Financial Factors Affecting Manufacturing

I am delighted to announce that our charity partner for 2020 is The Emily Jordan Foundation. Every year we take the opportunity to select a charity to receive money raised from our weekly dress-down Fridays. The Emily Jordan Foundation, a local charity, has been chosen because of the excellent work they do in supporting people with disabilities develop skills for the manufacturing workplace.

Last week saw the Government launch the promised review into new off-payroll working rules, IR35, that will be in effect from April 2020. Financial Secretary to the Treasury Jesse Norman said: “We recognise that concerns have been raised about the forthcoming reforms to the off-payroll working rules. The purpose of this consultation is to make sure that the implementation of these changes in April is as smooth as possible.” Many were hoping that the review, first announced by Sajid Javid in November 2019, would mean a delay to the IR35 changes, and some were hoping the planned changes would be scrapped altogether. What is clear from last week’s statement is that whilst the review will take on the opinions and information from those individuals and businesses who will be affected and will aim to address any concerns raised, the implementation of the changes will go ahead as planned on 6 April 2020. LIP SERVICE In line with the public sector changes made in April 2017, the new rules will mean that the end user (client) will be responsible for determining the employment status of all off-payroll/contract workers for their organisation. This includes all PSC contractors. HMRC will require that the end user produces evidence of their determination for each and every contractor in the form of a Status Determination Statement (SDS). The entity which pays the contractor will now be required to apply the appropriate tax deductions before payment. The petition requesting a repeal to the changes garnered more than 30,000 signatures, but was eventually rejected in November 2019. The review that has just been announced seems, to many, to have been a ploy to win votes rather than being a meaningful and effective part of a consultation process. Julia Kermode, Chief Executive of The Freelancer & Contractor Services Association (FCSA), commented: “This seems to be another meaningless review from a Government who seems intent on bulldozing ahead with its plans anyway. They are expecting the review to be completed by mid-February which is simply not long enough to consider the deeply complex range of issues that the off-payroll legislation is throwing up.” WHAT HAPPENS NOW? The Government review is due to be completed by the end of February 2020 and aims to identify how to best implement the reforms, with a separate review undertaken to assess the levels of support that will be required to minimise impact on the self-employed, who are not subject to IR35. The review will take the form of a series of roundtable events with representatives from both the contractor community and medium to large-sized businesses who utilise flexible workforces. There is also a commitment from the Government to evaluate the recently updated Check Employment Status for Tax (CEST) tool. Whilst it can be taken as a positive that the review is actually taking place and will be concluded before the date that the legislation comes into effect, it seems that it will hold little hope of any wider changes. Our position with our clients and contractors is not to bury their heads in the sand, and if they haven’t already, to start preparing for the changes immediately. For further information, visit our IR35 hub here, download our eGuide or call me on 01384 446115 to discuss how the changes will affect you.

It’s not something we would normally shout about, but here it is: 97% of our clients recommend us We received some wonderful feedback from a recent client survey, and it is very clear that all the credit goes to our excellent consultants and support staff. They were praised for their industry knowledge, level of service, flexibility, friendliness and support, and were described as professional, high-calibre, responsive, helpful, consultative and expert. Well done to our brilliant team! It's so important to us that our people live and breathe our vision - to be the customer's first choice; so we were delighted to see some of the wonderful comments we received. Read on below... DON'T TAKE OUR WORD FOR IT... “Excellent support from a knowledgeable team.” “Simple systems and a flexible approach to providing ongoing support to the candidates once they are placed.” “The culture, attitude and ability to assist has always been friendly, positive and reliable. Communication is interactive and responsive.” “The successful recruitment of a new FD in an international market within 8 weeks. Excellent support and focus delivered several credible candidates within a few weeks.” “Excellent, good quality candidates with appropriate skill sets and a real interest in making sure we get the people who not only suit the role but also fit into the company culture.” “Excellent service, candidates were especially well suited to my needs.” “Very good. Always extremely helpful and professional.” “Listened and understood our needs and sent suitable candidates.” “Relationship builders.” “Jon Lee has an ideal work ethic, staff are engaging and friendly. The company offers a reliable service and quality of candidates is up to client standard. Overall experience is and has always been excellent.” “I feel JL listened well to my requirement.” “Showed great willingness to go into detail to understand our company values and needs, in order to evaluate candidates who will be a good fit in our team.” “Always striving to provide a high-quality recruitment service to meet the demanding needs of industry.” “I like the customers first choice statement - if you really want that, you must continually strive to provide the best service - sends out a great message.”​

At a time when long-standing engineering and automotive businesses are experiencing skills shortages, I often hear frustration that ‘sexier’ industries are scooping up the top talent. Interestingly, this concern comes from managing directors through to principal engineers and HR managers, and from SMEs to large OEMs. They’re working in future mobility and need skills to drive new technologies and applications – but think the tech-company-turned-EV-innovator or trendy-millennial-start-up are having an easier time getting the best people. But this is not the case; it’s tough across the board. Every business needs to play up its own key selling points. Also, understand that one candidate’s dream job at an exciting start-up will be another candidate’s nightmare (lack of stability is often cited as being a stumbling block). Here are 4 ways to address the future mobility talent attraction challenges – and position your business as an employer of choice. 1. PROMOTE YOUR FUTURE MOBILITY VISION AND EMPLOYER VALUE PROPOSITION (EVP) Future mobility is one of the most interesting areas out there right now - companies of all sizes throughout the auto supply chain need to own that excitement. After all, you’re at the forefront of an innovation revolution, so promote it with a clear future mobility proposition. Here’s how: Consider the business’ future mobility vision – this means looking at areas like core customer groups, routes to market, supply chain relationships, and plans to go from concept to commercialisation. This gives candidates a tangible growth story to connect with and be part of. Frame your EVP around the vision – once you have your vision, you can more clearly articulate what you’re offering candidates, answering the question: “Why should you want to work here?” This should include opportunities to make an impact and learn skills in interesting technologies, applications and projectsand how your culture fosters the community and collaboration needed to drive innovation. AI pioneer NVIDIA is a good example of a compelling EVP in action. It focuses on how employees are ‘solving some of the world’s hardest problems’ and ‘discovering never-before-seen ways to improve the quality of life for people everywhere.’ It cuts directly to what young tech and engineering talent are looking to get from a job. Cashless payment specialists, Crane Payment Innovations (CPI), fosters a culture powered by innovation. All employees are empowered to promote new ideas, explore Internet of Things (IoT) applications and apply innovation to their market-leading technology. CPI’s philosophy is to invest in their engineering talent – not just talk, but to really bring their vision to life. This has enabled them to not only attract the best talent but encouraged product development for applications such as EV charging stations, tolls, public transport and parking. Both NVIDIA and CPI have EVPs that align with what motivates their ideal candidates, and are being recognised as exceptional employers as a result. 2. CONSIDER WHAT CAREER PATHWAYS, TRAINING AND BENEFITS WILL LOOK LIKE AS TECHNOLOGY AND MARKETS EVOLVE When it comes to benefits and career progression, consider what drives your target talent. By next year, 50% of the workforce will be made up of millennials. This demographic prioritises flexible working and continuous development as well as competitive salaries. They’re driven by challenge and mental stimulation, as well as the freedom to think laterally and to come up with new ways to deliver business goals. When you’re looking to boost your competitiveness within the skills market, ask yourself questions like: How will departmental structures and progression opportunities change? – job titles may stay the same, but the specifications and skills may evolve, and candidates will appreciate clarity on this. What training and mentoring should be in place to support professional development? – including ways to use Apprenticeship Levy funds. What partnerships can you forge with academia and industry to create attractive opportunities for staff? – MIRA Technology Institute is a good example to look at. How do benefit and salary packages need to evolve? – check out EV, CAV and infrastructure salary benchmarks in this eGuide. 3. LOOK FOR TALENT IN THE RIGHT PLACES This has 2 elements: Finding the right skills – for this, I recommend using skills data to map your candidate pool. This will show you how many candidates there are with the skills you need, as well as where they live. For instance, you may be based in Oxford, but many future mobility testbeds are in the Midlands. (We can help you collate and analyse data to give you an accurate candidate map). Also, change your recruitment mindset to be totally open to exploring different talent pools, targeting new types of people and exploring different ways of filling skill gaps. Consider breaking down job roles to attract specific skills, driving inclusivity and diversity with target transferable skills from the likes of gaming, software development and energy, and using contractors to fill immediate gaps. Finding the right cultural fit – culture is often seen as a differentiator for these ‘sexier’ industries, but it’s not all about superficial offerings like yoga and duvet days; it’s about fostering synergy among staff. I highly recommend enlisting a good recruitment partner to help here. It’s one of those areas where having that external, objective brand ambassador is worth its weight in gold. When a partner immerses themselves in your culture, they can identify differentiators that will appeal to the current candidate market. ‘Partner’ is the operative word here. It’s not about getting a stream of CVs, it’s about using their understanding of your business, the talent pool and your competitors to find you the right mutual fit. 4. KEEP YOUR RECRUITMENT PROCESSES SLICK Slick recruitment is about showing you’re a desirable employer – that you walk the walk as well as talk the talk. Your website and social media activity must publicise your future mobility strategic vision. You need quick decision-making, because candidates will be considering multiple offers. And, interviews must be peer-to-peer discussions where you sell the opportunity as much as candidates sell themselves – it’s about “how we can achieve great things together?” instead of “Why should we hire you?”. You're promoting exciting opportunities, and your candidate experience should reflect this. A QUICK START GUIDE TO COMPETING FOR FUTURE MOBILITY TALENT These 4 recommendations will help you appeal to your ideal candidates, ticking key boxes such as showing you’re committed to: Helping people work at the cutting edge, explore ideas and achieve a work-life balance. Mutually beneficial development opportunities rather than a stereotypical ‘job for life’. Long-term future mobility success – for staff and for the company. To get started, download this toolkit for setting your strategic vision, identifying skills requirements and developing career pathways in future mobility. The templates and checklists will help you refine your EVP and appeal to the talent your business needs. ​

Jonathan Lee Recruitment has been acknowledged for its continuing support of the armed forces community. The Defence Employer Recognition Scheme (ERS), run by the Ministry of Defence, was established to encourage employers to develop and maintain an armed forces-friendly environment. This bronze level certification recognises our ongoing commitment to defence staff, their families and the armed forces community. This follows the recent signing of the Armed Forces Covenant: a written and publicised voluntary pledge, tailored to our business, which promotes that we are armed forces-friendly, employ service leavers and work with the Career Transition Partnership (CTP) to support service leavers, veterans and their families. Jonathan commented: “We are delighted to have received the bronze level award from the ERS. "At Jonathan Lee Recruitment we are committed to supporting the armed forces community and I am very proud that we not only employ a number of ex-service personnel across our business, but also help servicemen and women leaving the forces to find employment and make a smooth transition into civilian life. This award recognises our ongoing commitment to assisting and supporting the armed forces community into civilian life. We look forward to working towards the silver award next year.” OUR TEAM Our team consists of specialist recruiters alongside trade professionals including service leavers from the RAF, the British Army and the Royal Navy. We are proud to be working with current and ex-servicemen and women to provide support wherever necessary. THE ARMED FORCES COVENANT - OUR PLEDGE To download and view our pledge, click the link below. Jonathan Lee Recruitment - The Armed Forces Covenant.pdf Size: 763 KB ABOUT THE ARMED FORCES COVENANT The Armed Forces Covenant represents a promise by the nation that those who serve or have served, and their families, are treated fairly and not disadvantaged in day-to-day life. The covenant focusses on helping members of the armed forces community have the same access to government and commercial services and products as any other citizen. To find out more click the following link: www.armedforcescovenant.gov.uk. ABOUT THE DEFENCE EMPLOYER RECOGNITION SCHEME (ERS) The ERS recognises organisations who pledge, demonstrate and advocate their support for the defence community and align their values with the Armed Forces Covenant. Read more here. CONTACT US Please contact our specialist defence team if you are a service leaver looking for your next move or would like general advice on resettlement and career opportunities. View our latest defence jobs here. Also, if you are an employer who would be interested in any of these skillsets and would like to provide service leavers with their next opportunity, please let us know.

“We don’t know what we don’t know” is a common frustration you hear at future mobility industry events. The potential is so vast – and the technology is evolving so quickly – that it can feel hard to plan. One of the big unknowns is on the skills front. Companies struggle to fill future mobility roles because they’re taking a shot in the dark – putting out a wish list and then hoping the ideal candidate will materialise using conventional recruitment methods. But they don’t. So how do you find that hidden talent? You need a data-driven approach covering these 4 steps: STEP 1: IDENTIFY WHAT YOU REALLY NEED IN ADVANCE Many companies recruit based on current vacancies rather than systematically identifying their needs for both the short and medium term. When someone leaves the business, the exact role replacement is often advertised automatically. This is a mistake, because you need to hire to meet both current and evolving requirements. In other words: don’t firefight, future-proof. Conduct a skills audit for your existing workforce – include obsolete skills, skills you have right now and the gaps you’re currently trying to fill (get free future mobility skills audit templates and examples here) Map out future skills requirements – consider the systems and technology areas you’ll be working in. If you’re implementing a new technology, plan how you’ll move through commercialisation and production-scale up When you analyse the two matrices side by side, you’ll be able to prioritise, identify skill gaps and consider if adjacent industries can offer transferable skills. I also recommend downloading this guide, which benchmarks current and future skills requirements for EV, CAV and infrastructure. It’s a good starting point for completing your skills matrices! STEP 2: FIND OUT WHERE THE SKILLS ARE Companies often miss out candidate mapping, but this step can have a significant impact on your recruitment success. When you think about it, it makes sense to understand: How many candidates there are with the skills I need? Because the fewer there are, the harder it will be to fill this position and the higher the salary. Where do they live? Your headquarters are based in Oxford, but many of the future mobility test beds are located in the Midlands. Let’s look at an EV example. One of our clients wanted to bring senior engineering expertise into the business – someone with EV experience who had also developed charging products. We did a geographic analysis of skills to see where the best talent was concentrated. The results were a wake-up call for the company. The target skill set wasn’t available in the UK candidate pool, let alone around their specific location; ideal candidates were only located in mainland Europe, where the EV market is more mature. To recruit someone who fit the job description, the company would need to convince a senior engineer to relocate from Europe (post-referendum), pay a European market-rate salary and factor in relocation costs. However, our knowledge of the UK candidate market and further geographic analysis showed that if the role was broken into two core functions, there would be a pool of high-quality candidates that could address the underlying need. We therefore provided several options for breaking down aspects of the senior role, drawing on transferable skills. With this new way of thinking, we helped the company address their skills needs and take the business forward. See the importance of Step 2? It’s so valuable to have accurate location data for the skills you’re targeting (we can give you this) so you can get the right people as quickly and cost-effectively as possible. STEP 3: KNOW WHAT YOU NEED TO PAY Now it’s time to look at the financials. If you understand market rates, you can factor salaries into your planning process. We have extensive salary benchmarking data you can draw upon. Use it, because you need to be competitive to get talent in today’s future mobility market. To give you an initial idea, here are the UK’s most in-demand future mobility jobs and skills requirements for EV, CAV and infrastructure right now – including salary benchmarks (if you’re looking at candidates with 5+ years’ experience): Now it’s time to look at the financials. If you understand market rates, you can factor salaries into your planning process. Rank Current vacancies for EV, CAV and infrastructure Average salary benchmark 1. Battery specialist £85,000 2. Cyber/ethical hacker £83,400 3. Functional safety engineer £63,200 4. RF design engineer £57,000 5. HMI engineer £55,000 6. Power electronics engineer £55,000 7. Control systems engineer £54,000 8. Embedded software design engineer £54,000 9. ADAS engineer £52,000 10. Simulation/modelling engineer £51,000 11. App developer (charging points) £50,000 12. Electric machines engineer £50,000 13. Installation engineer (charging points) £35,000 14. Electrical engineer (V2G) £35,000 Make sure you keep on top of relevant benchmarks, because the labour market will continue to change as technologies and systems evolve. We’re always here to help if you’re unsure. STEP 4: BE MORE CREATIVE IN YOUR CANDIDATE TARGETING With record high employment rates, Brexit backlash, skills shortages and rapid technology changes, fewer people are looking for jobs or even using job boards. Plus, your ideal candidate may not think they have transferable skills relevant to your role, so your adverts and social media updates may pass them by. Therefore, you need to take a more holistic and creative approach, even for mid-level roles. Get your employer branding fundamentals in place – ensuring your website and social media reflect the business’ future direction Be prepared to sell the role to candidates – many will be considering two or three offers, which means you need to be clear on the value your opportunity provides. Others will be considering moves to other industries, attracted by new applications and cutting-edge technology. You need to give them a reason to choose you – differentiating yourself from other employers (including their current one) by offering interesting projects, benefits and flexibility, training and progression The truism that recruitment is a two-way street has never been more accurate, because with today’s candidates it’s not just about asking: “Why do you want to work here?” It’s about explaining: “Here’s how you’ll benefit from working with us.” Here’s an example of creative candidate targeting approach in action. We helped a low-carbon transport innovation centre find a principal electric powertrain engineer quickly, thanks to our extensive candidate network. The client had been struggling to fill the role. We identified an engineer from an off-highway background who had the transferable and soft skills they wanted. We highlighted the role advantages - it was a unique opportunity to work on the cutting edge of a high profile, world innovative project, but was a role they would not have ordinarily applied for. Although he didn’t have the EV experience, he has hit the ground running without much upskilling – and is now flourishing in the role. To find hidden talent, you need the right data ​ Knowledge is power, so arm yourself with as much as possible to uncover the hidden talent you need. With the right data at your disposal, you’ll be in a strong position to find the skills essential to success, now and for the future. And to plan your workforce requirements, use the templates and checklists in this free eGuide.

I am an advocate for sustainability and try to do my bit day to day. When I upgrade my car, I will consider purchasing an electric car – but I am in the minority amongst my friends. I came across an interesting article recently, highlighting the major challenges of electric vehicle (EV) adoption, and it struck a chord. Changing the attitudes of my ‘petrol head’ friends will be a huge challenge, but for people like me who are open to becoming early adopters and therefore should be easy wins, there are still an astonishing number of obstacles. The limited number of used cars is the biggest blocker for me – there just aren’t that many available when you look on Auto Trader or equivalent. Websites such as nextgreencar.com and goultralow.com are really useful tools to weigh EVs against one another, see if you are eligible for a charging point grant, work out costs (energy tariffs, tax, journey cost), calculate EV range and nearest charging points via interactive maps. Luckily our office has installed electric charging points on site, so range anxiety is less of a concern and won’t affect my day to day driving habits. The article also highlights that everyone must take responsibility; individuals, organisations and governments. What it doesn’t really address however, is that not everyone is thinking about electrification and how this is truly detrimental to wider EV adoption here and now. It shocked me to hear of a friend (with a similar mindset to me) who recently purchased a new build house off plan. The developer did not and could not offer the option to install solar panels, energy storage or an EV charging point, but they could pretty much customise everything else on the house. It just doesn’t make sense! Had the developer not considered it? Is it not commercially viable? Is this person the first to ever ask? Is there such little demand? A shift in culture and perspectives is going to be critical. But first things first, let’s make it as easy as possible for those who are ready to go electric! Below I’ve summarised the major challenges facing EV mass adoption summarised from the article. See if you agree, let me know what you think – what are the crunch points for you? 1. CHANGE TAKES TIME The market for used electric vehicles hardly exists It takes most UK drivers anywhere between one and 15 years to change their vehicles We will need many more places for charging electric vehicles Because fuel tax is an important source of income for the Government and electric vehicle users pay lower taxes, eventually changes to the tax system seem likely Individuals and businesses need to be convinced that electric vehicles suit their needs 2. LIMITED CHOICE It is difficult to compare overall costs of EV vs petrol/diesel The number of vans on the road is increasing (due to the rapid growth in online shopping), but, e-vans are much more expensive and not commercially viable for many small firms and self-employed delivery drivers There is more choice for those looking for a new car, but electric vehicles are disproportionately aimed at the higher end of the market High upfront costs and ending of the charging point grant may 'put off' many drivers from buying electric vehicles 3. CHARGING POINT UNCERTAINTY What about people living in apartment blocks, or houses without a private parking space. Should they expect charging to be available at bollards or lamp posts along their street? Should drivers use facilities at petrol stations, their offices or in empty supermarket car parks at night? 4. WHO WILL PAY? Even when a standard design for charging emerges, the age-old question of who will pay for installing it remains It is widely assumed that the private sector will build, operate and maintain charging infrastructure in the UK. BP and Shell have taken over market leaders Chargemaster and NewMotion and Tesla is actively rolling out its own charging network at motorway service stations 5. THE ZERO-CARBON FANTASY Even 100% electric vehicles are not a zero-carbon solution, there is still an environmental cost Sourcing the minerals used for batteries, dismantling batteries which have deteriorated, and building and delivering vehicles to customers worldwide all involve substantial CO2 emissions. It is impossible to break all of the links. Could hydrogen fuel be the long-term alternative solution? For data on EV, and CAV and infrastructure skills, download our free eGuide below, or contact us to get data specific to your business. ​ If you have any questions or comments, contact me on 01384 446138, email me or book into my diary here. We have extensive data on recruitment trends, geographic skills densities, salary benchmarks and technology types, which will help you form an accurate picture.

