PARADIGM MORTGAGE NEWSLETTER SPRING 2026 www.paradigm.co.uk/mortgages
CONTENTS 4 Paradigm Mortgage Services Introduction from Paradigm Richard Howes 8 CHL Mortgages Why Yield Alone Can no Longer Define Buy to Let Success 10 LendInvest Beyond the "Standard Brain": Maximising Talent in a Neurodiverse Workforce 13 Paradigm Mortgage Rule Review: Feedback to DP25/2 and Roadmap Christine Newell 16 Paradigm Wellbeing Matters: Our Mental Health Support Hub Riona Mulherin
We’re ModaMortgages. We make buy to let smarter, faster and simpler. From first-time buyers and first-time landlords to large portfolio landlords, limited companies, HMOs, and MUFBs. Less admin. More certainty. Fewer headaches. Enjoy instant, consistent DIPs. Clear criteria. Straightforward processes. Smarter. Faster. Simpler. INTERMEDIARIES ONLY. modamortgages.co.uk
Hello everyone, welcome to the first of our Mortgage newsletters for 2026; how did we get to March and I haven’t even finished eating my chocolate from Christmas?! As usual in our industry, things continue to move at a pace and there is a lot going on. At Paradigm, we are continually looking to give you that edge - be it on propositions, commercials or information, and I can assure you 2026 will be no different. I am also very confident the areas we are looking at will help your business, advisers and administrators. One such area that Bob Hunt, our CEO, is writing about and canvassing opinion on is around mandatory advice for First Time Buyers; you can expect to see some articles and video in this regard, with Lenders and advisers, your support for this important area would be most appreciated. If you are reading this introduction for the first time as a Paradigm member, you are very welcome and I hope your experience of dealing with Paradigm is a good one! If you are an existing firm, welcome back and thanks for being with us - we really do value your support. So what has been going on in the first quarter? Despite the external global conflicts, the housing and lending market did appear to be in a stable position, however, 9th March (and arguably the week before too) saw a spike upwards as SWAPs jumped. Lenders quickly reacted with many withdrawing products immediately or with little notice, whilst others priced upwards to stem the flows they were seeing. This movement brought back memories for many of Covid and Truss all rolled into one. Talk about how a market can move, from being 85% sure the Bank of England (BoE) was on course to cut the base rate in April, we were now reading on Tuesday 10th March economists reporting the BoE will not now be cutting base rates in 2026. Perhaps a little premature and it is anecdotal, but they are also predicting because of the new inflationary pressures arising again that there could be a 10/20Bhps increase on the base rate by the year end. The problem this uncertainty brought in terms of SWAPs is that Lenders are finding it difficult to find a price point, although at the time of writing SWAPs have eased back slightly, they are now circa 60 Bhps higher. Whilst we would not advocate trying to predict rates, for an idea of what could happen look at the Bond markets particularly for the UK to see how SWAPs may perform. Richard Howes Director of Mortgages Paradigm Mortgage Market Update 04 MORTGAGE NEWSLETTER
The “pulling” of rates with little notice is back as you will see with announcements from many Lenders, many are re-pricing to save their service SLAs and will probably re-price at a level which means they are not top of sourcing and do not take in volumes they cannot cope with against their service capability. Speaking to Lenders, some in the mainstream were reporting volumes coming in one day five times higher than their daily average, and one medium sized BTL Lender took in four times their normal level which will put a strain on service standards. The result of all of this chaos and confusion? The average two- and five-year fixed residential mortgage rates surpassed 5% and nearly 500 products have been removed recently as the market adjusts. If we look at the market prior to the week of the 9th March, it appeared lending volumes were holding up, it appears this is, in the main, in the area of refinancing given there are 1.8 million households coming off both 2 & 5 year rates in 2026. The purchase market whilst busy, continues to be hampered by the slowness of the overall transaction and affordability constraints combined with the economic uncertainty (particularly given the unemployment stats) limiting momentum. Despite this, February was on track to record the highest number of new home listings in a decade, Zoopla reveals. The latest house price index found that there are 6% more homes for sale than a year ago, something Zoopla says it expects to rise further in the coming months. To show how the market has “flipped”, the proportion of homes on the market that