Corporate Vision September 2026 CorporateVision The future of better business
AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility. Welcome to the September 2026 issue of Corporate Vision Magazine, a monthly publication dedicated to delivering the latest insight and news from across the corporate landscape. This month, we continue our quest to showcase the finest businesses from around the globe, with features covering car leasing and electric vehicle schemes, modern payment processing, youth education, people development, AI solutions, logistics, and more. We also celebrate more of our award winners and share some exciting news updates from across industry, allowing readers to stay in the know. As we enter the final stretch of 2026 and businesses everywhere begin to reflect on months gone by, these inspiring and informative insights help them to plan ahead, remain up to date, and forge their own paths. Corporate Vision Magazine is proud to sit alongside these pioneers and industry leaders, and to share their stories with our global network. Please enjoy everything this month’s Corporate Vision Magazine has to offer, and we look forward to welcoming you back for more in October. Sofi Parry, Senior Editor Website: www.corporatevision-news.com Editors Letter Editorial Team Sofi Parry, Senior Editor | Kita Thomas, Writer | Joshua Beardsmore, Writer Design Team Emma Hunt, Creative Team Manager | Lauren Baldwin, Graphic Designer
Contents 4. News - 78% of HR and Talent Leaders Warn AI Poses a Threat to Leadership Pipelines - Integrity and Mosaic Partner to Expand and Enhance Agent Growth and Client Experience with AI-First Technology 6. Why Resilience Is Still the Most Underrated Business Skill 8. Trust Built at Every Turn: Why Select Car Leasing Leads the Way 10. Modern Banking and Efficient Payments Processing with Finastra 11. Slanjava Learning Ltd: Best Health & Social Care Training Organisation 2026 – Scotland 12. Ignite Your Passion with LaunchX 14. Tusker: The Affordable Way to Drive Electric 15. Your Trusted Partner in People and Development 16. RepRisk: AI Guided by Experts, Trusted by Clients 17. Ms Penny’s Tutoring: Best Multi-Discipline Tutoring Centre 2026 - New South Wales 18. Revista Logistec (Logistec Magazine): Latin American Logistics’ Marketing Partner
Corporate Vision 78% of HR and Talent Leaders Warn AI Poses a Threat to Leadership Pipelines With AI visibly impacting the early careers market,1 Global talent management solutions provider Talogy has identified a rapidly developing threat to the future workforce: a leadership pipeline that is shrinking. Talogy surveyed 207 senior HR leaders, talent acquisition managers, and learning and development experts, finding that 78% are concerned about the long-term loss of critical leadership skills. With AI taking on tasks and responsibilities traditionally associated with entry-level roles, there is a growing risk that skills may not develop as naturally as they once did. As organizations rethink development in response, Talogy has produced a new guide, ‘AI and the leadership pipeline: the rising need for intentional development.’ Authored by Ali Shalfrooshan, Talogy’s Director of Science Strategy, the guide urges organizations to take a more purposeful approach to replacing natural on-the-job learning opportunities in order to avoid any future leadership skills gaps later in the career journey. Cultivating the ‘RISE’ capabilities Drawing on research involving more than 6,000 employees2, managers, and talent professionals worldwide, Talogy’s new guide outlines a set of essential human capabilities required to build healthy, sustainable leadership pipelines in an AI-enabled workplace, referred to as RISE: Responsiveness: developing the openness and agility to learn, engage with emerging technologies and adapt as work evolves. Insight: harnessing human ability to think critically, make sense of information and generate new ideas and possibilities. Sustainability: capturing the capacity to adapt to change, remain resilient through challenge and sustain performance over time. Effectiveness: reflecting the ability to communicate and collaborate to turn ideas and effort into meaningful outcomes. These four capabilities bring together essential human skills that will form the foundation for healthy, sustainable leadership pipelines in a world where technology is increasingly powerful, but human skills remain essential. Grounding intentional development in science and emotional intelligence The guide emphasizes that skills and training alone are insufficient. To protect the long-term pipeline, organizations must anchor talent development in deeper psychological foundations, including values and emotional intelligence. Furthermore, HR leaders require objective, sciencebacked psychometric and behavioral assessments to identify leadership potential early, map hidden talent and guide intentional development strategies. “As organizations rethink employee development, teaching employees how to work alongside AI tools simply isn’t enough,” said Ali Shalfrooshan, Director of Science Strategy. “We must be far more intentional about cultivating core human capabilities, such as critical thinking, adaptability and collaboration if we are to enable people to take on complex responsibilities over time. Leadership development needs to begin at the early career stage and evolve dynamically throughout the entire career journey.” The full guide, AI and the Leadership Pipeline: The rising need for intentional development, is available to download from Talogy’s website. New Talogy guide addresses the rising need for ‘intentional development’
News Integrity and Mosaic Partner to Expand and Enhance Agent Growth and Client Experience with AI-First Technology Integrity, LLC, a leading distributor of life and health insurance, and provider of wealth management and retirement planning solutions, announced it has partnered with Mosaic Health and Life Insurance Services, an independent marketing organization based in San Jose, California, and led by Ryan Dorigan. Financial details of the partnership were not disclosed. Mosaic is known for providing outstanding service in the senior market with a focus on Medicare and life insurance solutions. Inspired by a personal journey of service, Dorigan is deeply committed to creating opportunities for others to thrive. He directs the agency’s efforts to assist agents in delivering the right Medicare solutions for clients by offering premium-level, personalized support. Dorigan also advocates for independent agents at the congressional level to help ensure agents nationwide have a voice in impactful industry decisions. “Ryan brings a level of leadership and advocacy that makes him an ideal fit within the Integrity