and what makes them your brand ambassador. 

1. Ensure Consistent Branding 

Consistency is paramount in establishing and strengthening brand trust and credibility in the respective market. If you own a clothing brand and give away custom garment bags to your employees and customers, it will reflect your brand’s identity and exposure. 

Doing so will also convey your brand’s message to your customers more positively. It’s advisable to be consistent in branding what you’re offering, fostering more trustworthy connections with your customers. As a result, they will prioritize your brand from a sea of competitors, especially when leveraging specialized services like mylabelwater.com for customized solutions.  

Outshine Your Market Competitors

As mentioned right above, making your brand stand out from an ocean of competitors is essential. But how? Offering promotional products empowers businesses to showcase what exactly sets them apart from others in the market. 

If you also want to witness your brand at new heights of success, be sure to align your promotional products with it. It’s up to you what type of promotional products you will offer to your best-performing employees and customers. Hence, you’ll be successful in spreading word of mouth and carving a special identity among your rivals.

Connect With Your Audience and Customers Emotionally

Brands that value their customers’ needs and interests can easily stay one step ahead. Don’t forget to add your brand values to your promotional products – such as pens, bags, notebooks, etc. Once you do so, you can instill emotional connections with your target audience. 

No matter if it’s a sense of community, eco-responsibility, or business empowerment, promotional product-giving endeavors will end up evoking long-term positive emotions. Not only that, but it will also foster loyalty and trust factor among your esteemed customers. 

Spread Word of Mouth About Your Brand

Compared to unconventional marketing strategies with limited benefits, promotional products work wonders for a prolonged period. Promotional products, which include branded apparel, accessories, office supplies, tech gadgets, and so on, can make a lasting impression on your new and existing customers. 

As word of mouth continues to spread, your brand’s reach will skyrocket, resulting in more sales and ROI. When these products resonate with your company’s values and offerings, they will leave powerful reminders of what sets your brand apart from others. 

Final Words

Promotional products benefit businesses in several ways – some of them are mentioned above. All you need to do is select items that not only resonate with your target audience but also meet their needs and interests. So they will remember your brand and its offerings for a long time and become your brand’s loyal customers, resulting in more brand exposure & identity. 

The post Promotional Products: How They Can Be a Powerful Brand Ambassador? appeared first on European Business & Finance Magazine.

Becoming a professional poker player means mastering everything about the game, from understanding the implied probability rates of certain hands being dealt and bluffing to managing your bankroll, understanding position, and picking up on lies your opponents are giving away. 

I also think that a lot of luck is involved, which cannot be taught or learned. 

If you’ve ever wanted to know what it takes for someone to become a master of Texas hold ’em poker, you’ve come to the right place. 

On this page, I will be taking a look at some of the key strategies the pros often use to stay one step ahead of their rivals. We can also look at several popular poker variants you may want to try if you want to become a master. 

How does someone become a Texas Hold ’em poker master?

Texas Hold ’em is the most popular poker variant out there. The basic rules are relatively easy to learn, and once you have mastered the basics, you should be able to play any other poker variant you try. 

To truly become a master of poker, I believe that the key areas to focus on are the following:

• Becoming proficient in as many poker variants as possible, not just hold ’em. Others include Omaha, Seven-Card Stud, Five Card Draw, Short Deck Poker, and Razz, to name a few
• Learning to read your opponent’s body language. I should also mention that the best users know how to display false body language to try and trick you, so always be aware of this too
• Controlling your emotions. Never let your emotions get the better of you, and try to keep a poker face at all times
• Understanding position. The quicker you learn this, the better player you will become in no time
• Learning when to fold. Don’t stay in hands just for the sake of it. 
• Having an aggressive style, but not all the time. You don’t have to be involved in every hand, and I’ve found that it’s best not to chase cards too often
• Don’t always play your favourite hand, as much as you like it
• Becoming an expert on the rules before playing any poker variant
• Playing against bad users. It will make your life a lot easier when playing against weaker opponents 
• Having a long-term goal is a great strategy to have, especially when playing in MTTs or Sit ‘n GO tournaments
• Trying to learn new things as often as possible. Acquiring new skills, knowledge, values, and other understandings can help you become better at poker 
• Gambling responsibly at all times. Never play poker while tired, intoxicated, or under the influence

I also like to watch how the pros play on YouTube or late-night television when it’s on. You can learn so much just from watching them play high-stakes poker. 

Some of the key users from whom I’ve learned my poker skills and who have massively helped me improve are Patrick Antonius, Phil Ivey, Tom Dawn, and Daniel Negreanu. 

How can playing Short Deck Poker help me?

Short Deck Poker is an excellent poker variant for beginners to quickly get up to speed. It’s also called Six-Plus Hold ’em and is only played with 36 cards instead of the standard 52 cards in a deck. 

After you have mastered the basic hold’em poker rules, remember to check out this exciting, fast-paced poker variant, which is less than twenty years old. More hands are typically played in this variant, meaning there’s usually a lot more action. 