are cheaper to buy than rent has risen from 25% last year to 40% in 2026, also according to Zoopla, their report stated homeownership has become more affordable because of easing mortgage 05 MORTGAGE NEWSLETTER Continued on next page... rates and affordability assessments. Lenders are stress testing borrowers at a rate of 6.5% on average, lower than the typical rate of 8.5% last year. This has made a larger share of homes cheaper to buy than rent, assuming a 20% deposit is put down. Gross mortgage lending is forecast by UK Finance to rise around 4% in 2026 to approximately £300bn, reflecting resilience rather than expansion. House‑purchase lending growth is expected to slow sharply to about 2%, following the stamp‑duty‑driven surge seen in early 2025, as higher mortgage payments continue to bite relative to incomes. Buy‑to‑let (BTL) lending remains subdued, with volumes broadly flat as tax and regulatory pressures continue to cap investor appetite. From the data available from CACI the residential lending market appears to running at a level between £6.5 billion and £6.8 billion per week, with BTL performing at an average of £850 million per week. Despite lower headline mortgage rates than a year ago, early‑2026 data shows buyer caution remains elevated which the global events will probably exasperate. Bank of England figures show mortgage approvals for house purchase fell to just under 60,000 in January 2026, the lowest level in two years, reflecting lingering uncertainty following the Autumn Budget and renewed global risks. That said, estate agents report rising viewings and enquiry levels, suggesting demand has softened rather than collapsed. House prices are broadly flat in nominal terms, with annual growth of around 1%, meaning prices continue to fall in real (inflation‑adjusted) terms. This is gradually improving affordability, particularly for first‑time buyers, but not yet enough to
06 MORTGAGE NEWSLETTER mortgage market softened, according to the latest Mortgage Market Tracker report from IMLA, which is great to see. 57% of advisers said they were ‘very’ confident about the outlook for their business, while 43% described themselves as ‘fairly confident’, highlighting the resilience of adviser firms despite challenging conditions. Business volumes eased modestly, with the average intermediary placing 89 mortgage cases over the previous 12 months, down from 92 in Q3 but still significantly higher than the 80 cases recorded in Q4 2024. While activity slowed slightly quarteron-quarter, conversion metrics improved across the mortgage process. You wouldn’t expect my introduction not comment on AI… as it seems to dominate conversations. A recent report from the Yardstick Agency found traffic from AI to adviser/planner websites is up 89% in the last six months. It appears AI is being adopted at a much faster pace than Google was in the early 2000s, which means the trend is only heading one way. There are three main ways clients are searching, to research an adviser/planner they’ve been recommended to, to compare two or more advisers/planners they’ve been considering, or, as an alternative to a traditional Google search for an adviser/planner. In conclusion, so far in 2026, the UK mortgage and lending markets were in a stable position, but recent events could be blowing the market off course just as we enter the “busy” period. Perhaps, the year is shaping up to be defined less by new lending expansion and more by refinancing, retention, and careful credit selection. It’s now perhaps not going to be a “Boom” market, more an Adviser market, where advisers continue to lead the way in solving their clients requirements particularly at a time when cool heads are needed with rates being pulled or going up . I hope you enjoy reading this edition, and as usual our thanks go to the contributors and sponsors, without you we would not be able to do this. drive a strong rebound in transactions. The Budget for Responsibility Committee (BRC) anticipates that house price inflation will average just over 2.5% for the remainder of the forecast period in the Spring forecast. This rate is expected to align closely with average income growth, suggesting a stable but modest rise in property values. This outlook remains largely consistent with last November’s forecast. For those with mortgages, the average effective interest rate on outstanding loans is projected to rise from 4.1% this year to 4.5% over the rest of the forecast period. This is 0.3% lower than the November BRC forecast, reflecting lower market expectations for interest rates. Regarding the supply of new homes, net additions to the UK housing stock are forecast to fall from an average of 260,000 per year in the early 2020s to a low of 220,000 in 2026/27. This dip is attributed to the effects of a recent slowdown in housing starts. Across the broader lending market, bank balance sheets remain