family,” said Bryan W. Adams, CoFounder and CEO of Integrity. “Our transformative technology, wide-ranging resources and supportive infrastructure were built to relieve agents from tedious processes and outdated systems, so they are free to spend more of their time focusing on people. By joining Integrity, Ryan and his team gain access to a comprehensive, AI-first platform built to enhance agent recruitment and expand the agency’s presence nationwide. The next chapter of growth for Mosaic will be remarkable and we are proud to be part of it.” “Integrity’s vision and values have impressed me for years and I’ve seen the way industry leaders benefit from the people and opportunities they find through an Integrity partnership,” shared Ryan Dorigan, President of Mosaic Health and Life Insurance Services. “IntegrityCONNECT® is one of the best innovations in the industry today, without question. Its thoughtfully built, fully integrated technology was developed to help agents purposefully grow their business, which resonates with new agents joining our team. Integrity’s advanced features and world-class technology are attracting new energy and perspectives to the industry, giving agents a robust, streamlined platform that helps them focus on business growth and maximize time with clients. We’re also excited to tap into Integrity’s marketing and support resources, which outpace anything we could build on our own. This partnership has already expanded our horizons and with Integrity behind us the future has never looked brighter.” Through its full-stack, AI-first technology and wide breadth of advanced partner resources, the Integrity platform helps agents meet client needs more comprehensively and achieve sustainable success. IntegrityCONNECT®, a powerful all-in-one technology platform and business growth engine, provides an integrated overview of an agent’s business. It streamlines processes by integrating quoting, application and enrollment with ongoing plan management. The platform’s best-in-class leads system segments leads by demographic and works cohesively with an intuitive CRM to prioritize outreach, creating more meaningful connection points with clients. In addition, Ask Integrity® — the industry’s leading AI-powered and voice-activated digital assistant — helps agents further enhance their impact by delivering in-the-moment prompts, coverage recommendations and policy lifecycle reminders. Lasting growth comes from building stronger connections between all stakeholders. Integrity’s partner network, a highly accomplished group of industry visionaries and trailblazers, is working to advance holistic protection and planning solutions with outcomes that American individuals and families need and deserve. Drawing on deep experience in leading insurance and financial institutions, this forward-thinking community helps consumers cohesively protect their life, health and wealth, and better plan for the good days ahead. Their collective efforts result in systems and processes that are simpler, more streamlined and ultimately more human. For more information about Mosaic’s partnership with Integrity, view a video at www.integrity.com/Mosaic. Access to Integrity’s transformative, full-stack solutions will help Mosaic and its agents streamline operations, strengthen client relationships and accelerate business growth
Feature Why Resilience Is Still the Most Underrated Business Skill By Costel Radescu, Founder and Director of CR Group In business, resilience is often discussed when something goes wrong. A difficult quarter, a lost client, an economic downturn, a failed product or an unexpected disruption prompts leaders to ask whether their organisation is resilient enough to withstand the pressure. But resilience should not simply be viewed as the ability to survive a crisis. In today’s business environment, it may be one of the most valuable skills a leader, employee or organisation can develop. The challenge is that resilience is difficult to measure. It does not appear neatly on a balance sheet, and unlike revenue, productivity or growth, it can be easy to overlook until it is needed. Resilience Is More Than Bouncing Back The traditional definition of resilience is the ability to recover from setbacks. In business, however, that definition is becoming too narrow. True resilience is about being able to adapt, learn and continue moving forward when circumstances change. That distinction matters. Businesses are operating in an environment shaped by economic uncertainty, technological disruption, changing customer expectations and increasingly complex workforce challenges. Organisations cannot simply wait for conditions to return to normal because, in many cases, there is no longer a fixed version of “normal”. The most resilient businesses are therefore not necessarily those that experience the fewest problems. They are the ones that can respond effectively when problems inevitably arise. Resilient Leaders Create Resilient Businesses Resilience starts at the top. Leaders are often expected to project confidence, particularly during challenging periods. But there is a difference between confidence and pretending everything is fine. Strong leadership requires the ability to acknowledge uncertainty without allowing it to paralyse decision-making. This means communicating honestly, making informed decisions with imperfect information and giving teams enough clarity to keep moving. A resilient leader does not necessarily have all the answers. Instead, they create an environment where people feel able to raise concerns, challenge assumptions and contribute solutions. That is particularly important when a business is navigating rapid change. Failure Can Be a Business Asset One of the most underrated aspects of resilience is the ability to learn from failure. Businesses understandably celebrate success, but setbacks can provide some of the most useful information an organisation will ever receive. A project that fails can expose weaknesses in a process. A lost customer can reveal changing expectations. A missed target can highlight an unrealistic assumption. The key is what happens next. A resilient organisation does not waste failure by simply moving on. It asks: What can we learn from this, and what needs to change as a result? This creates a culture where experimentation becomes possible. Employees are more willing to test new ideas when they understand that an unsuccessful outcome is not automatically treated as a personal failure. That mindset can ultimately make a business more innovative, not less. Resilience Is Not the Same as Doing More There is, however, an important distinction that businesses need to make. Resilience should never become a euphemism for expecting employees to continually