Remember Einstein’s definition of insanity? “Doing the same thing over and over again and expecting a different result.” Many of the future mobility skills challenges inadvertently come from this, I think. Technologies and markets are evolving rapidly, but companies are using the same old talent acquisition and development approaches – and then they’re getting frustrated when they’re not achieving the right results. So, how do you break this cycle? In our experience, it requires a considered approach to workforce planning, so you’re working strategically instead of firefighting the latest vacancy. By taking the time to plan now, while the market is still developing, you’ll be in a strong position to acquire the niche skills needed in the short-term – while also future-proofing the business as much as possible. Here, we look at 3 ways to get essential future mobility skills. The headings will look familiar, but the new mindsets and tactics will help you get that different result you’re looking for. RECRUITMENT - BECAUSE DIGITALISATION OF MOBILITY MEANS DIGITALISATION OF SKILLS Future mobility doesn’t mean losing the heritage behind the business. Rather, it means supplementing existing experience with skills that aren’t necessarily ‘trainable’ under current operating models. Recruitment, therefore, needs to cast a wider net, looking at contractors to fill short-term gaps as well as transferable skills from other industries. Our clients are having success by bringing in people with backgrounds in sectors such as: Space, aerospace and defence Energy Telecommunications Consumer electronics Fintech Gaming Software and app development EV, CAV and infrastructure technologies are already making use of industrial chemistry, electrical and software engineering, machine learning, artificial intelligence, virtual modelling, cyber security and data science. For data on EV, CAV and infrastructure skills, download this free eGuide or contact us to get data specific to your business model. ​ Here’s a quick story to illustrate the point. Through our Industry 4.0 Future Skills programme, a graduate games designer was placed into an automotive company. The candidate specialised in rendering artificial worlds for games platforms. Now he renders virtual cities for autonomous vehicle applications, enabling artificial testing and development. Bringing in these transferable skills has reduced testing costs while boosting R&D – but they’d never have considered a games designer before. This example proves it’s worth asking yourself: “Are we missing out by not taking a broader, more creative look at skills that will benefit the business?” COLLOBORATION - THROUGH PARTNERSHIPS, ACADEMIA AND INDUSTRY Traditional operating models and supply chains are changing with future mobility. For instance, KPMG forecasts that OEMs will divide into ‘Metalsmiths’ that manufacture increasingly sophisticated hardware; and ‘Gridmasters’ that manufacture vehicles but also provide a platform for value-added services. This offers new opportunities to access skills through collaboration – with parallel industries and also within the actual supply chain. We’re already seeing signs of this through our clients and our extensive work with professional associations like Make UK, Motorsport Industry Association, the Society of Motor Manufacturers and Traders, Midlands Aerospace Alliance and the Institution of Mechanical Engineers. Ways to acquire skills through collaboration include: Skills partnerships – through secondments, staff loaning and combined training programmes with non-competitive companies University collaborations – like this one with MIRA Technology Institute to develop expertise in new technology areas and bridge the gap between ideas and commercially viable products/services Innovation support – like Catapults, which help with areas like accessing grant funding, moving through technology readiness levels and scaling up production TRAINING - ENGAGING STAFF IN CAREER DEVELOPMENT Businesses have a wealth of skills and heritage in their existing workforces, and you must leverage them for new technology and operating models. The best advice we give clients on the retention and employee engagement side is not to rest on your laurels: Have one-to-one discussions about how roles will evolve – that way you can hone in on areas of individual areas of interest and direct career development in a mutually beneficial way. Are you incorporating this future planning into your regular staff reviews? Use Apprenticeship Levy funds – don’t forget you can use the Levy for upskilling. Training providers are eager to work with businesses on this, and having structured training helps boost retention and attractiveness to new hires at all levels We recently worked with a large EV charging infrastructure start-up that experienced this first-hand. It was relatively easy to find graduate engineers specialising in renewable energy, battery technology and software/hardware implementation. But they needed senior people to lead the young team. The company has had great success with a Head of Engineering from a more traditional background – who was drawn to the business by the opportunity to develop new skills. YOUR NEXT STEP - PLAN EXACTLY WHAT SKILLS THE BUSINESS NEEDS Taking a different approach to recruitment, collaboration and training are 3 key ways to access essential future mobility skills. But before you act, you must understand what skills you actually need, now and in the medium- to long-term. This free eGuide will help – it has future mobility workforce planning templates and checklists. If you have any questions about filling in the skills matrices, contact me on 01384 446138, email me or book into my diary here. We have extensive data on recruitment trends, geographic skills densities, salary benchmarks and technology types, which will help you formulate an accurate picture.

An interesting blog on the latest on IR35 from our partner, Liberty Bishop. Buried away on page 103 of NHS Digital’s Annual Report and Accounts is the admission that NHSD has been levied with a £4.3m fine (including penalties and interest) in relation to incorrect IR35 determinations made between April 2017 and December 2018. What’s most disturbing about all of this is not so much the fine itself, but rather that fact that between the dates in question NHSD were actually using HMRC’s CEST tool to make their assessments. As the report confirms: “Up to December 2018, we assessed all contractors using the toolkit supplied by HMRC”. Since January 2019, NHSD have stopped relying on the CEST tool and instead make an initial determination themselves (which may or may not be based on CEST – the report is not clear on this point), but that crucially now involves a back-up review by an external provider if their initial internal review suggests outside of IR35 status. This episode should act as a stark warning to all those private businesses faced with the prospect of making IR35 determinations when off-payroll goes live in the private sector in April 2020. You might be tempted to use CEST as it’s the most well-known tool on the market. After all, why would the uninitiated layperson think to question the integrity of the taxman’s own tool when it comes to determining what taxes are due?! As is often the case, however, a bit of digging and things are not always as clear-cut as they first appear. So what can we deduce from this unfortunate incident? It seems to us that we can draw the following conclusions: The HMRC “toolkit” is either flawed in terms of its ability to make determinations, or else it’s not particularly clear on how it should be deployed or what other due diligence end-user clients should be carrying out to shore-up a CEST result. The obvious limitation of CEST in regards to the former is its appreciation of “Mutuality of Obligation” which is fundamentally at odds with established case law. It is worth pointing out that CEST does not encompass any form of contract review into its decision-making process. This leaves open the possibility of CEST reaching a determination that wouldn’t have been reached if a more thorough investigation of both working practices and contractual terms had been carried out. In practice, HMRC will not necessarily stand by their tool, because they always have the ability to say “we’ll challenge our tool result if we believe you’ve arrived at that result due to the way that you’ve improperly used the tool” which is to basically say that they’ll stand by their tool result as long as they agree with the tool result! Insuring yourself & your supply chain is an absolute necessity. Needless to say, IR35 insurers will not go near insuring a CEST determination for precisely the reasons outlined in conclusion 1, above. It is vital therefore that if you feel compelled to use CEST, that you do as NHSD are now doing and back this up with a more thorough (and insurable!) process. About Assure… Many people are struggling to fully grasp the implications of the impending changes to IR35 and are understandably anxious to avoid the penalties for making an incorrect determination. Jonathan Lee can work with you to ensure that you not only understand how to make a correct determination and what the implications of the key questions are for both you and the contractor, but also to offer a solution that is underwritten by insurance to give you peace of mind. ​What is it? Assure is an IR35 status determination assessment tool that provides a definitive, accurate assessment. It is also underwritten by insurance to mitigate your risk. The tool also satisfies Status Determination Statement (SDS) requirements to evidence determination and share the SDS with all parties in the contractual chain. It better aligns to established case law than the HMRC tool (known as CEST – Check Employment Status for Tax) meaning that it produces more realistic results. ​ ​Why use it? Avoid HMRC penalties Underwritten by insurance Satisfies Status Determination Statement (SDS) Quick and easy to implement

PEOPLE AS ASSETS When we consider asset management in the engineering sectors, we think of assets as being physical; be it equipment, inventory or properties - from power stations to transport networks. However, to realise the true value of an organisation’s assets, people are needed with the required competence and capability to manage assets in an intelligent way. The importance of people as assets should not be underestimated – nor should the understanding and business case for equality, diversity and inclusion. WHAT IS AN ASSET MANAGEMENT PROFESSIONAL? Across the engineering sector, we are seeing an increasing focus on digital technology in asset management to improve processes, performance and decision-making. The skills required and indeed the definition of ‘what an asset management professional is’ are evolving. Asset management goes beyond traditional technical engineers working within infrastructure companies – for example, now data scientists are creating asset management decision support tools helping balance risk and cost, optimise asset performance and satisfy the forward planning needs of asset centric organisations. The challenge for industry is to keep up with the evolution and prevent skill gaps from forming. Industry is changing, but it is also recognising that to access the requisite engineering and data analytics skill-sets, it needs to be open and inclusive to attract talented individuals.

4-8 November 2019 #TEWeek19 This week is Tomorrow’s Engineers Week. Now in its seventh year, it provides a unique opportunity for engineers, employers, universities and schools to showcase how engineers working in all sectors are on a mission to make the world a better place. ​GET INVOLVED There are a number of ways to get involved: 1) Attend ‘The Big Assembly’ Video Stream – Wednesday 6 November​ ​‘The Big Assembly’ live video stream, which starts at 10:30am on Wednesday 6 November 2019, will feature a panel of inspirational engineers who will talk to students about their careers. Hosted by Fayon Dixon the panel this year is: Yewande Akinola: an engineer on a mission to design and construct buildings in our built environment Bryn Noble: an engineer on a mission to protect the environment Mat Murgatroyd: an engineer on a mission to improve mobility of patients with knee issues Nana Odom: an engineer on a mission to use technology to support and advance patient care Gemma Taylor: on a mission to get more schools to understand the importance of engineering, computing and IT Tijana Jevtic Vojinovic: an engineer on a mission to help rehabilitate and use assistive technology for orthopaedic patients Register here Last year, the Big Assembly saw almost 50,000 students at 854 schools take part in the same assembly at the same time. All heard about inspiring engineers on a mission to make the world a better place. Read the FAQs here. 2) Download a Toolkit There are a number of toolkits, which are packed with ideas and information to help everyone get involved in Tomorrow's Engineers Week 2019. Download a toolkit here 3) Watch and Share #EngineerOnAMission Videos To help inspire the next generation. Access the video gallery here 4) Spread the Word Spread the word via social media. For some sample tweets for you to use to help promote Tomorrow's Engineers Week, click here.

Surely there’s no better excuse to eat cake, than to raise money for a worthy cause. Our team was certainly up for the task when taking part in ‘Wear it Pink’ earlier this month. The office was awash with all shades of pink, with team members wearing pink as part of the fundraising activities, while there were cupcakes galore at our bake sale with Jess and Lisa making some delicious and pretty pink themed batches. Scones accompanied by Mark’s homemade jam were a huge hit too. It didn’t long for us to debate the pronunciation of ‘scone’ and whether you put the jam or clotted cream on first – of course it is jam! 'WEAR IT PINK' Behind all the fun, we must not forget the reason why we are raising money. Breast cancer is still here, tearing apart the lives of families and it’s taking the lives of the women we love on a heart-breaking scale. ​ October is Breast Cancer Awareness Month. It is a worldwide annual campaign that highlights the importance of breast awareness, education and research. During Breast Cancer Awareness Month, Breast Cancer Now aims to get as many people as possible involved in raising awareness and funds to help support our life-saving research and life-changing support. ABOUT BREAST CANCER NOW Breast Cancer Now; the largest breast cancer research charity, campaigning and raising money at an array of events across the UK as well as, of course, wearing it pink! Find out more: breastcancernow.org Check for signs and symptoms of breast cancer.

While we are still besieged by Brexit uncertainty, the UK Government has indicated that free movement will end once we have left the European Union, which means there will be fewer candidates on the market, intensified by: The UK facing its highest employment rates since 1971 A reduction in EU applicants applying and entering the UK workforce; post referendum, our business alone saw our percentage of EU hires for UK roles drop from 28% in 2016-17 to 18% in 2018/19 Employees who would be ready for their next career move deciding to stay put due to economic uncertainty To help employers remain alert to potential changes and sustain their ability to attract and retain people best suited to their business needs, we have created a checklist to help them prepare their workforce for Brexit. 1. UNDERTAKE A FULL WORKFORCE REVIEW - IDENTIFY VULNERABILITIES, GAPS IN SKILLS AND POTENTIAL LOSSES DUE TO VISA RESTRICTIONS The scarcity of available skills and labour, potentially exacerbated by further contractions post-Brexit once free movement comes to an end, means workforce planning and development should be a priority. To be able to respond in good time, employers need to assign greater urgency to undertake strategic workforce planning that will help identify the skills and knowledge required now and for the future, which in turn will help to identify the extent of learning and development required. 2. DO YOU CURRENTLY EMPLOY EU NATIONALS? If so, encourage them to sign up to the Government’s EU Settlement Scheme – the Government has also produced a toolkit for employers. EU citizens and their families who are living in the UK prior to 31 October 2019 have until 31 December 2020 to apply for settled status. However, given the uncertainty in how the UK immigration system will work in a no-deal scenario, it is recommended that EU citizens apply before 31 October 2019. EU citizens who have settled status are able to demonstrate that they have permanent leave to remain. However, employers will not be required to check this until at the earliest 1 January 2021. 3. ONCE YOU KNOW WHERE THE PROBLEMS ARE LIKELY TO ARISE, PUT IN A PLAN COVERING: Upskilling existing workers into hard-to-fill positions Post-study work (PSW) visa options (the points-based system is only a suggestion – see point 7 for details) Using flexible workforces (contractors to fill short-term gaps) Investigate remote working (can you use technology to access skills in other countries without having to physically locate people in the UK) 4. IF THERE ARE LESS PEOPLE AVAILABLE AND MORE COMPETITION, THEN LOOK AT HOW TO DIFFERENTIATE YOURSELVES FROM OTHERS AND IMPROVE YOUR EMPLOYER VALUE PROPOSITION: Build on your employee value proposition through non-financial benefits Modernise working models and practices, for example, the provision of flexible working and clear career development will help organisations both recruit and retain the people and skills An attractive business culture will enhance your brand and go some way to address hiring difficulties in the short-term but also make your organisation more attractive 5. IS THERE AN OPPORTUNITY FOR MORE SHARING OF SKILLS AND KNOWLEDGE BETWEEN COMPANIES - MOVING TO COLLABORATIVE WORKING AND PARTNERSHIP MODELS? Partnerships with academic institutions and between companies are on the rise, with some employers recognising that in order to access the skills they need, a blended approach to resourcing is necessary, moving from direct hires to sharing resource through collaboration. 6. DO YOU PROVIDE EUROPEAN ECONOMIC AREA (EEA) STAFF INTO ROLES WHERE THEY REQUIRE PROFESSIONAL QUALIFICATIONS? The mutual recognition of professional qualifications we currently have with other EU member states will end. There will be changes to how services are regulated and how professional qualifications obtained in the EEA and Switzerland are recognised. Ensure that you are aware of how this may affect your business - more information can be found on the Government’s website here. 7. ARE YOU PLANNING TO EMPLOY EU NATIONALS IN THE FUTURE? If there is no-deal, the Government has announced there will be a transitional EU immigration period from the day after the UK leaves the EU until 31 December 2020. In this period, EU citizens and their family members will be able to move to and work in the UK as they do now. Right to work checks for employers of EU citizens will remain the same as they are now. During this transition period, in a no-deal scenario, the Home Office will open a new voluntary immigration scheme, the European Temporary Leave to Remain (Euro TLR) scheme, giving EU citizens the ability to stay in the UK for 36 months from the date Euro TLR is granted. If you recruit an EU citizen during this transition period, who entered the UK after its exit from the EU, and who is intending to stay in the UK after 31 December 2020, the Government has stated that they must have permission to stay granted either under the Euro TLR or under the standard immigration system. More information can be found on the Home Office website. The Government intends to introduce a new immigration system from January 2021. They plan to introduce this whether the UK leaves the EU with a deal or no-deal. This new system will mean that the same immigration rules will apply to both EU citizens and non-EU citizens from 1 January 2021. This may result in less EU citizens deciding to come to work in the UK and we recommend that you prepare for this. The Migration Advisory Committee is currently consulting on the immigration future system.

Stand E35 Advanced Engineering NEC, Birmingham, 30th – 31st October 2019 For several years, Industry 4.0 and the engineering technology trends associated with the Internet of Things (IoT) have been in their infancy with many companies at the early stages of innovation and the technology adoption lifecycle. As this decade comes to a close, we are seeing signs that rapid change is happening; implementation of new technologies has already begun and will most certainly characterise and shape the next decade of engineering and manufacturing development. The 5G test bed industrial trials by Bosch and Yamazaki Mazak earlier this year is one such example of IoT technology and the ‘smart factory’ becoming a reality. EVOLUTION OF SKILLS SHORTAGE Our work with tech start-ups, automation specialists, research and innovation centres and businesses adopting smart technologies, tells us that we are the skills shortage is still escalating in the UK and in particular, that new skills are required in enormous numbers in order to achieve the promise of Industry 4.0. The skills deficit has been an ongoing concern; however, skill-sets have typically been within familiar, established fields – the practical elements of manufacturing; electronics, design, functional safety and manufacturing engineering to name but a few. The skills/functions required to aid transformation are still being defined. There are no standard job titles or person specifications and parameters to reference and this makes it incredibly difficult for business leaders to define roles and to attract the right candidates. In fact, many businesses don't even really know what their ideal candidate looks like; the precise experience and skills rarely exist in the open market. It is pof course to be expected - with rapid change come new technologies, new roles and new requirements. This is perhaps the key difference between the skills shortages of the last 20 years in comparison to today. HOW TO APPROACH THE 4.0 SKILLS SHORTAGE? UPSKILL AND RETRAIN EXISTING WORKFORCES Education and retraining will be critical to adapting new technologies as old business models become obsolete. Workforces are going to change and employees need to be given the opportunity to thrive in the new digital landscape. There are a number of reports suggesting a widening disparity between the technology and the talent needed to compete in the Industry 4.0 world. Workforce planning will be crucial and business leaders need to ensure that the business culture is adaptable; looking for opportunities to alter behaviour and ways of thinking to fully embrace change. REDEFINING JOBS AND JOB TITLES We have had instances where our clients have been unsure what to name a role. New positions that are not yet in the mainstream, are difficult to brand and can easily risk either being entirely overlooked by active talent or actually alienating applicants who do not find the titles appealing. Job adverts can create prejudice and advertising for non-traditional roles may not be the best route to market. Consider that your ideal candidates will be passive and will need to have the role fully explained to them - be prepared to sell the opportunity as candidates may not have previously considered a role like this or a company in your space. UPSCALING AND SKILLS MAPPING We have seen a number of businesses at the forefront of advanced engineering ready to scale up production, particularly within niche tech industries. These businesses have often reached a cross-roads – a point where they just can’t find any more suitable people to match their business needs. In these instances, skills mapping has been highly effective to understand where pools of talent are geographically located, particularly when deciding the where to invest in the location of new premises. For many other businesses, location is simply no longer an obstacle to effective hiring. Remote working and flexible working is quickly replacing the traditional 9-5. Cloud-based services and advances in cyber security are removing the shackles of office-based working. We are seeing this particularly with digitally focused positions such as developers and software engineers, who can be based anywhere in the world and still be just as effective at their jobs. SPECIALIST CONTRACTORS Because of Brexit, there are people who perhaps are ready for their next career move but due to the economic uncertainty, have decided to batten down the hatches and stay put. We have found that using specialist contractors can provide a short-term boost to achieving business goals whilst allowing businesses to remain agile in an uncertain market. Contractors can also provide expert guidance and advice, can hit the ground running and solve problems quickly, which can not only help with futureproofing, but also provide a flexible alternative to and saving on full-time staff for projects with 12 to 18-month lifecycles. Of course, with new IR35 legislation coming into effect from April 2020, businesses need to make sure they are ready in order to avoid HMRC penalties. See jonlee.co.uk/IR35 for more information. ​ If you would like to discuss your skills challenges then visit us at Advanced Engineering, on stand E35 within the connected manufacturing zone. Neil Cayley, Charles Cureton, Tom Duckett, Olly Smith, Lee Elwell, Ed Smith and I will be attending the show - please email me to pre book an appointment. Register for tickets here!

We are just a few hours away from the Midland Aerospace Alliance (MAA) Annual Dinner. I am thrilled to be attending the premier black-tie dinner alongside Jason Cole and Matthew Heath to network with leading Midlands companies that represent the aerospace and defence sectors. This year’s Annual Dinner, hosted at The Council House, Birmingham, will provide the perfect environment for the industry to network, share best practice and discuss burning issues. Malcolm Harbour CBE, who had a distinguished career as a senior manager in the automotive industry and Member of the European Parliament for the West Midlands, is VIP speaker. I look forward to hearing his thoughts about how the Midlands Aerospace cluster can drive innovation. PRIME MEMBERS We are proud to be Prime Members of the MAA and sponsors of this evenings event – reinforcing our commitment and pledge to support the aerospace and defence sectors. The MAA is a great enabler of collaboration, connecting to the whole supply chain – we look forward to tonight’s event and being a part of the MAA’s network.

Stand E35 Advanced Engineering 2019 NEC, Birmingham, 30 – 31 October 2019 We are just weeks away from Advanced Engineering 2019, where the newest technologies and innovations crucial to continued growth and competitiveness will be showcased. Taking place at the NEC, Birmingham, on the 30 - 31 October, our expert consultants will be on hand to talk about industry’s biggest skills challenges associated with digital transformation, Brexit and IR35. The show is in its 11th year and has grown in popularity to become one of the UK’s largest annual gatherings of OEMs and engineering supply chain professionals. UK manufacturing is flourishing and the Advanced Engineering show displays that in all its glory. Bringing together over 500 exhibitors and over 15,000 professionals across the manufacturing and engineering sector, the show represents aerospace, automotive, healthcare, transport, marine, energy, and civil engineering. We will be exhibiting on stand E35 within the Connected Manufacturing Zone and I would encourage anyone who has any skills concerns to visit our stand. Register for tickets here!

Recently, we supported Macmillan Cancer Support’s Biggest Coffee Morning with various fundraising activities. The day has become a regular slot in our charity calendar and over the years the bake sale’s crowning ‘Star Baker’ prize has become a prestigious, highly sought-after accolade. THE WINNER BAKES IT ALL For our hotshot bakers, first-time makers and shop bought participators alike, this was a fantastic opportunity to do something fun, creative and very tasty in support of the coffee morning. The crème de la crème of Jonathan Lee bakers had been busy all week making mouth-watering cakes to sell at the much-anticipated coffee morning. And as always, our talented bakers did not fail to impress... There was a plethora of delicious signature bakes to choose from, without a soggy bottom in sight! Delicious treats included chocolate and raspberry brownies, carrot cake, lemon drizzle, rocky road and rice crispy cakes. BAKE OFF WINNER The time had arrived… Our head judge and MD, David Hale, had the honour (if not unenviable job) of crowning one baker the overall cake champion for 2019. And it was a very tough decision to make; the look and taste of all entries were superb! After much deliberation (you could cut the tension with a knife) a winner was announced: “The carrot cake was the standout winner for me. Moist yet light in texture with a lovely walnut crunch and a slight cinnamon kick, the superb light and fluffy sponge topped with delicious vanilla buttercream resulted in an all-round mouth-watering cake. A real melt in the mouth slice!" said David. And so, there we have it. Our star baker; Stephanie Willetts claimed the well-respected ‘best baker’ badge of honour. A big thank-you to the whole Jonathan Lee Recruitment team for participating and raising money for this worthwhile cause. “It’s wonderful that our team take the time and effort to get together for these events, year after year” said David. And we wholeheartedly agree. THE DIFFERENCE THE WORLD'S BIGGEST COFFEE MORNING MAKES The World’s Biggest Coffee Morning is Macmillan’s biggest fundraising event for people facing cancer. We ask people all over the UK to host their own coffee mornings and donations on the day are made to Macmillan. Last year alone the event raised over £27 million and collectively we can make this another successful year. To find out more, go to coffee.macmillan.org.uk. Visit jonlee.co.uk/charity to find out more about our charitable efforts. #macmillancoffeemorning #JonLeeLife

Last week we hosted our latest #JONLEELIFE event at The Fox, Stourton, bringing the work family together to enjoy some fantastic food and drink, and good laughs all-round. The evening began with Jonathan welcoming the team and expressing his thanks for their hard work to date. Next, Jonathan picked the winners for our hotly anticipated prize draw to win high street vouchers. First place went to Matthew H, who walked up to collect his prize with a skip in his step! Second place was not so clear cut; Jonathan picked the name out of the hat, read out ‘Katharine’, peering up towards me, before finishing with ‘Bignell’. The brief moment of elation followed by the realisation that I hadn’t won was clearly picked up by everyone else, as the room filled with laughter and was followed by a few ‘did you think you had won’ comments! Next Jonathan joked: “Third prize – a trip to Barbados … and Jenny Morrison is the winner”! Whilst Jenny was under no illusion that she’d actually won a holiday, Jonathan soon regretted his joke as Jenny kept asking for the holiday details throughout the evening! As always, the event was a great opportunity to socialise outside of the work environment, but also to dust off the dancing shoes and show off our *unique* moves. Live music from Richard Harris playing anthems; Sex on Fire, Don’t Stop Me Now, Valerie and Mr Brightside were the catalysts for some memorable moments from the evening - top of the scoreboard were Jonathan (as always), Paul R, Kate B, Jodie, Scott W and Mary. The whole team would like to say a big thank you to David and Jonathan for the event and we look forward to the next one! Visit our Facebook account to view photos from the evening.

