MAA Annual Dinner

There is nothing more unsettling for most people than not knowing what is going to happen next. As we begin to emerge from the COVID-19 pandemic, what’s increasingly clear is that we are not returning to business-as-usual. With many companies still having staff on furlough and no clear timeline on when the economy is going to start to creep towards recovery, nothing is certain but uncertainty itself. Uncertainty is nothing new, in fact in any and all businesses, it has a significant part to play. The most successful business leaders are those who know when to take a risk and when to keep their powder dry but for less established executives, the fear of getting it wrong can be paralysing. KEY STEPS IN MANAGING UNCERTAINTY 1. Accept and Take Stock These are challenging times, but the focus doesn’t need to be on what is not happening, accept where the business is now and think about what is happening now. Live data is critical, ensuring you are on top of key performance indicators and financials. Knowing your starting point is the first step in planning your journey. 2. Plan for different scenarios Once you know where the business is now, it’s essential to gather as much information as you can from the outside world. Understand economic changes, what the competition is doing and how/whether your customer needs have changed. This will allow you to plan for a variety of scenarios and outcomes building in enough flexibility to make the business agile and ready to respond to changes. 3. Think creatively Uncertainty presents an opportunity to reconsider how you do things and whether there are ways you can improve efficiency and spread risk. Engage your team in this process and empower them to identify opportunities for change. 4. Communicate effectively If you are feeling uncertain and unsettled, then the likelihood is that the rest of your people feel the same way. By adopting an open and transparent approach to communication, you will ensure the team is engaged, understands the challenges and comes together to positively influence outcomes. 5. Seek help when you need it There is a huge gain to be had in sharing your thoughts and ideas with those you trust in your networks and asking for input. Understanding their experiences, initiatives and approach will bring new ideas and fresh perspective to your challenges. Engaging external consultants can also have this effect. ACCESSING THE EXPERTISE YOU NEED For those who manage to identify opportunity instead of just seeing risk, the payoff is potentially a big competitive advantage when industry picks up again, as it inevitably will. For those who are nervous about taking the leap, hiring an interim is a much lower-risk proposition that can have a significant impact very quickly. Some examples of this include: In uncertain times, an interim provides a flexible resource that can be turned on and off and the time to hire is much faster than when looking for a permanent addition to a leadership team. Interims bring a wealth of experience along with fresh ideas and perspectives that could provide a catalyst to capitalising effectively on new opportunities caused by market uncertainty. Having an interim on board will give your existing leadership team the space and time to focus on their core responsibilities. Interims generate urgency and can give a business a new injection of pace and positivity. MOVING FORWARD Let’s be honest, uncertainty is difficult. Giving yourself the space to step back and see the current state clearly will help you to spot those opportunities and to formulate a positive and proactive plan to capitalise on them. For more information on how Jonathan Lee can support you during these uncertain times, please get in contact with me. Jon Blaze, Head of Recruitment Operations

With the recent announcement from the German multi-national Siemens introducing a permanent change to working practices, allowing all employees to work from wherever they want for two or three days a week, it remains to be seen whether this will be a trend that sweeps across the engineering and manufacturing industries. Having specialised in automation, controls and digitalisation recruitment for more than 10 years, I have seen first-hand how many of my systems integrator clients have struggled to find, attract and retain high quality Control Systems specialists, and this is not set to change with a significant shortage of these skills still prevalent in UK manufacturing. One of the key barriers for many of my clients has been location, which can have a huge impact on recruiting control systems experts. So maybe the initiative from Siemens is a step towards a new model of working in the sector. Is it really feasible for an experienced professional to work autonomously from a home location to deliver automation and controls engineering? WHAT DO THE ENGINEERS THINK? Having posted this question to my network on Linked In recently, it appears from the response that not only is it possible, but it has been happening already, although employers have been slower to acknowledge this, with opportunities for remote working few and far between. It seems that all those who replied feel that the coding, development and simulation activities can be done remotely very effectively, provided the technology is in place to remotely access the PLCs onsite for testing and monitoring purposes. Commissioning seemed to provide a few more barriers, with some claiming it can be done entirely remotely without ever seeing the machines provided communication with the onsite commissioning engineers is good enough, whereas others think this part of the role is best done in person. Some of the responses still saw the value in some face-to-face interaction and think the ideal scenario would be a blended model of working; those parts of the role that can be are completed remotely, with the specialist attending site for initial project launch, critical project management milestones, commissioning equipment etc. ARE EMPLOYERS READY TO TAKE THE LEAP? With Siemens leading the way, it does seem that there are businesses out there that are recognising the potential and benefits of accessing control systems skills remotely, but for the majority of our smaller SME clients, this is still a very alien concept. Part of it comes down to confidence and trust. With little room for error on project timing, cost and quality measures, many SME leaders still feel that having the skills supervised and onsite is a less risky option. Also, smaller businesses may not have the capital to invest in the technologies to effectively support remote working. That said, Siemens has only committed to remote working on a part time basis at the moment so it seems that the blended model will be the next step towards wider access to skills. My view is that if COVID-19 has done nothing else, it has proved that non-traditional working models can be implemented quickly and productively. GET IN TOUCH If you have an opinion you’d like to share on this, if you are looking for your next role in controls engineering or if you need to hire automation & controls specialists, get in touch with me here: Charles Cureton, 01384 446105, charles.cureton@jonlee.co.uk