absorb more pressure. An organisation cannot build long-term resilience by relying on exhausted people to work harder. Burnout may temporarily increase output, but it is not a sustainable business strategy. Instead, resilient organisations invest in the conditions that allow people to perform consistently. That means clear communication, manageable workloads, supportive leadership, professional development and a culture where asking for help is not seen as weakness. Employee resilience has been linked to engagement, productivity and the ability to adapt to change, while a lack of resilience can contribute to stress, burnout and disengagement. In other words, resilience is not about becoming better at tolerating poor conditions. It is about building better conditions in which people and businesses can thrive. Building Resilience Before You Need It Perhaps the biggest mistake businesses make is treating resilience as something that can be developed during a crisis, by then, it is often too late. Resilience needs to be built during periods of relative stability. Businesses can do this by developing multiple revenue streams, maintaining healthy cash flow, investing in people and technology, reviewing operational risks and encouraging employees to develop new skills. It also means regularly questioning assumptions. What happens if a major client leaves? What if a key employee becomes unavailable? What if technology changes the way customers interact with the business? What if the market moves in a direction the organisation did not anticipate? These questions are not designed to create fear. They create preparedness. Resilience should be something organisations can deliberately build through areas such as financial management, technology investment and strategic planning, rather than simply an attribute they either have or do not have. The Competitive Advantage of Resilience Ultimately, resilience may be underrated because its benefits are not always immediately visible. A resilient business might avoid a crisis that nobody ever sees. A leader might make a difficult decision that prevents a larger problem six months later. An employee might identify a risk because they feel confident enough to speak up. These outcomes rarely make headlines, but they can determine whether an organisation merely survives uncertainty or uses it as an opportunity to evolve. In a business landscape where change is increasingly constant, resilience should not be considered a soft skill or an emergency response, it is a strategic capability.
September 2026 | 7 The businesses that thrive in the years ahead will not necessarily be those with the biggest budgets, the most sophisticated technology or the most ambitious plans. They will be the ones capable of adapting when the plan changes. Perhaps that is why resilience deserves to be recognised not as the skill businesses turn to when everything goes wrong, but as one of the skills they invest in long before it does.
Corporate Vision Trust Built at Every Turn: Why Select Car Leasing Leads the Way Since its inception in 2004, Select Car Leasing has worked tirelessly to meet the evolving needs of the nation’s vehicle leasing customers - and now stands as the UK’s largest and most trusted leasing broker. We heard more from CEO Mark Tongue as Select Car Leasing is recognised in our Corporate Excellence Awards 2026. Trust is hard won in any industry. In vehicle leasing, where customers are making a significant financial commitment while navigating an increasingly complex choice of vehicles, technologies and funding options, it is indispensable. For Select Car Leasing, being named Corporate Vision Magazine’s Most Trusted Car Leasing Company is therefore particularly meaningful. It is an accolade Select Car Leasing has now received five times in six years, recognising a philosophy that has been central to the business from the outset: put customers first, provide expert and transparent guidance, and build relationships that last. Trust measured in thousands The strongest evidence comes directly from Select Car Leasing’s customers. The company has accumulated more than 51,000 independent Trustpilot reviews, with an average rating of 4.9 out of five. Customers consistently highlight professionalism, knowledgeable staff, clear communication and a seamless experience from initial enquiry through to vehicle delivery. Maintaining that reputation at scale is significant. Select Car Leasing delivered 34,351 vehicles in 2025, an increase of 15% yearon-year, while its live fleet surpassed 100,000 vehicles in February 2026. The business was also ranked number one by volume in the Broker News BN25 league table. But trust is not simply measured by positive feedback. It is also demonstrated by how a business responds when something goes wrong. Mark Tongue, CEO and Co-Founder at Select, explains: “Any Trustpilot rating of three stars or below is escalated directly to senior management for personal review. While issues can arise through third-party partners, Select takes full responsibility by managing those relationships closely, refining service level agreements, and continuously improving delivery standards. “There are no high-pressure sales tactics either. Instead, we guide customers to the right choice by understanding their needs,
September 2026| 9 supported by clear website information, video content, and the expertise of our leasing consultants.” Expertise when customers need it most That guidance has become increasingly important as the automotive market undergoes profound change. New manufacturers are arriving in Britain, vehicle technology is advancing rapidly and motorists are navigating the transition from petrol and diesel to electric power. Select has responded by investing heavily in the expertise of its people. Leasing consultants receive ongoing training covering new vehicles, manufacturers and technologies, while a dedicated Head of Select Electric was appointed in 2025 to strengthen EV expertise throughout the business. Select Car Leasing also recognised early that consumers needed more than a catalogue of leasing deals. Mr Tongue adds: “Since 2021, we’ve added more than 3 million words to our website, with an expanded library of news, reviews, and guides produced by respected motoring journalists. This content strengthens our reputation for authority while giving customers access to comprehensive, reliable information. “Weve also launched an in-house videography team, accelerating growth across social media and enabling the production of vehicle walkthroughs, guides, and delivery handover content. “The aim is straightforward: give customers the information they need to make an informed decision before asking them to make a commitment.” Improving the entire