Jonathan Lee Recruitment has affirmed its commitment to supporting the Armed Forces community by signing the Ministry of Defence’s Armed Forces Covenant. This written and publicised voluntary pledge, which is tailored to our business, promotes that we are Armed Forces friendly, employ service leavers and work with the Career Transition Partnership (CTP) to support service leavers and veterans. The Covenant was signed by Jonathan Lee, Chairman of Jonathan Lee Recruitment, and a Senior Military Officer on behalf of the Ministry of Defence. Speaking at the event, Jonathan commented: "We are extremely proud to be a signatory of the Armed Forces Covenant. "At Jonathan Lee Recruitment we are committed to supporting the Armed Forces community and I am very proud that we not only employ a significant number of ex-service personnel across our business, but also help servicemen and women leaving the forces more easily find employment and make a smooth transition into civilian life. "This covenant reaffirms our commitment to assisting and supporting the Armed Forces community into civilian life." The pledge, which was drafted by Peter Heap, Principal Consultant at Jonathan Lee Recruitment, received outstanding praise from the assessor who commented: “Many thanks for this comprehensive, and I would go as far to say potentially, best practice example for the Recruitment sector." Well done Peter, you’ve most certainly exemplified our motto 'Solutions Through Understanding.' OUR TEAM Our team consists of specialist recruiters alongside trade professionals including service leavers from the RAF, REME and the British Army. Peter himself is ex-military, having worked as a senior engineer in the Royal Electrical and Mechanical Engineers for 20 years. We are proud to be working with current and ex-servicemen and women to provide support wherever necessary. By signing this agreement, Jonathan Lee Recruitment joins over 4,000 organisations who have pledged to support those who serve, have served and their families. OUR PLEDGE To download and view our pledge, click the link below. Jonathan Lee Recruitment - The Armed Forces Covenant.pdf Size: 763 KB ABOUT THE ARMED FORCES COVENANT The Armed Forces Covenant represents a promise by the nation that those who serve or have served, and their families, are treated fairly and not disadvantaged in day to day life. The covenant focusses on helping members of the armed forces community have the same access to government and commercial services and products as any other citizen. To find out more click the following link: www.armedforcescovenant.gov.uk CONTACT US Please contact our specialist defence team if you are a service leaver looking for your next move or would like general advice on resettlement and career opportunities. View our latest defence jobs here. Also, if you are an employer who would be interested in any of these skillsets and would like to assist with providing service leavers with their next opportunity, please let us know. CTP EVENTS Our defence team is exhibiting at and attending a number of resettlement (Career Transition Partnership) events across the UK this year. The CTP is a partnering agreement between the Ministry of Defence and Right Management Ltd and provides resettlement services for those leaving the Royal Navy, Army, Royal Air Force and Marines. If you are leaving or have left the Royal Navy, Army, Royal Air Force or the Royal Marines and are now looking for career transition opportunities, then this is the perfect recruitment event for you. Click here to find a CTP event near you.

I’ve always loved Lego – playing with it as a child, and in more recently, with my own children. What I love is how effortlessly it allows you to create, make challenges and get to grips with the basics of physics without any formulas (who can build the biggest tower?) Let’s remember that the Romans built magnificent buildings without a coherent theory of mechanics to understand the physics involved – there is something to be said for empirical (trial and error) testing. This is why, when I heard about Lego’s new global marketing initiative #rebuildtheworld, it felt like they had hit the nail on the head. Lego believes it has a role to play in equipping children with the skills they might need in a future job market set to be disrupted by automation. I applaud Lego for doing their bit. How to inspire the next generation into a career in engineering seems to be an ongoing rhetorical question that just won’t go away. Engineering is about solving problems and thinking creatively so this initiative just makes sense! Indeed, these skills are fundamentally needed beyond the engineering realm, in a number of industries and roles. The World Economic Forum identified creative problem solving as one of the top skills children will need in a future job market. After attending LCV last week, I was fascinated to hear Doug Wolff, Biz Dev Manager at Epic Games, during a digital engineering panel session, describe how he feels creativity and innovation in the automotive sector is being constrained. He believes automotive’s vast array of systems, complexity of manufacturing mixed in with traditional processes, legislation and compliance are constraining creativity and the time it takes to bring a new product to market. He argues that the industry needs a cultural shift, to adopt the speed and agility commonplace in gaming and give automotive engineers the tools and time to create, experiment, see what happens… and to worry about the legislation later. SO, WHAT IS BEING DONE AT SCHOOLS TO ADDRESS THIS? Some positive steps have been taken over the past couple of years – including the increase in apprenticeships, Business Enterprise Advisors and implementation of the Gatsby Benchmarks (to define the best careers provision in schools and colleges). But there is still a long way to go. I recently attended an open day at my son’s primary school. He is seven, a confident boy, head strong, and not a natural fit with the school environment – he likes to do his own thing. He quite often asks why a rule is in place, rather than just accepting and following an instruction – you get the picture. Parents sat next to their children while they glued pieces of tissue paper to pictures of ice creams and sweets. The teacher came over and asked my son what flavour his ice cream was, he responded strawberry and vanilla. Now he’d used red and blue tissue paper, so the teacher questioned if whether blue=raspberry rather than blue=vanilla. Then he was asked if he was keeping within the lines – which he wasn’t. While the teacher’s observations were obviously correct, it made me wonder if this rigidity resonated with Doug Wolff’s observation of the automotive industry. Should we keep within the lines, does blue have to mean raspberry? The bigger question being, are we encouraging children to problem-solve and be creative in their approach or keep within defined boundaries and rules? Do defined rules encourage creative problem solving? Are we going to meet Government’s industrial strategy to be innovative world leaders without some fundamental cultural shifts? Letting go of the old rule book perhaps needs to be the new norm. I’d love to hear your thoughts! Email me at Katherine.Garratt@jonlee.co.uk.

Cenex-LCV 4th - 5th September 2019 Millbrook, Bedfordshire Stand C1-02, Hall 1 ADVANCED ENGINEERING EXPERTS Here at Jonathan Lee, we have seen a huge shift over the past couple of years in the skills and people needed to support the UK and global efforts to reduce carbon emissions and promote greener choices. Automotive, motorsport and other adjacent transportation technologies are leading the evolution, with technological advancement and innovation happening at an unprecedented rate. Part of our commitment to industry is that we promote and support our clients in their low carbon and wider environmental initiatives. So, it's timely that we will be exhibiting at Cenex-LCV next month - the UK's premier low carbon vehicle event, which will once again spotlight the latest low-emission developments with the two day event offering: Technology exhibition Extensive seminar programme Facilitated networking with the low carbon community Ride and drive of the latest research and development and commercially available vehicles Our team is really looking forward to seeing the vehicle demonstrators, particularly the projects we have supported in finding the right people to deliver them. We are also excited to find out more about the latest innovations and technologies as well as catching up with many of the clients and candidates we have supported over the years. NEW FOR 2019 - CENEX CONNECTED AUTOMATED MOBILITY EVENT Previously part of Cenex-LCV, Cenex-Connected Automated Mobility will, for the first time, have its own dedicated exhibition, seminar hall and networking area in line with a growing focus on CAV-related issues. SEMINAR HIGHLIGHTS This year’s seminar programme focuses on the future direction for the low carbon vehicle community to address ‘what next?’ questions for technology and marketing development. There are many question marks surrounding the move from developing technology into mass adoption. In the next 10 years, technology will improve, range will increase, prices will drop, but I am interested to hear how industry plans to win the hearts and minds of the general public. Other topics include energy for transport, vehicle-to-grid, battery safety and legislation, connected and autonomous vehicles, and much more. I am particularly looking forward to attending the following seminars: DAY 1: 4TH SEPTEMBER A Long and Winding Road to Zero - or a UK Opportunity? - Mike Hawes, CEO, SMMT The Future is About More Than Just the Car - What ACES Really Means for Automotive - David Wong, Senior Technology and Innovation Manager, SMMT The SMMT is playing a pivotal role in representing the automotive sector in Brexit, they are also representing the industry as it keeps pace with an extraordinary rate of change and the zero emission targets set out in Road to Zero. I look forward to hearing their seminar discussing how automated, connected, and electric; ACE, automotive technologies are allowing new companies, new mobility models and new business and revenue models to alter the way consumers interact with vehicles. Keynote - Battery Safety from Research to Implementation - Prof David Greenwood, Professor, Advanced Propulsion Systems, WMG, The University of Warwick Powertrain Efficiency: Evaluating Different Techniques for Improving the Energy Efficiency of The Electric Powertrain - Greg Harris, Global Strategy Lead for Electrification, HORIBA MIRA Predicting Thermal Runaway of Lithium Ion Batteries in Abuse Conditions with Potential for Fire and Explosions - Professor Jennifer Wen, Professor of Engineering, Warwick University Safety in Electric Vehicle and Battery Recycling - Dr Anwar Sattar, Lead Engineer, WMG, Warwick University DAY 2: 5TH SEPTEMBER Midlands Future Mobility - A Public Environment to Accelerate the Deployment of CAV Technologies and Services – Professor Paul Jennings, Lead for Intelligent Vehicles, WMG, University of Warwick Having worked closely with WMG, I am always interested to hear about their involvement with the development of connected and autonomous vehicles. I am fascinated to hear more about the Midlands Future Mobility project, which is led by WMG. The project will enable connected and autonomous vehicle technologies, that have been developed using simulation and test tracks, to then be evaluated on roads in real-world driving situations, providing invaluable additional learning that will enable them to become a commercially viable and desirable means of road-transport. Quietly Efficient – Reducing EV Powertrain Noise without Compromising Efficiency - Victoria Godbillot, Mechanical Engineer, Drive System Design To view the complete seminar programme, click here. REGISTER NOW FOR YOUR FREE TICKET Click here to register for your free ticket. SEE YOU THERE! If you are attending the event and would like to meet either Paul Robson, Paul Branton, Jeff Lane or myself during the show please email me to pre book an appointment. Lee Elwell and Rob Johnson will also be attending from the Energy division, get in touch with Lee if you would like to discuss infrastructure. Find out more about the event: cenex-lcv.co.uk

In our continued commitment to security, both for our candidates and clients, we are pleased to announce that we have passed Cyber Essentials and Cyber Essentials Plus certification. Cyber Essentials is an industry supported scheme developed by the UK Government. Cyber Essentials requires an organisation to have a number of technical and procedural controls in place to improve their information security in order to mitigate common internet-borne cyber-attacks such as hacking, phishing and password guessing. We have also reached Cyber Essentials Plus status which involves an independent assessment of security controls, to verify that the required technical security controls have been successfully implemented. The recently published 2019 State of Cybersecurity study from India's second largest outsourcing company, Wipro, shows that there is an unprecedented focus on security, pervading all aspects of business operations. The annual study highlights the rising importance of cybersecurity defence to global leaders and is based on three months of primary and secondary research, including surveys of security leadership, operational analysts, and 211 global organisations across 27 countries. David Hale, our Managing Director has recognised the importance of achieving the standard; "We are delighted to have been awarded the Cyber Essentials Plus certificate. The rise in cyber threats, cyber-attacks and the need for data security is driving longer term investment in cyber security solutions. This certification reaffirms our commitment to enforcing the highest standards of data security in all that we do." We take cyber security seriously and this forms one part in the business’ wider risk management strategy to protect the confidentiality, integrity and availability of data stored on devices which connect to the Internet. We will be continuing to review our systems and procedures to protect ourselves, our candidates and our clients as best we can from the ever-evolving risks. For more information about the scheme please click here.

Jonathan Lee Recruitment is delighted to have recently become a prime member of the Midlands Aerospace Alliance (MAA). We've both enjoyed and benefited from our association with the MAA for a number of years; forming close working relationships with fellow members and utilising the membership to keep abreast of industry advancements. Becoming a prime member demonstrates our ongoing commitment to support the MAA and the businesses that form the Midlands aerospace cluster. With skills shortages still a problem for many aerospace companies and some exciting technology advancements and projects on the horizon, it is more important than ever for us to be close to the industry and to understand the skills requirements so that we can build solutions that work to bring candidates and clients together. The MAA represents all segments of the Midlands aerospace industry and currently has more than 300 members, making it the second largest aerospace regional membership organisation in the world after Aerospace Valley in Toulouse, France and it actively supports the Midlands’ vibrant aerospace supply chain through its working groups (for strategy and networking in technology, business development and supply chain performance) and initiatives (including the DRAMA additive manufacturing project). We are looking forward to working collaboratively with Andrew Mair and the MAA team, sharing our knowledge and ultimately supporting high-value engineering and manufacturing jobs in the Midlands. Midlands Aerospace Alliance Find out more about the MAA click here. Aerospace JObs To view the latest aerospace jobs click here.

Following my last IR35 blog a couple of weeks ago, the draft Finance Bill 2019/20 has now been released by the Government. As we anticipated, it confirms the intention to continue with the proposed changes for off-payroll workers in the private sector in April 2020. What is clear to me and to many of my counterparts in the industry is that the Government has failed to address the many and major concerns raised over the course of the consultation process, and has not amended its position on IR35 in the slightest. The draft legislation does include further details regarding the client-led appeals process and the exemptions for small businesses. We will be running some sessions on IR35 for both clients and contractors over the coming months. If you are interested in attending, you can fill in the form and we will contact you to book you in for one of our events. In the meantime, we thought it would be useful to summarise some of the key points below for you: DETERMINING IR35 STATUS In line with the public sector changes made in April 2017, the end user (client) will be responsible for determining the employment status of all off-payroll / contract workers for their organisation. This includes all PSC contractors. HMRC will require that the end user produces evidence of their determination for each and every contractor in the form of a Status Determination Statement (SDS). The legislation prescribes that the end user will be required to share the SDS with all parties in the contractual chain, including the PSC contractor. In theory, this should rule out blanket determinations of “inside IR35” by end users as the SDS will be considered to be invalid if it is later found that the end user has failed to take reasonable care in preparing, assessing and agreeing the determination. RIGHT OF APPEAL It is not yet clear whether agencies will be able to appeal determination decisions but in many cases, the agency will be the fee payer and therefore will need to work closely with their clients throughout the process of determining IR35 status. However, the contractor will have the right to appeal. By allowing the contractor a voice in the determination process, it is hoped that the number of disputes will be kept to a minimum. The legislation makes statutory provision for the contractor to appeal any determination made, with the end client being responsible to respond within 45 days of the appeal. Where an appeal is successful, a new SDS must be furnished by the end user. TAX LIABILITY HMRC has confirmed that the first agency in the supply chain “has enough visibility of the labour supply chain to influence compliance” and also that the end user/client can influence compliance through careful selection of the suppliers and agencies that they engage with. The latest consultation position will therefore hold; liability can transfer up the supply chain as far as the end client if HMRC is unable to collect from the first agency. HMRC has indicated that further guidance will be provided on circumstances where unpaid liabilities are not transferable up the supply chain. EXEMPTIONS HMRC has also confirmed that small businesses, as determined in sections 382/383 of the Companies Act 2006, will be exempt from the new IR35 rules where they are the end user. WORKING WITH YOU ON IR35 CHANGES At Jonathan Lee, we pride ourselves on working closely with our clients and contractors, and this will continue through the changes to IR35. As mentioned above, we are currently arranging a number of events in late September and early October for both clients and off-payroll workers to learn more about how we can support you. CONTACT US If you have any questions about IR35 and its impact on you as either a client or a contractor of Jonathan Lee, please feel free to either email me or call me for a discussion on 01384 446153.

Last week I had the pleasure of attending the official opening of AE Aerospace’s new 16,500 sq ft factory at Network Park, Birmingham. It is a success story that Peter Bruch, Managing Director and Co-Owner, and his team have worked hard to achieve and rightfully deserves recognition. I was most impressed with the factory, the machine tools and most importantly, the people. They have a wonderful culture and I can see why they have been so successful in growing the business and their team. Growth and Ambition at AE Aerospace The company has enjoyed incredible growth; over the past five years the business has more than doubled productivity with sales increasing seven-fold - exploiting growing customer demand for its components in a buoyant aerospace market. The new factory is a key component of their ambitious expansion programme that will give them four times the capacity of their previous Dymoke Street premises and will create 20 additional jobs. During the factory tour, we were shown four new Mazak 5-axis machines that will significantly reduce lead times for AE’s customers and giving them a much-needed 50% increase in capacity, to help satisfy contract wins, including more work with Boeing and Airbus. The company plans to double its turnover by the end of 2020. Secret to Success AE Aerospace is the perfect example of a business embracing innovation; the committed, uncompromising approach to improving productivity and driving efficiency is outstanding. I was also really interested in the story of how they have arrived at this point. Having visited the new factory, spoken to many of their team members and recently read Peter Bruch’s blog, I have been inspired and it has indeed made me reflect on my own business. I’ve picked out some key insights and takeaways from his blog that particularly struck home with me: Holistic approach - By analysing the whole business and not working in silos, the business can gain an overall vision and be most effective at improving the overall productivity. “From scrutinising internal processes to seeking support from experienced advisors, we must continue to take a holistic approach to business improvement if AE Aerospace is to fulfil its potential.” Resist quick fix – We are all busy people and it can be tempting to find a quick fix to a problem and move on, rather than finding and addressing the root cause. In order to achieve sustainable improvements, we have to take the time to get underneath the problem: “We have looked beneath the surface and broken down the barriers of our operation. Our priority has been to resist quick fixes, which is not always easy to achieve when you have myriad demands placed on the business.” Self-critique – It can be difficult, but it is important to be honest in assessing your existing practises to find the best route forward. “You must get back to basics. As a leadership team, we’ve focused on gaining insight into every nook and cranny of the business so that we can determine whether our processes and systems are fit for purpose.” Customer is (still) king – Throughout the development AE Aerospace’s capabilities, services and solutions, customers have been kept at the heart of key business decisions – adopting a servitization model is testament to this: “Our work with the Advanced Services Group at Aston Business School has allowed us to embrace transparent production and move to a model of servitization. Aston has helped us develop a glass factory where customers will eventually be able to utilise machining time by the hour.” Collaboration – It’s so important to work together, learn from others, speak to your supply chain, share knowledge and best practice: “Our growth mindset has led us to seek mentoring support from leading industry figures… BAE shared best practice around Hoshin Kanri, otherwise known as policy deployment.” Put the work in and embrace change – It takes drive and hard work to tear down existing norms and barriers. I admire how AE Aerospace have been tenacious in their approach to improve, encompassing everyone in the company to reach their goals. “Our success is the result of a lot of hard work. From machine operatives to senior directors, everyone has played their part in repositioning the business, driving efficiencies, boosting productivity and embracing innovation… An effective manufacturing business understands that it is driven from the bottom up and the top down." Right skills for the job – I truly believe that with the right people and skills, things happen – as does AE Aerospace. “We value our staff as our greatest asset” ​Congratulations AE Aerospace – I wish you every success in your new premises and ambitious expansion!

Last month team members from Jonathan Lee Recruitment were delighted to support Telford Mind by attending their Charity Summer Ball. The inaugural charity ball, held at Telford Hotel and Golf Resort, aimed to raise awareness and funds for the local charity. During the evening guests enjoyed a drink reception, 3-course meal and a silent auction/raffle to help raise vital funds for the charity’s work. Guest speaker Danielle Brown; double gold medal winner (Beijing 2008) and Para Olympian for Archery (London 2012), was also in attendance at the event, as well as Joe Lockley - Anthony Joshua’s on screen opponent in William Hill’s latest advert. The 27-year-old rising amateur heavyweight star, who is currently unbeaten as an amateur and trains at Great Wyrley Boxing Club, in Staffordshire, beat off stiff opposition from 700 other hopefuls to be chosen for the role of Joshua's opponent. A popular local charity at Jonathan Lee Recruitment, Telford Mind has benefited from the support and donations from the team. Jonathan Lee, founder and Chairman, said: “For over 40 years we have been committed to supporting the welfare of the wider community and I am immensely proud of the team’s continual enthusiasm and dedication to this cause.” “I am delighted to support Telford Mind; a local charity that has been chosen because of the excellent work they do in supporting those experiencing emotional distress or mental health problems.” Louise Heap, Chief Executive Officer at Telford Mind, said: “I would like to thank Jonathan Lee Recruitment for their continued support of Telford Mind. As a charitable organisation we are always very grateful for any donations that we receive.” ​ About Telford Mind For over thirty years Telford Mind has been providing a range of mental health services to individuals and employees in Telford and Wrekin and Shropshire. It is an independent voluntary organisation that is affiliated to national Mind. They are part of a network of around 135 local Minds in England and Wales. As a local Mind they are responsible for their own funding and services. Telford Mind is currently based in a GP surgery and offers low level mental health support to individuals experiencing mental health problems or emotional distress. They also have an outreach project, in partnership with other local organisations, which supports individuals who are experiencing financial hardship and are struggling with their mental health and housing. To find out more about Telford Mind and how you can support this worthwhile cause click here. Visit jonlee.co.uk/charity to find out more about our charitable efforts.

Three Counties Defence & Security Expo 2019 16-17th July 2019 Three Counties Showground, Malvern, Worcester Stand number 91 SMEs have always played a crucial role in the defence supply chain. But, it is somewhat refreshing that Jim Carter, Commercial Director, Supply Chain at the MOD, recently declared that access to an innovative SME supply chain is high on Ministry of Defence customers’ agenda. It is timely that we are exhibiting at Three Counties Defence & Security Expo (3CDSE) 2019 in July – an event that has the primary aim to introduce SMEs to procurement decision-makers and influencers in the MOD and law enforcement agencies and to foster commercial discussion between SMEs and primes. Vast Opportunities in Defence With an annual procurement spend of more than £20 billion, the MOD is the largest procurement organisation in central government, managing some of the most complex and technologically advanced requirements in the world. This budget covers a wide range of niche products and services – including many requirements that are successfully provided by start-up or SMEs, such as technology, equipment, support and infrastructure. For businesses that haven’t considered diversifying into defence – now is the perfect time to consider your options and 3CDSE provides the perfect opportunity to explore these. 3CDSE'S Focus on Innovation The theme of 3CDSE is innovation, with a focus on cyber security, hardware and vehicles, UAVs and counter-UAVs, technology and communications. Locally, the Three Counties of Herefordshire, Worcestershire and Gloucestershire comprise the hub of the UK’s defence and security industry – the ‘golden triangle’ – with the MOD based in Herefordshire, Qinetiq and the Malvern Cyber Cluster in Worcestershire and GCHQ in Gloucestershire, plus all the satellite industries which have grown up around them. Several sources record that 90% of the UK’s defence and security innovation has its home in this triangle, and, at 3CDSE, there is a focus on business development. 3CDSE 2019 will be engaging both UK and foreign intelligence, including the further Five Eyes of USA, Canada, Australia and New Zealand, and European intelligence agencies, as well as Government and law enforcement agencies. Skills Shortages in Defence We are finding that the SMEs taking advantage of the opportunities in defence are experiencing skills shortage difficulties, particularly within advanced machining and manufacturing skills, electronics, software and systems engineering as well as advanced design techniques including CAD, FEA, simulation, VR and AR. Promoting the benefits of working with a technical, defence specialist recruiter will be the main focus for us at the Three Counties Defence & Security Expo. Jonathan Lee Recruitment has specialised in engineering and manufacturing recruitment for 41 years. Our team consists of specialist recruiters alongside trade professionals including service leavers from the RAF, REME and the British Army. Next Steps I would encourage businesses to explore the potential of diversifying into the defence sector if they haven’t already – there is so much opportunity. Exhibitions such as 3CDSE also enable businesses to get closer to decision-makers. If the defence sector looks like a desirable venture, I would also encourage businesses to become familiar with the MOD contracts portal, which advertises tender and contracts opportunities valued over £10K. You can gain access to the official source of MOD contracts by registering for free with Defence Contracts Online. REgister your Place at 3CDSE Register here. ​ Meet us at 3CDSE Contact me to book an appointment: via email or call me on 01384 446149. Find out more about our specialist defence recruitment team here.