strong, capital levels are high, and regulators have modestly eased capital requirements, supporting a renewed appetite for lending. Business lending growth is expected to slow slightly in 2026, while consumer credit growth remains steady, reflecting household resilience but also ongoing cost‑of‑living pressures. Non‑bank Lenders continue to play an important role, particularly in specialist mortgages, SME finance and higher‑risk credit, drawing increasing regulatory scrutiny. From an adviser perspective, a recent report on adviser fees showed advisers charge for purchases rose to £643, a 28.6% increase year-on-year. Although, most buyers paid between £500 and £700, with £500 being the most common fee. Less than 10% paid £300 or less. Interestingly, fixed fees were most popular at 44%, but 29% paid a fee based on the loan amount, 19% paid a percentage of property value and 7% paid a split fee. I have read that advisers started 2026 with rising confidence in their own businesses, even as sentiment toward the wider
Important stuff just for mortgage brokers Clydesdale Bank PLC (trading as Virgin Money). Registered in Scotland (Company No. SC001111). Registered office: 177 Bothwell Street, Glasgow G2 7ER. Financial Services Register Number 121873. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Credit facilities other than regulated mortgages and regulated credit agreements are not regulated by the Financial Conduct Authority. VM43631v1 Speak to your BDM and see what we can do. Our experts are ready to help with your trickiest mortgage cases. Helping you say yes is what we do best
For as long as I’ve been in the industry, the health of a buy to let portfolio has been judged primarily by one metric - yield. It’s been the go to number for landlords, brokers and lenders alike. The quick, almost shorthand measure for determining whether a property ‘works’. Of course, capital growth has always been an important factor in the background, and there have been periods where house prices rose so sharply that this became the dominant story for investors. But when it comes to day to day performance, yields have long been the baseline. The logic is straightforward - if the rent reliably covers the mortgage payments and the ongoing costs of ownership, with a healthy cushion, then the portfolio is in good shape. But today’s market is far more complex, and that single number no longer tells anywhere near the full story. Landlords, brokers, and lenders are now operating in a landscape shaped by persistent interest rate volatility, tighter regulatory oversight and a growing list of operational expenses. From energy efficiency upgrades to evolving tenancy legislation, the environment around buy to let has shifted in a way that makes simplistic measures increasingly inadequate. Yield still matters, but on its own, it is now only one small piece of a much larger puzzle. A new reality for landlords The past few years have thrown a range of challenges at even the most seasoned landlords. Sharp increases in interest rates have pushed up financing costs, while broader inflation has driven up everything from maintenance to insurance to property management fees. Evolving tax rules, particularly those affecting mortgage interest relief, have had a significant impact on net returns for many investors. And the arrival of the Renters' Rights Act marks a further shift in how landlords are expected to interact with tenants and structure their businesses. Layered onto these changes is the ongoing push toward better energy performance standards, with EPC regulations requiring many landlords to plan for upgrades that can be both costly and disruptive. A landlord with a single property may be able to manage this, but those with multiple units face a cumulative financial and operational burden that can escalate quickly. All of this points to one thing, buy to let has matured. It’s no longer the relatively straightforward investment class it was a decade ago. Today, it’s more layered, more regulated, and more sensitive to external economic conditions. Professional landlords continue to find opportunity, but the bar for sustainable, long term investing has risen significantly. Why yield no longer tells the whole story Yield has always been a useful indicator, but one of its biggest limitations is that it assumes stability - stable rents, stable costs, stable interest rates. As anyone in the market knows, we are as far from that world as we have been in years. 08 MORTGAGE NEWSLETTER Why Yield Alone Can no Longer Define Buy to Let Success Roger Morris Group Distribution Director CHL Mortgages