The COVID-19 pandemic is by no means over, but with restrictions being lifted and normal life beginning to return, the Government is urging businesses and consumers alike to get the UK economy moving. Whilst this should be a cause for celebration for UK manufacturers, it is complicated by the Job Retention Scheme support beginning to tail off from August. Unemployment is predicted to reach a 30-year high over the coming months and many UK manufacturers are facing the reality that it might not be possible for all their employees to return unless order books grow quickly and substantially. This urgency is manifesting in an increased and renewed demand for sales professionals across our manufacturing client base to help them penetrate new customers and markets to trade their way out of the current economic furrow. So we know salespeople are in demand, but has anything changed? DIGITALISATION The lockdown measures enforced across the world meant that business leaders had to quickly adjust to new models of engaging with their customers. In many respects, the pandemic accelerated the digital trends that were already in motion, forcing the manufacturers to jump into their digitalisation and technology implementation plans associated with Industry 4.0 with both feet. Customer behaviours had been evolving and shifting towards digital channels for some time. According to McKinsey & Company in their report The B2B digital inflection point: How sales have changed during COVID-19, customer’s preference for digitally enabled sales interactions and the ability to self-serve even in B2B has shown its sharpest increase since 2019 but the things they value most remain as speed, transparency and expertise. REMOTE WORKING Born of necessity due to the lockdown, the shift towards remote selling has been swift and adoption and harnessing the array of video conferencing technology for sales has been impressive and with social distancing still a priority, it looks as though it is here to stay. WHAT ARE EMPLOYERS LOOKING FOR? With digital channels and remote selling on the rise, many established sales professionals who have traditionally relied on their face-to-face interpersonal and rapport building skills to gain trust and customer loyalty are finding the transition challenging. The fact remains that the ability to sell across various channels is becoming more prevalent and with many of our clients, the personality traits and attitudes are taking an equal importance to the sales experience and product knowledge. Julie Thomas specialises in commercial and sales recruitment for Jonathan Lee and says "a lot of the recent focus has been on candidate profile and attitude. We are seeing clients switch from searching for salespeople with a 'little black book' to a focus on creative, dynamic, focused hunter-gatherers who are able to adapt quickly and come up with ways to support the sales process through technology and digital channels to their advantage. It's about recognising the times we are in, and coming up with new ways to forge and maintain relationships with customers and prospects that is driving success." To some extent less is more when presenting candidates for a sales role. Potential employers want to see succinct and punchy CVs that show added value, rather than extended narratives on past job responsibilities. The key things candidates should focus on in their resumés include: Profile (energy, adaptability, innovation) . Headline factual achievements, KPIs, Targets, major wins. Don’t get dragged into too much detail, this will be explored at interview. Industry relevance and specific technical ability where required, but also highlighting transferability where relevant. COVID-19 has changed the way we work and it looks to me that many of those changes are here to stay, so it’s important that candidates really embrace the digital tools available to them and adapt their style and approach for the new normal. If you are looking to hire sales professionals or if you are looking for your next role in sales, please get in contact with Julie. Julie Thomas, 01384 446168 or julie.thomas@jonlee.co.uk

With recovery on the horizon and additional information being released daily by the Government on relaxation to the lockdown rules, most business leaders are already planning the best way to move forward from the Covid-19 outbreak. One of the key trends that we have seen in the market, is the need for new or different skills to address the particular issues that the pandemic has and continues to cause and this has driven a considerable increase in interest around interim management skill sets. VITAL SKILLS WHEN YOU NEED THEM MOST Clients more than ever are showing interest in the following skills which they need to support core business operations: Business continuity – interim managers to take care of the challenges presented by numerous factors as a result of COVID-19 while key permanent executives get back to business as usual or the achievement of a ‘new normal’ Finance Director assignments – dealing with the financial impact of the issues created by COVID-19 in a strategic and rapid manner to protect cash and secure the long-term financial viability and health of the business. Business Transformation – as businesses start to identify a ‘new normal’, having prepared and dealt with the recent economic and political changes associated with Brexit, change fatigue may be creeping in. Rapid change is likely to be needed and this fits with the Interim DNA bringing fresh but tested solutions to the table. Supply Chain – While companies have their own challenges in responding to the pandemic, the complexity of the supply chain and the impact being felt there can be difficult to pin point, particularly across geographical boarders. Expert purchasing, procurement and supply chain interims can provide the skills needed to unpick this and strategically assess and develop sustainable supply chains to help your business recover. Human Resources – re-deployment, collective consultation, employment law, furlough, redundancies, employee relations, people policies, part-time working, social distancing, home-working….the list for human resources professionals is growing, and something every business will be having to consider right now. Interim HR professionals can bring external expertise to alleviate the people pressures every business is feeling at the moment. WHY USE INTERIMS? There are numerous benefits to using flexible resources to support your recovery and future planning. Interims can offer: Immediate skills where you need them Interim managers are generally highly skilled with a wealth of experience in a wide range of business matters or a specific area of focus. One of the pre-requisite skills of an interim manager is to quickly identify issues and quickly utilise their skills to implement solutions to targeted outcomes, passing on their knowledge to key staff in the process. Action and results oriented Experienced Interim Managers recognise that you need results, and that they are paid well to deliver them. This leads to a high degree of efficiency using tried and trusted processes and targets to successfully complete assignments on time to agreed results. Independence Interim managers, being results and time focused will avoid company politics, demonstrating a keen desire to get the job done in an independent and engaging manner without the historical context that longer term employees may be negatively influenced by. This fresh approach in itself can be motivating to many employees, providing improvements in culture which extend beyond the interim’s tenure – useful as a kick start for a new strategic direction. Flexibility Interim resource is flexible, can be turned on and off, used for defined periods and is ultimately a short-term or temporary solution. As such, interims are used to taking on numerous roles as necessary at a variety of locations and tend not to work to set hours except where workplace requirements dictate. This formula, if harnessed in the correct way, is a great contributor to successful results from an interim assignment. Rapid insertion Interim managers can be sourced and in-situ in a matter of days, ensuring the immediate nature of the requirement to engage is met with a fast response. For permanent resource with a similar skillset, seniority and experience to be hired, that time-frame can move to months, assuming the authorisation to hire can be achieved in the first instance. Often, interims can be a good solution while a permanent recruitment process is running in parallel, switching the emphasis from short term to long term strategy as the permanent engagement begins. Cost effective While day rates for Interim managers vary depending on the individual, the assignment and the size of organisation, their modus operandi is often a very cost effective alternative to Management Consultancy. The complexity of engagement is vastly reduced; the interim is usually engaged by and reports to a single executive giving immediate authority without barriers. NEED HELP? At Jonathan Lee Interim Management we have a deep understanding the key factors surrounding to the engagement of interim managers, the ‘DNA’ of a successful interim, and the need for fast results. With over 40 years of working with highly experienced interim managers across a wide selection of skills we understand both the capabilities of our interims and the best way to find a fit for your business. Get in touch today for a no-strings chat about how an interim manager might help your business.

