The Manufacturing Agenda
Issues requiring increased investment in the next 12 months
Taking the initiative While some boards may prefer to
People & leadership 40% | Skills & talent 40% | Succession planning
maintain independence in their decision making, many lenders are prepared to take a proactive role when they identify issues that could affect near-term or long-term performance. Investors bring experience, oversight and access to networks that can help guide companies through periods of change. This alignment of intentions can be positive. Boards also recognise the need to invest in the capabilities required for sustained performance. When asked about areas requiring greater investment in 2026, respondents highlighted skills and talent (40%), succession planning (40%) and sustainability, ESG compliance or decarbonisation (40%). Supply chain resilience (39%), new regulatory risks (39%), new geopolitical issues (39%) and digital or automation investment (38%) followed closely. M&A activity and working capital also featured prominently. These priorities reflect a sector that understands where risks sit, where long-term value will be created and what gaps need addressing to ensure effective execution. As businesses enter the next planning cycle, strengthening capability, improving data and ensuring organisational readiness will be central to delivering successful outcomes.
Environment & sustainability 40% | Sustainability, ESG, decarbonisation debt
39% | New regulatory risk 39% | New geopolitical risk
Operational resilience 39% | Supply chain resilience 37% | Cashflow or working capital pressure 38% | Digital/automation
£
M&A activity 38% | M&A (sell‑side) 37% | M&A (buy‑side)
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