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Morson Maker Space | Made in Salford

“This is a flagship for Salford, for attracting the next generation of engineers and enabling industry to recruit from our talent pool. It is exciting to be working alongside Morson Group to build on our manufacturing pedigree, which gave birth to the first engineering courses dating back to the Industrial Revolution!”

Dr Maria Stukoff | Maker Space director at the University of Salford

Our partnership with the University of Salford took a major leap in 2019, with the launch of the Morson Engine Room. The unique facility on-campus supports collaboration between students and businesses by allowing education and industry to work together on industry briefs. Featuring the latest manufacturing technologies, which include a waterjet cutter, metal additive manufacturing, large format 3D printing, electron and optical microscopes, and reverse engineering metrology instrumentation, it enables students to learn real-world industry skills.

The Morson Engine Room builds on the Maker Space. Also located on campus, the Maker Space features 3D printing machines comprising a range of Ultimate S5, 3 and 2+ machines, a Markforged composite printer, and a high-resolution SLA resin Formlabs printer. Other equipment includes laser and vinyl cutters, and several spaces for assembling electronics, with a dedicated computer suite for 3D design classes. Students have the ability to learn how to use and operate these machines to build practical skills in relation to design for manufacture, assembly and inspection, gaining hands-on practical experience to take a project from idea to early concept stage right through to a final product.


Gerry Mason Engineering Excellence Scholarship

To date, we have supported 35 young people by funding their academic studies at the University of Salford. The scholarships enable talented students, who would otherwise be deterred from university because of the associate tuition fees and living costs, to pursue a degree in engineering. Each worth in excess of £9,000, and funded by the Mason Family Foundation, build a strong pipeline of talent in sectors worst hit by skills shortages.

These fully-funded engineering scholarships allow students to study one of 13 engineering programmes at the University of Salford, including civil, aeronautical and mechanical engineering. We have also recently strengthened the programme by creating a robust training framework that
enabled scholars to conduct various work placements with the Morson Group throughout their study, which included a paid summer placement between their second and third year.

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Engineers at The Morson Maker Space Tackle NHS PPE Shortage

Teams at the Morson Engine Room and Maker Space have recently developed a prototype medical visor using 3D printing in direct response to the needs of hospital staff fighting Coronavirus.  The state-of-the-art engineering and digital fabrication facility is funded by the Morson Group and is based at The University of Salford.

Following initial testing, the team have now been tasked with producing 75 visors a day, donating the products to Salford Royal Foundation Trust.

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    REE opens Engineering Centre of Excellence

    ​Israeli start-up company, REE has confirmed it has opened a new engineering centre in Warwickshire to help meet its demand for its REEcorner and Electric Vehicle technology. REEcorner integrates components including braking, electric-motor, steering, and suspension into the wheel arch before being placed into a flat, battery-packed chassis. According to REE, this capability gives customers full design freedom to create the broadest range of electric and autonomous vehicles (AVs).The £66 million investment aims to create around 200 jobs to advance its technology. One of the main reasons the company has invested in the UK is due to the UK’s 2050 net-zero target as REE COO, Mike Charlton addressed:“A key driver in our decision to establish our presence in the UK is the UK government’s forward-thinking vision and zero-emissions policy that perfectly aligns with REE’s goal of heralding a more sustainable, greener future for our generation and those to come.”Daniel Barrell, REE’s co-founder and CEO added: “I am excited to announce another major milestone for REE towards bringing our technology and products to the market as we expand our global footprint. With the recent announcement that we plan to go public via a SPAC [special purpose acquisition company] through our merger with 10X Capital Venture Acquisition Corp. and funding from long-term strategic investors including Koch Strategic Platforms, Mahindra & Mahindra and Magna International, REE would have sufficient capital to accelerate mass production of REEcorner technology and modular EV platforms"He continued:“The first REEcorners are expected to be delivered to customers in 2022, with mass production beginning in 2023. This new Engineering Centre is a state-of-the-art facility allowing us to accelerate our validation, verification and testing as well as product homologation.” In 2019, The University of Salford and Morson Group co-launched two new Salford-based facilities (The Morson Maker Space and the Morson Engine Room) featuring the latest industry standard manufacturing technologies which would work to allow students to learn engineering skills used in various industries. The facilities collaborate between the University and local businesses to innovate and test ideas, with an opportunity to meet and work alongside students working on real industry briefs.The Maker Space features a ‘Print Hive’, with dedicated 3D printing machines, a composite printer, a high-resolution SLA resin Formlabs printer and more. The Morson Engine Room features heavy duty, industrial grade machinery typically found on the workshop floors of manufacturing businesses.As well as a leading recruiter in the energy sector, we are on our own carbon neutral journey as part of Shell's Destination: Carbon Neutral fuel card scheme.