In any business, the single most important resource is your people. With the onset of Industry 4.0, many businesses had been planning for digitalisation and more flexible models of operation but it was something that was being worked towards gradually. The speed at which the Covid-19 pandemic took hold globally meant that, for many business leaders, this evolution was kicked into overdrive with particular emphasis on enabling remote working and monitoring, with existing continuity plans being changed on the fly and emergency measures to keep people safe and the business trading remaining fluid and uncertain. With recovery on the horizon and talk of a relaxation of the current lockdown rules, it is now more important than ever to think about your recovery planning, people strategy and the journey towards a “new normal”. Every business is, of course, unique and will have its own individual challenges when planning for recovery but we thought the tips below might be useful to factor into your thinking when planning for recovery. ADAPTING YOUR PEOPLE STRATEGY Employee health and wellbeing has to be the top of the agenda and the primary driver in decision making about getting back to work in a structured and safe way. Review your Business Needs Analysis. Are the needs and priorities of your business the same as they were before the coronavirus outbreak? Ask yourself whether there are new skills needed to aid recovery. This might be in digitalisation and IT infrastructure to allow more flexible working, it might be in facilities planning for social distancing or maybe your supply chain has been disrupted and you need specialist skills to get this back on track. Engage with your customers and suppliers. To get the best picture of what is happening in your market and supply chain, leveraging your relationships with external parties is a critical input to the planning process. You could also include your contractors who may have useful intelligence you can use to drive decision making. Design a framework for robust and frequent staff communications. In order to keep your people supporting your priorities as we move towards recovery, it’s important they understand the why and the when of your plan and their part in it. Structure your return to work protocols. How are you going to check employees are healthy before returning to a place of work? Do you have a plan for workplace sanitisation and maintenance? Undertake role and staff profiling. It’s useful to identify which roles are location dependent and can only be performed at your facilities and which can be performed effectively remotely. Understand your space. In order to respect social distancing, new measures may need to be considered to protect staff. Do you need to introduce PPE? Do you need to change your office or facilities layout, do you need to procure screens or to manage access to communal areas? Identify any training needs associated with changes to your documented processes and procedures. How will you ensure your staff are fully aware of the new arrangements and their responsibilities? BLENDED WORKING MODELS Determining a way through the uncertainty of returning to work is not straightforward, and many of our clients are thinking about new ways of working that can support the overall business strategy. Some of the key initiatives we are hearing about include: Phased return to work – introducing staff back into operations in a staged plan that aligns with the commercial analysis and mapping and meets the business and customer needs. Rota systems for office attendance - in order to maintain social distancing, employees are being asked to work part of their week remotely and partly on site. Maintaining virtual meetings - even with the return to work, many clients are introducing new protocols for internal and customer meetings, leveraging technology such as Skype, Microsoft Teams and Zoom to protect workers. Split shift models – in manufacturing facilities where space is at a premium, businesses are considering a change to working patterns to ensure continuity of production but also employee distancing and safety BALANCING BUSINESS RECOVERY WITH ANNUAL LEAVE One point we are hearing regularly is that business leaders are concerned about managing annual leave entitlements through the recovery period. Many workers will have been on furlough for between one and four months so managing a full year’s leave entitlement whilst ensuring business continuity will be a challenge. The Government has changed the rules with regards to annual leave, so workers who have not taken all of their statutory annual leave entitlement due to Covid-19 will now be able to carry it over into the next 2 leave years. IT’S NOT BUSINESS AS USUAL The key thing to remember is that business is not going to return to normal in the foreseeable future and maybe it never will. Preparing for a “new normal” is the key to successful recovery planning and your people will be the deciding factor in the success of these changes so it is more important than ever to engage with your teams, ask for their input and listen to their ideas. CULTURE OF COLLABORATION Maybe the single biggest lesson we have taken away from the pandemic is that we are all in this together. Foster your relationships with customers, partners and suppliers to find ways to collaborate to find solutions to problems and to work together towards success. If you need help with your people strategy or if you would just like a no-strings chat with one of our highly experienced team, please get in touch. We’re here to help and support you.

It’s no understatement to say that the last couple of months have presented some of the most difficult challenges for UK manufacturing since I started Jonathan Lee Recruitment back in 1978. The Covid-19 pandemic has highlighted the need for us all to adapt to new ways of working and to find innovative solutions to keep industry moving. I’ve always known that the UK has some of the best engineers in the world, but the way they have applied their considerable talents so quickly to support the NHS needs has been truly inspiring. We all, rightly, recognise the front line workers who are saving lives every minute of every day, and I thought it would be a good time for us to recognise and celebrate some of the manufacturing heroes who we have the pleasure of working with who have stepped in to support keeping everyone safe and healthy. MANUFACTURING HEROES AE Aerospace had employees working 24/7 to produce more than 6,000 complex turned / milled parts for ventilators within a fortnight of receiving a drawing. Arrowsmith Engineering responded immediately to the nationwide effort by creating a dedicated team to produce prototype and production parts for the Smiths ventilator assembly line. BAE Systems is supporting the national ventilator efforts, and is also 3D printing parts for a newly designed face shield. Jaguar Land Rover has started production of approved, 3D-printed protective visors for keyworkers, with the aspiration to develop the operation for mass production. Mondelez International has joined forces with engineering company 3P innovation to repurpose its 3D printing technology to help produce thousands of medical visors. Nasmyth Group is manufacturing key components for ventilators, bringing together the precision engineering expertise present in all 12 of its companies. Nissan created a parts processing line in the final assembly area at its Sunderland plant to sort and pack thousands of individual visor parts for shipping direct to the NHS. It’s impossible to mention every manufacturer who is contributing to the national effort but if you want to learn more, The Manufacturer has put together a list which makes interesting reading and there’s also information available on the Ventilator Challenge UK website. RECOGNISING INDUSTRY BODIES Supporting industry has been one of the cornerstones on which our business is built, and we are very proud of our industry partnerships. I’d like to give special recognition to our partners including Make UK, the Motorsport Industry Association (MIA) and Midlands Aerospace Alliance (MAA) who have gone the extra mile to ensure their members are supported through webinars and online resource centres to lobbying Government for fair treatment for workers. PLANNING FOR RECOVERY This is a time of change and many businesses will come out of the crisis with a new set of needs such as respecting social distancing in the workplace, evolving IT infrastructures to support blended working models and analysing the workforce to identify the skills needed for the future. As we all start to plan for recovery, and as we have been for more than 40 years, we are here to help and support you. If you need some advice or input on any people related challenges, get in touch with me or one of the team.