After the excitement of attending the International Air Show recently, now seems the perfect opportunity to reflect on the show and highlight some of the key announcements and takeaways. Here are some of our highlights… ​ Orders More than 400 fossil fuel-powered aircraft worth $15 billion were sold during the show as airlines stocked up to serve the world’s burgeoning demand for air travel, with a further $4 million order for Alice; the electric plane. The big winner at Paris Air Show with 250+ orders was from the Airbus A320NEO, with Air Lease Corporation (ALC), Saudi Arabian Airlines, Cebu Pacific, China Airlines (CAL), Flynas and Atlantic Airlines confirming orders. Find out more here. Consolidation of the Supply Chain There was a clear message from larger primes and tier 1 OEMs looking to consolidate their suppliers. UK SMEs will have to work hard to improve competitiveness and innovation if they are to grow in scale as OEMs continue supply chain consolidation initiatives. Most interestingly, nations with smaller market shares are joining forces to sell ‘clusters’ of businesses to the big players as a way of staying competitive. ADS has considered the challenges SMEs will face as procurement evolves. Read more here. First Came Propellers, then Jet Engines. Now the Electric Motor is Starting to REshape Aircraft Cape Air’s order of the first commercial electric airplanes drew particular attention. The Israeli startup Eviation Aircraft took a double-digit orders for their $4 million electric plane dubbed Alice. The aircraft can fly 650 miles (1,046 km) at around 500 miles per hour (805 km/h) with three electric motors on the tail and one on each wingtip. Find out more here. Green Credentials Aerospace Manufacturing’s vlog highlights an increasing emphasis on reducing impact on the environment. Ed Hill, Deputy Editor explains: “Many of the OEMs and engine makers are thinking of ways of developing new technologies, new aircraft and new fuels that will help to reduce CO2 impact” Cross-Section Collaboration Rolls-Royce’s plan to acquire Siemens’ electric and hybrid-electric aerospace propulsion activities accelerates its electrification strategy, Leonardo and Sapura’s joining forces on cyber security and Premium Aerotec and Lockheed Martin collaborating on 3D printing; collaboration was king at this year’s event. Paris Air Show in Photos Showcasing the Israeli startup Eviation Aircraft’s Alice and the Vahana, an experimental flying taxi by Airbus, here is a photo gallery of highlights. MRO gallery alongside facts and figure can be viewed here. Learn more about our aerospace, aviation and defence specialisms.

What is IR35? The Intermediaries Legislation known as IR35 has been around since 2000. Its aim, when introduced, was to remove the tax advantages of providing services via a Limited Company for individuals who are not truly in business on their own account. The rules sought to identify 'disguised employees'; those whose working practices had the features of traditional employees rather than those working on their own account. 2017 Changes The application of IR35 in practice has, according to successive governments, failed to crackdown on this so called 'disguised employment' and they consider many Limited Company owners continue to operate illegitimately outside the rules. In response to this avoidance new 'off-payroll' rules were implemented in the public sector in April 2017. For the first time, instead of the contractor being responsible for determining their IR35 status, the obligation was moved to the engager of the contractor i.e. the end client. Where the client deemed a contractor to be 'inside' IR35 then the client or the employment intermediary (through which the contractor is engaged if there is one) must apply statutory deductions i.e. tax and NIC from the contractor’s pay and also pay Employer’s NIC as if the contractor were a traditional employee of the client. Rolling out to the Private Sector Implementation of these new 'off-payroll' rules have been widely criticised, in particular the online Check Employment Status for Tax tool (CEST) provided by HMRC to assist clients in making informed determinations. This has resulted in some clients, anxious to avoid the penalties for making an incorrect determination, applying blanket 'inside' IR35 decisions. Despite the difficulties with implementing the new 'off-payroll' rules in the private sector, the Chancellor announced that they will be extended to most private sector businesses from April 2020, with a provision that small businesses* will be excluded. For their part HMRC has promised the shortcomings of the CEST tool, as experienced by the public sector, will be addressed in time for implementation in the private sector, thereby simplifying the determination of the status of the contractor for the end client. What does this Mean for the Private Sector? The original consultation on implementation of these new rules in the private sector closed in August 2018 and we now await the detailed consultation from Government to be published. If all stays as it is, clients will need to prepare to determine the IR35 status for each of their existing contractors and to have a plan in place for implementation of any changes before April 2020. It is worth stating clearly, however, that there is no need to panic or to rush this activity. Once the August consultation is published, we will be in touch with both our clients and contractors, working closely to set up the right processes and procedures for establishing the tax status associated with the various roles undertaken by our contractors prior to the legislation coming into force on 6 April 2020 and to implement any changes smoothly and efficiently. Contact Us If you have any questions about IR35 and its impact on you as either a client or a contractor of Jonathan Lee, please feel free to either email me or call me for a discussion on 01384 446153. *Small businesses must meet two of three of the following criteria to be exempt (annualised turnover less than £10.2m, balance sheet assets of less than £5.1m, average number of employees of 50 or fewer).

It was fantastic to attend the International Paris Air Show last week, networking at the world’s largest aerospace event. During the four-day event, Neil Cayley, Jason Cole and I formed a part of the British cohort – with the shared objective and passion to promote UK business and skills in the sector on a global scale. We took great pride in joining the 100+ UK businesses, in alliance with the ADS, WEAF, NWAA and MAA, who showcased British capability, innovation and leading-edge technology alongside the 2,469 strong international exhibitors. It is hard to articulate the positive feeling of camaraderie amongst our British peers, but there was an overriding theme of collaboration and celebration during the show and networking events – and it was wonderful to be a part of as always. During our time in Paris we attended the MAA British Networking Dinner sponsored by Nasmyth Group, held at Les Noces de Jeannette restaurant in central Paris. The event was organised and led flawlessly by Andrew Mair and the MAA team, providing warm hospitality and the ideal opportunity to relax with fellow UK businesses and celebrate Concorde’s 50th anniversary. I also attended the ADS industry reception at the British Ambassador’s residence in Paris, sponsored by Martin-Baker Aircraft. It was very positive to hear British Ambassador to France, Ed Llewellyn, and Business Minister, Andrew Stephenson MP, speak about the importance of the UK aerospace industry. In the face of Brexit, there has never been a better time to demonstrate the capabilities of the UK aerospace sector and to build our international connections. The show provided an invaluable platform to showcase our capabilities, engage with customers and reach key decision makers. Learn more about our aerospace, aviation and defence specialisms.

Please join us to celebrate Armed Forces Day, when ordinary citizens along with current and previous members of the Armed Forces community celebrate and show their support for the men and women who make up the Armed Forces community, from currently serving troops to service families, veterans and cadets. Celebrations begin today with events taking place across the country throughout the week. On Saturday 29th June, this year’s chosen host town, Salisbury will be holding a number of parades, demonstrations, displays and activities for all the family to enjoy. The Armed Forces defend the UK and its interests daily and I am proud in my role and career to date in assisting service leavers to make the transition to civilian life and employment. I have worked in recruitment for over four years, predominantly with service leavers from the Royal Air Force (RAF), British Army and Royal Navy. It can be difficult for military veterans returning to 'civvy street', so as part of my role, I attend events around the country to offer practical guidance such as advice on CV writing, how to sell their skills to an employer and how to prepare and excel at interview, as well as providing an overall understanding of what to expect when transitioning into civilian life. There are many opportunities out there for forces leavers. I've worked with many of them, placing around 100 service leavers each year in the UK and overseas into roles for quality inspectors, aircraft and vehicle maintenance mechanics, electronics technicians and project managers. I take great pride in helping service leavers. It is always touching to hear their personal circumstances and the journey that they have already taken to the point of contacting me, and it is because of this I that have a genuine passion for my job and will go above and beyond to ensure that they feel supported whilst starting a new role. They have proven to be a valuable asset to employers. Some of the positive characteristics that our clients have commented on when hiring ex-forces candidates include: Organised, disciplined and punctual Take pride in completing all tasks to a high standard Work well individually and within a team Flexible and adaptable to different types of environments Good improvisation skills with continuous improvement mentality Management and leadership qualities Willingness to invest in themselves Jonathan Lee Recruitment has specialised in engineering and manufacturing recruitment for 41 years. Our team consists of specialist recruiters alongside trade professionals including service leavers from the RAF, REME and the British Army. We are proud to be working with current and ex servicemen and women to provide support wherever necessary. Contact Me Please contact me if you are a service leaver looking for your next move or would like general advice on resettlement and career opportunities. Also, if you are an employer who would be interested in any of these skillsets and would like to assist with providing service leavers with their next opportunity, please let me know. There are hundreds of events taking place to celebrate Armed Forces Day across the country. Find out what events are taking place locally to you click here.

Picture the scene... On 23 June 1919, a committee of influential women sensed a new dawn. The First World War had ended, and significant steps had been taken towards women’s suffrage. The group, ranging from designers and munitions factory managers to wives of eminent engineers, rallied to found the Women’s Engineering Society (WES). One hundred years later the engineering industry is more diverse than ever before, but there is still much to be done to boost female uptake into industry. As we celebrate the centenary of the Women’s Engineering Society and International Women in Engineering Day on June 23, the fact that only 11% of the UK’s engineers are female, the lowest percentage of female engineering professional in Europe, is an unsettling statistic. This year’s theme #TransformTheFuture celebrates achievements of women in engineering and encourages young female talent to explore the exciting career opportunities available. From debates and competitions to networking breakfasts and open days, events are held across the UK all this week. Why are There so Few Female Engineers? During the 11 years’ I spent developing high performance systems within the automotive and motorsport industry, many of the superb engineers I had the pleasure to work alongside were female. They were rightfully recognised and many held high-flying roles. From the positive experiences I have had, it amazes me that as a nation we are still bottom of the league when it comes to inspiring the next generation of women to become engineers. It made me wonder, of the excellent female engineers I have worked with (or that I am now placing into engineering roles), what is it that inspired and encouraged them into their careers? And what might they think about women in engineering? Over the past few months I have been catching up with my network to see what they think, and it seems there are five common themes: 1. Be Inspired Having a close family member or friend that is in the engineering profession seems to have a lasting effect. As one of my contacts comments: “I decided to study engineering because my father is an engineer and I was very curious about his job and what he did. I didn't take inspiration from a female engineer, but I took it from my father.” 2. Challenge Yourself INDUSTRY 4.0 - WHERE DO I START? Becoming an engineer can be a long and challenging process, with continued personal development essential to keep abreast of the latest technological advancements. I have found that my contacts are always well-driven and passionate about engineering and it continues to challenge them – this trait is evident from the very start: “I saw engineering as a challenge, because the engineering university in the region where I was born, is one of the most difficult to enter. This was for me a challenge in itself!” 3. Love for Solving a Problem Following from the previous point, as well as being highly motivated, the intrinsic challenge and reward from being able to solve a problem is another re-occurring theme, as one of my network explains: “I love engineering: the opportunity to reason and find the best solution… is not a thing that all the university courses or careers teach us.” 4. Changing Perceptions It seems that the stereotype of engineering being dirty and manual is still prevalent, and this can be an off-putting factor for both genders. What is interesting is that there is much evidence that Gen Y desire to have digital/technical (23%) and IT/computing (22%) jobs, yet just 6% of young people are even considering a career in manufacturing according to the 2018 Barclays report; 'A New Image for Manufacturing'. As one female engineer describes: “I think that even today there are some barriers between the women and engineering, maybe because the people think that the engineering is ‘a job for men.’” 5. Creativity and Self-Belief While the image of engineering may need addressing, perhaps young women are not told how traits such as creativity, teamwork and communication are just as critical: “Sometimes it is easier to find men with a passion for engineering, but this doesn't mean that we (women) are not as good as them, so I would like to say to the other engineer women: Don't be scared and believe in yourselves, because sometimes the engineering needs a woman’s insight and creativity!" For more information about National Women in Engineering Day 2018 visit inwed.org.uk. Thanks to the ladies who contributed to this blog post.

I am thrilled to be attending the 53rd International Paris Air Show next week. As the Show quickly approaches, I have no doubt that the ongoing skills shortage will be a hot topic. The industry has proved to be resilient despite Brexit uncertainty with production hitting record levels in response to growing aircraft demand. This is creating a substantial need for skilled workers in manufacturing and production, with demand outstripping the availability of suitable skills. We are seeing high recruitment demand in the maintenance, repair and overhaul (MRO) market. As the global in-service fleets steadily grow in response to higher demand from middle class emerging economies, the MRO market that supports in-service aircraft is also expanding and that is naturally where we are also seeing businesses looking to strengthen their teams. The recent increase in universities offering targeted aerospace courses has helped at entry level, but there are still some areas that are lacking. For example, individuals can only specialise in quality and inspection by working their way up from the shop floor – a more direct route via a degree qualification would be beneficial. The main difficulty over the last 10 to 15 years has been to find engineers with the requisite hand skills. Employers are making the effort to close the gap with the re-introduction of more apprenticeship schemes, encouraged by the structure the Apprenticeship Levy has provided. Savvy employers are utilising Apprenticeship Levy funds to not only train school leavers, but to also upskill their existing workforce. If levy contributions are re-invested in a strategic way, it can be a perfect opportunity to upskill employees in relevant apprenticeships; from non-destructive engineering technician (level 3), aerospace software development engineer and aerospace engineer (degree), through to senior management (masters). The Apprenticeship Levy should be seen as an opportunity to help fill the void left by any skill shortages within a specific business. SEE YOU AT THE PARIS AIR SHOW! Jonathan Lee, Jason Cole and I are attending the International Paris Air Show between the 18-19th June. We would love to hear if you too are attending - visit jonlee.co.uk/parisairshow and get in touch with me! Impartial Apprenticeship Advice To get impartial advice about the aerospace apprenticeships available and how your business could utilise your Apprenticeship Levy contributions to bridge skill gaps, visit jonlee.co.uk/skills-consultancy. Find out more about the Show: siae.fr/en/

Industry 4.0 will be a major theme at the International Paris Air Show. Over recent years, major OEMs, primes and tier 1 suppliers have been investing in new digitally integrated, advanced modern technologies and I am excited to see the latest advances at the Show next week. BAE Systems, for example, has introduced a host of digital enhancements - including collaborative robots (cobots) designed to support its workforce with the complex manufacturing of combat aircraft and further drive productivity, quality and safety improvements. In addition, Meggitt’s new ground-breaking £130 million ‘super-site’ in Coventry, which is due to open later this year, is the flagship development of its quest to embrace future technology. The picture, however, is somewhat different when it comes to some SMEs in the supply chain. There are a number of forerunning SMEs exploring niche technologies such as automation, additive manufacturing and 3D printing, with others implementing collaborative working processes with OEMS, primes and tier 1 suppliers to reduce costs, enhance customisation and reduce timeframes. For some SMEs who are yet to fully adopt a more digital mindset, and may be apprehensive about doing so, there is a misconception of just how daunting this change actually needs to be. Embracing Aerospace 4.0 Doesn't REquire an Overhaul Many will hear the phrase Industry 4.0 or Aerospace 4.0 and associate the terms with OEMs, robotics and automation where there is a requirement for huge change and hefty capital investment. However, while there is no one size fits all when it comes to how Industry 4.0 will affect/improve a business, that almost certainly doesn’t have to be the case. This should be considered as the next step in continuous improvement. It can often be small but very targeted and strategic changes that can have a significant impact on productivity and ultimately, the bottom line. This could include analysing big data; accessing, managing, analysing, and leveraging data from digital assets to inform decision-making in real time, for example, introducing sensors to collect data to aid maintenance planning. Industry 4.0 - Where do I Start? If you aren’t sure how Industry 4.0 will affect your business, then take a look at one of our previous blogs, which outlines the benefits of utilising trade associations and the Future of British Manufacturing Initiative as starting points on your journey. See you at the Paris Air Show! Jonathan Lee, Jason Cole and I are attending the International Paris Air Show between the 18-19th June. Visit jonlee.co.uk/parisairshow and get in touch if you are flying the GB flag at this year’s event! Find out more about the show: siae.fr/en/

I am thrilled to be attending the International Paris Air Show later this month alongside Neil Cayley and Jason Cole. Taking place between the 17-23 June 2019, it is the world's premier and largest event dedicated to the aerospace, aviation, defence and space industry. The event, which takes place every two years at Le Bourget International Airport on the outskirts of Paris, is the longest-running aerospace trade show, having first taken place in 1909. Since its launch, the Show has been at the very heart of developments in the global aerospace market and an important meeting place for the entire supply chain. I am looking forward to finding out about the latest technological innovations, catching up with many of our clients and candidates we have placed over the years, meeting many of the 2,300 exhibitors, networking with fellow WEAF, MAA, and NWAA members and hopefully seeing one of the impressive flying displays. OPPORTUNITIES AND CHALLENGES IN AEROSPACE AND AVIATION The aerospace and aviation industry has entered a golden age, with record order books and skyrocketing passenger traffic, driven by an expanding middle class in emerging economies. If the global commercial aircraft fleet is to double by 45,000 aircraft in the next 20 years, industry needs to tackle a series of challenges in order to gain sustainable, profitable growth. The risks associated with the vast opportunities will no doubt form a major point of discussion during the show. The implementation of new programmes and industry 4.0 technologies, changing consumer demands, industry’s relentless pursuit of cost reduction, pressure on the supply chain to keep up with demand, geopolitical and economic volatility, skills shortages and the upskilling of existing workforces are but a few obstacles facing the industry. SEE YOU IN PARIS! If you are attending the Paris Air Show and would like to meet either Neil, Jason or I during the Show, then head to our dedicated Paris Air Show webpage where you can book to see us. Find out more about the Show: siae.fr/en/

The UK is at the forefront of developing scientific research into new composite materials. This is an important technology that has huge potential for the future of high value manufacturing in the UK. With potential accelerated organic growth in the established composites-using sectors like aerospace, motorsport and renewables, together with the emergence of substantial new markets for composites products in sectors such as automotive, rail, oil and gas, the UK has the opportunity to grow its current £2.3bn composite product market to £12.bn by 2030 (UK Composites). The Government’s Industrial Strategy underpins collaboration between Government (The Department for Business Innovation and Skills, or BIS) and the composites industry to bridge the gap between early research and industrial production – and this is also supported by the world-class National Composites Centre (part of the High Value Manufacturing Catapult). However, if a diverse range of sectors are to adopt composites and take advantage of their light/right-weighting properties, low maintenance and significantly reduced through-life costs, a number of barriers need to be overcome. Regulations, codes and standards are often inappropriate for composites, this is because they are both explicitly and implicitly based on named materials, such as steel, and do not permit consideration of composites applications (despite the benefits of the materials in many cases). There is also limited high volume production capability of composites (key for industries such as automotive) and critically, the overarching skills shortage. COMPOSITES SKILLS SHORTAGES There is a chronic skills shortage across all sectors of engineering and manufacturing in the UK – and that certainly applies to composites. Simply put, there are not enough people in the marketplace with the requisite skills. It’s a direct result of a lack of investment in STEM education and vocational training over many years. Some forward-thinking companies have already independently invested in or established links with innovation centres to access training – but it is unlikely this will be enough to keep pace with the needs of industry. While essential for the long-term, manufacturers can ill-afford to wait for these skills to become available - they need ready-made skills in their businesses today to meet the short-term demands the market is placing on them. As an industry we must think creatively: Could the Composites Technician Trailblazer Apprenticeship be used to upskill existing or new employees? How can people with transferable skills be encouraged to engage with new technologies? There are signs that things are improving. I am seeing more high-quality candidates coming into the marketplace. We also come across candidates who are typically mid-career and are looking for a new and interesting challenge. However, looking forward, the skills shortage dilemma will continue to prevent progress. INFLUENCING SCHOOL-LEAVERS TO TAKE UP COMPOSITES AND ENGINEERING APPRENTICESHIPS Schools have an important role to play in encouraging young people to take up composites and engineering apprenticeships. There is currently too much focus on academic and classroom learning in schools rather than practical skills and problem solving. For the future of British manufacturing, it’s vital that both avenues are open to young people and that those with good hands-on skills are shown the potential of a career within manufacturing. Industry also needs work closely with Government, industry bodies and education establishments to communicate their future skills requirement and ask the question: How effective higher education engineering courses are at preparing the next generation of skilled engineers. There are still schools where pupils make birdboxes or nightlights when technology means they could be creating something far more advanced and engaging. Building links with schools and introducing teachers and students to both general engineering and the opportunities available within niche areas such as composites is critical. There is tremendous growth and significant change happening in the UK composites industry - it is an exciting place to be right now. I would encourage composite manufacturing firms to have an open approach when it comes to recruitment and welcome you to join the debate! To discuss further, get in touch with me on 01384 446145 or email tim.parkes@jonlee.co.uk.

In May I attended Railtex 2019, the UK’s largest and leading exhibition of railway equipment, systems and services. Over 400 exhibitors from 22 countries were in attendance, with attendees ranging from total railway systems, major rolling stock companies and signalling suppliers, to the smallest specialised components. It is a fascinating time to be in rail, with noticeable changes having taken place since the last Railtex exhibition, which took place two years ago. Most significantly for the industry: The sector has just entered Control Period (CP6) five-year funding cycle for rail infrastructure worth £48 billion Network Rail is becoming increasingly devolved to a regional model We have a number of major projects at various stages of development – Crossrail, HS2, TransPennine Route Upgrade, Northern Powerhouse Rail, East West Rail and Crossrail 2, to name a few The rail industry strategic vision and Government targets to decarbonise and digitalise the network is shaping a modern renaissance in the industry CP6, which started on 1st April 2019, marks a crucial turning point for the industry and the perfect time to come together with its supply chain both Tier 1s and 2s as well as SMEs to discuss the challenges facing the industry. Industry and Government are committed to improving the productivity and competitiveness of the UK rail sector by transforming a railway network that is safe, reliable, efficient and fit to support growing passenger numbers. Technological advancements form a key aspect of fulfilling the strategy and at the exhibition, many examples of this 'digital' expansion was in evidence from Condition Monitoring Systems (both for track and Rolling Stock), Signalling, Safety Systems, such as Barrier Crossing sensors, and on mobile track safety equipment and were de rigour, as we countdown to digital rail. It was particularly positive to hear sector advocates Gordon Wakeford, Chair of the Rail Supply Group and Managing Director for Siemens Mobility UK as well as Anna DelVecchio, Commercial Account Director for Amey and Rail Sector Deal Co Lead, discuss the Rail Sector Deal and how it could benefit businesses right across industry. This includes a commitment to supporting SME development and new entrants into the rail market by driving innovation through procurement. Many businesses are already taking advantage of the opportunities. It was fantastic to speak to the Rail Alliance and hear about some of the collaborative R&D projects taking place at their new home, The Birmingham Centre for Railway Research and Education (BCRRE) at the University of Birmingham. There is a particular emphasis on the use of technology to reap the benefits from the emerging trends in automation, intelligent mobility, and mobility as a service. To discuss how we can help source future skills within the rail sector, get in touch with me on 01384 446106 or Gemma.Skidmore@jonlee.co.uk.