customer journey Behind the scenes, Select Car Leasing continues to invest in making leasing simpler. A dedicated Customer Experience team bridges sales and operations, while Select Car Leasing has refined its supplying dealer network to prioritise partners aligned with its service standards. During the past year, those changes have helped reduce lead times by more than 60%, while improved dealer portal management has increased forecast accuracy by more than 35%. Technology is playing an equally important role. Select Car Leasing now has a team of almost 40 technology specialists, with continued investment in AI and self-service tools designed to create a smoother path to securing a new vehicle. Yet technology is intended to complement rather than replace human expertise. The emphasis remains on giving customers choice: intuitive digital tools when they want them and knowledgeable people when they need advice. That human touch remains paramount. Mr Tongue says: “Select’s success is underpinned by its people and its ‘DRIVE’ values: Dedication, Respect, Integrity, Value, and Excellence. A strong focus on inclusion, support, and staff incentives has fostered loyalty, with dozens of employees recently reaching 10 years of service.” Leading customers through the electric transition Trust also means helping customers prepare for what comes next. Select Car Leasing launched its dedicated Select Electric division in 2019, expanding and relaunching the proposition in 2021. It has subsequently developed into an educational resource as well as a leasing platform, helping motorists and businesses understand charging, range and the practicalities of adopting an EV. The results are tangible. Electric vehicles represented 27.6% of Select Car Leasing’s leases in 2024, increasing to 33.5% in 2025, compared with a wider market share of 24.2%. Select Car Leasing expects EVs to reach 40% of its leases during 2026. Mr Tongue reveals: “Our Select Electric division is so much more than just a leasing platform; it is an educational hub, helping customers understand and embrace the transition to new energy solutions.” That commitment sits within a broader approach to responsible business. Select Car Leasing introduced a formal ESG and Governance framework at the beginning of 2026 and is targeting 100% renewable electricity across its offices by 2030. Trust beyond the transaction Select Car Leasing believes a trusted business should also make a positive contribution to the communities around it. Its charitable work includes providing vehicles to three local hospices, supporting a local food bank, fundraising for cancer research through Royal Berks Charity and supplying a minibus to Reading FC Community Trust. Hundreds of matchday tickets have also been donated to young supporters. Most recently, Select Car Leasing donated its Reading FC front-of-shirt sponsorship to New Life Special Care Babies, helping give the charity dedicated to critically ill and premature newborns a prominent platform. Beyond customer service, Select is a socially responsible business committed to supporting its community. The company maintains multiple charitable partnerships, donating vehicles to three local hospices and providing a minibus to the Reading FC Community Trust to promote health, education, inclusion, and sports participation. Mr Tongue says that support of the local community, and beyond, is a source of great pride, and he adds: “For us, it’s about meaningful community engagement that can make a real difference to the lives of others. It’s a fundamental facet of what Select Car Leasing is all about. In the past few weeks alone we’ve sponsored a charity golf day that raised funds for a special care babies charity while also supporting a group of English Channel swimmers raising money for a local hospice.” Through outstanding customer care and meaningful community engagement, Select demonstrates its dual focus on service excellence and social responsibility, reinforcing its reputation as a trusted and values-driven business. Ultimately, Select Car Leasing’s definition of trust is simple: it must be earned repeatedly. Whether that means giving a first-time EV driver impartial guidance, taking ownership when a delivery does not go to plan, investing in better digital tools or supporting the communities in which it operates, the principle remains the same. At a time of extraordinary change for the automotive industry, Select Car Leasing’s continued growth demonstrates that trust and commercial success do not merely coexist — one can be the foundation for the other. Contact Details Contact: Neil Goodwin Company: Select Car Leasing Website: https://www.selectcarleasing.co.uk/
Corporate Vision Modern Banking and Efficient Payments Processing with Finastra A modern enterprise payments hub, Finastra Global PAYplus helps financial institutions modernise payments, simplify operations and compliance, and accelerate innovation. Built for scale, resilience and the real-time era, the ISO 20022-native, cloud-agnostic, multi-rail platform sits at the centre of Finastra’s payments portfolio. Following Finastra’s recognition as Best Payments Software & Solutions Company 2026 in this year’s Technology Excellence Awards, this feature explores how Global PAYplus is helping banks transform payments with greater control, flexibility and efficiency. Finastra is a global financial services software provider trusted by banks, credit unions, community banks, corporates and financial institutions to deliver secure, reliable and missioncritical technology. Finastra combines deep financial services expertise built over two decades serving some of the largest banks in the world with continued investment in open, modern platforms. Its payments solutions support more than 600 customers globally to deliver growth and superior customer experiences. Across its portfolio, Finastra helps financial institutions modernise complex payment environments, reduce operational friction and respond faster to evolving customer, market and regulatory expectations. Global PAYplus is Finastra’s enterprise payments hub for financial institutions that need to centralise processing, support multiple payment types and scale securely across high-volume environments. The platform helps banks manage real-time, high-value, cross-border payments and Mass Payments through a single, configurable architecture, supporting faster time to market while reducing complexity and risk. The need for this capability is clear. The rapid adoption of instant payments, ISO 20022, alternative payment models and cloud-native technologies has exposed the limitations of many legacy payment systems. High maintenance costs, fragmented architectures, slower processing, limited flexibility and weak