In our everyday operations, we speak to hundreds of business leaders about the challenges facing them both during the Coronavirus pandemic and as they begin to make plans for when we emerge from the crisis. A core theme we are hearing is that the COVID-19 outbreak will have a lasting outcome on their supply chains, with many analysing anew the risk management processes, resilience and agility of their businesses. As a recent estimate from Bain & Co indicates, while most business closely monitor their tier 1 suppliers, up to 60% of executives have little to no grasp on the locations and relationships in their supply chain beyond the tier 1 level. One thing is clear, when the pandemic is finally over, we still cannot expect business as usual. Changing focus Over many years, supply chain professionals have had a primary focus on reducing cost and prioritising profitability which has driven the increase in globalisation of supply chains and in particular, for many manufacturers, a significantly increased reliance on China and other low-cost territories. With so many businesses disrupted if not crippled very quickly by restrictions and delays on international movement of raw materials and components, businesses are starting to ask questions about the cost benefits of their reliance on a global vs more local supply networks. One very high profile example of the disruption and risk of having an “all-your-eggs-in-one-basket approach” to supply chain has been the manufacture and distribution of PPE for medical and care professionals during the crisis. I think few of us were aware that the majority of the world’s face masks were manufactured in China prior to the onset of the crisis. What we have seen in response to this should actually be very encouraging for the future of UK manufacturing; many UK based companies have adapted their processes and operations speedily to fill the gap in the supply of critical equipment whether it is the National Composites Centre turning their hand to face shield manufacture or the High Value Catapult Ventilator Challenge. The UK is proving that its heritage of innovation and adaptability is still going strong, perhaps giving more businesses confidence in considering a supply chain localisation strategy. Going local? While localisation of supply chains has the potential to increase manufacturing costs and consumer prices, it does offer some wider-reaching benefits such as increasing employment opportunities and increasing tax revenues for HMRC which will be much needed as we come out of the crisis. It could also offer manufacturers tighter control of supplier standards leading to better product quality and higher levels of customer satisfaction. It’s also easy to forget in the turbulence of the pandemic that most companies have been seeking ways to reduce their carbon footprint and localisation could be the answer to this with goods and components having far shorter distances to travel. It is not reasonable to expect that fully localised supply chains will be able to meet all of the needs of a business, but shifting the balance away from globalisation could well provide security, environmental benefits, improve job prospects, grow skills and increase resilience in these times of global uncertainty even helping the UK economy spread away from service industries and back towards manufacturing. Putting it into practice… Further investment in and utilisation of automation, IOT and intelligent technologies will, to a certain extent, support a more even playing field for UK suppliers, helping to reduce the labour cost content when considering low cost country sourcing v localisation. Working with banks and OEMs to release investment funds and build partnerships will be critical as we move out of the present situation. The focus for most companies understandably is survival but a long term plan and strategy is required to release the full capability of the UK manufacturing supply chain. The great news is that the skills required to remodel supply chains exist in the UK today. Many of the highly experienced professionals who were responsible for driving low cost sourcing and globalisation can switch those skills to look at how more local businesses, including SMEs and start-ups can supply directly to OEMs. The first stage is getting a strategy together and with many business leaders so busy managing the current challenges, it could be the perfect time to consider taking on an interim specialist who understands the market and can really add value. Now is a good time to make use of your networks and to seek out opportunities for collaborations with more local suppliers. One thing is for certain, business as we know it has changed and now more than ever supply chains need to adapt to survive. Get in touch If you want to discuss further how Jonathan Lee can support your business through supply chain evolution, please get in contact with me. Simon Roberts, Associate Director 01384 446112 simon.roberts@jonlee.co.uk

Even in these turbulent and uncertain times, we are seeing a rise in the numbers of roles which are related to production IT infrastructure across all business sectors and demand has not slowed, in spite of the Coronavirus pandemic. IoT and 4IR are continuing to change how manufacturers monitor and continually improve supply and production times and with increased expectation from customers, businesses are having to consider the infrastructure and skills required to manage increasingly more complex data networks. It’s no longer just a fixed closed control system on a production line, peripheral appliances such as printers, coding machines, 3D Printers, PDAs, mobile technology and CAD products need to be integrated into data network systems, cloud domains and IT managed services. GET SMART… Smart factories are definitely the future, but without robust infrastructure and systems architecture, gaining the efficiencies that technology can offer will be impeded. With many companies striving to achieve this, there is a real and urgent need to find people with practical knowledge and experience of digitised or controlled product and material flow. This is driving demand for infrastructure analysts, solutions architects (infrastructure), IT Engineers with IoT or fast transfer data experience, IT support engineers, 3D printer specialists, Server engineers, Amazon Web Services Training (AWS) among others and there are, at present, not enough skills to go around. GET HELP… Businesses therefore need to be creative in how they identify the skills they need, accessing help where it is available. A good example of initiatives that are designed to help manufacturers with this evolution, is the Future of British Manufacturing Initiative (FoBMI), led by engineering design software specialists Autodesk, who are bringing 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). You can find out more about FoBMI here. It’s also really important for businesses to think laterally when trying to access the skills they need, looking at other industries or sectors with complex and established IT infrastructures, for high calibre individuals who have transferable skills and may bring an entirely new perspective. GET CREATIVE… Another area where we are seeing this transferability of skills is in production and warehousing automation, where increasingly Java based languages and protocols are being adopted. Java can be used to automate websites, ERP systems, SAP, and material flow processes for example, but experienced Java Automation Engineers are very rare. We are working with clients who need these skills but have only been considering candidates with directly relevant sector experience, which they consider a prerequisite for success. Our team has successfully worked with these clients to demonstrate that excellent Java developers who have worked on end-to-end software solutions and products for alternative sectors can offer transferable skills and a fresh approach to manufacturing systems development and integration. We can support clients and developers to understand where transferability of skills can exist, and our marketplace knowledge enables us to find the best skills and technical solutions for our clients. Get in touch to find out more. Tim Parkes 01384 446145; tim.parkes@jonlee.co.uk