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    British Gas makes biggest UK commercial order of electric vehicles

    ​British Gas has confirmed that it has ordered 1,000 new all-electric Vivaro-e vans from Vauxhall, making it the largest commercial BEV (battery electric vehicle) order to date. The electric vehicles will arrive over coming 12 months and will be available nationwide to the entire British Gas engineer workforce. Those engineers that will receive the new vehicles will be chosen from volunteers, but will be prioritising those from targeted areas where it is important to lower emissions and where a replacement van is needed. Further orders from Centrica, owner of British Gas are guaranteed after the initial batch, with the aim of electrifying its whole fleet by 2030 as part of its commitment to becoming a net zero organisation.British Gas engineers will install all chargers at engineer homes and is accelerating EV adoption in the UK for homes and businesses with charger installs and innovative EV tariffs.The company is currently increasing the Electric Vehicle engineer workforce through training existing engineers, recruiting new engineers, and creating 1,000 new engineering apprenticeships by the end of 2022.Matthew Bateman, Managing Director of British Gas stated:"Our engineers and their vans are part of the local community they serve and it’s important we reduce the emissions of our vans so that we are contributing towards better air quality in their area and the environment. We are committed to the transition to electric vehicles which involves changing our fleet as well as helping consumers and businesses with charge points and infrastructure.  He continued: “We chose to work with Vauxhall as they were able to give us a large number of high-quality and low emission vans to help us effectively serve our customers – and they will also work with us on future EV solutions. Transport is a key area where we can improve carbon emissions and is an important part of our strategy to meet our net-zero targets” Stephen Norman, Managing Director of Vauxhall Motors added: "I am delighted that British Gas has confirmed the UK’s largest order of battery electric vehicles with the Vauxhall Vivaro-e. As the oldest British vehicle Brand since 1903, I want to thank British Gas, a fellow British business, for their loyalty and trust in Vauxhall. As with all businesses up and down the country, tradespeople rely on their van as an essential tool of their work and our 300-strong Retailer network is crucial in continuing to provide support to carry British business. The strength of the quantity of orders for our all-electric van demonstrates that the Vauxhall Vivaro-e, the first step in the electrification of our entire van range, can contribute towards the transition towards low emissions vehicles whilst improving air quality." As well as a leading recruiter in the energy sector, we are on our own carbon neutral journey as part of Shell's Destination: Carbon Neutral fuel card scheme.

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    What a difference an audit makes