data visibility can make it difficult for banks to meet rising expectations or introduce new services quickly. By moving to a centralised payments hub, financial institutions can standardise processing, improve resilience and support growing digital payment volumes. This is particularly important for global and large super-regional banks that must compete with fintechs while maintaining control, compliance and reliability across markets. Global PAYplus enables centralised processing for incoming and outgoing payments while supporting compliance with market and scheme requirements. Its ability to process multiple payment types through one hub can improve straight-through processing, reduce manual intervention and give banks a stronger foundation for operational efficiency. The platform also simplifies IT and payments architecture by reducing the number of interfaces and systems required compared with fragmented legacy estates. This supports faster, more accurate data, improved regulatory reporting, lower operational costs and the ability to process millions of payments daily. Designed to integrate with existing bank architecture, Global PAYplus supports deployment across cloud and on-premises environments. Its cloud-agnostic approach, containerisation and microservices-based architecture help institutions modernise progressively without locking themselves into a single infrastructure model. Finastra is also extending the value of its payments hubs through AI-enabled capabilities such as exception handling, repair support and advanced analytics. These capabilities are designed to help operations teams improve visibility, reduce manual effort and make better-informed decisions across the payments lifecycle. By combining AI with human-in-the-loop, analytics and payments-specific intelligence, OperatorAssist helps streamline exception management and simplify day-to-day payment operations. For financial institutions, this can support better efficiency, improved responsiveness and stronger operational resilience. Named Best Payments Software & Solutions Company 2026 as part of the Technology Excellence Awards, Finastra continues to demonstrate the role modern payments technology can play in helping banks simplify operations, improve resilience and create room for innovation. Global PAYplus is a clear example of that focus: a scalable, configurable enterprise payments hub built for the demands of modern banking. Contact: Larisa Alexandra Ciobanu Company: Finastra Web Address: https://www.finastra.com/
September 2026 | 11 The story of Slanjava Learning began in 2021, when the company was established to help organisations navigate employee training and education in an increasingly VUCA landscape. The Ayrshire-based specialist education and training provider supports organisations across Scotland and the wider UK, working with care providers, charities, community organisations, and other employers to provide both accredited and bespoke learning. Slanjava Learning’s core specialism lies in health and social care, alongside first aid, fire safety, moving and assisting, medication, clinical skills, and a growing range of Train the Trainer programmes. Its training goes beyond helping people gain a certificate, providing learners with the knowledge, practical skills, and confidence they need to make a genuine difference in their workplace. Rather than taking the traditional “one-size-fits-all” approach to education, Slanjava Learning always seeks to adapt scenarios, examples, and discussion to the client’s organisation, the people they support, and the realities its learners face in practice. Sessions are designed to be interactive and accessible, with an emphasis on translating knowledge into confident action. All training is grounded in real operational experience, connecting legislation and theory with situations actually encountered on the job. “This is particularly important in health and social care, where good training can directly influence safety, dignity, confidence, and the quality of support people receive,” Lee told us. “Our motto, “Helping others to help others”, perfectly captures this purpose: by investing in the people who support others, we help that learning create an impact well beyond the training room.” Last year, Slanjava Learning received recognition in Corporate Vision Magazine’s Education and Training Awards 2025, when it was named Scotland’s Best Health and Social Care Training Organisation 2025. The company has made significant progress since this recognition, continuing to invest in quality, recognised certification, and its network of experienced associates to further support organisations across a broad geographical area. For the last five years, Slanjava Learning has been steered by the values of integrity, quality, compassion, and collaboration. Those principles have not fundamentally changed through the years, but they have become more embedded as the organisation has grown. Its team remains committed to making learning feel relevant, inclusive, and useful, rather than something completed for compliance. Achieving this mission requires the Slanjava Learning team to listen to all clients, adapt delivery to the people in the room, and be willing to improve programmes when practice, legislation, or learner needs change. The company promotes a relationship-led approach across the entire team, ensuring that clients can engage directly with the people designing and delivering their training, allowing Slanjava Learning to respond quickly, understand their needs, and create genuinely bespoke solutions. The health and social care sector is a high-pressure environment, where every second counts. As a result, entities across the landscape are challenged with ensuring that their teams are equipped with the knowledge, skills, and tools they need to successfully deliver care, from local care providers to national organisations. Enter Slanjava Learning, an Ayrshire-based training provider bringing decades of combined expertise in health and social care to deliver innovative training solutions, services, and products to support individual and business growth. We heard more from Founder Lee Johnston below, as Slanjava Learning recognised for a second consecutive year in the Education and Training Awards 2026. Best Health & Social Care Training Organisation 2026 – Scotland Slanjava Learning’s commitment to responsible business extends far beyond the classroom. The company’s partnership with JUST ONE Tree has made sustainability a key part of its ongoing journey to positive impact, with one tree planted for every course booking made. Its Mindful Employer Commitment and Disability Confident Committed status reflect precisely the type of inclusive organisation Slanjava Learning is