Following my last blog where I considered some of the misconceptions surrounding Industry 4.0, I want to get 'back-to-basics' and look at what the component parts of Industry 4.0 actually are. Without descending into the ‘white noise’, as described in my previous blog, it is important to have simple descriptions of what I understand big data, connected technology, connectivity, the Internet of things (IoT) and cloud computing to be: Big Data Big data is a term that describes the large volume of data – both structured and unstructured – that a business may collect on a day-to-day basis. Big data can be analysed for insights that lead to better strategic business decisions. Connected Technology, Connectivity and Internet of Things The combination of big data plus the internet is called connectivity or the Internet of things (IoT). We often control simple systems/everyday objects via computer devices by means of an app. Alternately we could combine with other control/display technologies to create a more complex system in which computers or robots make decisions instead of humans which is called artificial intelligence (AI). Cloud Computing Over the last 5 years, computing technology has evolved to enable us to collect, store and manipulate large amounts of data, usually off site in the cloud. The cloud is really a collection of large purpose-built data farms and companies pay to access their data on a pay-as-you-go basis. As you can imagine, transferring high volumes of data requires high speed internet and protection from malicious and non-malicious threats (cyber security). Sometimes these data companies or third-party companies will store whole programs tailored to specific sectors and supply them on a pay as you use basis (either per request or via licence) – this is called Software as a Service (SaaS) or Platform as a Service (PaaS). Faster internet connection has also evolved to allow this data to be transferred or accessed in almost real-time. The mobile internet has meant that this transfer can be done anywhere that there is a good internet connection (hence we have music and video streaming). Connected Technology and how it could Apply to your Business With a basic understanding of the definitions above, it’s important to next consider the real-world application to your business. There are four main areas where connected technology could have an impact: SMART Products These are ‘connected’ products – by this we mean controlled via internet/ethernet/Wi-Fi or similar. They can be simple products or include further technologies such as AI or augmented reality (AR). Do not be fooled into thinking that SMART products are complex and therefore do not apply to your business. Many simple products are using SMART technology for product registration (consumer warranty), while manufacturers can monitor the use, misuse, performance and service intervals. SMART Manufacturing If we follow the conventional manufacturing sequence from sales, design and development through to manufacturing and quality - each department depends on an input from the previous department and human intervention during the process itself. Sales departments frequently collect customer requirements, add them to a SAP system, order prototypes and answer questions regarding supply and stockists. Designers are required to optimise a product and design them on CAD – once their part in the process is complete, they then pass the design to manufacturing, who use subtractive manufacturing techniques to make the final product. Companies embracing SMART typically have customer apps where the customer can customise their order – the app can automatically link to request a sample order or SAP so parts are automatically ordered, manufacturing is then scheduled, while a CAD design is made ‘generative’ (rather than relying on designer skill) and a 3D printed prototype or similar is created. In essence, SMART Manufacturing removes many forms of waste. SMART Buildings Space comes at a premium; housing people, heating and lighting spaces alongside having the required software and IT infrastructure all comes at a price. At the same time flexible working and working from home is becoming more commonplace. What if you could understand how the space in your building is being utilised? What are the people flows? When and how are offices occupied? Can I limit the space required by buying software as a service instead of a licence hosted on your servers (i.e. pay-as-you-go)? SMART Logistics Being able to track your product seamlessly from raw parts, through manufacturing to delivery using location finding services. Skills in Demand Today We are seeing huge demand for specialists in the market, for example cloud developers, app developers, AI specialists. These people have been educated in specific disciplines, and, usually command a salary premium. To satisfy demand in lower level positions, it is quite common to take parallel skills from other industries and cross train, for example, games developers. Diversifying Skills for Tomorrow The impact Industry 4.0 will have on conventional jobs could be profound. Within a short space of time we may see additional skills move from ‘unheard of’ to ‘desirable’ and ‘mandatory’. For example, a manufacturing engineer in automation, who may have SCADA experience, may now be required to have an understanding of vision systems or a proximity location system. Or a facilities manager who, only within the last 12 months, is now expected to be proficient in specialist workspace optimisation software. It is the sheer rate of change that will catch many companies and candidates off-guard. When considering future skills, carrying out an organisational skills audit can highlight home-grown specialists and where upskilling on the latest innovations could futureproof a business. Increased automation and adoption of Industry 4.0 concepts will lead the way to a new landscape of skills and jobs. With the right planning and a pro-development culture, employees could seize the opportunity to move into fulfilling new, previously non-existent jobs, while allowing the business to move forward. What's Next? If you aren’t sure how Industry 4.0 will affect your business, then take a look at my previous blog where I outlined the benefits of utilising trade associations and the Future of British Manufacturing Initiative as starting points on your journey.

The Fourth Industrial Revolution (4IR), Industry 4.0, the smart factory and smart manufacturing – terms we hear on a regular basis that are interchangeably used to describe the advent of disruptive technologies. But what does it actually mean to your business? Is it even relevant to your business? Whenever I speak to business leaders, they have most certainly heard of this revolution, however, the raft of articles that describe the endless possibilities and warnings can soon become white noise and hype. It sounds too good to be true. Diverse and Complex And here is why. When viewed holistically, there are many facets to Industry 4.0; the topic is vast and incorporates a wide mix of technologies. Because of this, its meaning can drastically differ from business to business and person to person, indeed, even within the same organisation. Our exposure to The Fourth Industrial Revolution (4IR) as a consumer can also distort our understanding. There is an abundance of smart products and services that have filtered into the marketplace and into our daily lives; smart phones, apps, Fitbits, smart meters, smart motorways and Uber. B2C and B2B can seem like completely different worlds and leading some to believe it is more relevant to B2C businesses. Where to Start? Every business leader wants to make better products, improve productivity and gain a competitive advantage. But which disruptive technologies are relevant or beneficial to my business? How can I go about making the hypothetical a reality? What capital, time and resources are realistically required and when will I see a return? It's Good to Talk The first port of call would be to openly discuss it – speak to your customers and supply chain, trade associations, peers at events. Understand how it is affecting them – the likelihood is that you have already had some kind of contact with Industry 4.0 and may not realise it. Minor Tweaks Many manufacturers have continuously improved their processes over time; adopting advanced technology as well as utilising tried and tested methods of manufacture, often combined with lean and 6 sigma techniques. Industry 4.0 is the next improvement process and many businesses may have already begun to install sensors or have the software that, with a few minor adaptations, can analyse data in a slightly different way and be able to make more informed decisions. Trade Associations Trade associations such as Make UK, BFFF, SMMT, ADS, MIA, Rail Alliance are all aware of Industry 4.0 and each have their own bank of initiatives, data and expertise. They are there to represent you and your industry so get in touch with your account manager and find out what resources they have, which could range from improving supply chain collaboration, through to training or the mechanism to applying for funding. Future of British Manufacturing Initiative The Future of British Manufacturing Initiative (FoBMI) is a fantastic tool, free and available to all. All too often we attend events or read articles that ‘worship the problem’ rather than actually help! I would encourage any business to take the online readiness assessment tool which takes 15-20 minutes to complete. Even better, call me or one of our 4IR experts to go through the assessment with you. FoBMI is a great starting point for any businesses wanting to hone in on the areas of industry 4.0 that are relevant to their own business. The end result is a personalised report that plots how your business is doing in five key areas of competitive advantage. Listen to episode 1 of our podcast or visit our dedicated webpage to find out more.

British businesses have begun to lose out on up to £3 billion of unused levy contributions from April 2019. In the fourth and latest episode of the Skills Connection podcast, Colin Reeves and I discuss how businesses can utilise levy contributions to address skills shortages. The podcast is available to view by clicking here: https://itunes.apple.com/gb/podcast/the-skills-connection/id1453527773?mt=2 We’ve summarised the key takeaway points from the podcast below. Get in touch with me if you have any questions. WHAT IS THE APPRENTICESHIP LEVY? In April 2017, the Apprenticeship Levy was introduced by the Government as a way of incentivising employers to reinvest in apprenticeships and upskill their workforce. WHO PAYS INTO THE APPRENTICESHIP LEVY? Businesses with a UK wage bill of £3million or more will contribute 0.5% of their total wage bill in a monthly payment to a DAS (Digital Apprenticeship Service) account. BUSINESSES HAVE BEGUN TO LOSE FUNDS PAID INTO THE APPRENTICESHIP LEVY - HOW DOES THAT WORK? There is a two-year lifecycle for every individual monthly payment that an employer contributes to the Apprenticeship Levy, so employers that made a levy payment back in April 2017 – if they haven’t utilised those funds, they will lose those that contribution in April 2019 – and the same will happens for May and so on. APPRENTICESHIP LEVY = STEALTH TAX? Many employers aren’t utilising their levy contributions – and for those employers the Apprenticeship Levy is a stealth tax. Given the timings and the figures, it is a very urgent and expensive problem. With a reported £3 billion estimated to be sitting in DAS accounts, not being used, a lot of businesses are missing out and gaining no return from the money paid into the Apprenticeship Levy. WHY AREN'T BUSINESSES REINVESTING THEIR APPRENTICESHIP LEVY CONTRIBUTIONS? There is a lack of education and direction coming from Government and the Department of Education (DfE) in terms of what an apprenticeship is or can be. If you were to ask 100 people off the street what an apprenticeship is, they would say it is for 16-18-year-old school leavers who do not have any qualifications. Many business models do not require a school leaver apprentice, and therefore switch off when they hear ‘apprenticeship’. For many others, there is a belief that ‘Apprenticeship Levy’ equals ‘stealth tax’. They think “I will never be able to spend it; it’s a tax and we’re just going to have to pay it. We don’t like it, but it’s not a huge figure, it a comparative smaller figure that goes out every month at 0.5%, so I’ll just pay it.” IF APPRENTICESHIPS ARE NOT JUST FOR SCHOOL LEAVERS - WHAT CAN AN APPRENTICESHIP COVER? An apprenticeship can cover anything up to Masters degree level – and there are new standards being introduced to the market on a regular basis. The Government has seen that there is no longer a ‘one size fits all’ apprenticeship that is suitable for all companies. We work with employers and learning establishments to create a process where an apprenticeship can be more bespoke to a particular position; the learners job role, responsibilities and skill-set. But the apprenticeship can vary in level from entry level progressing to a Masters degree. THE CHANCES ARE THERE IS AN APPRENTICESHIP THAT WILL COVER YOUR BUSINESS' TRAINING NEED? Yes – there are more and more new standards being developed and we are working tirelessly to keep at the forefront of the new standards so we can educate our clients. BUT DON'T EMPLOYERS LOSE APPRENTICES FOR DAYS ON END? It really depends on what job the apprentice is learning. Blue collar construction or ‘hands on’ engineering realistically need to go off-site to build those skills, although there are instances where you can learn in-house or certain training providers come to you for on-site training. There are some really good training providers out there who have adapted to allow a more blended learning approach. Blended learning is essentially a mixture of on-site and off-site training including classroom learning, but also virtual learning. These are easy ways to access and document learning within the apprenticeship framework, without necessarily having to lose an employee for a day or hours at a time. THE VAST MAJORITY OF APPRENTICESHIP TRAINinG CAN BE DONE WITHIN THE DAY JOB? Yes and this is often overlooked in the UK. It is frequently thought that apprentices have got to go off-site to learn and not do their day job. There is an element of that at times, but much of the training can be done whilst doing their job and still be productive to the business. HOW DOES IT AFFECT BUSINESSES THAT DO NOT QUALIFY TO PAY APPRENTICESHIP LEVY CONTRIBUTIONS? SMEs have been hit the hardest by the introduction of the Apprenticeship Levy, particularly because of the lack of guidance and support from the Government and other agencies. In essence, the introduction of the levy has monetised apprenticeships. Let’s not forget, before April 2017 apprentices were free, so any SMEs that really relied on apprentices to bring in new talent and address skill shortages. Up until March 2019, SMEs have had to contribute 10% towards the cost of the course. This has now been reduced to 5% to make it more feasible and affordable for SMEs. However, there are still a number of solutions where we can help SMES, especially once we have an understanding of their business objectives and how we can incorporate the correct apprenticeship strategy to fit with their growth strategy. HOW CAN JONATHAN LEE SKILLS CONSULTANCY AID BUSINESSES? We offer an impartial consultancy service that acts on behalf of employers who are looking to find out what the Apprenticeship Levy is and what they can do with their levy funds. Not just for their immediate requirement – these funds aren’t going anywhere - but create a one to five year plan, to find the best ways to gain ROI (return on investment). First of all, we liaise with the employer and ask: Where would you spend the money if you could? Is it going to the tax man or is it going on your staff? Where on your staff would you invest? Where do you want to get better? From there, we can start to build a strategy, introducing employers to our large network of training providers and colleges who understand the benefit of providing a blended learning approach. Once a strategy is created, businesses will stop losing money from the Levy, which has already begun to happen from April 2019. We understand and appreciate that business leaders are very busy, making it difficult to find the time to plan a strategy. We are here to offer an educational piece; a truly impartial consultancy service where we can educate you as an employer, save a vast amount of time in research and development of what you can and can’t do with your levy contributions. We can then connect you with our network of education providers. We are working hard with employers to identify an apprenticeship levy strategy that will work in line with their business growth strategy. 'USE IT OR LOSE IT' Businesses should start looking at incorporating a levy strategy now before it is too late, because employers have already started to lose out on large sums of money. I would suggest reviewing exactly where you would like that money spent on existing staff – because it’s not just for new employees, it’s about upskilling your existing workforce. Making your workforces sharper, more productive, improving employee retention and addressing skills shortages – the apprenticeship levy can be used as a positive funding mechanism for growth. WHERE DO THE LOST LEVY FUNDS GO? No one truly knows exactly where those left-over funds are going – it’s meant to be for the SME market – the non-levy payers, but it’s still not clear. It’s going to be really interesting to see, within the next few months, to see how the landscape evolves, how things will change. CONTACT US For more information, get in touch with Addie Marks: 01384 446137,addie.marks@jonlee.co.uk. jonlee.co.uk/skills-consultancy

Our Chairman, Jonathan Lee, celebrated a milestone birthday at the weekend and marked the special occasion in true style, partying with members of the Jonathan Lee team. The surprise birthday bash, hosted at the exquisite Hogarths Stone Manor, was a fantastic event and everyone thoroughly enjoyed themselves! After months of careful planning, covert messages to the team and Gill’s (Jonathan’s PA) credible ‘bogus’ event (to get Jonathan to the venue), the surprise was almost scuppered when event organisers were nearly spotted during operation ‘get the birthday balloons’ on the morning of the event. The birthday boy was spotted within close proximity of the card shop… Luckily, with ninja-like moves and prompt ‘ducking behind the counter’, they dodged being caught with some very conspicuous bundles of 70th birthday balloons. Phew! And sure enough, Jonathan arrived at the venue, welcomed with a slightly unrehearsed ‘surprise’ and cheering from the team! Jonathan was summoned to the dance floor by the band playing ’Happy Birthday to you’ where Jon Blaze was waiting to present him with his cake, gift and gigantic card! Our very appreciative Chairman graciously accepted the gift and card, offering some touching words to the team – thanking them for their hard work and reiterating their importance as part of the Jonathan Lee Recruitment family. Next on the agenda was consuming the delicious hot buffet – the Indian cuisine and chilli were huge hits and provided the fuel needed to dance the night away! The exceptional Richard Harris and Co provided live music for the evening – filling the dancefloor from start to finish. Anyone who knows Jonathan will not be surprised to hear that he was first and last on the dancefloor, closely followed by our regular team of dancing enthusiasts – Kieron, Jodie and Sarah R to name but a few. But there was a definite highlight to the evening… and the credit goes to Lee, who ingeniously requested the Irish Rover. Richard Harris and band were luckily well versed in Irish folk songs, and for the remainder of the evening, the dancefloor was filled with interpretations of Irish jigs and reels, barn dance moves and ‘linking of arms’ a plenty! What a fabulous evening - Happy 70th Birthday Jonathan from all the team!

There is a recurring theme I encounter when speaking to my clients; economic uncertainty is increasing the pressure to reduce costs, with hirers considering all options before investing and growing their workforce. Recent findings from Santander’s Spring 2019 Trade Barometer support this, with many businesses scaling back on investment plans. The same report also highlights that attracting and retaining skilled staff also remains a significant worry for UK businesses, with 55% saying this will be one of the most important drivers of growth over the next three years. It leaves many employers in a conundrum; how do we balance the need to hire the requisite skill-sets vital for business growth against the risks associated with a permanent hire? Whilst many employers say they will invest if they can find the right person, they do not know how to improve their chances of hiring someone that will be successful and add value to them in the long term. There is a simple way that can help employers to test the water and build confidence in their hiring decisions. Temp to perm is a route that businesses should consider, particularly when the vacant role is critical to business success. Many employers regularly use contract or temporary staff to cover peaks in workload or for short to medium-term projects, but perhaps haven’t considered temp to perm as part of a wider talent acquisition strategy. The norm for a candidate going temp to perm is to firstly undertake the role for a short temporary period. Should all go well, the temporary position will turn into a permanent role at the end of the assigned period, normally no more than 3 months. If either party becomes unhappy during the temporary period, it is much easier to part ways and quickly terminate the contract. It is also likely that during the temporary period, the candidate will be paid via a third party which saves both the administration burden for the employer and reduces the employment costs (such as paid vacation, paid sick leave or other paid time off, pension, medical and dental benefits). In addition to this, there are a number of benefits to exploring temp to perm when employing new employees; Time saved: The right recruitment partner will have access to a broad network of relevant candidates, many of these can be available at short notice and are happy to work on a temp to perm basis Try before you buy: This route will enable you to see what a candidate can offer to the business prior to you making any long-term commitment. You will also be able to see how they fit with your business culture Commitment: The knowledge of there being a temp to perm opportunity is a good way of ensuring that a candidate will treat the period as a probation period and can often ensure greater commitment to the role Referencing: Candidates working on a temporary or contract basis will often come armed with references, speeding the turnaround of the recruitment process and removing the delay involved in obtaining references from previous employers AVoiding a recruitment freeze: Flexible resource is a great way to overcome short term business restrictions. If there is a hold on hiring permanent staff, it can give both HR and Line Managers the opportunity to benefit from the skills they need on a temporary basis ensuring business delivery is not compromised, whilst introducing and training a new team member before offering a permanent contract, once the freeze is lifted To make temp to perm hiring successful there are a few best practices employers should implement; Treat contract/temporary workers as part of the team and make introductions to key stakeholders/team members they will be interacting with on a regular basis. If the role is complex, it can be helpful to assign a mentor that a new temp to perm candidate can turn to for guidance and assistance Be clear about what the workers role and responsibilities will be and how they fit into the bigger picture. Set clear expectations about the quality and quantity of work. It is also important to provide the same training and resources as you would any other permanent member of staff to enable them to perform their duties to the best of their ability Spend time evaluating not only how the temp to perm perform assigned tasks but also how well they integrate with your existing team. Cultural fit is a critical component to long term success CONTACT US If you would like to learn more about the temp to perm route and how it could benefit your business, please don’t hesitate to get in touch with me on 01384 446115 or drop me an email.

As a commercial partner with The Confederation of British Metalforming (CBM), I recently had the pleasure of meeting some of the key team members of The CBM at their headquarters in West Bromwich and was able to share my knowledge about digital media; utilising social media platforms, including LinkedIn, to build an online presence, engage with stakeholders and ultimately gain more business. I have worked in the recruitment sector for over 20 years and within that time, the industry has transformed tremendously; the means by which we can communicate and engage with customers is vastly different. Digital media has always been a passion of mine, and the inception of social media in particular has opened a window of opportunity to not only communicate, but also build a following/presence to a global audience, where everyone can share opinions, advice and useful information. During my presentation I was able to share useful pointers including how to: Build a personal brand/profile on LinkedIn Design and utilise company pages on LinkedIn Use LinkedIn Groups as a business development tool Geraldine Bolton, Chief Executive of The CBM, attended and commented: “We are all fully aware of the importance of digital marketing, but it was fascinating to see how platforms such as LinkedIn can be optimised. “I would just like to say a big thank you to Mark for the informative social media training, it was excellent. Those who attended the training gained an in-depth insight into the power and potential of LinkedIn and we are raring to implement the strategies Mark discussed. Our partnership with Jonathan Lee Recruitment is very much valued at The CBM and we relish the opportunity to work collaboratively – which in turn helps us and our members.” About the Confederation of British MEtalforming (CBM) The Confederation of British Metalforming; CBM, is the UK's leading trade association for manufacturers of forgings, pressings, fasteners, cold rolled and sheet metal products. CBM members design and manufacture a wide array of components, fabrications and structures for global OEMs and their supply chains, who typically operate in the aerospace, automotive, rail, construction, defence, engineering, infrastructure, nuclear, offshore and white goods' sectors. The CBM helps its members identify strategic challenges and commercial opportunities, advises them on best practice and supply data and services to reduces their operational costs and increase their productivity. Find out more about The CBM visit their website: www.thecbm.co.uk Contact Us If you would like to discuss how I can help you utilise your social media platforms more effectively, including LinkedIn, to build an online presence, engage with stakeholders, and, ultimately gain more business, please call me on 01384 446117 or drop me an email.

The Apprenticeship Levy is not a Stealth Tax! The deadline for British business missing out on a collective £2.2 billion in contributions is here and it is now more critical than ever that industry understands how best to utilise the Apprenticeship Levy. Since April 2017, any company with an annual employee wage bill in excess of £3 million has been required to make monthly payments to the Apprenticeship Levy, an initiative launched by the government to encourage employers to invest in training. Only 9% of Levy Funds Accessed Figures revealed by the National Audit Office in March showed, UK employers had deposited £2.2 billion into the Levy in 2017-18, but a mere nine per cent of the total has been accessed and reinvested in staff training and development programmes. Businesses can draw the total value of their contributions to fund apprenticeship schemes through recognised training providers within two years of the payment dates; any money not accessed within that timescale is lost to the Exchequer so the first contributions will be forfeit from April 2019. Lack of Clarity Preventing Uptake We have spoken to a number of business leaders in recent months and the recurring theme is a lack of clarity and understanding of both the Apprenticeship Levy and apprenticeships in general. There is a widely held misconception that the Apprenticeship Levy is a stealth tax which offers no benefit to their business model, however, the monthly payments should be viewed as an opportunity to address skills shortages. The Levy provides a real opportunity for employers to drive business improvement by addressing skills shortages and improving retention of key staff which can have a significant positive impact on productivity and help the company grow. How the Apprencticeship Levy Addresses Skills Shortages In the majority of circumstances, Apprenticeship Levy funds can be used to finance all of the training needs of a business; not just those of entry level employees. Despite this, Jonathan Lee Skills Consultancy is discovering that many employers are spending vast amounts on commercial training whilst simultaneously paying six or seven figures sums into the Levy. Many businesses simply haven’t realised that spending can be offset against their levy contributions and are therefore essentially, paying for training twice. Perception of Apprenticeships Outdated The perception of apprenticeships is also outdated. The term ‘apprenticeship’ can be off-putting for employers. They perceive the new system to be heavily bureaucratic, to lack access to directly relevant accredited courses and to be available only to school leavers. Apprenticeship Levy funds can only be used on apprenticeships, but this terminology now covers a very wide spectrum of subjects, specialisms and levels, some of which are equivalent to a Masters degree. The Government is bringing out new frameworks and programmes on an almost daily basis and our role is to educate employers in understanding the new system and how to use it as a vital training resource. We also hear concerns from employers about the need for off-the-job training, fearing they will lose their staff for one day a week to college. That is also far from a reality under the scheme; learning can be delivered in the workplace or in virtual classrooms so impact on productivity can be minimal. Apprenticeships are no longer off-the-shelf commodities; content can be tailored to make courses directly relevant to both the individual and the business needs, giving employers far greater control. How wE can Help Many businesses simply do not have the time, resources or knowledge to turn their Apprenticeship Levy into a funding mechanism. If you would like to find out how to make your Apprenticeship Levy work for you, then get in touch with me on 01384 446137 or email me. READ MORE "Fiendishly Complex” Scheme Results in Apprenticeship Levy Underpayments Understand and unlock your Apprenticeship Levy in our latest blog post. Read more here. Apprenticeship Levy Myths Debunked We debunk some of the myths surrounding modern-day apprenticeships. Read more here.