The best six-plus hold ’em strategy is to try and adjust your way of thinking about the hand rankings and values. For example, in this variant, there are no 2s, 3s, 4s, or 5s, which you must get used to immediately. 

Filling open-ended straight draws and landing full houses is much easier in Six-Plus Hold ’em, and I’ve also noticed that I get a lot more hands with two pairs. Also, you are twice as likely to be dealt pocket aces. 

The standard 52-card deck in regular poker contains 13 suited cards, but there are only nine in this variant. This makes it harder to achieve a flush, which is why a Flush outranks four of a kind. 

Also, a straight is outranked by three of a kind. Adapting to new rules and hand rankings like this quickly can expand your mind and help improve your performance against others. 

Becoming a master at poker can take years, so don’t expect miracles to happen overnight. I’ve found that the best way to improve is to play as often as possible and play people of all skill levels in as many different poker variants as possible. 

When playing real money online poker, especially for the first time, avoid the high-stakes tables and stick to the low stakes. However, don’t forget that pros (aka sharks) also like to play at these tables and play against the amateurs. 

If you decide to play at a dedicated poker site from your desktop computer or mobile device, make sure you gamble responsibly and set a reasonable budget before making your first deposit. Doing so keeps things fun and safe and ensures you won’t overspend. 

The post How do Professional Poker Players Master Texas Hold’em? appeared first on European Business & Finance Magazine.

The Annual European Business Magazine Awards for 2022 are being finalised and the majority of results have been established . They will be announced online and published in the special winners edition which will be in hardback in special winners edition.

A record number of votes were submitted via our online form .There were just under 40,000 votes over a 8 month period . Whether it was the lockdown and the fact more people were online , either way , there was a huge amount of votes for outstanding companies and leaders in their respective industries.

Some obvious winners won their respective categories and the readers Ceo of the year from our readers was Elon Musk if anything for restoring free speech to the world’s largest online platform.

Some of the big voting categories were below 

American Express. Category: Consumer Payments. …

PayPal. Category: Consumer Payments. …

Mastercard. Category: Consumer Payments. …

Fiserv. Category: Payment Solutions. …

Visa. Category: Consumer Payments. …

Intuit. Category: Accounting Solutions. …

Finastra. Category: Banking Technology. …

Klarna.

There were many votes in other categories (way more than in any other year ) and they also won their respective groups such as Revolut , Shell ,  Emirates Airlines, Aviva to name but a few.

Other categories in the not so obvious industries included Kraken exchange , Sinara , Imburse,  Casablanca Finance City ,Saica Group , Zoho Corporation ,Ireland’s IDA, Aetna , Planixs, Tata Consultancy Services ,Elise Donovan( Woman BVI) Mindtree,  KasierweterEnergy , Coursera and its Ceo , Hard rock residencies , Bogota Invest to the Group Ceo of  BDS Swiss , GFK  and Globalization Partners .

In other sectors the financial Giants -Wellington Management Won Sustainable Investors of the year and in the banking sector winners  Sovcombank, Capital.Com , Şekerbank and Jordan Islamic bank ,Banco Económico and Itaú Unibanco. Santandr wonwon best bank of the year which was a huge result. Mihaela Bitu from Romania’s banking arm ING -won best womens CEO in banking and finance which was a first for her and Julie Linn Teigland winning CEO of the year in the Women’s category while Jesmane Boggenpoel won best CEO In banking and finance South Africa. In a new category ,Matsi Modise won CEO woman of the year Africa, Suzanna Suharju Of Imagine won CEO of the year in Brunei in her bid to change Brunei’s telecommunications landscape. EVO Bank won most innovative bank of the year. Stepping out of the big four for the first time in a few years, L.E.K Consulting won German Consultancy of the year for its efforts in digital strategy , growth and innovation. Jihad Mohammad – The Founder and Chairman of the electric car company based in Beirut won Ceo of the year In the Automobile Industry for his entrepreneurial and successful endeavours in bringing the EV market to the Middle East. 

Ireland’s IDA scored a great award for best FDI country to locate business to , while Michigan won best region to locate in the USA ! In the very popular citizenship and investment programmes which have been gaining huge popularity especially following Brexit and the like , Antigua Citizenship by Investment Unit won the award for best global citizenship by investment programme  2022.One United Properties won a great award for its Ceo which was an oddly big category in real estate.

There were two winners from Portugal in the Executive education category. The Lisbon Mba programme picked up Best MBA Programme with Esade winning best MBA in Spain which was a great achievement . Neoma Business School picked up the best new MBA programme which was an excellent result and a surprising result for the business school in Bath who won best business school in the UK.

Chemours won best sustainable company of the year largely due to their efforts in pushing investments to the forefront of their company in becoming net zero while also considerably reducing the greenhouse emissions as well as advancing their environmental leadership while CINDE won best country for sustainable investing and Balderton Capital won sustainable finance firm of the year which was a great achievement . New incomers was also won by Shaikh Muhammad Faisal who best CEO for opearting across multiople sectors.