Take a property with a seemingly strong 6% gross yield. On paper, it looks straightforward. But start layering in more realistic assumptions, a refinancing event at a higher rate, the need for energy efficiency improvements, a period of vacancy or tenant turnover, and that margin can erode very quickly. Factor in tax changes or upcoming regulatory adjustments and the true return could fall even further. This is why, at a lending level, we increasingly work with brokers and borrowers to adopt a broader, portfolio wide approach. It’s no longer about evaluating a single property in isolation or relying on a single metric. Instead, the key is understanding how a landlord’s overall position holds up under different scenarios - the benign, the challenging and the unexpected. Modelling a portfolio in this way allows lenders and landlords to make informed decisions that protect long term sustainability rather than short term convenience. Taking the stress out of stress testing A central part of this approach is stress testing, but it must go far beyond a tick box exercise. It is not about plugging numbers into a system to get a binary ‘yes’ or ‘no’ answer. Instead, it’s about exploring multiple dimensions of portfolio resilience. The most immediate inputs are changes to interest rates, rental income and capital expenditure, including maintenance and EPC related improvements. Taxation is another crucial factor, and landlords and brokers need to be prepared for different outcomes. One of the most reliable ways to assess resilience is the interest coverage ratio (ICR). This remains a key affordability measure, providing a clear indication of how much buffer exists between rental income and outgoings. A strong ICR offers reassurance that a landlord is well positioned to navigate periods of volatility; a weaker ICR highlights where conversations about restructuring, refinancing or long term planning may be needed. The broker’s evolving role: From transaction to partnership This is where the role of the broker becomes increasingly strategic. Gone are the days when buy to let lending was primarily a rate chasing exercise. Today’s landlords need advisers who can help them anticipate challenges and plan for them proactively. And for brokers to do that effectively, they need lenders who offer clarity, transparency and pragmatic guidance. Strong relationships between lenders and brokers allow for exactly the kind of collaboration required in today’s market. Sometimes that means addressing leverage expectations, considering more flexible product structures, or exploring financing options that account for upcoming expenditure. The goal isn’t to stretch affordability, but to build long term durability into a landlord’s financial planning. This model, grounded in transparency, partnership and shared problem solving, builds trust. And trust is ultimately what keeps clients loyal. Brokers who can demonstrate that they are helping landlords secure robust financing, not just competitive financing, will stand out. Likewise, lenders who support brokers with clarity and consistency are likely to form the strongest, most enduring relationships. Constant change, consistent principles The buy to let market is continuing to evolve, and so too must the way we measure and evaluate portfolio performance. Yield will always have its place, but on its own, it’s no longer sufficient. What matters now is how we respond to this new environment. Making sound, informed decisions, planning for multiple outcomes and acting responsibly as the market changes. These are the principles that will allow landlords, brokers and lenders to navigate the road ahead with confidence. 09 MORTGAGE NEWSLETTER
10 MORTGAGE NEWSLETTER It’s no secret that high-performing teams thrive on a blend of diverse skillsets and personality types. To move from basic cooperation to true operational excellence, organisations must prioritise education when it comes to neurodiverse colleagues. With up to 20% of the working population identifying as neurodivergent, failing to integrate these perspectives isn't just an oversight, it is a significant restriction on a team’s collective intelligence. For decades, a rigid stigma has surrounded neurodivergence. Many of us remember classrooms where students whose learning styles didn't align with a "one-size-fitsall" approach were labelled as "difficult" or "disruptive." These early experiences have contributed to a deep-seated reluctance among neurodivergent professionals to bring their full selves to work, often leading to "masking" and eventual burnout. Fortunately, these outdated narratives are shifting. By adopting neuro-affirming practices and educating our workforces, we can move past the era of forced conformity and instead focus on the tangible value of cognitive variety. The Intersection of Cognitive Diversity and Neurodiversity It is well-established that teams reach peak performance when they leverage a broad spectrum of thinking styles, perspectives, and specialised knowledge. While cognitive diversity often stems from varied upbringings, education, or personality types, there is a distinct and measurable advantage to incorporating