    Do you know the true extent of your contractor workforce? Have you struggled to identify and audit your contractors during the national lockdowns? Is your recruitment process overcomplicated? And are you concerned about the financial and regulatory implications associated with ‘hidden’ contractors? ​Operations Support Manager Mark Goodwin and Head of Client Engagement Samantha Price discuss the benefits of undergoing a contractor audit to help streamline your business.​Businesses with expansive teams spread across multiple locations can find it a struggle to keep on top of the ins and outs of every single contractor on their books. Typically, information on contractors isn’t captured within organisational charts or on central HR streams but, particularly in the wake of Covid-19, and with the upcoming IR35 legislation in mind, businesses have faced increased pressure to identify contractors within their workforce – and they’ve struggled. It’s easier for HR and finance teams to track the job titles, salary bandings, working hours, geographical locations and specific needs of permanent staff – not only is it their responsibility but they hold that data in-house. But for businesses with flexible workforces – a mixture of contractors and full-time employees – there can be a lack of strategy, meaning not all recruitment processes are followed compliantly. Plus, for those who liaise with multiple recruitment agencies to manage labour, the process can become overwhelming and noisy. It presents further risk – financially and legislatively, but also in terms of broader company processes and the candidate experience which, if poor, can both damage a brand’s reputation, visibility, approach to ED&I and commercial benefits. To support businesses in any of these situations, we’ve launched an audit service that we are rolling out to make the recruitment experience more positive for both the candidate and the client. It’s designed to assess attitudes to recruitment, how processes are currently set up, internal and external frustrations and more. We walk ourselves through our clients’ and their candidates’ journeys, using data and qualitative learnings to draw up ways the experiences can be improved, but also assess how cost savings and time efficiencies can be made. What we present back to the client is a report of outcomes which, if amended with some small changes, can create a new, tangible roadmap of success. Typically, an audit will reveal where efficiencies can be made in the following areas: SpendingAn audit is a deep dive into a company’s recruitment spend. We look at their entire population to find out various salaries, if consultants are being hidden as contractors but being paid a higher margin, and more. Then we look at the commercial impact of working with multiple agencies at once. Usually, this means a company is working to varying sets of terms and mark ups, and paying different commissions, so are simply not realising best value. Recruiting the right type of talent can also become a cost drain. Long term, a contractor will cost a business more than a full time employee, but for specialist or short-term projects contractors or even statements of work prove to deliver best value. An audit will show if a company is making the best use of talent and therefore, if the commercial benefits of an existing recruitment model are being achieved. In partnership with our clients, we explore the numerous routes which can be taken to reduce costs, suggesting various recruitment models – a supplier rationalisation, MSP, RPO, hiring manager training or EVP overhaul or consolidation of their recruiter pool being just two options – which could be implemented to save the client what could be hundreds of thousands of pounds each year.Legislation Contractors in highly technical industries are subject to certain regulations, while the introduction of IR35 for the private sector will put extra responsibility on businesses to take account of their contractor workforce, assessing whether they fall in or out of scope. Auditing can make this a more transparent element, firstly in terms of assessing who is supplying your talent; if you do not know this, you cannot be sure of compliance across your supply chain. And secondly, in terms of the candidates themselves; with responsibility falling on employers to know which of their team members are subject to IR35, an audit can help to identify those which might currently fall under the radar but who, without a change to working practices, could lead to costly fines and penalties. As part of the audit process, we work with hiring managers to understand how much they know about legislation, detailing parts of our trail which shows the wider business is failing in its compliance. We can then feedback to clients on the ways they can upskill their team to ensure this becomes a priority, meaning that the business is futureproofed from regulatory risk.Processes An immediate benefit to a company of an audit is that it acts as an independent review of their wider processes, and how they perform in reality, rather than on paper. For example, are communications processes sophisticated enough to ensure every potential contractor is informed they have not been successful in their application? This can often span to more than 12 contractors – is each receiving a timely update with enough clarity on why they did not get the role? Additionally, is there hidden bias in the hiring process? Are the people undertaking interviews sufficiently trained to do so? Also, are there any rogue practices hindering the efficacy of recruitment? Are managers favouring one agency over another? Is more money being paid to a single agency than another without evidence as to why? Auditing can flag all these elements and more. And with some simple changes, the efficiency of an entire business can be improved.Talent Another objective of an audit might be to identify the reasons why a business is struggling to recruit either permanent staff, or contractors with niche talent sets. Data will prove if there is a bias in a technical talent pool for contract roles, which will really hinder a recruitment campaign for a permanent role. Similarly, data will also show how simple changes – such as contributing remuneration, developing cross-sector skills insights and improving work-life balance – can transform a role from being difficult to hire to easier to fill. For example, are you paying below the average industry rate for this role compared to your competitors? Something as simple as a higher salary band for the role might attract better talent and result in a longer-term saving, as you will be able to relinquish several contractors charging a higher day rate.Not all changes should centre on financials, though. Consider this - are you working with the right agencies to secure niche skills? If you are hiring for a specialist campaign and aren’t hitting your recruitment milestones, could the problem be a case of the agencies not having the right talent on their books? As part of your audit, we’ll examine your supply chain as well as your business, to ensure you’re working with the best. There are two ways to work with Morson on a contractor audit; either directly through us – which is preferential for those looking to move to an MSP model with us – or via an external, Morson-approved, independent contractor. We understand how recruitment works in a way that you may not which means we’re best placed to undertake this task, but we work around you, your technology and systems, and in-line with your processes. We will anonymise all data to protect individual parties within your form and utilise your branded communications channels to fully embed within your business. That way, the resulting outcomes benefits you, and only you. Getting your audit right can be a turning point for your business, empowering you to transform processes that make you a more attractive option for candidates, and more accountable at every level of regulation. Get in touch today if you’d like our help to achieve it. Contact Mark Goodwin via email or connect with him on LinkedIn hereContact Samantha Price via email or connect with her on LinkedIn here