We included Morocco and even Algeria this year with Ali Boumediene winning CEO of the year for 2021/22. Some notable women winners were Ann- Laure Malauzat who won Business Woman of the year award for the Middle East and Othman Aljeda won  CEO of Aramex who won Ceo of the year in the Middle East  In the sustainability section Dharsono Hartono won CEO of the year for sustainability for his efforts in the katingan mentaya project but the main awards for CEO of the year for women and men will be announced next week. 

A few of double award winners included Kalaam-Telecom won Best Solutions Provider Middle East and Ceo of the Year 2022 Bahrain and  Virtusa won Best Digital transformation Company of the year Asia 2022 and Most Ethical Employer of the Year 2022 while The Ceo of Petra Holdings and his company won Sustainable Solutions Provider 2022 and  Ceo  of the Year for Sustainability Malaysia – a great achievement.

Cinode, Tourlane , Atempo, Iderbola, Tesla , Cimb bank in the Philippines and  Swisscom won in their respective industries with their Ceo’s winning in  winning CEO of the year which is some achievement given the competition in each category. Vestas Wind Systems won the category for best sustainable company of the year with the CEO winning Ceo of the year in this category also which was a great double. In the women , there was a couple of surprise winners with Nicole Sahin of (G-P) being a prominent winner for best new Ceo in the women’s category.Another prominent winner in the women’s category was Sophia Hamblin Wang who has been doing remarkable work in Australia in cleantech and the fight against climate change. She was awarded Most Influential Woman in Australia 2022 while Christof Global Impact won Best Solutions Provider Middle for CO2 reduction

In Mexico Carlos Hank González won Ceo of the year while his bank -Banorte, won bank of the year 2022 with Ph Law of the Dominican Republic winning law firm of the year from the Caribbean region. In the travel awards , one notable winner was The Rome Cavalieri won best city hotel in Europe 2022.

A huge congratulations to Banking Circle who managed to scoop three awards . A first and an exceptional feat given so much competition form all three categories . They are definitely one to watch out for the future and TCN won Call Centre Technology of the year provider 2023.

The voting really did take into consideration not only leaders from old industries but there was a huge swift to companies developing new innovative technologies and companies looking to become more sustainable and environmentally friendly as well as achieving carbon free status. Areas like fintech ,cleantech (carbicrete winning this category ) to software programmes and platforms got huge recognition in the voting and fantastic to see this being recognised.

This year has brought added interest, as our readers and subscribers had the chance to vote for the worst companies in various industries. It’s crucial to hold more companies accountable, whether they are severely lacking in telecom services, contributing to climate issues, providing subpar customer service, or offering inadequate train and airline services in parts of Europe.

The awards are there to recognise these new talents and entrepreneurs pushing new boundaries across borders and industries and we will be showcasing some winners in the upcoming editions. The voting has been taking place all year and some categories are still being voted for. It has been challenging during Covid centralising the results but we have got there . The full results will be published soon online and in hard copy. We also will be trialling out the worst companies performing out there where our readers have been allowed to vote for companies who are not practising what they preach and there have been some interesting results to say the least. All categories to be announced by the end of August

The post Record Number of Votes for EBM Awards 2022 appeared first on European Business & Finance Magazine.

The Annual European Business Magazine Awards were finalized for 2020 at end of May and the upcoming edition will see some of  the award winners edition for the 2020/21 being featured from the awards campaign.
A record number of votes were submitted via our online form and just under 40,000 votes came in which was a record . Whether it was the lockdown and the fact more people were online, either way , there was a huge amount of votes for outstanding companies and leaders in their respective industries.

Some obvious winners such as Elon Musk, Revolut , Shell and  Emirates Airlines where there were many votes in these categories while the individual categories had many new winners . One of them being Atempo’s CEO – Luc D’urso who won best CEO of the year 2020/21 which is some feat given the competition and the outstanding talent within the various companies and industries that so many new CEO’s have put their strengths, experience and skills to the test. He founded Wooxo in 2010 and after 7 years, acquired Atempo. Today, the Atempo.Wooxo Group is a major player in the European cybersecurity market.

Atempo is an European software vendor with a global WW presence and headquarters south of Paris. It has built a reputation in data management and data protection sectors which protects, archives and manages mission critical assets of public and private organizations in demanding business areas such as media, banking and insurance, administration, defense, healthcare, aviation and aerospace. Their key mission is innovation which is the driving force behind  developing a new generation of AI-powered solutions enabling our customers to protect and manage their digital assets easily and cost effectively in the big data era. It has 200 employees plus.

“Being recognized as the Best CEO of the Year demonstrates our group’s ability to overcome an event of unprecedented magnitude, to completely reorganize our business and our methods of providing support to our partners and clients, while continuing to innovate, create value and maintain growth in our revenues. This achievement cannot be the result of a single individual’s work, so I take this award as an encouragement for our entire team and respect for the work they have accomplished” comments Luc d’Urso, CEO of Atempo.Wooxo Group.

The post Atempo’s CEO Luc D’urso wins CEO of the year appeared first on European Business & Finance Magazine.