We are all having to adjust to new ways of working remotely during the coronavirus pandemic, and for the global recruitment industry this new challenge is being met with a more widespread use of video interviews in the hiring process. It isn’t an entirely new phenomenon; in recent years, as a result of advances in technology and a more global marketplace for talent, we’ve seen a marked rise in remote and digital hiring, particularly the use of video interviewing. However, it will be a new experience for many hirers who are more accustomed to in-person interviews, and now find themselves having to make decisions based on digital screening processes alone for the first time, which brings with it new challenges including having confidence in getting the company message and culture across to candidates, as well as assessing the candidates thoroughly for both skills and company fit. We’ve put together our top tips that will help to keep your recruitment process moving and give you confidence in conducting video interviews effectively and in selecting the right candidate for you. 1) SET YOUR STRUCTURE It’s good to decide how your interview process will run, noting any key requirements for covering the company profile, timings, standard questions, resources needed and make sure this is documented clearly. This will give you a consistent benchmark for interviews and ultimately make the assessment of the candidates easier. 2) COMMUNICATE CLEARLY WITH YOUR COLLEAGUES & CANDIDATES Putting a structure in place means you can make your team members and colleagues aware of the process in advance. It can be tough to communicate effectively when everyone is in different locations so it is worth agreeing ahead of time who will ask which questions or lead on different parts of the interview which will make the interview flow more smoothly. Alongside this, in our experience, setting the expectations for the candidate in advance will give them a much better overall experience of you as a potential employer. Think about how long the interview will last, what the format will be, which platforms you are using etc. It will put candidates at ease and allow them to perform to their best. 3) TEST YOUR TECH Decide which technology platforms you will be using and test the process in advance. There’s nothing worse than having connectivity problems and starting late which may fluster the candidate and the panel and affect the interview outcome. If the interview will include testing technical skills, you can avoid any awkward interruptions by checking in advance that the tools are set up in a way that makes it as easy as possible for the candidates to complete any online tasks. 4) PICK YOUR SPOT Think about where you will set up for the interview. We all know that working from home can mean there are distractions and interruptions, so it is worth setting up a quiet space where these are less likely to impact the interview session. It’s important to have your mobile phone on silent mode so that the interview flow is not disturbed, and you can give the candidate your full attention. 5) BE PREPARED In any interview situation, we would always advise you to take the time to familiarise yourself with the candidate’s CV and the job description afresh to give the online interview the same formality of an in-person meeting. Preparing questions in advance about the candidate’s specific experience will personalise the experience and convey your interest in the individual. 6) PRACTICE YOUR PITCH One of the disadvantages of online interviewing is that the candidate will not get a sense of your business by seeing the site and the people. It’s good to consider in advance how you can get key messages across effectively about culture, environment, vision and mission. A good way of achieving this is through screen-sharing and making use of visual aids where available and appropriate. The best candidates are likely to have more than one opportunity they are pursuing so it is really important that you present yourself as an employer of choice. 7) BE PROFESSIONAL It should go without saying, but for most of us, video conversations are usually social affairs and it can be easy to slip into this tone. We recommend that your language, personal presentation and behaviours are the same as they would be for a traditional face-to-face interview. 8) GIVE CANDIDATES SPACE It can be more challenging to pick up on normal social cues and body language when video interviewing so in order to get the best outcome, pause and leave space for the candidate to consider and deliver their answers. It’s also really good practice to allocate some of the time at the end of the interview to respond to any questions the candidate may have about the role, the company or the process. 9) CLOSE EFFECTIVELY It’s important that candidate expectations are managed so it’s useful to summarise at the end of the interview, clarify on the process from this point on, set clear timescales and the format for feedback and outcomes. 10) GATHER YOUR THOUGHTS We recommend booking an extra 15 minutes at the end of each interview, so you have the time to write up any notes, to discuss any aspects of the interview with colleagues and to decide next steps where appropriate. Doing this immediately after the interview means the candidate will be fresh in your mind and your notes that drive the decisions on who to appoint are likely to be better. Here at Jonathan Lee Recruitment we’ve been using video interviewing tools successfully with our clients and candidates, globally, for quite some time. Our team is ready and waiting to help you with your video interviewing needs. There are real benefits to be gained from taking your interview processes online and so video interviews should not be regarded as a last resort. If you are looking to hire urgently, it enables you to connect with the best candidates quickly, particularly important within industries facing talent shortages and can significantly speed up the overall hiring process. Short screening interviews allow you to quickly and efficiently assess which candidates are the best fit for your company, eliminating those who look good on paper but would not fit your team or culture. It also eliminates geographical restrictions – enables you to access the best candidates globally, at your fingertips ​GET IN TOUCH Whether you’re a current client of ours or another business looking for some guidance in digital recruitment, we can help you navigate through these difficult times. Get in touch to find out how. Jayne Wogan Head of Client Services jayne.wogan@jonlee.co.uk 01384 446175

We are proud and humbled to serve an engineering community pulling together to meet the challenge of our lifetimes.

Staying safe and healthy is the single most important thing for all of us at the moment. For those seeking work it is likely that the recruitment process will include a video interview. We’ve seen a trend towards using online meetings in recruitment for some time but social distancing has made this option more popular than ever. We are supporting many clients to create a contact-free hiring process. As a job seeker, online interviews can be an alien experience, so we thought we’d put together our top tips on video interviews. This will help you prepare, feel confident, perform well and give yourself the best possible chance of securing your next role. 1. DO YOUR RESEARCH Just as you would for an ordinary interview, make sure you prepare in advance. Knowledge is power so look up the company website and check their social media feeds, this will help you get a feel for the culture and environment of the role. Review the job description or job advert and prepare any questions you may want to ask. Research your interviewers in advance too on LinkedIn to get insight into their backgrounds. 2. DON'T READ FROM YOUR SCREEN Do not skip point 1! Reading from your screen during the interview will not only be obvious to the interviewers, but it will also prevent you from listening and engaging in the conversation. 3. LOCATION, LOCATION, LOCATION Think about where you will set up for the interview. Make sure you are in a quiet space where you are unlikely to be interrupted or distracted. Make sure whatever is visible in the background is presentable and will not distract your interviewers. 4. TEST OUT YOUR WEBCAM You’re probably wondering how you may look to the interviewer and it is definitely worth considering in advance. You can check what your background looks like, but also see the camera angle (not too low or too high) or how close or far away you are from the camera. Also, have an appreciation that if you lean forward then the interviewer will get a great view of your forehead. Mac users can use QuickTime player while Windows users can use the Camera app to check. You can even record yourself to see how it all looks. Usually these programs are already installed on your computer/laptop. If you have a computer and no webcam, I recommend requesting a telephone interview. Facetime, for the time being, is best suited for social calls only. 5. CHECK THE CONNECTION Check your connection in advance; a rush or panic to connect when the interview is due to begin will not only frustrate the potential employer, it will also mean you are starting the interview in the wrong frame of mind. 6. ARRIVE '10 MINUTES EARLY' RULE STILL APPLIES Remember that it can take 5-10 minutes to go through the motions and join a video call. You want to be dialling in at least 5 minutes in advance. It’s best to have your mobile phone ready in case you are unexpectedly having trouble connecting – a quick call to explain that you’re having to update software is forgivable, but no call looks like a no-show. 7. BE PROFESSIONAL We’re all used to using video chat in a social context these days but remember, this is a business scenario. Use the language and behaviour that you would if you were physically attending an interview at the client site. Dress appropriately for the occasion, make sure you are presentable. First impressions count, even if they are on camera. 8. BE ENGAGED Almost every job nowadays requires interpersonal skills and it’s important these come across in a video interview. Smile, make eye contact, still use your hands and body language to help you to express yourself and communicate (don’t keep your hand on the mouse) and engage with the people you are speaking with. Let your personality come through. 9. NORMAL INTERVIEW RULES STILL APPLY Practice your answers beforehand as part of your preparation but make sure you really listen to the questions being asked, try not to anticipate too much and read what is happening in the moment. Wherever possible, use scenarios to illustrate your answers. Providing examples makes you more credible and is more interesting for the interviewers. 10. ASK QUESTIONS It’s easy to forget that an interview is a two-way process. Yes, you may want the role, but it is also important that you have all the information you need to make sure it is the right opportunity for you. You may have questions ready to ask that come from your preparation and research but also if topics come up during the discussion, it’s ok to ask for more information. Not only that, but asking questions helps demonstrate your interest in the company and culture and will show your enthusiasm, something all potential employers want to see. Following tip 2, if you want to write questions down and refer to them during the interview, put them into a physical notepad – it will make much more sense to the interviewer. ​ If you need any help with your recruitment, setting up online video interviews or with your job search please get in touch with the team. Register your CV or vacancy on our website or give us a call. We are here to support you. Good luck with the interviews!