working hard to build, underpinning its ambition to make learning inclusive, responsible, and sustainable. In just five years, Slanjava Learning has emerged to stand as a trusted partner to organisations across the health and social care sector. The company has evolved consciously, enhancing its services to meet the needs of the sector whilst ensuring that “Helping Others to Help Others” remains the driving principle behind the way it designs training, works with clients, and develops new products and services. For equipping learners with the confidence, knowledge, and tools they need to support others more effectively, Slanjava Learning has earned recognition as Scotland’s Best Health and Social Care Training Organisation 2026. “Our story is one of developing from a training company into a wider learning and development partner,” concluded Lee, “combining course delivery, Train the Trainer programmes, practical resources, products, and developing vocational qualifications. We are proud to be based in Ayrshire and to remain connected with our local business community, while increasingly supporting organisations across Scotland and the UK.” Contact: Lee Johnston Company: Slanjava Learning Ltd Web Address: www.slanjavalearning.co.uk
Corporate Vision who is now taking the world of sustainable children’s literature by storm. Leveraging her lifelong passion for books, Bailey began to reimagine what could be done with the beloved books from her childhood. She took the simple notion of sharing old books and transformed it into ReBooked, a groundbreaking platform for reusing preloved children’s books. She brought her entrepreneurship to LaunchX, spending a summer learning within a setting that emulated the realworld startup environment. Over the course of the fiveweek programme, Bailey and her team launched EcoGo, a one-stop platform for sustainable products for users across Hong Kong. Today, ReBooked is Hong Kong’s largest second-hand bookstore for children’s books. The business has now collected more than 200,000 books, resold 45,000, and given away more than 40,000. Bailey has successfully taken the platform to a global stage, launching franchises in Turkey and Brazil, as well as outreach programmes in the Philippines. Reflecting back on the experience, Bailey shared, “The intensity and rigor of LaunchX – the short time frame you are given to create and launch something – pushes you to produce high-quality work. It’s like a crash course in realworld problem solving and critical thinking.” She added, “You have to be open to different options and go with the flow. Things might not go as planned, but you adapt and learn from it.” This is an ethos championed wholeheartedly across LaunchX’s programmes. The team leans heavily on its Control the Variables value: tracking the parts of the experience that can be influenced, reviewing every cycle honestly in a post mortem, and altering the programme based on data insights. Goals are written down, remain visible to the whole team, and are each tied back to the student outcome it is supposed to produce. If a piece of work cannot be traced to that, then it is a sign that it should not be done. LaunchX operates as two groups working closely together. A core team owns the backend structure of the company, and a flex team of contractors, part-time staff, and interns scales up around programme seasons. Every summer, the company introduces a summer team of instructors and interns, meaning that people are constantly being onboarded into the company’s culture. This requires the LaunchX team to remain explicit in its expectations, ensuring that every member of the team operates on the same page from day one. “Grow Together, Win Together carries the most weight day to day,” said Thomas. “It is a direct instruction to break down silos. Marketing does not hand off to admissions and walk Ignite Your Passion with LaunchX For over a decade, LaunchX has been empowering students with the skills and mindset they need to build and run thriving companies. The organisation has earned renown for its signature summer programme, which prepares young entrepreneurs from around the world for realworld success in the global market. We heard more below from Thomas Clapper, Head of Marketing and Product, as LaunchX is named the Best Youth Entrepreneurship Programme 2026 in the Corporate Excellence Awards 2026. LaunchX was founded in 2012 with the aim of offering a full spectrum of educational experiences to passionate youth entrepreneurs around the world, empowering them to change the world they live in through action. The company runs entrepreneurship programmes for young people, online and in-person on university campuses, driven by the simple vision of youth everywhere developing entrepreneurial mindsets and practical skills within a lasting community of likeminded people. This is a mission guided by four core values: Grow Together, Win Together promotes breaking down silos and empowering others the way the team wishes to be empowered themselves; Question the Old, Build the New, encourages remaining curious, testing ideas, and taking smart risks; Control the Variables means that the team owns what it can influence, measuring and refining every detail; and Bring Your Heart, bringing real passion to the work while making space for fun. What began as a summer programme held at MIT has evolved into a comprehensive ecosystem of experiences, comprising a free introductory course, an online BootCamp, flagship entrepreneurship programmes over the summer, an Innovation programme wherein teams solve real problems for real business, AwardX competitions that are free to enter, and the beyondX Conference. Through these industryleading endeavours, students spend weeks working with industry experts and learning to solve problems in meaningful and viable ways. Rather than merely writing a business plan, students are encouraged and enabled to start a real company. Every team within the Flagship programme is tasked to enter the market and produce at least $250 in genuine revenue or presales a week before Demo Day. This is a deliberately modest and deliberately real number, chosen to demonstrate the true difference between a student who has an idea and a student who has a customer. “We refuse to let entrepreneurship stay theoretical,” Thomas told us. “A lot of youth programmes end at the pitch. Ours ends at the sale. The $250 revenue requirement is the clearest expression of that, but the same idea runs through everything we do: forming a team, testing a minimum viable product with actual users, and then selling to them.” What’s more, LaunchX does not define student success by how many surviving companies emerge from a summer. Instead, it measures the creation of its young entrepreneurs; a student whose company folds but now spots opportunities, prototypes, tests with users, and pitches with ease is a success. As Thomas shared, “Companies are an outcome. The mindset is the product.” A shining example of student success was demonstrated by Bailey Cherry, a participant in LaunchX’s 2021 class
