EY found that 87% of UK business leaders expect quantum computing to disrupt their industry by 2030. The finding came from a survey of 500 leaders at companies with revenue of £150 million or more.

More than a third of respondents, 35%, said quantum computing is already a strategic priority for the next five years. The figure was much higher in financial services, at 67%, but fell to 17% among businesses in real estate, hospitality and construction.

Strategic focus

The research suggests many executives expect the technology to drive change but are holding back on near-term operational plans. A majority, 59%, said quantum computing was unlikely to mature enough to play a significant role in core operations until 2030 or later.

That caution is also reflected in hiring plans. Only 13% of UK business leaders said they planned to recruit the talent they expect to need within the next two years, even though 83% said the main risk of failing to adopt quantum computing was a loss of competitive advantage.

The survey covered businesses in digital and technologies, financial services, professional and business services, real estate, hospitality and construction, manufacturing, and retail. It was carried out with the National Quantum Computing Centre.

Risk concerns

Business leaders identified several risks linked to the rise of quantum computing beyond competitive pressure. Some 81% pointed to the rapid obsolescence of existing IT systems, while 80% cited compliance with future regulation.

They also identified barriers to adoption. Complexity was the most common concern, selected by 80% of respondents, followed by market uncertainty at 66%, integration challenges at 60%, and current talent shortages at 47%.

Industry uptake

The findings indicate that many large UK companies view quantum computing as a long-term strategic issue rather than an immediate operational shift. In sectors such as finance, where firms are already under pressure to improve fraud detection and anti-money laundering systems, interest appears more advanced.

Other industries are also testing possible uses. The research highlighted work by automotive manufacturers on electric vehicle battery development and traffic flow optimisation as examples of how companies are exploring potential applications for quantum methods.

Piers Clinton-Tarestad, Technology Risk Partner, EY UK, highlighted the tension between long-term expectations and short-term hesitation.

He said: “Our latest report shows that, while UK businesses are continuing to invest in and evaluate the impact of quantum computing, expectations of its maturity remain cautious. This means that although long-term disruption from quantum computing is widely expected, including its impact on cyber security, the proportion of companies taking immediate steps to prepare remains relatively small.”

“For some business leaders we speak to, hesitation stems from not knowing where to begin exploration. One effective first step is to identify one or two practical ways in which quantum can be used, linked to existing pain points, before assessing which teams or processes would be most affected, and any gaps in skills, tools or data.”

Readiness plans

“In the same way that an orchestra needs a conductor, effective quantum implementation needs a senior sponsor within a business with cross-functional oversight to coordinate efforts, secure resources, and help ensure quantum readiness becomes part of broader digital transformation plans,” added Clinton-Tarestad.

His comments point to a broader issue for companies weighing emerging technologies: how to invest early enough to avoid being left behind without committing resources before systems, standards and skills are in place.

For UK businesses, that balance is likely to shape how quantum computing moves from research and pilot work into mainstream planning over the rest of the decade. The survey suggests many boardrooms now accept that disruption is coming, even if they remain uncertain about the pace.

Simon Plant, Deputy Director for Innovation, the National Quantum Computing Centre, said: “Quantum computing is moving from long-term promise to strategic business consideration. Organisations that begin building awareness, skills and practical use cases now will be better positioned to respond as the technology matures over the coming decade.”

Platform Housing Group has chosen Totalmobile to introduce a single operational platform for repairs, compliance and asset management across 50,000 homes. The project covers property services for the housing group, which supports more than 120,000 customers.

The programme will replace disconnected property systems with a single view for frontline teams. Platform plans to use Totalmobile’s Field First platform to bring together job management, mobile working, asset lifecycle management and field service intelligence in one system.

The rollout will take place in phases, with the sequence shaped by operational priorities and data readiness. Platform expects the system to improve visibility over property activity and give teams more consistent information across repairs, building safety and asset operations.

The agreement forms part of a broader effort to strengthen operational assurance and reduce reliance on manual processes. That work is intended to create a more joined-up approach across property functions as the organisation manages a large housing portfolio.