One thing is clear, business is not as usual.

Keeping your finance function operational is a difficult task at the moment. Businesses are making significant operational changes to keep pace with Government guidelines, staff choosing to self-isolate make the challenges being faced by finance departments unparalleled. Many companies are having to deal with scenarios they’ve never experienced before; making the right decisions in such circumstances is therefore essential. Talented, experienced interim FDs and CFOs can really make the difference when the pressure is on and can help shape a successful future for your business. A solid treasury management function, robust credit control processes and a tight control of costs are vital in navigating a way through these unprecedented times. Jonathan Lee Recruitment is proud of its central message to its clients – we seek to provide you with Solutions Through Understanding. We are using the best modern communication tools to ensure we remain as close to our clients as possible, and we stand ready and able to support you in any way possible. If you need interim support to ensure critical finance functions continue operating effectively or expertise to deal with the changing landscape, or perhaps you would benefit from a good financial planning and analysis candidate to ensure the myriad of new variables are accurately reflected in your forecasts, we are here to help. Our interim management division works with some of the best finance candidates in the UK. We can provide senior interims for short to medium-term solutions, from transactional support up to outsourced finance director functionality and many associated financial skills. In order to truly understand the requirements COVID-19 is placing on your business, and how best to effectively support you, communication is key. We would be delighted to have the opportunity of discussing the above with you. I am happy to take a call or your queries by email. David Hale Managing Director 01384 446153

Following the Prime Minister’s announcement last night, the uncertainty and anxiety for all of us is high. For those seeking work and for the companies that desperately need to hire good people in order to get them through the current situation and to plan for change and recovery, it is equally unsettling. Staying safe and healthy is the single most important thing for all of us and I sincerely send best wishes for you and your families well-being. For over 42 years of operation, the Jonathan Lee Recruitment family has been providing recruitment and talent solutions that are flexible to meet the needs of both our clients and candidates, and whilst the pandemic presents challenges that none of us have faced before, I’m confident that our excellent team is committed to supporting the continuation of this. We’re deploying all the human and digital resources we can to keep our business moving, so that we can support you in doing the same. We are talking to our clients and candidates to understand what their most pressing questions and challenges are and how to change the acquisition and management of talent and resources to minimise the economic impact we are already seeing and take advantage of the opportunities that present themselves. I’m confident that our excellent consultants and support staff have the resolve and the team spirit to continue supporting our customers, even though we are operating at a distance. What’s my advice for businesses who are struggling with talent management and skills during the pandemic and beyond? Don’t panic Be flexible, adaptable and embrace change where it is needed Stay engaged with your people and your networks It’s good to talk - work in partnership to overcome challenges We have access to some of the best skills the UK has to offer and are mobilising interim resources to put the expert network we have developed over four decades in business to effective use in contingency planning, business continuity, IT solutions, operations, engineering and supply chain management. If we can support you in your business, we’d be delighted to help. Please get in touch with me or one of the team if we can support you in any way. Meanwhile I wish you and your families safe passage.

Unprecedented – a word we’re seeing a lot at the moment and that’s no surprise. Times are tough. First and foremost, the threat to our well-being, for that I wish you all the very best of health. Secondly, the business community is facing challenges we haven’t seen before. We’re responding in true entrepreneurial form, making adjustments to our working arrangements, using technology to run teams, departments and entire businesses and making appropriate concessions to keep business moving. All of which is real testament to the way in which the UK business community pulls together for the common good. At Jonathan Lee Recruitment we’re no different. We’re deploying all the human and digital resources we can to keep our business moving, so that we can support you in doing the same. We are mobilising interim resources to put the expert network we have developed over 42 years in business to effective use in contingency planning, business continuity, IT solutions, operations, engineering and supply chain management. If we can support you in your business, we’d be delighted to help, and have access to some of the best skills the UK has to offer with appropriate immediacy. We’re also providing both remote and on-site skills while circumstances allow. Similarly, where you require short-term resource to solve new problems, cover for absent staff or generally need to respond quickly and effectively with expert resource, Jonathan Lee Contract Recruitment can support you. This may be very appropriate right now but will also be critical as companies start to recover from the impact of Covid-19 and need the catalyst that’s necessary to climb the curve more quickly. From a talent acquisition perspective, we recognise that committing to permanent resource is a big step right now, but we are perfectly placed to support you both technically and financially. If you’re an SME looking for a cost-effective solution, Jonathan Lee Recruitment will support you through these challenging times by offering to spread the cost of a permanent placement over 6 months. We recognise, as a medium-sized business ourselves, impacted by the same challenges, that if we can build a partnership approach through excellent service combined with a cost-effective solution, we will all benefit. Only by working together and supporting each other’s changing business needs through a strong degree of understanding will we get through these unprecedented times. To discuss your resource needs, whether interim, contract or permanent please get in touch. Jon Blaze Head of Recruitment Operations Jonathan Lee Recruitment Jon.blaze@jonlee.co.uk 01384 446184