September 2026 | 13 Contact Details Contact: Thomas Clapper Company: LaunchX Web Address: www.launchx.com away. Product does not build in isolation from the people who teach the programmes. Bring Your Heart is the other half. We work with teenagers who are taking on a genuine risk by putting an idea in front of strangers, and that does not survive a cynical room. We hire for people who care.” This approach has enabled LaunchX to propel itself to the forefront of the industry, though this leading spot has not come without its own unique challenges. Primarily, the demand for LaunchX grew faster than its infrastructure. Over the last 12 months, applications ran well ahead of what had been projected. Whilst this is predominantly an advantageous position to maintain, it caused significant strain on systems within LaunchX that were not designed for such volume. Specifically, the two moments that matter most in a family’s decision – the offer and the tuition payment – were running on form infrastructure. “It worked in the narrow sense that students enrolled and payments arrived,” Thomas explained. “But it was unsegmented, hard to measure, and largely invisible to the guardian who is actually paying. We were winning demand and then handing it to a system that could not tell us much about what happened next.” LaunchX overcame this obstacle by refusing to simply patch the problem again, instead naming it as a product problem. Now, the team is building LXos, a single operating system that carries a person from applicant to student to alum in one account, replacing both the application portal and the admissions portal with one account per person. Offering one comprehensive system for students, guardians, and alums alike, the first live cycle of LXos will begin with LaunchX’s 2027 summer intake. Whilst LXos is the biggest development within LaunchX’s pipeline, the company is also focusing on a number of additional projects for the upcoming years. LaunchX is expanding AwardX, a free global entrepreneurship competition targeting high school and university students who currently run a company or have a well-developed business idea they wish to pitch. LaunchX is now broadening the reach of the free-to-enter competition, running editions in Kenya, across Europe, and internationally this year. This coming spring, LaunchX will run its first in-person international programme, a LaunchX BootCamp+ in Türkiye. In partnership with LeadUp Global, the company will pair an online course with a four-day in-person sprint that finishes at the beyondX Conference and Demo Day. The team is also filming course content in Europe this autumn, which will enable LaunchX to deliver the same quality education without requiring a student to fly. Developments are also underway for the EshipX Marketplace project. This platform helps young founders actually launch and sell their products, tying straight back to the $250 requirement by addressing the very real problem of young entrepreneurs with a finished product and no means of distribution. Users can easily introduce their unique brand to the market, tell their story, showcase their products, and take their entrepreneurship to the next level. “On depth, we want a student to be able to stay with us,” Thomas shared. “Today someone can finish a summer programme and then fall off the map. LXos is the foundation for fixing that, because one account per person means we can see and serve a whole journey rather than a single transaction. “Alongside it, we are building out an accelerator for the students who are ready to keep going, and the Marketplace so they have somewhere to sell. A student who finds us at 15 through a free competition should be able to keep going with us for years, and at no point should the next step be unclear.” Guiding students every step of the way, LaunchX ensures its students future’s are bright. In turn, this accoladeworthy company is sure to continue achieving more for the years to come.
Corporate Vision Part of Lloyds Banking Group, Tusker takes great pride in helping organisations offer their employees an EV car scheme that supports a more sustainable future for our planet. The company is today the largest salary sacrifice scheme provider in the UK, a status it uses to partner with organisations and work closely to develop car benefit schemes that work for them and their people. As well as a new car, schemes include a host of additional benefits, from servicing and insurance to maintenance and road tax. There are three pillars behind Tusker which bring its multi-awardwinning care benefit schemes to life: simplicity, affordability, and sustainability. Together, these enable organisations to offer a compelling employee benefit, one that allows them to make real progress towards a greener, more sustainable future. Sustainability has been embedded into how Tusker has operated now for years, and since 2013, its carbon offsetting initiative has offset tailpipe emissions in cars with internal combustion engines, and emissions associated with grid charging in the case of electric vehicles. This environmental focus is underpinned by robust data security credentials, such as ISO 270001 and Cyber Essentials Plus, meaning organisations can feel confident that their security is being taken seriously as they drive progress. With more than 100,000 cars today on the road, as well as over 17 years of experience in the industry, Tusker has both the insight and the data it needs to continuously refine and improve the experience it offers. Lauren explained: “That data capability is a real differentiator. It allows us to provide informed, practical guidance to businesses, helping them make confident decisions around the scheme, cost, and carbon impact.” More recently, the company has achieved this through the launch of its HR leaders complete guide to car salary sacrifice, which it created to give HR and reward professionals a clear, practical resource to help them understand how salary sacrifice cars work and what they should consider when introducing or reviewing a scheme. The guide, which was recently launched at a dedicated event bringing together HR professionals, industry experts, and employers in London, sees Tusker’s insight on everything from tax and implementation to employee engagement discussed, as well as the current changes impacting the EV landscape. Its success can be attributed to the fact that it answers the questions people are actually asking, as well