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    Virgin announces five year net-zero plan

    ​Virgin Media has announced a five-year plan to achieve net-zero carbon operations and zero waste operations by 2025. Known as the ‘Meaningful Connections’ programme, Virgin plans to address three key areas – people, planet and communities. This plan has been created following detailed research and insight from customers, employees and experts from the company on the role it should play in society in the next five years. By the end of 2025, Virgin aims to reduce Scope 1 and Scope 2 emissions by 25%, sourcing 100% renewable energy and investing in carbon removal offsetting schemes for remaining emissions from 2025 onwards. The company also aims to transition its entire fleet to electric vehicles by 2025.On top of this, the programme also looks to ensure 95% of all operational waste is reused or recycled and that customer products (e.g set-top boxes or routers) contain at least 75% recycled plastic content or be a refurbished product. This is expected to save more than 5,000 tonnes of materials. Virgin has pledged to reuse or recycle 100% of all returned customer equipment and mobile handsets too.Lutz Schüler, Chief Executive Officer at Virgin Media, stated:“With the country beginning to look towards recovering and rebuilding, we believe it’s vital to use this moment to bounce back in a better way.“As a major UK employer and investor with a presence in communities across the country, we know that we can make a positive impact. Our Meaningful Connections Plan will use our purpose, people and products to create lasting change in the towns and cities we serve, drive greater diversity and inclusion into our business and see direct action taken to help tackle climate change”Virgin will also utilise its TV content to bring home the importance of climate change, having signed up to the Media Climate Pact, an industry-wide initiative to help educate and inform viewer on the subject.​As well as a leading recruiter in the energy sector, we are on our own carbon neutral journey as part of Shell's Destination: Carbon Neutral fuel card scheme.

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  • Image 2021 02 22 T16 27 30