The decision to postpone the Off-Payroll Working Rules; known as IR35, due to take effect from 6 April 2020 to 2021, took both industry and contractors by surprise. To many contractors it would appear at first sight a positive decision in that it allows them to continue using their Personal Service Company (PSC) for another year, in most cases claiming to be outside scope for IR35 purposes. In my opinion this should be approached with caution, for the following reasons: Many end user clients have already carried out status determinations finding the role a contractor is performing to be inside IR35. The mere postponement of the changes to the regulations by a year does not alter the fact a determination has been carried out, and that determination may be at odds with a PSC’s previously stated “self-determined” position. For a contractor now to merely ignore the fact that the end user client had determined their role fell inside IR35 brings, in my view, a heightened risk of challenge by HMRC to the integrity of the contractors continuing to claim that their role falls outside IR35. In my discussions with contractors great concern was aired that having been determined to be inside IR35 by the end user client, there was a risk HMRC may seek to reach back beyond 6 April 2020 and examine the basis upon which a contractor had self-determined they were outside IR35 since the inception of their contract; potentially leading to a retrospective tax and NI liability. HMRC indicated had the legislation gone ahead as planned next month that they did not intend, other than in cases of fraud or malfeasance to do so, but their stance may change if a contractor elects to continue to provide services via their PSC that claim to be outside IR35. End user clients of course have a role to play here; how will they react to contractors wishing to continue to provide their services through a PSC outside IR35 when they have determined the role to be inside it? The feedback we have so far received from clients varies markedly: Some have said the decision whether a contractor continues to self-determine they are outside IR35 is a matter for the contractor Others have said they stand by their determination and expect the contractors to provide their services in-line with such A section has remained silent on the matter suggesting they are waiting to see what the contractors’ reactions are ​It would seem sensible, therefore, for the contractor to establish the end user client’s attitude to this before determining their own approach post 6 April. In summary, there is much for a contractor to reflect on beyond a simple “business as usual” approach. My advice is to consult your accountant before deciding and scrutinise the basis upon which the determination by the end user client was made. We are here as always to assist. I am happy to take a call or your queries by email. David Hale Managing Director 01384 446153

Coronavirus is, unsurprisingly, having a huge impact on the recruitment industry. With the situation changing hourly, businesses and candidates need to be prepared, adaptable and cautious in order to safeguard themselves and others during this unsettling time. ONLINE TOOLS KEEP RECRUITMENT ROLLING In recent weeks we’ve seen a dramatic rise in video interviewing as many companies are encouraging employees to work from home. Google has moved all job interviews to hangouts, Amazon and Facebook have put all on-site job interviews on hold indefinitely and LinkedIn has made all job interviews virtual. Web conferencing business Zoom Video Communications has seen a jump in usage and had started to remove the 40-minute limit on free meetings for users in China to help more people to work remotely. IT'S NOT ALL DOOM AND GLOOM... This period of uncertainty needn’t affect the recruitment process, we all just need to think of alternative means and using technology to overcome the challenges, without delaying key hires that will contribute to your future success. Here at Jonathan Lee Recruitment we’ve been using video interviewing tools successfully with our clients and candidates, globally for quite some time. TOP TIPS FOR YOU AND YOUR TEAMS... We’ve put together our top tips for businesses and candidates to prepare you and your teams during this time. For businesses Update your team on any changes to the interview format - including video interviews Speak to your candidates - if your company is operating a remote working policy, make your candidates aware of the new, online recruitment process Software and hardware check - ensure you have the technology in place to conduct online interviews Show your team how to conduct effective video interviews - it's not that different to being face to face... Technical interviews - make sure you have the appropriate tools in place to enable candidates to complete online tasks Follow up with your team in a timely manner to assess candidates’ post-interview and decisions on the next steps. In the absence of an "in-person" experience candidates may look for a faster turnaround on feedback ​For candidates Follow up with your recruitment - Don’t pause your job search. Hiring teams will be adjusting to new interview formats and schedules. If you’re collaborative and adapt to the changing process, you may gain a strong advantage over the competition Prepare for a professional interview. Make sure all devices (laptop, headphones, camera, lights and internet connection) are set up properly and tested before the interview. Dress in business attire as you would for on-site interviews. Maintain a professional appearance and speak clearly and be prepared to repeat phrases or questions as you may experience technical difficulties Follow up post-interview to thank the team as per onsite interviews Don’t forget to turn off your camera and exit the platform once the interview is complete! GET IN TOUCH Whether you’re a candidate or a business we can help you navigate through these difficult times. Get in touch to find out how. Jayne Wogan, Head of Client Services jayne.wogan@jonlee.co.uk 01384 446175

Last week I attended Artificial Intelligence (AI) for Manufacturing, hosted by the Manufacturing Technology Centre (MTC). It was a great opportunity to see live, cutting-edge technology demonstrations, share knowledge and discuss future collaborative opportunities and funding. However, one of the biggest concerns amongst the delegates was the difficulty in recruiting the right skills and experience. It is undoubtably becoming more and more difficult to attract and recruit for Industry 4.0 and this is particularly true within automation and digitalisation. However, contrary to popular belief, high calibre candidates do exist - they are out there and open to opportunities. DIGITALISATION SUCCESS FACTORS Digitalisation, as we know, presents much opportunity, but also presents a huge learning curve. Everyone has their own take of what it is, what it means and how It will improve their business. Despite its wide scope of application, there are some common success factors that every business should adopt for digitalisation to be realised: Buy-in from the top and strong leadership Digitalisation instilled within company culture - embracing change and continuous improvement Not relying on traditional recruitment methods Diversifying and widening your candidate pool As employers and recruiters, we have to understand that candidates in automation, big data, machine learning and the Internet of Things (IoT) come from a completely different demographic – and it’s not what our industry is used to. Candidates with the right skills and experience are typically Millennials or Generation Z. ADAPTATION IS KEY Albert Einstein is widely credited with saying: “The definition of insanity is doing the same thing over and over again, but expecting different results.” Many businesses recruitment practices are based upon attracting people from Generation X or even Baby Boomers. Perhaps it’s not so surprising that you maybe struggling to find people? DO YOU SPEAK THEIR LANGUAGE? Recruitment practices should be adapted to engage these generations. This is not just thinking about where you advertise but addressing your entire recruitment process to continue engagement; from application, assessment and interview, through to the on-boarding process, continued personal development and training. Reliance on a big blue-chip brand alone is not enough to attract and resonate with these candidates. It is also important that your recruitment teams understand digitisation, build a new network within these advanced tech fields and understand the skills and experience needed to effectively find and attract candidates with future skills. If you choose to work with a recruitment provider, make sure they are invested in your business and keeping ahead of the curve too. I speak with all too many people who choose their suppliers based on price, size of the business or historical relationships - they are not asking if they actually understand these skills, the industry and the challenges it’s facing. Having a recruitment partner on board should provide you with a realistic understanding of the skills and individuals available. They should also be able to help you with skills mapping to allow you to understand the geographical location/clusters of skill-sets across the country and indeed globally. If you are having trouble finding automation and robotics candidates, then get in touch. charles.cureton@jonlee.co.uk 01384 446105