neurodiversity. This shift isn't merely theoretical; it is backed by significant corporate data. For instance, JPMorgan Chase found that neurodivergent professionals in their 'Autism at Work' initiative were up to 140% more productive than their neurotypical counterparts. Similarly, Deloitte research indicates that neuroinclusive teams are 87% more likely to report better decisionmaking. These results suggest that neurodivergent individuals often process information in distinct ways that enhance a team’s ability to tackle complex, non linear challenges, and this value goes far beyond simply making the workplace more “interesting.” To benefit from this diversity, organisations must build environments rooted in psychological safety, transparency, and clear, precise communication. Moving Beyond Awareness to Cognitive Integration There is a fundamental difference between accepting diversity and actively integrating the value of different perspectives in a team. Neurodiversity is a natural variation in how people process information, offering significant professional value when properly supported. By embracing different cognitive profiles, organisations can tap into greater innovation, problem‑solving, and specialised expertise. Unlocking this potential, however, requires moving beyond labels and creating structures that allow all thinking styles to thrive. Beyond the "Standard Brain": Maximising Talent in a Neurodiverse Workforce By LendInvest Marketing Team
11 MORTGAGE NEWSLETTER Creating a High-Performance Environment The goal is to move away from "special requests" and toward a standard of universal design. When we build flexibility into the workplace, we remove the friction that hinders performance: • Physical Autonomy: Offering a mix of collaborative zones and distraction-free quiet spaces allows all employees to choose the environment that optimises their focus. • Sensory Equity: Normalising tools like noise-cancelling headphones, fidget tools, or adjustable lighting without requiring a formal medical disclosure, removing the stigma of "accommodation”. • Proactive Communication: When leadership openly lists available adjustments, it shifts the burden of proof away from the employee. It signals that the organisation values output over conformity. Strategies for Effective Collaboration Refining how we communicate benefits the entire workforce, not just neurodivergent individuals. Clear, intentional interaction reduces ambiguity and increases efficiency: • Communication Preferences: Ensuring clarity by normalising questions about how colleagues prefer to receive information (e.g. visual aids vs. written briefs). • Precision in Language: Minimise the risk of communication by adopting direct communication reducing metaphors, sarcasm, or idioms. Providing information in both verbal and written formats ensures that key details are retained and accessible. By focusing on these practical shifts, we move away from performative tropes and toward a workplace where cognitive differences are respected as a functional asset. Optimising Performance Through Structural Flexibility Beyond supporting the individual, building a neuro-inclusive team creates a "rising tide" effect that enhances overall organisational performance. When we move away from rigid, legacy structures, we unlock capacity that is often stifled by administrative or environmental friction. Navigating Organisational Change Change management is often where neuro-inclusive gaps are most visible. While adapting to new processes can be a universal challenge, the friction is often higher for neurodivergent colleagues who rely on established systems for cognitive load management. We can bridge this gap through intentional transparency: • Contextual Logic: Do not simply communicate what is changing; explain the reasoning behind it. Understanding the "why" helps individuals re-map their internal workflows more effectively. • Incremental Integration: Whenever possible, avoid abrupt "flip-the-switch" transitions. A gradual introduction allows for the recalibration of routines without triggering the burnout associated with sudden environmental shifts. • Direct Roadmapping: Provide clear, written documentation of the change process to remove the anxiety of ambiguity. The goal is to foster a culture that proactively seeks to surface and integrate working preferences. When an organisation treats cognitive variety as a functional reality to be managed rather than a complication to be accommodated, it builds a more resilient and adaptable workforce. By dismantling rigid legacy structures and adopting universal design, we do more than just "accommodate" neurodivergence; we optimise the entire workplace. When we treat cognitive variety as a functional reality rather than a complication, we build a resilient, high-output culture where every brain has the structural support to perform at its peak.