    Whitepaper 'BAME Representation in the Workplace': Driving social mobility

    BAME attrition statistics make it clear there are significant improvements to make before we can call the industry truly inclusive, particularly when considering that attrition costs an average of £30.6k per each employee lost. BAME communities face their own unique disadvantages within society, with a higher than average chance of having experienced poverty and poorer educational outcomes. Despite more BAME people in the UK obtaining degrees, these groups are still most likely to face a job gap compared to white colleagues with the same qualifications. For example, research from the Resolution Foundation found that Black African and Bangladeshi graduates are twice as likely to work in low-paying occupations as Indian, White and Chinese university leavers. As part of our research for our whitepaper 'BAME Representation in the Workplace', we were able to determine whether BAME employees are more likely to leave their roles due to workplace pressures than none-BAME groups, and identify which demographic is more likely to be pinpointed for promotion within a company. Percentage who have left a role earlier than planned due to particular workplace issues/pressures:​Percentage who have left a role earlier than planned due to particular workplace issues/pressuresBlack/British Caribbean100%White European39%Asian/British Bangladeshi100%White British24%Black/British African40%White other22%Asian/British Pakistani33%White Irish20%Asian other25%White Gypsy/traveller0%Total average57%Total average21%Percentage encouraged by a current or previous Line Manager to seek a promotion BAME participantsNon BAME participants16%84%This distinct contrast in workplace experiences amongst BAME groups compared to non-BAME groups demonstrates that professional environments could be working to manifest existing social disadvantages amongst minorities. Add to this that almost half (47%) of all respondents have never been managed by someone of BAME background, it is perhaps easier to understand why junior BAME workers are less likely to take senior positions – there simply aren’t the role models in place. These are barriers which must be broken down. Against this backdrop, there is an opportunity to implement processes and ways of working which begin to, instead, drive real social mobility amongst this demographic. Ways of working must be implemented to attract a greater pool of candidates from different ethnic backgrounds to overcome the socio-economic employment barriers that these hard-to-reach groups face. However, this must also be complemented by activity which ensures they are presented with the same promotion opportunities as other colleagues and given such positive workplace experiences that they never feel compelled to leave their role. We are working on setting a pioneering new standard within the industry to create a recruitment service which doesn’t just attract BAME talent, but which supports our clients in achieving optimum working standards, free of discrimination, to ensure talent is retained, nurtured and empowered to progress. Though this whitepaper has already explored the reasons why an employee would leave a role, our research also sought to distinguish exactly what it is that drives a BAME worker towards a job role in the first place to determine when attrition is first triggered. The below figures outline these findings: What attracts you to a role?What makes you leave a role?41% pay levels42% if I was harassed/bullied32% reputation of the organisation I’m working for39% poor company culture 31% progression opportunities 38% if I’d reached burnout (lack of energy, passion or motivation to do the job)29% proximity to home 38% if I experienced discrimination 26% attractiveness of the industry 30% if colleagues treated one another or were treated with a lack of respect19% the opportunity to secure a permanent contract 29% not being made to feel included 17% training on the job 28% if I was found to be paid less than my colleagues17% exciting elements within the role25% if I experienced racism​​“What these findings demonstrate is that while pay is the main driver for a person to join a business, when they are recruited their priorities actually change. “Instead, they come to value different factors, such as inclusion, respect, motivation and culture. It may be instinctive to base career decisions on elements we can measure, such as income, however, what is clear is that the immeasurable aspects to a job role are much more important in the longer term. “So, while workplaces might use pay as a tactic to attract high skilled talent, those who don’t deliver in a more emotive, personal capacity – in line with a person’s background, demographic and orientation – are at risk of high attrition levels. It is absolutely essential to create pathways for retention so that every sector works to secure its talent long term.” - Sam Price, head of client engagement the Morson Group Of the respondents who took part in the research, 40 per cent were educated to GCSE level, with just 20 per cent possessing A-levels or a degree. While 31 per cent said they had previously considered entering a traditional, professional occupation such as HR, finance or legal, 37 per cent cited ‘being unqualified’ as a factor in holding them back in their career progression. Though this portrays a perception that some technical sectors simply welcome low skilled labour, what is especially important for BAME employees is to be presented with opportunities to continually upskill in a job role, in order to retain their talent. ACAS, the Advisory, Conciliation and Arbitration Service, which provides free and impartial information and advice to employers and employees on all aspects of workplace relations, states that the three ways to retain staff is to focus on ‘retraining’, following these three steps: Ensure that work is 'meaningful' and makes full use of an individual's skills, abilities and potential Keep work interesting and varied, providing training opportunities so that workers feel they are developing and improving Present openings for promotion, or risk driving away workers, especially younger demographics looking for career progression Based on these figures and additional research, we can now provide clients and businesses with a compelling case to better engage with BAME candidates in order to drive upward social mobility for this underrepresented and often discriminated group. However, hiring a diverse workforce is just the starting point. Instead, focus should be on creating environments where each employee can thrive, feel fulfilled and remain with the business long-term, regardless of background. ​Download your copy of the full whitepaper here:​

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    Lockdown Roadmap: Insights from Morson CEO, Ged Mason, and Reed chairman, James Reed