as the useful, straightforward guidance it provides over sharing the benefits of its own offering. Similarly,astellarcollectionofclientcasestudiesexiststodemonstrate how salary sacrifice cars work for different organisations. Lauren shared: “A great example is Sir Robert McAlpine, where the car benefit has helped support the organisation’s wider employee benefits and sustainability ambitions.” She continued: “The case study highlights the importance of making the scheme simple and accessible for employees, while giving the employer the support and expertise needed to run it effectively.” Helping the UK to drive newer, more environmentally efficient cars by making them as easy as possible to access for employers and their people alike. Tusker has been providing salary sacrifice car schemes for more than 17 years. With the company being named the Best Salary Sacrifice Car Scheme Provider 2026 – UK as part of our Corporate Excellence Awards feature, we take a closer look at Tusker, with help from its own Lauren Edwards. Tusker: The Affordable Way to Drive Electric This example is just one of many, and there are some impressive statistics from clients demonstrating first-hand how beneficial these salary sacrifice cars have been for them. For example, Evri had more than 1,000 colleagues enrol, with over 300 cars ordered in the first four months alone, when it launched a scheme with Tusker. Today, more than 46% of its employees have registered and requested a quote for a vehicle. Sharing real customers stories like this is incredibly valuable for Tusker, as it allows others to see how an EV car scheme works, not just in theory, but by coming to understand the tangible impact it can have on both an organisation and its people. More on how an EV car scheme from Tusker can benefit your organisation can be found by visiting the link below. Contact: Cheryl Clements, Head of Business Development Company: Tusker Web Address: https://tuskercars.com/
Small Business Awards 2023 | 15 September 2026 | 15 has become clear is that the old style of training (reading slides from a PowerPoint) is outdated, because people can get all that information elsewhere. This is why MadeYou’s focus is increasingly on learning workshops, where people can learn through a mix of interaction and discussion. The need to be ‘more human’ in its delivery also sees MadeYou pivot naturally between coaching, mentoring, and consultancy based on session content, and that in recent months has led to it exploring wellbeing in leadership. Covering everything from menopause support to guiding leaders through their probation, the purpose of these initiatives is to help businesses cut down on costs and draw from all the benefits that come from having a happy and confident leader at the helm of their successful business. As this suggests, MadeYou hopes to continue to refine its delivery and pivot slightly to have more of an impact on organisational culture, something it knows starts from the leadership team and works its way down. From building performance-based cultures to supporting businesses with everything from end-of-year performance reviews to succession planning, the company hopes to continue to add value for its clients for many years to come. More on its senior leadership team development and other such services can be found by visiting by MadeYou using the web address linked below. Contact: Luke Todd Company: MadeYou Web Address: https://madeyou.global/ Founded on top of the belief that learning should never be boring, MadeYou was created to blend genuine expertise across leadership development with interactive experiences and plenty of personality, helping people and businesses to promote growth that sticks. Its vision revolves around maximising untapped human potential within organisations around the world, as it recognises that its success is not possible without their success. MadeYou’s values are a reflection of its approach: quirky, personalised, and expert-led. With the team here all coming from an operational background, before later transitioning to leadership development training and coaching, they know what works in the real world and which theories to avoid. Any questions asked are answered based on experience, and the use of activities throughout its training sessions helps to keep things exciting. A great example of this is its seen in its Gallup CliftonStrengths team coaching, across which the team here showcase their ability to go much deeper than other coaches. Not only do they utilise the famous Gallup Team Strengths Grid, but they also put everything into a report of their own. This has proven important for many senior leadership teams, who get to understand where they add value already and how they can add even more. Luke told us: “We pull out key action points, so in our sessions with the senior leadership team or the C-suite team, we’re actually getting them to focus on actions that they can commit to. It’s a huge impact and definitely changes the way that people see each other, work together, collaborate, as well as impact their business.” Keeping things fresh is a big part of MadeYou’s promise, and this sees it constantly evolve its training courses so that they are up to date on the latest changes, technology, and legislation. The fact that MadeYou has a small team makes this easier, and it also allows them to adapt the training to better serve their client’s needs. They do this whilst remaining aligned with the MadeYou methodology, which keeps everyone here on the same page. Preserving this is key, as MadeYou has been a remote company now for years. Despite this, MadeYou’s culture is something it is incredibly proud of, and which stands out to its clients. This is something reflected in the feedback the team receive, with positive testimonials driving the company and helping to keep its people engaged, motivated, and energised across their delivery of this executive leadership coaching. Leveraging this, they are continuing to find new ways to keep their leadership development training and coaching human in a world where AI is increasingly on everyone’s minds. As people can access more information at their fingertips, what Delivering a variety of products and services mainly centred around leadership development, MadeYou is a leadership and workplace culture consultancy based in the UK and Malta. Its speciality lies in training that facilitates discussion, as well as offering business coaching and 360 feedback. As it is named in this feature as the Best Leadership Development Company 2026 – Malta, CEO Luke Todd caught up with us for more on this people and leadership culture development partner. Your Trusted Partner in People and Development
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