Our second newsletter of 2019 is now available to download. JLR NewRecruitQ2-2019.pdf Size: 2.3 MB

This weekend’s Chinese Grand Prix marked an important milestone in the history of Formula 1 racing – celebrating the 1,000th Formula 1 World Championship race. Sunday’s Grand Prix in Shanghai saw reigning champion Lewis Hamilton take a comfortable win to hold on to the drivers championship lead, driving with Mercedes. Of course, modern day Formula 1 is a far cry from the first Grand Prix, which took place in May 1950 at Silverstone. Attracting drivers from Italy, France, Germany and the UK, the first Grand Prix title, and eventual first Drivers’ World Championship winner, was claimed by Italian racing legend Giuseppe Farina, driving an Alfa Romeo 158. The inaugural season in 1950 comprised of six Grand Prix races – all in Europe - count towards the drivers’ World Championship, plus the Indianapolis 500, compared with the 2019 Formula 1 calendar, which features 21 Grand Prix across five continents. Vast improvements to cars, tracks and arenas have seen the industry completely transform over the course of its almost 70-year history – however, the thrill for speed, the ambition to win and the rivalry to develop the most technically advanced engineering - has not changed! During our business’ 40-year history, we have had the pleasure of working with OEMs, tier 1, 2 and 3 suppliers and SMEs through to teams competing in FIA F1 motor racing, F2, F3, Le Mans, IndyCar, NASCAR, BTCC, DTMs, British GT Championship, WRC and WRX. It is an industry that demands the highest calibre of candidates in advanced engineering, powertrain, electronics and mechanical engineering – but it is a challenge that we relish being a part of. This is supported with our industry partnership with the Motorsport Industry Alliance (MIA). The MIA is the world's leading trade association for the motorsport, high performance engineering, services and tuning sectors. As an industry that is constantly having to deal with rapid development, it’s the MIA’s role to globally represent the specialised needs of their members. It is our ambition to continue supporting the motorsport industry and indeed MIA members to access the right level of expertise. We look forward to seeing how Formula 1 and the motorsport industry innovates and evolves over the next 70 years! View the latest motorsport jobs by clicking here. Photo credit: Giuseppe ''Nino'' Farina (1952 French GP)" by F1-history.

Industry 4.0 is here to stay. In the third episode of our podcast series we discuss how SMEs can diversify skillsets in their business to stay ahead of the game. Click here to listen to our third podcast. We’ve summarised the key takeaway points from the podcast below: ​ What is Industry 4.0? Originating from Germany, Industry 4.0 is now a global phenomenon that affects all UK business sectors. Ultimately is about big data; specifically, how you gather data, for example, using high spec sensors, to analyse a business’ key performance and make informed, strategic decisions, with an outcome that will improve manufacturing/operational effectiveness. Businesses have an awareness of Industry 4.0, but the level/depth of understanding varies. Our European counterparts are probably ahead, however, it is rapidly affecting UK businesses. Is it Difficult for Businesses to Find the Skills that they Need? What is Industry 4.0? Within the manufacturing and engineering industries there is a major skills shortage. Finding graduates who want to build a career within manufacturing and engineering is the first stumbling block. For SMEs, they are looking to see how they can upskill their workforce too. How can you Address these Skill Gaps? Help is out there –Jonathan Lee Recruitment can advise of their skill gaps are and how to fill those gaps. There are also many initiatives and third parties that are proactively helping businesses: We are key partners to The Future of British Manufacturing Initiative (FoBMI). The initiative, led by global 3D design and engineering software developers - Autodesk, engages and educates businesses about Industry 4.0, also known as the fourth industrial revolution (4IR). As partners to the initiative, we can help business leaders complete the FoBMI readiness assessment tool, which helps to analyse their own business, with the output of a personalized report. Make UK, the manufacturers organisation (formally known as EEF) are prominent in lobbying Government, for example most recently with Brexit, but also provide upskilling and practical help to their members and recently invested £10million in a new training facility in Birmingham. And what About Apprenticeships? The more individuals we have into apprenticeships, the better. It is important for industry to work closely with schools to make future generations aware of the opportunities available. We work voluntary as enterprise advisors with The Careers & Enterprise Company to promote the benefits of apprenticeships and the opportunities available locally to schools and school leavers. For example, making them aware of a tool making and a foundry focused apprenticeship centre; these are traditional skills that have been modernised and made an attractive career entry. For employers, there is a lack of knowledge surrounding the Apprenticeship Levy. Our advisory service, Jonathan Lee Skills Consultancy, is helping to remove the myths surrounding apprenticeships – whether levy payers or not. For example, many employers aren’t aware that apprenticeships can be gained within engineering and manufacturing, up to level 7 – the equivalent to a master’s qualification. Workforce of the Future It is critical that the workforce of tomorrow is willing to diversify, be flexible and learn new skills – this will require a cultural change. For businesses, we have found certain sectors acquiring talent and practices from alternative sectors. For example, the automotive sector is arguably the driving force behind some of the world’s best manufacturing practices. Where businesses are open minded, skill-sets can be very transferable from one sector to another, for example, the highly automated automotive and FMCG sectors. It’s about being open minded for the best talent.

The pressure on food and drink manufacturers to keep costs down whilst maintaining margins means that businesses need to innovate and adopt new technologies to stay competitive, however, Brexit uncertainty is putting pressure on new product development departments and the risk is that we may see the need to innovate being compromised to make quick cost savings. I have seen senior, permanent openings within new product development departments being replaced with interim managers instead of permanent hires. It is a very unusual situation and has become more prevalent as food processing and manufacturing businesses wait until Brexit uncertainty is resolved. The FMCG sector is more than familiar with the benefits of using interim managers and is within the top four sectors using interim executives according to the Institute of Interim Management’s 2018 annual survey, however, the current trend looks much more like a defensive strategy. From the candidate’s perspective, we are being approached by people who have never previously worked on an interim basis but who can see the benefits of going down that route for six months or more during the Brexit transition. Economic Uncertainty Businesses are acting with caution until Brexit negotiations are finalised and there is clarity on the new legal landscape for consumer goods. It is difficult to plan for the future – and that is especially true for businesses in food and drink and FMCG where the supply chains for major food and drinks manufacturers, consumer goods companies and supermarkets are tightly interwoven with the EU. Hiring experts on a short-term project basis suits business because it gives them more flexibility and reduced risk while allowing them to benefit from the skills and experience of the individuals. Many companies fear the cost of taking on interim managers and it is true that day rates are higher for experienced interims. Experience shows us however, that the actual cost of direct employment adds around two thirds on top of basic pay so comparing day rates with basic salary is not a fair measure. In fact, paying the right rate for the right individual can mean that projects are delivered in shorter time frames and more efficiently, ultimately saving the business money. While many candidates are now looking at the interim opportunities that are available, it is not for everyone. Expectations on interim managers are high and they need to be capable of making real impact on the business with almost immediate effect. On the other hand, there are people who perhaps are ready for their next career move but due to the economic uncertainty, have decided to batten down the hatches and stay put. It’s certainly an interesting time in recruitment. Industry Stockpiling It is no secret that UK manufacturers have been stockpiling while they await the outcome of the latest Brexit negotiations. A survey by the Food and Drink Federation has found that 68% of businesses have increased their stock holdings in case of a no-deal Brexit, while 78% of companies have deployed staff to work on preparations for a disorderly exit. While shelf-life considerations mean it is sometimes harder for a food manufacturer to take emergency stocking measures, many businesses have nevertheless ramped up production to unprecedented levels. This has inevitably led to new positions becoming available in production – but warned that the opposite may be true further down the line. Stockpiling is having an impact on the FMCG sector, certainly, particularly when it comes to distribution and logistics; haulage companies are much busier and need to be booked weeks in advance and warehouses are rapidly filling up. What it also means is that some time down the line, production levels will be reduced whilst stocks are cleared and at that point there will inevitably be an effect on staffing levels. Even in the best of scenarios, it could take months for things to get back to normal. It is this sort of upheaval and unusual practice which can lead to cashflow problems for businesses, particularly SMEs. Despite these short-term concerns, I am confident the food and drink and FMCG industries will continue to thrive. Regardless of what happens, people will still have to shop for food, so the sector will survive and recruitment will carry on. We’ve seen some outstanding candidates - who left FMCG to move into the automotive industry when that sector was thriving - come back now that the economy is less stable. That means this is a fantastic time for FMCG businesses, who are actively hiring, to bring in top talent - whether it is on a permanent or interim basis. Get in Touch For more information, call me on 01384 446138 or email me.

Innovative electrification companies have no option other than to bring in people with transferable skills. We have found time and again that the marketplace cannot offer enough candidates with direct, relevant sector experience because the industry is still in its infancy. This is heightened by a chronic skills shortage across UK engineering and manufacturing, which means employers must think creatively to attain the skills they need to grow their business. Electrification is an area of rapid growth, with UK energy targets to decarbonise driving the adoption of electric vehicles (EV) and having far-reaching implications for energy infrastructure. The UK currently has over 16,000 public charging points, and the government has established a £400m fund to finance a much needed expansion of the network, if targets outlined in Road to Zero Government strategy are to be met. This planned network overhaul presents an exciting employment opportunity, as well as the chance to upskill the existing workforce. Electrical engineering university courses specialising in renewables have become common place in the UK over the past few years, however, businesses are having to tap into parallel sectors to attain experienced power electrical/electronics engineers, design engineers, project managers and commercial managers to bridge the immediate skills gap. There is a clear lack of people with like-for-like experience and a significant number of businesses are finding it hard to recruit the right skill-set and experience. The majority of potential employees are already in work and not actively seeking a change of role. Employers need to be flexible, creative and proactive in their approach to attracting the talent they need to fill business critical roles. In the short to medium-term, at least, it will be vital to utilise candidates with these transferable skills. It is the only way businesses will be able to grow. I have seen first-hand successful examples of people transferring from traditional energy spheres into electrification. Some businesses will naturally be cautious about transferable skills, but we have seen people from utilities and power move into EV charging – an area of huge growth – and they have performed fantastically well. Similarly, people with traditional automotive design skills are often suited to other product design roles. While many sectors face uncertainty in post Brexit Britain, electrification is bucking the trend with robust government backing and capital investment facilitating growth. Even traditional petroleum companies have acquired electric charging network businesses in a bid to safeguard their futures as demand for cleaner vehicles soars, with BP acquiring Chargemaster last year and Shell NewMotion in 2017. Electrification has a sustainable future, and employers can leverage its stability to attract highly-skilled people. The industry is also at the early stages of adoption, making it an exciting time to be a part of; it’s not hard to sell a move into the industry for those wanting a new challenge, involvement in special projects and the opportunity to innovate in unmanned territory. The UK may not be a forerunner in EV adoption, but there is a comprehensive strategy in place and multiple start-up companies emerging. This all means there will be some exciting opportunities on offer – and a genuine chance for people to think about how their existing skills could be used to branch out into other sectors. We provide contract, interim and permanent recruitment solutions covering the full project lifecycle within five dedicated areas: electrification, renewable energy, water, power and nuclear. GET IN TOUCH For more information, call me on 01384 446154 or email me.

The number of organisations being pursued for Apprenticeship Levy underpayment has more than doubled in a year, highlighting the wider problems that are affecting the Levy’s overall effectiveness since its introduction in 2017. Figures obtained by accountancy group UHY Hacker Young show that 84 investigations were carried out in 2018-19 collecting an additional £6.2m, compared to 33 investigations in 2017-18. The 155% rise in investigations into Apprenticeship Levy underpayment, we believe, boils down to a lack of clarity and understanding. An increasing number of employers are finding the levy scheme difficult to navigate, and as a result, are miscalculating the amounts due, which is leaving them at risk of incurring significant fines from HMRC. There has been very little accessible advice or guidance for employers regarding the Apprenticeship Levy and many see the levy as another ‘stealth tax’, which fails to bridge the skills-gap. We’re discovering that many employers are spending vast amounts on commercial training while simultaneously paying six or seven figure sums into the levy. Many businesses simply haven’t realised that spending can be offset against their levy contributions and are essentially paying for training twice. Partner at UHY Hacker Young, Clive Gawthorpe, said the high number of investigations being launched by HMRC highlights the wider problems that are affecting the Apprenticeship Levy’s overall effectiveness, describing the scheme as “fiendishly complex”. The rise in the number of investigations suggests that HMRC is now widening its net after initially focusing on larger businesses where the value of underpayments was likely to have been higher. Understanding the Levy Since April 2017, any company with an annual payroll in excess of £3 million has been required to make monthly payments to the Apprenticeship Levy; an initiative launched by the government to encourage employers to invest in training. Unfortunately, there has been very little accessible advice or guidance for employers and many see the levy as another ‘stealth tax’ which fails to bridge the skills-gap. Figures revealed by the National Audit Office in March show that despite UK employers having deposited £2.2 billion into the Levy in 2017-18, only 9% of the total has been accessed and reinvested in staff training and development programmes. The scheme is part of the government’s strategy to boost productivity and aims to develop vocational skills by increasing the quality and quantity of apprenticeships offered by employers. Businesses can withdraw the total value of their contributions to fund apprenticeship schemes through recognised training providers within two years of the payment dates; any money not accessed within that timescale is lost to the Exchequer with the first contributions becoming forfeit from April 2019. That means businesses will start to lose money in just a matter of weeks and do not appear to be taking action. Unlocking the Levy Jonathan Lee Skills Consultancy makes it simple for clients to utilise Apprenticeship Levy funds to address skills gaps and improve employee retention, thus driving productivity and growth, all while putting money back on the bottom line. To find out more click here. Get in Touch If you would like to find out how to make your Apprenticeship Levy work for you, get in touch. Read More Take a Fresh Look at Apprenticeships Want to make the most out of your Apprenticeship Levy contributions? Find out how here. Apprenticeship Levy Myths Debunked We debunk some of the myths surrounding modern-day apprenticeships. Read more here.

It is suggested that by next year more than 50% of the workforce will be Millennials - people born between 1980 and 2000. So, what do employers need to do to not only attract but also retain the very best young talent? Click here to listen to the podcast episode now. COMPETITION TIME ***Remember to enter our competition to win gift vouchers for you and a colleague – simply visit our LinkedIn page to enter.*** Terms and conditions apply. If you haven’t got time to listen to the podcast, key takeaway points from the podcast are summarised below: Understand the Who and Why of Millennials Millennials often get bad press. It is important to consider the key factors that have influenced their development, growing up in a particularly turbulent social, political and economical environment. Technology is at forefront of their lives – Google, social media and other digital platforms have made millennials resourceful; a generation that automatically and autonomously look for information to solve problems via digital channels. Millennials are confident and socially able within their own peer groups and in the online world. In more traditional work environments, they can be less adept at effective communication. ​Attracting and REtaining Millennial Talent Businesses are frustrated that they are investing time and energy into millennials, only for them to move jobs after two or three years. However, this seems to be the natural way of gaining career development to this generation. It is important to think differently. Re-evaluate your recruitment processes and consider how to adapt to millennials mind-set to engage, reward and ultimately retain talented individuals. For example, our experience shows that salary is more important to millennials than a pension or other benefits schemes. Could paying off student loans be included into your reward schemes? Would you consider accommodating someone who wants to travel by giving a 12 month sabbatical, meaning you retain talent for the long-term benefit of the business? Work-life balance is important; flexible working and hot desking are working practices that millennials enjoy and embrace. Starting work at 11am is not out of the ordinary in the creative digital industries (if they’ve been gaming until the early hours, for example). This generation wants stimulus and development. To avoid millennials looking elsewhere for perceived quick career progression, employers need to demonstrate a developmental career path, make them feel involved and engaged. Brand awareness is important, use social tools and be CSR conscious – giving back to the community. ​​​ Top Tips for Businesses Link your people back to the business strategy and thus the long-term profitability of the business. Take advantage of these digital natives during the digital transformation that's happening as part of Industry 4.0 Make the role an opportunity – not just a job. Offer them options to take part in independent work, challenge them by giving them ownership of a project, let them develop skills by integrating with the rest of the workforce.

We’ve all seen the news... the internal combustion engine is dead; the future is electric! We live in exciting times as far as automotive propulsion is concerned, it used to be that the choice was either gasoline or diesel (some limited LPG/CNG). Just a few years later and there is a much wider choice; including cryo-engines, clean 2-stroke, clean diesel, fuel-cells, hydrogen as a fuel, even compressed air engines. Some of these technologies clearly have a place in specific applications but the big investments are being made in electric vehicles. We’ve all read the news, or know someone with one, so it seems a foregone conclusion that the future is electric right? Well maybe, but it’s not that simple. Many people do not realise there is a choice of electric architecture or agree on the best path to take for the future. So let's take an armchair view of what ‘electric car’ means by exploring the different architectures competing for the pound in your pocket. Mild HybridS These vehicles have been mainstream for several years. The vehicle uses a conventionally sized internal combustion engine (ICE) but replaces the starter motor & alternator with one unit – an ISG (integrated starter generator). These vehicles have no means of electric propulsion, the engine always drives the wheels. However, when stationary the ISG allows the engine to be turned on and off again quickly without the use of the ignition key. When in the off position the vehicle is using no fuel and producing no emissions. This means that average fuel consumption and average emissions are decreased when a homologation driving cycle is run. The frequent stop/start system can cause batteries to discharge quicker and so some form of regenerative braking is usually employed to convert wasted kinetic energy into useful stored battery power. Advantages: Conventional technology, limited change in architecture needed, inexpensive solution, some improvement in emissions and fuel economy. Disadvantages: Stop/start can be confusing at first, improvements in economy and emissions are limited and sceptics argue benefits are negligible in real-world driving. Parallel Hybrid (Self Charging) These vehicles have a conventional (usually gasoline) ICE plus an electric motor. Both the motor and engine can drive the wheels either separately or together. When pulling away, electric power only is used until the vehicle reaches approximately 20mph. Thereafter the ICE provides all of the propulsion and in addition charges the battery (regenerative braking is usually employed too). Under full load, the electric motor kicks in and provides additional power alongside the gasoline engine. An example of this technology being applied is the Toyota Prius. Advantages: True electric vehicle in that electric power does propel the vehicle under certain conditions, no need to manually charge the vehicle, no range anxiety, offers greater fuel economy, performance and lower emissions. Disadvantages: If used on shorter runs the battery never charges, as such it is propelled exclusively by the ICE. With the additional weight of the electric motor and engine, fuel economy and performance are reduced if in this mode. More costly to produce and more likely to fail due to ICE and electric motor. PARALLEL HYBRID (Plug-in phev) Propulsion architecture is the same as above, but the battery is replenished by plugging into a charger. With the ability to charge the vehicle, it can run for longer on electric power thus improving economy and emissions further. Examples of this technology being applied is the Mitsubishi Outlander PHEV. Advantages: Increased fuel efficiency, lower emissions, longer all electric range and thus cost/mile of motoring reduced. Disadvantages: Overall 'greenness' of using and ICE and e-motor is questionable; recyclability an issue as battery packs need more frequent changing, extra strain on national grid, no standardised charger, extra infra structure required. Range ExtenDED Hybrid Range extended hybrids have both an electric motor and small displacement ICE (500-700cc), but only the electric motor is connected to the wheels meaning all propulsion is electric. The ICE is used solely as a generator to charge the battery and as such can be optimised for this duty cycle (i.e. minimal changes in load/speed). This solution is really for those users where range anxiety is an issue. An examples of this technology being implemented is the BMW i3 range extender. Advantages: Reduced running cost per mile, high performance from electric motors, range anxiety reduced as engine can charge the battery, reduced weight compared to parallel system. Fuel economy and emissions can be zero depending how driven. Disadvantages: More complex and costly to produce than full electric; more a psychological fix than an ideal technical solution. Battery Electric Vehicle These vehicles have only an electric motor for propulsion– there is no ICE engine. As such they must be plugged-in to charge. These are pure all electric vehicles. Batteries are usually built as structural members, closely packed and fitted wherever there is space (usually floor to reduce centre of mass and thus vehicle handling). Examples of this technology include Tesla. Advantages: Zero emissions, lowest running costs, exhilarating performance, simple compared to ICE and thus price will fall with economies of scale, no local pollution. Disadvantages: Range is limited to 150-200 miles in good conditions, require owner to have charging point, long time to charge, pollution moved to power stations, investment in infra structure required, recyclability, battery flammability, architecture of vehicle significantly changed to reduce weight/improve dynamics. ​The Future of battery It seems most investment is going into pure BEV although several Japanese manufacturers see self-charging or PHEV as the winning solution. Regardless the race is on to increase range and decrease charging times. Here are a few changes we may see on battery vehicles of the future: More intelligent use of power: New heating/cooling technologies for HVAC, greener driving modes, intelligent connectivity that builds in charging stops (or reserves charging) into satnav. Solar cells (PV) cannot capture enough sunlight to propel a vehicle (at the moment) but could potentially be used to power ancillary systems and provide a trickle charge. Connected autonomous vehicles: The connected and self-driving car – if a car can navigate and drive itself, it can drive itself to local communal charging points while the owner is sleeping. Charging: Batteries that can accept a higher charge rate and an infrastructure than can deliver more power per hour, use of inductive charging, standardised plugs. Improved battery chemistry: Current lithium battery technology uses a 'slush' electrolyte, this is flammable and uses cobalt which is toxic. Improvements in battery technology include solid state, low cobalt electrolytes with ion carrying capability on par with slush. These will allow more tightly packed cells and thus overall higher energy densities and improved flammability safety. Chemists are also looking at sodium or even magnesium-based cells. ​WHAT ABOUT OTHER TECHNOLOGIES? Even with the improvements in battery technology, they will still have inherent disadvantages – time to charge, range, safety, additional infra structure. So are there any alternatives? Fuel cells: The use of electrolysis to combine oxygen (from air) and hydrogen (stored on vehicle) have been talked about since the 1950’s. They produce no noxious emissions and can be refilled like a traditional gasoline car and so surely this is the future? On paper they offer a lot, but in reality there are the following challenges to overcome – hydrogen infrastructure does not exist (volume production, storage and distribution), safety of storing hydrogen, reliability and durability are much lower than ICE. Very little R&D investment is going into fuel cells for cars (Hyundai excepted) and no government legislation has been shaped to hasten adoption. Its seems therefore that hydrogen is a dead end...or is it? Hydrogen as a fuel. Hydrogen is the most abundant element in the universe, has a higher energy density that gasoline or diesel and burning it as a fuel can be done in a modified ICE with no carbon pollutants (NOx may still be an issue). Furthermore, some vehicle by their nature eg PSVs, have duty cycles very unfavourable to current battery technologies (frequent stopping/starting, large volumes to heat, pressure to minimise down time. The challenges of hydrogen distribution and storage still remain, but some manufacturers are actively researching workable hydrogen fuel engines. So, there you have it! The future is electric we’re told. Unless it’s hybrid...or then again... is it hydrogen? Join the debate and let me know what you think.

