JOSEPH GABRIEL LAGONSIN

News Editor

Atos has launched Digital Workplace as a Service for mid-size companies, targeting businesses with 5,000 to 15,000 employees.

The offer is aimed at organisations that have often fallen between large outsourcing contracts and smaller managed services arrangements, particularly in sectors such as manufacturing, logistics and retail, where many staff are not office-based.

Digital Workplace as a Service is structured as a modular subscription service. Customers begin with a discovery phase to identify workforce requirements, select relevant service components and generate a pre-calculated price.

The service includes AI-led automation from the outset, including chatbots built on a general knowledge base that can cover about 85% of common frequently asked questions before customer-specific information is added during a 90-day onboarding phase.

Atos expects the service to shift more employee support interactions away from voice channels. It estimates that 60% of tickets could be resolved through automation by the third year, with live chat handling the remaining interactions, while fully optimised environments could reach 80% to 85% automation.

The service is priced at a level comparable with internal IT support. A value-sharing model would reduce the cost per user as automation expands and demand for support falls.

Mid-market focus

The launch reflects a push to address a segment that major IT service providers have often served unevenly. Mid-sized businesses have typically faced a choice between basic support services and more complex outsourcing models designed for much larger organisations.

For companies with frontline, shift-based or distributed workforces, workplace technology support can differ sharply from the needs of office-led businesses. Retailers, manufacturers and logistics groups often need support models that account for shared devices, variable working patterns and staff with limited access to conventional desktop-based systems.

Atos said its service uses persona-driven analytics as part of its design, with the aim of shaping support around different workforce profiles rather than treating all employees the same.

Automation plans

Atos positioned automation as a core part of the operating model rather than an add-on introduced later. In practice, clients are expected to begin with standard chatbot support and then extend automation as internal knowledge is integrated during onboarding.

The service is intended to prevent some issues before tickets are raised and to handle submitted requests more efficiently. Atos said this approach can improve employee productivity and user experience while lowering support costs over time.

Lewis Herbert, Head of Digital Workplace, Smart Platforms and Technology Services at Atos UK&I, outlined the rationale for the launch.

“Digital Workplace as a Service fills the gap that mid-size companies face when having to choose between basic IT support and complex, costly solutions designed for large enterprises. It’s designed to be fast, flexible and outcome-focused from day one, helping mid-size companies thrive in today’s AI-powered digital era by proactively enhancing employee productivity and experience,” Herbert said.

Atos operates in 54 countries and employs about 56,000 people. The group reported annual revenue of about €7.2 billion at its go-forward perimeter.

The latest Cyber Security Breaches Survey makes for uncomfortable reading for UK businesses. According to the Government’s 2025/2026 report, 43% experienced a breach or attack in the last 12 months – that’s around 612,000 organisations. The findings also estimate approximately 5.19 million cybercrimes over the same period, while the proportion of breaches or attacks resulting in lost revenue or share value has more than doubled, rising from 2% to 5%.

On a surface level, the story is familiar – cyber attacks remain widespread, phishing continues to dominate and businesses are once again being urged to improve resilience. Experts have already described the findings as depressingly familiar, and it’s not difficult to see why. The numbers move slightly from year to year, but the underlying pattern remains largely unchanged, which is the real concern here.

After years of major incidents, boardroom briefings, regulatory warnings and national awareness campaigns, the UK is still stuck in a cycle where risk is recognised, but not consistently governed. Businesses know threat exists, but many still lack the ability to demonstrate, in a structured and reliable way, how that threat is being managed before something goes wrong.

Breach numbers only tell us what has already happened

A breach shows the visible outcome of decisions, controls, gaps and assumptions that existed long before the incident itself. By the time a breach appears in a survey, the more important questions have already been missed: Were the right controls in place and were they being reviewed? Was there clear ownership? The answers to these determine whether an organisation is genuinely resilient or simply fortunate.

The survey tells us a great deal about the scale of cybercrime and reveals too many companies are still measuring risk at the point of failure rather than at the point of control.

The governance gap is hiding in plain sight

Only 31% of businesses have board-level responsibility for cyber security, just 15% review the risks posed by their immediate suppliers and only 6% look at the wider supply chain. The survey also points to small businesses going backwards in some areas of basic preparedness.

Cyber security is still too often treated as a technical function, owned somewhere inside IT and discussed seriously only when an incident takes place. Yet most of the weaknesses exposed by modern incidents are structural, with no clear accountability, no consistent control framework, no live view of risk and no board-level visibility until they are already under pressure.

Small businesses face risk differently from large enterprises

Smaller businesses are often told to adopt better cyber hygiene. Whilst this advice is valid, it can also oversimplify the challenge. SMEs typically operate with less internal capacity, fewer dedicated roles, more informal processes and greater dependence on external suppliers, creating a very different kind risk profile from larger enterprises.

For many, cyber risk is managed through individual knowledge rather than institutional structure. One person knows where the policies are stored, one external provider understands the systems and one senior leader owns the customer assurance process, but that kind of system becomes fragile quickly.