For Intermediary use only. Content correct at time of publishing. *We do not apply an upper age limit where there is acceptable ongoing income to support monthly mortgage payments. YOUR MORTGAGE WILL BE SECURED ON YOUR PROPERTY AND YOUR HOME MAY BE REPOSSESSED IF YOU DO NOT KEEP UP REPAYMENTS ON YOUR MORTGAGE. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and Prudential Regulation Authority. Firm reference number: 157260. We’re here for the complex and unique... COMPLEX INCOME... • We’ll use 100% of bonus, commission and overtime if 2 years can be proved • Pension, rental income, investment income, trust income and maintenance all considered at 100% • Minimum 1 year self-employment required, and latest year’s income considered (projection required) • Up to 4 borrowers per application, with all incomes included • No age restrictions • Multiple income streams • Top slicing considered on BTL and Holiday Lets • Flexible on foreign income • Unusual property types considered, including up to 3 properties on one title • Large loans on residential UNIQUE PROPERTY...? • Large properties, acreage • Annexes, multi-units • Multiple kitchens • Non-standard or modern method construction • Listed or thatched • Agricultural ties/Section 106 • Semi-commercial • 100% flat roof WHY CHOOSE US? • Mortgages considered on unencumbered properties • Unique properties including thatched and Grade I & II • 3 units on 1 title and semi-commercial • No upper age limit* • Up to 6x income • RSUs considered, subject to minimum 2-year track record harpendenbs.co.uk/intermediaries Scan the code to visit our intermediaries page
Mortgage Rule Review: Feedback to DP25/2 and Roadmap 13 MORTGAGE NEWSLETTER Introduction This update will be of immediate interest to all Mortgage firms and their advisers. It will also be of great interest to those firms and advisers who operate in the later life lending market. This paper is a feedback statement dealing with the feedback received on the future of the mortgage markets in the discussion paper 25/2 and action the FCA will take to modernise their mortgage rules. This forms part of the FCA’s 5yr strategy which sets out to support growth and help consumers navigate their financial lives. It also forms part of the work announced in a letter to the Prime Minister to support home ownership and the UK economy. The FCA has previously published PS25/11 as the first steps to simplify the rules and this was summarised by Paradigm as a compliance update on 14 August 2025. What the FCA are planning and Roadmap for 2026 Following on from the public conversation held in June 2025 and the Consumer Duty call for input in July 2024, the FCA believes that there are several areas where they can act to widen access, support growth and improve lives. These areas and actions will be prioritised into four themes: • Expanding access for first-time buyers and underserved consumers • Enhancing later life lending • Enabling innovation • Protecting vulnerable consumers The Regulator intends to act at pace to bring forward proposals that will support the first-time buyers and underserved consumers groups in 2026. Policy development on all themes will commence by the end of 2026, continuing into 2027 as required. The Roadmap in the Feedback statement details that the first-time buyer and underserved consumers will begin with Loan to Income and Responsible lending rules during H1 2026 with feedback and policy statements published in H2. The Later Life markets will need further in depth discussions to look at suitable solutions and will contain a focused market study during H1 and H2 with feedback and policy statements in H1 2027. Christine Newell Mortgage Technical Director Paradigm Mortgages Continued on next page...
14 MORTGAGE NEWSLETTER 15 Areas that the FCA will explore as part of expanding access to first-time buyers and underserved consumers The Regulator will be exploring further changes to the requirements to support these consumers in several areas which are detailed below: • High Loan to Income lending • Interest only lending • Variable and irregular income or assets • Credit impaired • Regulated Bridging Loans • Recognition of rental payments The FCA do not propose making any further changes to the Shared Ownership Schemes as part of these discussions. Areas that the FCA will explore as part of enhancing the later life lending market Demographics and economic change are likely to create more demand from homeowners to access their housing wealth in later life. Following on from the feedback received the FCA will continue to develop their policies which supports the market to meet future consumer demand. During 2026 they will: • Undertake a focused market study • Consider changes to the RIO framework • Explore options to support the delivery of more holistic advice These areas will need some longer lead times for debate and feedback and may push the release of any new policy statements into H2 2026 at the earliest. Enabling Innovation The Regulator wants to continue to support innovation and the adoption of new technologies to improve the customer experience and outcomes. The Open Finance TechSprint will focus on mortgages. Open Finance is a step on from Open Banking and will involve ten teams In summary, this signposts the direction of travel from the FCA for the Mortgage market in 2026. Currently there is no immediate action to take for firms. The Regulator has mentioned that they will act at pace in terms of making the market more accessible for first-time buyers and underserved consumers so Paradigm envisage a flurry of discussion papers and consultations in the first half of 2026, please factor this in to any plans you may have for your businesses. We will be contacting you with our view points and advising you on any actions you need to take as a result of these discussions. We will also be feeding back to the Regulator our own thoughts on any suggested changes through our various channels such as the APCC. from across the industry working on specific problems using technology solutions to improve the processes. The FCA’s AI Lab will allow and enable a safe testing environment using AI Live data which will give better results and will be available to lenders, who are further along in the process. Digitising the House Buying and selling process is also part of this theme. The OPDA led by Maria Harris and the MHCLG consultation on the home buying and selling reform will all be considered. This area will be on-going and the Regulator will report back on the ten teams and the outcomes they provided but this is likely to be in the latter part of 2026 and early 2027. Protecting Vulnerable clients The Regulator intends to carry on their vulnerable client protection piece and the three areas of concerns for them where more work is needed are: • Climate Risks • Economic Abuse • Debt Consolidation These three areas will be looked at in H1 and H2 2027.