Single system

Housing associations face growing pressure to demonstrate tighter control over repairs performance, compliance checks and long-term asset planning. Against that backdrop, the move to a single operational system reflects a wider sector push to connect data that has often sat in separate teams and software tools.

For frontline staff, one of the main changes will be access to a unified view of property and service information, rather than having to work across multiple systems. That can affect how repairs are scheduled, how safety-related tasks are tracked and how managers assess the condition and history of homes.

The aim is to support more consistent day-to-day service delivery. Better visibility across property records can also help organisations identify information gaps and reduce duplicated administrative work.

Lee Vernalls, project sponsor at Platform Housing Group, said: “This partnership is about putting the right foundations in place for our property services. By bringing information together into a single platform, we’re helping colleagues work more consistently and make better-informed decisions. This will support us to deliver safe, reliable services for customers, both now and in the future.”

Housing focus

Totalmobile supplies workforce and field service software and works with housing organisations that manage large, complex property estates. The Platform contract is another example of a landlord seeking to combine operational data from repairs, safety and asset teams in one environment.

Such projects have become more prominent as landlords review ageing systems and try to improve oversight of compliance work. A common issue has been fragmented information spread across teams responsible for responsive maintenance, planned works and statutory checks.

David Webb, managing director for housing at Totalmobile, said Platform’s decision reflected a drive for better oversight. “Platform Housing Group’s decision to bring these services together onto one platform reflects a clear focus on improving visibility across repairs, safety and asset performance. We’re excited to be working with them as the project develops and to support the delivery of a more connected approach for the future.”

Platform’s property operations span more than 50,000 homes and a substantial customer base, meaning implementation will depend not only on software deployment but also on how existing data is organised and transferred. The phased approach suggests the group is seeking to limit disruption while introducing the new system across several functions.

The changes are intended to support safe, well-managed homes while improving the flow of information available to teams making operational decisions. Given the scale of the estate, even incremental improvements in planning, coordination and record-keeping could have wide effects across repairs and compliance activity.

For Totalmobile, the work forms part of its continued activity in the UK housing sector, where landlords are looking for more connected systems to manage property services. For Platform, the programme is intended to strengthen the foundations of its property services and give colleagues a clearer basis for everyday decisions.

The findings come from a survey of 1,000 businesses by conciliation service Acas, which also revealed that larger employers are more likely to lay off staff than smaller firms.

Kevin Rowan, director of dispute resolution at Acas, told PA: “The results of our poll reveal that a third of businesses are considering redundancies by the start of next year.

“Organisations should look at all possible alternatives to redundancies first, but if employers conclude they have no choice, then they have legal requirements they must follow.

“This means they must consult with staff early to seek their views, or risk being subject to a costly legal process.”

What is redundancy?

Redundancy is when you dismiss an employee because you no longer need anyone to do their job. This might be because your business is:

• changing what it does
• doing things in a different way, for example using new machinery
• changing location or closing down

Strike action has begun at Glasgow Caledonian University, as staff walk out in a dispute over job cuts and possible compulsory redundancies 👇

𝘝𝘐𝘋𝘌𝘖: 𝘊𝘰𝘭𝘪𝘯 𝘔𝘦𝘢𝘳𝘯𝘴 pic.twitter.com/PrDaPmAnZl

— The Herald (@heraldscotland) June 3, 2026

For a redundancy to be genuine, you must demonstrate that the employee’s job will no longer exist.

Redundancies can be compulsory or non-compulsory.

What are my rights as an employer?

Employees have certain rights and may be entitled to redundancy pay if they’re made redundant.

All employees under notice of redundancy have the right to:

• reasonable time off to look for a new job or arrange training
• not be unfairly selected for redundancy

Employers must try to find suitable alternative employment within the organisation for employees they’ve made redundant.

Employees can try out an alternative role for 4 weeks (or more if agreed in writing) without giving up their right to redundancy pay.

You must be fairly selected for redundancy, for example, because of your level of experience or capability to do the job.

You cannot be selected because of age, gender, or if you’re disabled or pregnant. If you are, this could be classed as an unfair dismissal.

Are you worried about keeping your job? Let us know in the comments