The business needs clear visibility over the data it holds, the systems affected, the suppliers involved, the controls in place, what evidence exists and who is authorised to make decisions. If that information has not been organised in advance, incident response becomes slower and more expensive. This is where governance needs to become more practical.

Smaller organisations don’t need the same level of bureaucracy as global enterprises, but they do need a clear way to map risks, assign ownership, manage controls, maintain evidence and show progress over time. Without that, cyber resilience remains dependent on goodwill, memory and last-minute effort.

Supply chain risk is becoming the unanswered question

Modern companies rely on software providers, outsourced IT partners, consultants, payment systems, logistics platforms, cloud environments and data processors, which means cyber risk rarely sits neatly within the four walls of their organisation. A weakness in one supplier can quickly become a weakness in the business itself.

But as the survey shows, only a small minority of organisations are reviewing immediate supplier risk and even fewer are looking at the wider supply chain. Customers are already asking more detailed questions about security controls, investors are looking more closely at operational resilience, regulators are moving towards stronger expectations around supply chain accountability and insurers are becoming more interested in evidence. In that environment, “we trust the supplier” is not enough.

The Cyber Security and Resilience Bill will raise the evidence bar

The UK is moving away from a model where cyber security is largely treated as voluntary good practice and towards one where resilience must be demonstrated. The Bill is part of that shift.

Demonstrating that the right controls, oversight and processes were in place before a breach happened relies on evidence, ownership and current information. It requires cyber risk to be connected to compliance, operations, procurement and leadership.

This is where many organisations will feel the gap most sharply. They may be doing some of the right things, but if those activities are fragmented, undocumented or disconnected from recognised frameworks, they will struggle to prove it.

The real lesson is not more awareness, but more proof

The UK doesn’t have a cyber awareness problem in the traditional sense. Most business leaders understand that attacks can disrupt operations, damage trust and create financial loss.

But, businesses need to better understand which frameworks apply, which controls are in place, who owns them, when they were last reviewed and where the evidence sits. That means treating compliance as a live management discipline rather than a project that begins shortly before an audit or customer request. Frameworks such as ISO 27001, SOC 2 and Cyber Essentials are becoming more important because they give organisations a common structure for turning cyber intent into demonstrable control. They also help in moving away from reactive reassurance and towards evidence-led governance.

Why the numbers keep looking the same

The real value in the Cyber Security Breaches Survey is in showing why progress remains slow. Too many businesses are using an approach that creates the appearance of activity without the discipline of governance and, until that changes, the annual numbers will continue to look familiar.

To move ahead, businesses need to build the evidence first, connect controls to risk, bring suppliers into scope and give leadership a clear view of resilience before pressure hits. Compliance isn’t a report, it’s a posture – that’s what the latest survey is really telling us.

Carriage Company (Oxon) Limited, based in Banbury, was put into compulsory liquidation with immediate effect on February 4 after HMRC filed a winding-up petition seeking debt repayment.

The petition was initially presented on December 9, 2025, by the Commissioners for HM Revenue and Customs, who claimed to be creditors of the company.

The case was heard at the High Court’s Royal Courts of Justice in London on February 4 at 10.30am, resulting in a winding-up order.

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Documents submitted to Companies House this month revealed that the company’s dissolution has been deferred until April 4, 2032.

Such a move usually allows a company’s legal status to remain active so authorities can wind up legal actions and recover assets.

A notice relating to the Banbury-based firm, signed by the Insolvency Service on behalf of the Secretary of State, reads: “The dissolution of the company [will] be deferred and take effect on April 4, 2032, unless a further direction is issued.”

The taxi operation, which was incorporated on November 6, 2008, had been providing taxi and private-hire vehicle services in the Oxfordshire area for almost 18 years before its collapse.

Companies House records show the firm was registered as a private limited company specialising in taxi operations.

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The liquidation comes amid soaring business failures across the UK, with company insolvencies rising sharply in recent months.

Data from the Insolvency Service showed that the number of company insolvencies rose month-on-month to March by 7 per cent to 2,022.

Company administrations surged 52 per cent between February and March to 235 and were 82 per cent higher when compared to March 2025, while compulsory liquidations jumped 18 per cent.

Industry experts have blamed the Iran war and soaring wage bills for sending costs surging across the transport sector.

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The surge in fuel and energy prices, driven by the intensifying conflict in the Middle East, has severely impacted industries such as transport and manufacturing.

Transport firms have been particularly vulnerable to rising operational costs, with fuel expenses climbing sharply alongside increased wage pressures and regulatory burdens.

The collapse of Carriage Company (Oxon) Limited marks the latest in a series of transport and travel-related business failures in 2026.

Earlier this month, several UK airlines and travel companies also entered liquidation or administration, citing similar cost pressures.

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The six-year deferral of dissolution is a relatively lengthy period, suggesting authorities may anticipate complex asset recovery proceedings or ongoing legal matters requiring the company’s legal status to remain active.

HMRC’s involvement as the petitioning creditor indicates the company owed substantial tax debts, though the exact amount has not been disclosed in public filings.

The closure leaves customers and creditors awaiting further details on asset recovery and potential refunds.

This newspaper has approached Carriage Company (Oxon) Limited for comment.