Last week, we launched our podcast channel, The Skills Connection, exploring staffing, hiring and future skills within the engineering, manufacturing and technical sectors. In the first of our podcasts, we discuss Industry 4.0 and what it actually means for SMEs, the Future of British Manufacturing Initiative and how its Digital Catalyst programme can make a significant difference to the long-term success of a business. The first episode of our podcast is available to listen to by clicking here. Competition Time ***Remember to enter our competition to win gift vouchers for you and a colleague – simply visit our LinkedIn page to enter.*** Terms and conditions apply. If you haven’t got time to listen to the podcast, key takeaway points from the podcast are summarised below: What Does Industry 4.0 Mean to Businesses? There are a number of constituent parts to industry 4.0 that inter-connect within manufacturing and engineering. It often begins with the gathering and use of ‘big data’, connective technology (in the Internet of Things, IoT) with cloud computing being the enabler. The third industrial revolution centered around automation while the fourth industrial revolution has moved to intelligent manufacturing. The fundamental elements of Industry 4.0, which include the integration of digital design, augmented reality, virtual reality or simulation, autonomous robots, additive manufacturing and flexible manufacturing routines, system integration – machines talking to machines, cobots, have advanced at an astonishing rate and we do not know what these tools may look like in five years’ time. How Prepared are SMEs for Industry 4.0? There are many SMEs embracing Industry 4.0. For those not embracing or investing, it’s most certainly happening around them. We are seeing larger companies, which the SMEs may supply to, are placing higher demands on their supply chains - for example, with the expectation to be able to customise orders (mass customisation) – and for that reason, SMEs are having to react and embrace new technologies. While customer demand is forcing some SMEs to adopt disruptive technologies, many other SMEs are being proactive to make improvements to their business and gain a competitive advantage. SMEs are realising that productivity improvements can be made by implementing connective technology, for example, by analysing real-time data captured from the manufacturing process, to make informed decisions that will improve processes and ultimately profitability. What ADvice is out There for Businesses? We can help! Many of our consultants have worked in industry and can combine their industry knowledge and understanding of the skill-sets/people available to help. When we talk to businesses, we already possess an in-depth knowledge their sector, so when we listen to a business’ individual circumstances, we can probe that bit deeper to see what lies below the surface to advice the skills they need now and for the future to accomplish their growth and development plans. The Future of British Manufacturing Initiative (FoBMI) The initiative is led and developed by Autodesk and we are one of the key partners and we bring our expertise in recruitment and future to the initiative. A key element of FoBMI is the online readiness assessment tool. The assessment takes 15-20 minutes to complete, it’s free of charge and at the end, participants receive a report to see where their strengths and weaknesses lie in readiness for the fourth industrial revolution (4IR). Information available to businesses is very generic with regards to industry 4.0. The readiness assessment tool provides answers that are specific to your business. Businesses want to understand how they, individually, can become more effective in productivity, future technology, OEE and ultimately their profitability – and this tool allows just that. FoBMI Digital Catalyst Programme Today’s graduates are digital natives and can offer a different skill-set/mind-set, providing a ‘fresh pair of eyes’ to a process or problem. FoBMI’s Digital Catalyst Programme works with leading design and engineering universities in the UK to provide members of the initiative with a student expert under a 'work experience' program to act as a “digital catalyst” to tackle a problem or project. The Digital Catalyst Programme is free to any British design or manufacturing SME – simply take the online readiness assessment tool to begin the process. There are many case studies available to see how it has worked for businesses, visit https://www.autodesk.co.uk/futureofbritishmanufacturing/case-studies to find out more.

Last week, the valiant team members of Jonathan Lee Recruitment took part in a charity netball match against Eyespace Eyewear. Playing at Crystal Leisure Centre, Stourbridge, both teams participated to help raise money for Comic Relief. Thank you to Helen Bowen and Dudley Council for allowing us to donate the cost of the court to charity. We last played Eyespace Eyewear four years ago in a close tie that saw Eyespace eventually win 23-20. Following our previous defeat we knew it was going to be competitive match but we were determined to win this time around! Netball = Unfathomably Complex, Complicated Rules Like with every other time we've played netball, the same old questions were heard; "Where can I go? What do I do? How do you pivot? What do you mean I can’t go in that area?!" With Eyespace winning first centre, the game began with equal amounts of confusion, competitiveness and chaos. It would be kind to describe the JL team as rusty at the start, however by mid-way through the first quarter everyone seemed to know where they could go - the passes started to flow and we took advantage, taking the opening goal. Towards the end of the first quarter, the whole of our team seemed to click into gear and we were ‘smoking’ (or gasping for air!). Nevertheless, we built on our strong start and by the end of the first quarter we led by four goals to one. And then, bam! JL’s steady first quarter performance was stumped by Eyespace’s tactical substitutions. By tactical, we mean three or four fresh-faced, pro-netballers entered the court. It left the remainder of the match pretty tough – we were closely matched and battling until the bitter end! Introducing the Dream Team Starting from defence; Kevin (GK) can only be described as the Sergio Ramos of netball. He just could NOT get his head around the one metre rule: *Fouls*. “I didn’t know I was fouling”. *Fouls*. “What? Was that a foul?!” *Fouls again*. “What distance do I need to leave?” *Fouls AGAIN*. However, you could not deny either his level of effort or his knack for putting off their shooters with his best imitation of an air traffic controller bringing planes in to land! Jenny (GD) and our captain, Jonathan (WD), were probably the most competitive (and vocal) players in the team, getting stuck in Jordan Henderson and Aaron Ramsey-style. Chloe (C and GD) – the interception queen, with height on her side and an innate ability of being in the right place at the right time – preventing Eyespace from shooting on several occasions. Me (C, WD) – Prior to the match, the team were reassured that at least one of us (me) knew the rules of the game; keeping close control of the game as referee for the first quarter, before being subbed on to play. My happy memories of playing netball at school and college were soon forgotten and that rose-tinted nostalgia was quickly replaced with a rose-tinted (bright pink!) face whilst I ran around like a headless chicken, trying to keep up with the fast paced game. On the attack we had the trick trio; Mark (GS, GA), Nick (GS, GA) and Kieron (WA). Picture if you will the world’s best attacking sporting teams, just like Liverpool FC’s Salah, Mané and Firmino (*disclaimer, this blog may contain some slight exaggerations). Between the three of them, they soon found their rhythm, showing off a remarkable array of trick shots and lightning-quick movement which had them running circles around Eyespace Eyewear's defence. And it’s just as well because Eyespace were hot on our heels, with the goal difference depleting as we approached a tense final quarter. Can We Hold on for a Win? Going into the fourth and final quarter, we were still ahead, 17 goals to 15, however, Eyespace were quickly closing the gap. They took the lead 22-21 going into the last few minutes, but a brilliant interception from Chloe followed by a display of some silky skills from the trick-trio, Nick scored a last minute blinder to make the final score an honourable draw; 22-22. Whilst is was not quite the triumphant end we were hoping for, it really was a lot of fun and a good effort all round. What a great way to raise money for a very worthy cause! Thank you Jenny for organising the match, Andrea for letting us borrow the bibs and ball, and of course thank you to Eyespace and everyone that participated/donated. A special mention also goes to Mary for supporting the team and taking photos and Matt for the superb umpiring. To find out more about Comic Relief, visit their website click here.

We are thrilled to announce the launch of our brand-new podcast channel; The Skills Connection. Our podcasts will explore some of the major issues around staffing, hiring and future skills within the engineering, manufacturing and technical sectors. ​To kick off the launch we have three episodes available: Episode 1: future of british manufacturing initiative (fobmi) and digital catalyst ​What does Industry 4.0 actually mean? How can businesses get involved with the Future of British Manufacturing Initiative (FoBMI)? How can FoBMI Digital Catalyst programme can make a significant difference to the long-term success of a business? Episode 2: future skills and millennials: accessing future generations of talent It is suggested that by next year more than 50% of the workforce will be Millennials (people born between 1980 and 2000). So, what do employers need to do to not only attract but also retain the very best young talent? Episode 3: SMEs diversifying and future-proofing skill-sets Are you Industry 4.0 skills ready? How can SMEs diversify skill-sets to meet the requirements of Industry 4.0 in their business and stay ahead of the game? All three episodes of our podcast are available to listen to by clicking here.

We were delighted to recently exhibit at and attend Make UK’s National Manufacturing Conference and Dinner. The event signified the start of a new chapter in the history of The Manufacturers’ Association, EEF, unveiling a re-brand to ‘Make UK’ in a move that reflects the change and evolution of the sector. At a time when the country and the industrial sector face an unparalleled set of challenges and opportunities – including Brexit, digitalisation, automation, artificial intelligence and the emergence of new markets – “it was time for us to adopt a modern name designed to reflect the world-class innovation undertaken by our member companies across the whole of the country.” said Make UK CEO, Stephen Phipson. Key Topics Within Manufacturing I attended the conference and dinner along with Jonathan Lee and David Woakes, at the QEII Centre, London, which attracted over 800 of the UK’s most influential manufacturing and political leaders to discuss the key topics: How do we establish our competitive advantage in this fast-changing, globalised world? How do we prepare ourselves for international marketplace of the 21st Century? Skills Remain Critical As Make UK’s Advantages Partner for recruitment services, it was refreshing to hear the Chancellor of the Exchequer, Philip Hammond MP, emphasise the importance of investment in skills during his dinner speech. “Making sure you have the right people to make your business grow is critical.” The Chancellor highlighted Government’s £500 million a year investment in T-level vocational training, £100 million into the new National Retraining Scheme, to make sure that British workers can face the challenge of technological change, and commitment to deliver 3 million high quality apprenticeships in this Parliament through the Apprenticeship Levy - all collectively reasserting the importance of technical education. As well as supporting future skills, Mr Hammond reiterated his commitment to investing in new technologies and innovation, modernising our roads and railways, cutting taxes for workers and for the businesses that employ them, along with reducing energy costs and carbon footprint as outlined in the Modern Industrial Strategy. Make UK's Recruitment Advantages Partner Make UK is a proactive organisation that we are proud to partner with in supporting British manufacturers. We work closely with Make UK as Recruitment Advantages Partner to provide expert resourcing solutions to members who may be struggling to recruit skilled individuals to assist in digital transformation or because of the ongoing skills shortage. Over the course of the partnership, we have successfully placed candidates in permanent, contract and interim positions from shop floor technicians, technical and commercial specialists to mid-level management and executive appointments. To find out more about Make UK click here.

Beyoncé may think that girls can run the world - her message of empowerment, that with work hard you can achieve your goals, is most relevant today as we celebrate International Women’s Day 2019 (8 March); a day that applauds the social, economic, cultural and political achievements of women - also marking a call to action for accelerating gender parity. This year’s campaign theme is #BalanceforBetter, which asks; how can you help to forge a more gender-balanced world? We live in an era of skills shortages, but also widespread technological disruption and opportunity to gain global competitive advantage through Industry 4.0 adoption. At a time where innovation means survival, it is more important than ever to ensure that all members of the workforce are given a fair opportunity to excel and achieve their potential. Equal opportunity = business sense Collectively, we can all play our part - this is not a women’s issue, it is a business issue and it makes business sense to enable innovation. With this in mind, Getting to Equal 2019, research published by Accenture, reports that the mindset for innovation is nearly five times higher for employees working in a business with a robust culture of equality - where everyone can advance and thrive. In a culture of equality, the strongest factors underpinning innovation relate to empowering employees; this can be done through means of providing relevant skills training, flexible working arrangements, and respecting work-life balance, according to Accenture. returnships Alongside having the right culture to flourish, businesses should also consider returnships. The Government launched career break return programmes in March 2019, pledging £5million to support businesses. Returnships help experienced professionals who have taken a long career break to get back up to speed and find roles at mid to senior level. The ONS report that of the adults that are economically inactive because they are looking after children, elderly or sick relatives, 88.7% are women – that’s 1.9million women. Returner programmes create access to an extra pool of people who either have the right skills or could easily be re-trained. Returnships have been available in the US for over a decade and have been found to be particularly valuable within the fast-moving tech sector. Popularity is slowly increasing in the UK with 37 returnship programmes being available in the UK according to data from Women Returners. future skills campaign We have a team at Jonathan Lee Recruitment advocating women in engineering and indeed the workplace; attending events and working in conjunction with our #FutureSkills programme to support women throughout our recruitment process. The team consists of (see photo, left to right): Kate Barnard, Lisa Osborne, Jessica Williams, Katharine Bignell, Ruth Lampitt, Georgia Silk, Sarah Davies, Lois Weston, Katherine Garratt and Mary O’Brien, alongside Jenny Morrison, Teresa Anderson, Jayne Wogan and Claire Male. We pledge to support and inspire women to achieve their potential; both within our own business, and also in supporting our candidates. At Jonathan Lee Recruitment we are committed to supporting equality and diversity throughout the recruitment process; from start to finish. So today, let’s celebrate women's achievements, raise awareness against bias and take action for equality. For more information about International Women’s Day 2019 visit internationalwomensday.com.

I am always eager to learn about the latest innovations in the powertrain industry and last week I was delighted to attend the Future Powertrain Conference (#FPC2019). The Future Powertrain Conference (FPC2019), an annual two-day UK event, brings together industry and academic experts within the powertrain research and development fields. During the event attendees are encouraged to debate the challenges faced by the engineering industry in the UK and internationally over the next ten years. With multiple pressures to meet ever tighter global emission regulations, the need to develop and implement new technology is increasing. To help strengthen the UK’s engineering community and to meet this challenge, FPC2019 helps bridge the gap between scientists and engineers from the UK’s leading academic institutions and industry. The conference was well-attended and well-organised, with presentations, seminars and discussions being led by a number of key industry figures including: exhibitor highlights Continental Engineering Services, CES, (Zytek) It was great to catch up with CES and hear about their electrification products, which are becoming smaller, higher-performing and more integrated. The Institute of Advanced Automotive Propulsion Systems (IAAPS), Bath University The university’s IAAPS will open in 2020. The industry focused R&I hub will support and accelerate the development of future generations of ultra-low and zero emission vehicles, through state-of-the-art test and research facilities. seminar HIGHLIGHTS Power Electronics & Electrical Machines Dr. Malte Jaensch, Head of Electric Drivetrain at Porsche Engineering Seminar: “Cooling Concepts of High-Power Electric Machines” Andy Birnie Systems & Applications Manager, Automotive Microcontrollers at NXP Seminar: “Electrification Drives New Demand in Microcontrollers” From attending these seminars, it is clear that in all areas electric powertrain technology is being scaled up for higher volume production. In addition, increased performance is being achieved in higher power density packages with many novel system architectures being on show. Throughout the day I was able to catch up with key clients and it was really promising to hear about all their ambitious growth plans for the next 18 months. There are certainly some exciting and significant new collaborations within the industry. The powertrain industry is a fast-moving technology sector with electrification continuing to be at the top of the agenda. In addition, the topic of connected and autonomous vehicles has the potential to revolutionise the entire automotive industry, which will obviously affect the drive cycles of powertrains. The skills shortage remains a significant challenge to growth for many of the attendees’ and it is critical that employers consider how to maximise employee skills and potential. electrified powertrain engineering experts Jonathan Lee Recruitment specialises in supplying the increasing range of skills required to deliver the future of electrification. Including Embedded Software, Functional Safety, Specialist Transmission Power Electronics, Machines and Drives Engineers. get in touch If you would like to discuss how I can put you in touch with some highly skilled and sought-after Powertrain Engineers call me on 01384 446146 or email me. ​looking for your next challenge? We have specialist powertrain engineering vacancies for highly-skilled, versatile and enthusiastic individuals. Browse the latest jobs here.

When most people think of apprenticeships they think of teenage bricklayers or school-leaving mechanics. While those trades are important, in demand and offer great careers, apprenticeships are about far more than that – and can be real assets to any business. This week is National Apprenticeship Week which has given my colleague Colin Reeves and I the ideal opportunity to talk more widely about how Jonathan Lee Skills Consultancy can help businesses make the most of their Apprenticeship Levy contributions. Since April 2017, any company with an annual employee wage bill in excess of £3 million has been required to make monthly payments to the Apprenticeship Levy, an initiative launched by the government to encourage employers to invest in training. In reality though, many businesses have just thought of the levy as a stealth tax - another money-making scheme from Whitehall. Figures revealed by the National Audit Office in March show that UK employers deposited £2.2 billion into the Levy in 2017-18, but only 9% of the total has been accessed and reinvested in staff training and development programmes. Businesses can withdraw the total value of their contributions to fund apprenticeship schemes through recognised training providers within two years of the payment dates; any money not accessed within that timescale is lost to the Exchequer with the first contributions becoming forfeit from April 2019. That means businesses will start to lose money in just a matter of weeks and do not appear to be taking action. But why is this? We think it boils down to a lack of clarity and understanding. The levy is a funding mechanism by which employers can drive business improvement, address skills shortages and improve retention of key staff - all of which can have a significant, positive impact on productivity and help a company grow. What's more, in the majority of circumstances, Apprenticeship Levy funds can be used to finance all of the training needs of a business, not just those of entry level employees. Despite this, Jonathan Lee Skills Consultancy is discovering that many employers are spending vast amounts on commercial training while simultaneously paying six or seven figure sums into the levy. Many businesses simply haven’t realised that spending can be offset against their levy contributions and are essentially paying for training twice. Apprenticeship Levy funds can only be used on apprenticeships, but this terminology now covers a very wide spectrum of subjects, specialisms and levels, some of which are equivalent to a Master's degree. The Government is bringing out new frameworks and programmes on an almost daily basis and our role is to help employers understand the new system and how to use it as a vital training tool. We also hear concerns from employers about the requirement of off-the-job training, fearing that they will lose their staff for one day a week to college. That is also far from a reality under the scheme; learning can be delivered in the workplace or in virtual classrooms so the immediate impact on productivity is minimal. In fact, apprenticeships are no longer off-the-shelf commodities. Content can be tailored to make courses directly relevant to both the individual and the business needs, giving employers far greater control. So our message to businesses this National Apprenticeship Week is this: Think about the Apprenticeship Levy and how it can benefit you and your staff. Use the money you have already invested to give your people the training and development they need. The scheme is likely much more flexible than you think. Contact me or Colin for information on how Jonathan Lee Skills Consultancy can help.

Jonathan Lee Recruitment is building on its heritage of providing high calibre professionals to the energy sector with a new, strategic focus and team revamp, led by Lee Elwell as Principal Consultant. Formally named power generation, the new energy division has been created as a direct response to the significant demand and changes taking place in the UK energy sector, with many businesses seeking engineering, technology and digital skill-sets in order to quickly adapt to the dynamic market conditions. Lee has specialised in energy recruitment at Jonathan Lee Recruitment over the past five years and within that time has built a deep understanding of the sector, forming long-term relationships with businesses and candidates alike. To further strengthen the team, Rob Johnson, Consultant (left), has been appointed, joining Lee (middle), whilst complementing our established asset management division, headed by Les Hines – Associate Director (right). The new energy divison will focus on five core areas; electrification and infrastructure, renewable energy, water, power generation and nuclear, covering the entire project lifecycle. Lee explains: “There are significant changes taking place in the UK energy sector. UK energy targets to decarbonise, low commodity prices, the emergence of disruptive technology such as cloud and robotics combined with complex regulation and policy changes make it a challenging environment. “It is an exciting time for the industry. We are working with a number of innovative start-ups and new entrants who are developing novel ideas and products - and really shaking up the energy sector. “The development of electric vehicles (EV), in particular, is having far-reaching implications for UK energy infrastructure. Technology is evolving rapidly and in order to achieve the expansion goals for recharging/green infrastructure, highly skilled programme managers, project engineers, design & development engineers and software & controls professionals are required. “I am thrilled to welcome Rob to the team – he brings a wealth of experience in sourcing engineering, manufacturing and commercial professionals across the energy sectors. I wish him the best of luck in his new role.” To find out more about the energy division and to view the latest jobs click here.

Our first newsletter of 2019 is now available to download. JL Newsletter Q1 2019.pdf Size: 2.62 MB

2018 was a great year for fundraising at Jonathan Lee Recruitment, we baked, we played netball, we ran, we donned our jingle bells, tinsel and elf hats for Christmas Jumper Day and put in a "gouda" effort to create several homemade cheesy nibbles for Midland Air Ambulance's MAAC'N'CHEESE Day. This year, we're delighted to announce our new charity partner for the year - The Mary Stevens Hospice – a local charity, which provides specialist holistic care and support for people who are living with an incurable illness, and their families. This year, all monies raised from our standard weekly dress-down Fridays will be donated to the hospice. Jonathan Lee, founder and Chairman, said: “For 40 years we have been committed to supporting the welfare of the wider community and I am immensely proud of the team’s continual enthusiasm and dedication to this cause.” “I am delighted to be supporting Mary Stevens Hospice; a local charity, which has been chosen because of the excellent work they do in supporting patients and their families." A popular charity at Jonathan Lee Recruitment, Mary Stevens Hospice is regularly nominated by team members to benefit from our corporate charity scheme. The scheme, which was generously founded by our Board of Directors, allows our people to nominate charities that are personally important to them to receive some of the annual funds. Charlotte Schofield, Head of Fundraising and Lottery at Mary Stevens Hospice, said “The care and the support we provide for families in their moment of greatest need simply wouldn't be possible without the incredible efforts of organisations like Jonathan Lee." "On behalf of every family here that you have helped and will continue to help, thank you. We honestly can't overstate just how big an impact your support will make.” about mary stevens hospice Mary Stevens Hospice provides specialist holistic care free-of-charge for adults with life-limiting illnesses and their families in the Dudley Borough. More than 80% of the £3.1m annual costs are paid for by donations and funds raised by supporters from the local community. To find out more about Mary Stevens Hospice and how you can support this worthwhile cause click here. Visit jonlee.co.uk/charity to find out more about our charitable efforts.