Mortgage Rule Review Feedback to DP25/2 and Roadmap Supporting our intermediaries through all regulatory changes that will impact upon your business Don’t trawl through hours of documentation, watch our short, 15-minute briefing on this topic from senior individuals across our business and earn your CPD
16 MORTGAGE NEWSLETTER Wellbeing Matters: Our Mental Health Support Hub Riona Mulherin Director of Marketing & Operations Paradigm In the fast‑paced world of financial services, looking after your mental health and wellbeing remains not just important but essential. The latest Mortgage Industry Mental Health Charter (MIMHC) Mental Health & Wellbeing Report 2025 shows that while there are encouraging improvements across the sector from last year, many of those working in the industry continue to face real challenges: • 21% of mortgage industry workers reported that their mental health is poor or of concern, broadly consistent with the previous year’s findings • 41% rated their mental health as excellent or good, 36.8% said it was satisfactory, highlighting both meaningful progress and a persistent at‑risk group that needs ongoing support • 37% said their mental health was satisfactory, down from 41% in 2023 ut similar to 2024 • 59% of respondents worked more than 45 hours per week, this is an improvement from 62% in 2024 • Sleep continues to be a concern, with only a minority reporting enough rest on five or more nights per week • Work‑life balance shows signs of stabilising: while 28.8% felt it had worsened, a positive 34.4% reported improvement vs. the previous year Clearly, these statistics highlight the improvements but also the ongoing challenges that those in the finance industry are facing regarding mental health and the need for continued support and resources. Our Commitment: The Paradigm Mental Health & Wellbeing Hub At Paradigm, we understand the unique pressures faced by financial advisers and are committed to providing the support needed to thrive both personally and professionally. If you haven't used it already, Paradigm have a Mental Health and Wellbeing Hub, a dedicated space designed to offer a wealth of resources and tools to help you manage stress, improve work-life balance, and enhance your overall wellbeing. You will also be able to learn more about Mental Health First Aiders, the MIMHC
17 MORTGAGE NEWSLETTER and important dates in the mental health calendar that you can get involved in, to raise awareness and open up conversations about mental health and wellbeing. Finally, you can also find details about charities who can provide additional resources and assistance to help you, or someone you know that is struggling, to navigate challenging times. We are often referred to as the ‘Paradigm family’ and this is something we do pride ourselves on; we try to support all of our members wherever possible and offer a community of support. If you are struggling, please do speak to someone – we will be here to help if we can. Here to support you! We invite you to explore our Mental Health and Wellbeing Hub and take advantage of the resources and support available. By prioritising your mental health and wellbeing, you can enhance your overall quality of life and achieve greater success in your career. As always, we hope you find the hub helpful and if there is anything Paradigm can do to support you, please get in touch. You can call us on 03300 536061, email us on [email protected] or you can request us to call you back by completing the short form here.
www.paradigm.co.uk/mortgages 0330 053 6061 [email protected]
RkJQdWJsaXNoZXIy MjI4MjU4NQ==