Our brand new newsletter is now available to view.​ hbspt.cta.load(6154559, '18136a91-e6a2-43ac-81ac-2a5d9e231b26', {}); This edition covers various topics affecting the recruitment, engineering, technical and manufacturing sectors, alongside company news including:​ Future mobility: join the conversation IR35 - a handy eGuide Bronze award received 97% of our clients recommend us Ready, set, fundraise​ If you enjoy reading our latest news, subscribe here to receive the newsletter straight to your inbox

We know there’s an engineering skills shortage and we know that more is being done to encourage young people to consider a career in engineering. We have the absolute pleasure of seeing first-hand the fascinating jobs, projects and opportunities out there. And even more satisfying is when we’re able to find our candidates their dream job. Today (Valentine’s Day), of all days, seems timely to say why our candidates love working in the engineering, technology and manufacturing sectors. Work with great people No matter what field of engineering you work in, collaboration and teamwork are fundamental to success. You inevitably meet, work and learn from some extremely interesting and inspiring people Make your mark Come up with solutions no one else has thought of and make your mark on the world – now that’s job satisfaction! Never be bored The portfolio career and contracting are trends on the rise. Working in engineering can expose you to a number of interesting projects and roles - it means you are constantly learning, being challenged and most certainly never bored Be creative Engineering is a great outlet for imagination, lateral thinking and self-expression Love work, love life Engineering is an exciting profession, but one of the greatest advantages is that many employers offer flexible working and working from home to promote a healthy work-life balance Earn a big salary The earning potential in engineering, tech and manufacturing is impressive! See our future mobility guide to benchmark against our top jobs Skills transferability With digitalisation and Industry 4.0 influencing engineering, there are more opportunities than ever to transfer skills. This means a career in engineering can be varied and could allow you to move into different industries Make a difference Everywhere you look, there are examples of engineering and technology having a positive effect on everyday life. Safer cars, medical advancements, preserving the environment and communication advancements. Engineering is improving our health, happiness and safety, reducing poverty, and protecting our planet Find your dream job in engineering Sign up for job alerts

HMRC has today announced, ahead of the formal publication of the review into the implementation of changes to the off-payroll working rules (IR35), that the rules will now apply only to payments made for services provided on or after 6th April 2020. This is a significant change to the original guidelines which stated that IR35 would be applied to any payments made on or after 6 April 2020, irrespective of when the services were carried out and is likely to be welcome news to both contractors, end-clients and recruitment businesses, making it easier to ensure the rules are implemented correctly. The updated guidance can be found in the Employment Status Manual or by clicking here. Contact our team, visit our IR35 hub here, download our eGuide or call me on 01384 446115 to discuss how the changes will affect you. hbspt.cta.load(6154559, '5c98634f-9a1d-4c27-8767-14531ae869f7', {});

The future of transportation is exciting, and is poised to dramatically change how we live our lives and travel. It is also fundamentally changing the related labour markets. Industry’s move towards automated, connected and electrified technologies in addition to the digitisation of manufacturing will affect existing workforces and the careers available within electric vehicle (EV), connected and autonomous (CAV) and infrastructure (charging points) industries. There are plenty of studies, research papers and strategies that discuss future skills. However, they generally only go as far as to open the debate; provide a perspective, vision or even an idealistic view of jobs in the future. In the here and now, there is a lot of uncertainty and very little practical guidance out there, particularly for employees. So what's most important is for people and companies to be proactive and start to prepare... WHAT IF YOU'RE AN EMPLOYEE? We are increasingly finding candidates concerned about their future job prospects, and asking: Will my job or skill set become obsolete? What skills will be in demand in the future? What transferable skills do I have? Is there a natural job role or area could I move into? How do I go about upskilling? I want a job in EV and CAV - what do I need to do next? With fossil fuel powered cars set to be banned as soon as 2035, traditional powertrain as we know it could creep into extinction – alongside the jobs that support the function. This is a daunting prospect for those that have dedicated their career to the specialism. Traditionally training in the automotive sector has been difficult to navigate - characterised by a complicated patchwork of colleges, universities, private providers and in-house training. For those looking to upskill now, however, many of these issues are being addressed and many employers have started to collaborate with academia to create new courses that evolve and adapt quickly to include the latest technological advancements and trends.

This week I had the pleasure of attending Make UK National Awards Gala Dinner, raising a glass to toast the very best in UK Manufacturing. The awards took place at the modern East Wintergarden, Canary Wharf, providing the perfect setting to celebrate the industry’s crème de la crème. As Make UK’s Recruitment Advantages Partner, Jonathan Lee and I attended the event, which brought together all of the regional awards winners across categories as diverse as business growth & strategy, sustainability, leadership, innovation and developing future talent as well as providing the ideal platform for the National Apprentice awards. Our congratulations go to the winners, runners-up and all those who were shortlisted. It was especially inspiring to hear about the exceptional work of the featured apprentices, which made us feel really proud to be a part of #ukmfg. Biggest congratulations went to David Nieper who won Manufacturer of the Year, the award for Sustainability and was runner-up in the Developing Future Talent category and to Universal Wolf, winner in the 'Business Growth and Strategy' category and was also named SME of the Year. Both companies were very surprised and very gracious in receiving the accolades. The Make UK annual awards do far more than recognise exceptional individuals and businesses. They also demonstrate the diverse and complex nature of manufacturing in the UK. Make UK does an excellent job in representing wide-ranging businesses in both size and product as evidenced by the diverse winners; from SMEs to global corporates, from luxury ladies' nightwear (David Nieper) to nuclear submarine manufacturers (BAE Systems). An excellent evening all round – congratulations once again to all the winners! Learn more about our partnership with Make UK. GET IN TOUCH matthew.heath@jonlee.co.uk 01384 446187

It is no coincidence that when it comes to filling permanent vacancies, UK employers have consistently voted engineering and technical in the top three most challenging functions. This is according to the Recruitment Employment Confederation (REC) JobsOutlook monthly report, with figures suggesting that concern has been rising steadily over recent years:

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. hbspt.cta.load(6154559, '5c98634f-9a1d-4c27-8767-14531ae869f7', {});

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.​ 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. ​

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