Further to our recent post that listed 8 strengths and motivators of millennials in the workplace, I want to dig that bit deeper to understand the why behind these traits. The rate of change in technology and lifestyle, particularly over the past 80 years, has created massive shifts in attitude within each generation – and is the underlying reason why we can define generations so distinctively (see the table at the bottom of the blog). You may wonder why it’s important to consider this, however, prejudice towards millennials is surprisingly common, with many established professionals failing to recognise or understand the differences in their views. One of the most frequent frustrations aired by business leaders is a perceived lack of long term commitment (so called job-hopping), and more worryingly a categorisation of the new generation of workers as "entitled know-it-alls". but is this fair and justified?... Millennials are often portrayed as ‘generation nice’ with a everyone’s-a-winner mentality. This optimism stands at odds with the economic realities they face. Millennials have had to contend with entering a marketplace scarred from 9/11, the credit crunch and long-term austerity. Escalation in tuition fees and houses prices has made attaining degree/masters qualifications and home ownership unreachable for some. This generation is riding a wave of uncertainty, with Brexit providing the cherry on the cake. With this level of insecurity, we should not be surprised that millennials move jobs more frequently. For them, a job-for-life is an urban myth. Their motivations and expectations are very different from previous generations - they do not even expect employers to offer substantial pension schemes and their mindset is more attuned to instant gratification. They have grown up with technology that promotes immediacy; be it access to information, instant communication, shopping with next/same day delivery. On demand services and immediate credit agreements furnish easy access to luxuries and brands and debt is now expected rather than feared. Is this immediacy in everyday life what we see spilling over into work behaviours, with higher expectations for quick career progression, recognition and promotion? Affinity with and use of technology is synonymous with the millennial generation. Without memory of a time before the internet, they are used to interacting with devices for all their needs. This access has given them a more global perspective and an ability to inform themselves, but this prevalence of digital dealings can have a negative impact on leadership and influencing skills, where face to face communication, relationship-building and listening are still critical in the workplace. The flipside of this is that they’re highly digitally literate, picking up systems and applications intuitively and quickly. Need information? Ask Google, Siri or Alexa. Got a problem not seen before? Find a solution instantly through their online networks via YouTube, social media and specialist forums. Millennials are used to finding solutions quickly and autonomously. The downside? A potential reluctance to admit that a problem is beyond them or where they may really benefit from the direct experience of others. We are shaped by our environment and experiences, and this continues throughout our lives. Perhaps it’s more poignant to consider how millennials are going to change as they gain more experience. Will they retain these traits and values, or will they transform into something else entirely? Either way, millennials are not done in shaping the workplace and I can’t wait to see how millennials change the workplace through the adoption of disruptive technologies. Meanwhile Generation Z are beginning to enter the workplace – let’s see what happens… 2000 to present: Generation Z The next generation of workers that is still growing up. There is not a lot of data yet published about this generation, but they are already hooked on technology and the first truly digitally-native demographic. They are the first generation to experience an interactive classroom environment and are not used to passive learning environments (sit down and listen). Because of this, in the workplace they may lean towards a more collaborative approach, while technology, customisation and in-demand is an expectation in every aspect of their lives. 1980 to 2000: Millennials or Generation Y The first generation to reach adulthood in the new millennium, Generation Y comprises young technology gurus who thrive on new innovations, start-ups and fitting work around their lives; rather than the other way around. This blog-savvy generation was raised by parents who were less authoritative and so they grew up making their own rules. They are largely inseparable from their smart gadgets, their extra limb! 1965 to 1979: Generation X The first generation to value work-life balance. This generation’s worldview is based on change, on the need to combat corruption, dictatorships, abuse, AIDS, a generation in search of human dignity and individual freedom, the need for stability, love, tolerance, and human rights for all. As they got older, they have actually become fluent in technology and the use of mobile phones and tablets. The difference is they use these technologies as productivity tools rather than for social connectivity and engagement. 1946 to 1964: Baby Boomers The “flower power” generation is known for their pivotal roles in the civil rights movement, Woodstock and the Vietnam War. The term “Baby Boomer” was derived due to the dramatic increase in birth rates following World War II. This generation values relationships, as they did not grow up with technology running their lives. Baby Boomers grew up making phone calls and writing letters, solidifying strong interpersonal skills.

Struggling to find the right permanent employee? Many businesses want and need the stability that a permanent workforce offers, it can be costly and limiting to ignore the value of contractors to a business. When there is short-term work to be done or expert skills are needed for a finite period, using a contractor can offer great advantages – I have listed seven benefits of hiring a contractor below: 7 benefits of hiring a contractor: 1. ​ Ease of separation - In these times of political and economic uncertainty, you might not want to commit to taking on a permanent member of staff, with a contractor you have the ability to access the skills you need without the long term commitment. 2. ​ cost savings – The overheads for contractors are lower - there are no PAYE or National Insurance contributions to administer. 3. ​ flexibility - You can specify the type, duration working hours and scope that you need to get the job done. A contractor can help where you have seasonal peaks and troughs too. 4. ​ specialist skills for project work - You can use a contractor for one-off jobs or projects, to manage change, for fast turnaround or for jobs requiring specialist expertise (including skill-sets needed to plan and implement disruptive technologies). 5. ​ ease workload for permAnEnt staff members - Using contractors enables your permanent staff to concentrate on the core business activities. 6. ​ start at short notice - It's usually much quicker to get a contractor onboard and working effectively even when you are looking for a large number of people. 7. ​ temporary COVER - A permanent staff member out of the business due to sickness, sabbatical or maternity leave? A contractor is a great way of keeping the wheels turning in their absence. how do i find a contractor for my business? Many contractors that work within the manufacturing, engineering and technical sectors find out about roles through specialist contract recruitment companies that advertise specific roles. should i use a speciAlist contract recruitment company? Businesses will often choose to take on contractors via a reputable recruitment business (rather than direct) because they lack the time, resources and expertise (of contracting) to recruit effectively. The legal framework surrounding contracting is also quite different to permanent. A reputable recruitment business will be ISO accredited and members of relevant professional bodies; for example, the REC (Recruitment and Employment Confederation) and will have robust contractual documentation processes which clearly defines the relationships and responsibilities of all parties up and down the supply chain. They also operate a strict compliance audit process that protects all parties and meets the legal obligations and requirements of HMRC etc. Many contractors also choose to work through trusted recruitment businesses in their industry because of their experience of working with contractors (often recommended by fellow contractors). These recruitment businesses offer value added support and advice as part of the service. reliance on contractors One thing is for certain; the UK economy has and always will rely on the flexibility and skills that a contingent workforce provides. Understanding the advantages of hiring a contractor vs a permanent team member will provide business leaders with the best chance of addressing their skills needs. ​ contact us If you would like to discuss how contracting could help your business, call 01384 446115 or email me.

Brexit uncertainty has caused many SMEs to delay important projects or even stop crucial recruitment activities. During these difficult times, tapping into a pool of experienced resource could provide a solution to this problem. Many SMEs have not considered, or have gone so far as to dismiss, the use of interim managers as they are under the misapprehension that they are just too expensive. However, in reality, the cost of engaging an interim manager for a specific project or management assignment could be a very cost-effective solution and give the business some real impetus at a crucial time. Often the impact of doing nothing or overloading existing staff results in lost business opportunity, disgruntled staff or, worse still, key people leaving. We are no different at Jonathan Lee Recruitment. We have taken our own advice and have made the most of the skills of interim managers with excellent, cost effective results. We have used interim solutions to cover a number of tasks including training, HR, project management and IT and found the experience very positive. One of the main concerns for businesses is the cost; understanding that an interim manager’s day rate costs no more than a comparable permanent hire once the additional employment costs and benefits are accounted for. Experience shows us that the actual cost of direct employment adds around two thirds on top of basic pay. For example, in the case of an executive earning £100,000 per annum, the employer’s total costs will include national insurance, car allowance, a bonus, medical costs, pension and other benefits, as well as any unplanned costs including sickness, jury service and training. ​ Of course, the secret to getting value for money and achieving the specific assignment objectives is selecting the right interim manager and engaging them based on their knowledge, skills, experience and references. The real advantage of an interim is their ability to hit the ground running with almost immediate effect. In fact, paying the right rate for the right individual can mean that projects are delivered in shorter time frames and more efficiently. In many cases the return on investment far exceeds the benefits initially anticipated, and, having completed the initial assignment, the interim manager is asked to pick up another project. Professional interim managers become trusted advisors and are very target and objective driven. On exiting the business, they will leave a positive lasting legacy often helping to find their permanent replacement if required. jonathan Lee interim management Jonathan Lee Interim Management successfully places interim managers across a broad range of industrial sectors and management disciplines, helping clients fill critical skills gaps with experienced managers. We take the time to meet our interim managers and can recommend suitable candidates that we have placed previously at short notice. We offer a full payroll service and legal employment framework agreement for our interim service ensuring that your interim manager is legally compliant with all the necessary insurances. contact us If you would like to discuss your interim requirements call Simon Roberts on 01384 446113 or email him.

The skills shortage is continuing to hit the headlines and technical advancements are transforming how we work. It is critical that employers consider how to maximise employee skills and potential. When developing future workforces, businesses should be asking themselves: What makes millennials tick? How do they fit in with and learn from the wider team? How will you attract, retain and nurture the millennial generation to achieve both controlled and sustainable growth? Millennia­­ls (born between 1980 and 2000) now make up a significant proportion of the workforce as Generation X (born between 1960 and 1980) begins to reach retirement age, while career progression into senior and leadership roles is accelerating to suit millennials’ demand for faster recognition and promotion. The digital and technological landscape that they’ve grown up in has evolved resulting, in many cases, in behaviours and experiences very different to those of their parents. Time should be taken to understand their strengths and key motivators and consider how these attributes could bring value to your business: 8 strengths and motivators of millennials in the workplace 1. ​ embrace digital natives – First and foremost, their ability to understand, adopt and implement new technology, use digital platforms and analyse data enables them to make informed decisions. Millennials want to digitalise processes and automate tasks which can often lead to creative thinking, unconstrained by precedent. Millennial leaders can challenge and improve the accepted practices and processes in manufacturing. 2. make a job an 'opportunity' – Simply advertising a job and promoting yourself as a good business is not enough. Millennials want a CV full of ‘cool’ or interesting projects, and evidence that they are fast-paced achievers. The traditional approach of asking ‘why I should employ you?’ will have less impact than outlining the ambition of the business, and asking them to illustrate how they think they can contribute to or shape the future of the business. 3. Are you social? – It is unlikely that you will find a millennial that doesn’t have a Facebook, LinkedIn, Instagram or Twitter account – make sure you are active on these platforms and channels otherwise you may be perceived as out of touch. What would you think if a potential employer didn’t have a website? This is probably the closest equivalent! 4. continUous development – Millennials crave new knowledge and challenges. They want to explore opportunities and learn new skills. Encouraging development will not only make their role more fulfilling but also provide an expanding skill-set which is important as 4IR continues to gain traction. Whilst not the absolute answer for retention it is certainly a factor that can improve your options and chance to keep individuals longer term. 5. engage for the longer term – Many employers cited a two-year timeframe after which millennials seek to move on to a new role. How do you ensure that you mitigate this? Engage with the employee, give them a channel to discuss their aspirations and frustrations. Think more creatively, in addition to personal and professional development, you may want to consider graduate loan pay off schemes, sabbatical leave options, flexible working or individualised rewards 6. create realistic expectations – The ‘run before you can walk’ spirit is in many ways positive, an indicator of ambition, but it is important that expectations are realistic and can be met. Businesses need to therefore be clear about what needs to be achieved before moving up the career ladder. 7. independence – It is important to not micro-manage individuals that excel when they are allowed to think more freely, uninhibited by traditional protocols. However, recognition of the importance of learning from the wider team, their experiences, past successes and mistakes is also crucial. Effective mentoring or buddying schemes with senior, experienced team members creates trust, team spirit and delivers the benefits of knowledge and skills transfer. 8. salary over benefits – Financial reward is key. The overarching salary is more important to millennials than other benefits they might receive. So be open and prepared to offer higher hourly rates or salaries rather than car packages or pensions. hiring for attitude and training for skills This by no means supersedes the old adage of hiring for attitude and training for skills. However, the next generation of leaders, workers and customers are millennials, so adapting or investing now may give you a competitive edge. contact us If you would like to discuss how we can help you maximise your employees' skills and bridge the skills gap contact me on 01384 446149 or email me.

With the recent media attention surrounding Greggs’ new vegan sausage roll; (the most hotly debated sausage roll since, well... the sausage roll), as well as the record number of people signing up to ‘Veganuary', there seems no better time to look at the impact of alternative diets to the UK food and drink industry. plant-based Across the UK and internationally, the demand for vegan food is rising; the plant based market is now estimated to be worth more than £572 million in the UK. With that in mind, it’s not difficult to understand why retailers, alongside pub and restaurant chains, are making sure vegan options are part of their offering. Historically, there has been a limited availability of vegan manufactured food or drink available, however, the industry is proving, once again, its innovative flair. We are seeing start-ups take the lead in creating free-from products, however, the increased popularity of alternative diets is seeing established brands explore free-from versions. In the near future, there may no longer be a need for the free-from aisle, if manufacturers can offer plant based alternatives across their product range. Greggs aren’t the only chain to be offering vegan alternatives - you can now find new menu items such as the first vegan four cheese pizza on the high street at Zizzi, a full vegan menu available at Vintage Inns and a Violife topped vegan pizza at Pizza Hut, which has now been rolled out nationally. gluten free With 1% of the UK population having coeliac disease and approximately 10% avoiding gluten, the demand for gluten-free options is in such abundance that the free-from aisle may soon become a thing of the past. Innovation has led to some great products, such as fresh pasta from the Ugo Thrive range, as well as Clive’s Pies’ and Pieminister’s amazing convenience options, which provide inclusivity that actually tastes good! allergens though... Of course, creating great vegan and gluten-free products usually means the supplement of additives, which can be allergens in themselves. Many vegan products are soya or nut based, meat analogues can contain a lot of gluten, while gluten free products often contain egg. This doesn’t have to be the case however, as demonstrated by Ugo Foods. When they set about creating a vegan product for their Ugo Thrive range they weren’t satisfied to only make it vegan; they created a product that was also free from the top 14 allergens without synthetic additives. Creativity in NPD can achieve the seemingly impossible. palm oil For many people, the reason behind transitioning to a free-from diet is due to the environmental impact of their dietary choices. There is a huge focus on the impact of the palm oil industry, with the sad plight of the orangutan highlighted by the Iceland Christmas advert. Large companies including Sainsbury’s and start-up companies like Pip & Nut have been doing their part to use sustainable palm oil or omit it entirely for some time now. greenhouse gas emissions Away from palm oil, there are reports that the meat and dairy industries are responsible for more emissions than the fossil fuel industry. Scandinavian brand Oumph have created their ‘Epic Veggie Eating’ products, not just to respond to vegans, but for the good of the planet. Their plan is to decrease meat consumption and to encourage others to do the same. sugar When the Soft Drinks Industry Levy came into force, manufacturers and retailers were quick to respond with commercially viable solutions; including reducing the size of bottles, improving recipes and adding the levy to the retail price. Some companies, however, wanted to change the way we drink! Ugly Drinks led a revolution with their sodas; they contain 100% natural, fruit infused waters, no added sugar and no artificial ingredients. Dalston’s have also launched a new product to their Soda Light range this month to keep up with the growing demand for low calorie options without perceived ‘hidden nasties’. trust and living clean Choosing a diet that falls into the realms of free-from can offer the consumer the option to eat ‘clean’ and feel that they are making a positive impact on the environment. Ultimately, consumers base their decisions on trust; they want to know the provenance of what they’re consuming. With fewer ingredients or additives, traceability becomes easier and trust is more readily gained. what's next? The companies above have all invested in various aspects of this consumer-led demand for plant-based, allergen-free products and where they lead others will follow. The UK is fortunate to already have world leading skills and knowledge in product development, just look at the innovative products that have been created. It It makes great business sense to explore these markets to help maintain market share rather than lose to a savvy competitor. food and drink Jonathan Lee Recruitment's Food and Drink division offers clients a unique level of expertise in contract, interim and permanent recruitment solutions across three dedicated areas: manufacturing, supply chain and commercial. get in touch If you would like to discuss how I can put you in touch with some very innovative people who could help your business to progress in any of the above avenues, call me on 01384 446131 or email me.

The Apprenticeship Levy impacts every employer with an employee wage bill of more than £3million per annum. Introduced by the Government in 2017 to encourage employers to invest in training, there has, unfortunately, been very little accessible advice or guidance for employers and many see the levy as another ‘stealth tax’ which fails to bridge the skills-gap. With Department for Education figures showing that of the £2.7billion paid into the Apprenticeship Levy by UK employers only 14% of funds having been reinvested since its implementation, it’s clear that the take-up has not been as high as the Government would have hoped. With the skills shortage being cited as a barrier to past and future development within the engineering, technology and manufacturing sectors, particularly with the advent of technological advancements encapsulated within the Fourth Industrial Revolution, it is critical that industry is active in training and upskilling its workforce. May 2019 also sees employers beginning to lose any levy contributions that have not been utilised for training, which is non-refundable and ultimately lost to the Exchequer. It is time to debunk some of the myths surrounding modern-day apprenticeships and embrace The Apprenticeship Levy as a key mechanism to address skill shortages. 1. THE APPRENTICESHIP LEVY GIVES EMPLOYERS LESS CONTROL FACT: The Apprenticeship Levy actually gives employers more control of the training that best suits their specific needs and moves away from the provider / college-led model, if utilised in the right way. Employers’ levy contributions are paid into a DAS account, which gives them more visibility of the apprenticeships available to them, and an easier way to manage and measure their investment. 2. apprenticeships are just for young people aged between 16-18 FACT: Apprenticeships are available to people of all ages and can be tailored to suit the individual’s job role and responsibilities to further enhance their skill-set. 3. apprenticeships are only for entry-level job vacancies - they are for low skilled people FACT: Apprenticeships are available from level 2 (GCSE level) to level 6 and 7, which are equivalent to a Bachelor’s or Master’s Degree. 4. 20% of off-the-job training is inflexible: one day a week must be spent in college FACT: Off-the-job training does not have to involve one day off a week spent in a classroom environment. It can be delivered at a time and location that suits the employer, provider and apprentice, allowing the learner to acquire the new knowledge, skills and behaviours required. 5. the apprenticesip levy doesn't have any benefits FACT: By 2020, £2.5billion will be invested to increase the quality and the quantity of apprenticeships. The Government remains committed to achieving three million apprenticeship starts by 2020 in England and businesses will be able to tailor an apprenticeship to suit their own business objectives for growth, reducing recruitment costs, improving employee retention levels and benefiting from a stronger workforce. 6. APPRENTICESHIPS CANNOT BE USED FOR EXISTING STAFF FACT: Apprenticeships CAN be used to upskill and / or retrain employees of any age, including older workers or existing staff, as long as the apprenticeship is giving them new skills that enable them to achieve competence in their chosen occupation. 7. i want some of my unspent levy funds to be used to help others by aggregating some of my funds with theirs, but i can't do that FACT: You can transfer up to 25% of the funds in your Apprenticeship Levy account to other employers of your choice (your suppliers or partners), and you can work with others to agree how best to support your supply chains in this way. 8. all businesses must pay the apprenticeship levy FACT: Only businesses that have an employee wage bill of £3million or more pay into the Apprenticeship Levy account, which is set at 0.5% of the total annual wage bill, including bonuses. Businesses that don’t currently meet the wage bill criteria can still gain access to Apprenticeship benefits under the co-investment model, which covers 90% of the total cost of apprenticeship training, increasing to 95% in May 2019. skills consultancy Jonathan Lee Skills Consultancy makes it simple for clients to utilise Apprenticeship Levy funds to address skills gaps and improve employee retention, thus driving productivity and growth, all while putting money back on the bottom line. To find out more click here. get in touch If you would like to find out how to make your Apprenticeship Levy work for you, contact one of our team.

As the New Year dawns, we've been reflecting on our landmark 40th year in business and thinking about how much has changed since we opened the doors to the business back in 1978. 1978 was a memorable year in science, technology and innovation for many reasons... It saw the first online forum, the Computerised Bulletin Board System or CBBS, go online in Chicago. David Arthurs unveiled the first regenerative braking system in this year, now a core design concept of most production hybrid electric vehicles. Sony built and showcased the prototype of the Walkman, the first ever truly portable stereo and to top it off, the world welcomed the first IVF baby, Louise Brown in 1978. It was also the year GPS was launched, and New Scientist reported the discovery of a moon orbiting Pluto – suggesting that it be reclassified as a minor planet – which is what it became nearly 30 years later, in 2006. And amongst all these exciting firsts, Jonathan Lee Recruitment was founded with the idea of supporting the engineering, manufacturing and technical sectors both in the UK and overseas with the best permanent, contract, interim and executive candidates. We have remained a constant presence and partner to our clients and candidates over the past four decades, but have never stopped evolving, to match the ever-changing sectors in which we operate and the latest in technical innovation. In 1978, who could have realistically predicted the advent of the worldwide web, mobile phones with the processing capability of former super-computers, driverless cars, commercially available drones, mass customisation, digital photography, additive manufacturing or artificial intelligence? The rate of advancement in technology and the pace of life show no signs of slowing. This is nowhere more noticeable than in the workplace, where many organisations are looking to address the challenge of ‘future skills’ – identifying what skills will be needed by the workforce of tomorrow so we hope you will continue to follow our blog in 2019. But for now, we want to share with you some of the fascinating predictions from the past that were once in the realms of science fiction but are now part of our everyday lives.... who'd have believed it in 1978? Mobile Phones, 1979 How to send an 'E mail' – Database, 1984 The Race to Mars, 1987 Touchscreen invention, 1991 The Information Superhighway (internet), 1994 ​ What are your predictions for the next 40 years?

The team at Jonathan Lee donned their jingle bells, tinsel and elf hats out for this year’s Christmas Jumper Day to support Save the Children.

We are proud to be a long-standing sponsor of Stourbridge Rugby FC and recently, we were match sponsor for the National 2 North fixture against Sedgley Park Tigers.​

I was delighted to recently attend and sponsor the Pedmore Sporting Club Celebrity Luncheon where guest of honour The Rt. Hon. Sajid Javid, Home Secretary and MP for Bromsgrove, made an address and answered attendees questions.

The rate of change in technology and our pace of life show no signs of abating. This is nowhere more noticeable than in the workplace, where many organisations are looking to address the challenge of ‘future skills’ – identifying what skills will be needed by the workforce of tomorrow..

Our fourth quarterly newsletter of 2018 is now available to download. JL Newsletter Q4 2018.pdf Size: 2.62 MB

I am looking forward to attending Food Matters Live event next week.

In this candidate-led market, when a valued employee intends to move on, it's no surprise that many employers consider making a counter offer in order to retain their services. But how do you decide whether making a counter offer is the right thing to do?

As recently published in Recruitment International, Jonathan Lee, founder of Jonathan Lee Recruitment, spoke to Becky Wilson as the company celebrates its 40th anniversary, sharing his thoughts on everything from technology to plans for the future. Jonathan began his recruitment career in 1976; after applying for a role through a recruitment company, he was so impressed with the interview process, he asked to join them instead. He worked for the company for two years and set up its Birmingham office, before deciding to start up on his own in 1978 launching Jonathan Lee Recruitment in the West Midlands, focusing on the engineering and manufacturing sectors.

Jonathan Lee Recruitment has announced it has become a core partner of the Future of British Manufacturing Initiative (FoBMI). FoBMI, led by engineering design software specialists Autodesk, brings a hands-on approach to helping UK design and manufacturing SMEs break through theory and embrace the digital technologies encompassed within the Internet of Things (IoT). As one of the core partners we will bring their expertise in advanced manufacturing and engineering to provide skills advice to SMEs involved with the initiative. One of the key components of the initiative is the FoBMI readiness assessment tool which can be accessed here. This provides the first step to gaining practical and realistic advice to businesses wanting to impr