    Monday’s highly anticipated ‘lockdown roadmap’ announcement has left in its wake a mixed feeling amongst businesses, but one of overwhelming positivity with some ‘normality’ set to return to the UK over the coming weeks and months. Ged Mason, CEO of the Morson Group and James Reed, chairman of REED offer their perspectives on this weeks news.Lots of the hardest-hit industries, including retail and hospitality, have a new glimmer of hope and can set the wheels in motion to reopen their doors soon. In fact, data from Keep Britain Working reveals that job listings are expected to reach pre-pandemic levels by spring. Others – such as the currently inactive aviation market – still have some way to go before any sort of normality can resume. The lifting of restrictions is broken down into five-week intervals, prioritising the return of school children to educational settings in March. The plan will be implemented based on four key tests, all of which must be passed for the staggered lifting of restrictions to take place. Commenting on the news, Ged Mason, CEO of the Morson Group – the official Northern Partner of the Keep Britain Working campaign – said: “As we prepare for a summer which sounds like it’ll be more akin to those we enjoyed before the pandemic, one key element appears to be missing – there is still no set date for when international travel can resume, or will be deemed safe. And if measures aren’t taken to help the aviation industry prepare for this, longer-term damage is going to inflict on a market that has already suffered the consequences of the pandemic. “The Government is set to release a global aviation report in April, detailing the state of the market and the steps it will take to boost the industry again. But to ensure the public can enjoy holidays overseas – and give those working in the sector their livelihoods back – will take the mobilisation of an enormous supply chain. “Aircraft that have been grounded for months will need engineers to carry out maintenance and service programmes; airports looking to entice customers back to their premises will need to upgrade their buildings in line with new trends and priorities; baggage handlers, traffic officers, attendants and pilots will need to be brought back from furlough to get planes in the air. This is the bread and butter of the industry and requires talent, which will mean many can get back to work. “That said, there continues to be a lot of ‘what ifs’ around the unlocking. Though it’s predicted the travel and aviation sectors will achieve normal levels of operation within the next 12 to 18 months – which would be a hugely positive outcome – many organisations will be finding it difficult to plan for the future. This, however, can also be seen as a positive – particularly amongst the contractor market. While those in the sector might be unwilling to invest in permanent labour, they will be looking for immediate, short-term resource that can be quickly mobilised across multiple sites, offering specific expertise to help build back better. This is a huge opportunity for those with the skills to transfer to different roles and who want to capitalise on lucrative markets. Because although the recovery in aviation might be slower than other sectors, once it’s deemed safe to do so again, public hunger for international travel is going to be at its highest level in years, and looks set to thrive for a long time to come.” Additional data from Keep Britain Working demonstrates a clear appetite to reskill and redeploy into high demand industries, with REED recording a 64% year-on-year increase in training registrations. James Reed, chairman of REED and founder of Keep Britain Working, added: "In February, we have seen a 14 per cent increase, month-on-month, in jobs. We’ve had 153,000 new jobs in the first three weeks of February alone, which is actually 4 per cent up year-on-year, even pre-pandemic. “We are seeing a lot more administration jobs posted, which is encouraging because it suggests companies are potentially planning to reopen their offices." With all that said, those with skills relevant to aviation and administration should see the Prime Minister’s announcement as a major step forward. Progress will be steady, but we will arrive at a time when international travel and office-based working once again becomes the norm. When it does, it’ll be a win for our economy, our people and our country. ​Read more: Could an RPO be the solution to your HR woes? Morson COO, Adrian Adair explores >Why 2021 is the year to consider contracting | Morson construction director, Rhys Harris explains >

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    Contractor IR35 options: Act now for peace of mind

    ​As the April deadline for rolling out new IR35 rules in the private sector draws closer, an increasing number of contractors have already received their status determination statement, with more expected in due course. Whether you have been deemed inside or outside of the off-payroll working rules – or perhaps you haven’t yet received your determination – Morson is here to help. We offer a suite of IR35 compliant payroll solutions ranging from Pay As You Earn (PAYE) via Morson to several FCSA-accredited Umbrella companies. If you are currently operating via a personal service company (PSC), it is important that you understand your options and the various routes available that ensure you remain compliant with the new rules. Don't leave it to the eleventh hour - be proactive and avoid the rush by discussing your IR35 options today.​Cutting out the jargon: A simple guide to IR35What is IR35? Legislation introduced by the government in 2000 designed to close what was considered to be a potential loophole which allowed individuals to set up a LTD company with the sole aim of paying less Tax/National Insurance than regular full time employees.Is something changing I need to know about? Yes. From April 2021 the legislation will be revised. The key change to be aware of is that the responsibility for determining whether an individual contractor is operating inside or outside of IR35 will move to the end-client the individual works for rather than being left to the individual themselves to decide their own tax status as per the current version of the legislation.What will clients need to do? Clients will need to make an IR35 determination on your role before the start of April 2021 and will need to inform both you and Morson directly of their determination outcome. This determination, presented in the form of a status determination statement (SDS) will either confirm you are Inside IR35 or Outside IR35. What does inside IR35 mean? This means the client has determined that the role you carry out is deemed to be similar to that of an employee of their business for tax purposes only and needs to be treated as such. If the client determines you are inside (or in scope of) IR35, you will need to consider alternative contract payment options if you want to continue working for that client beyond 6th April 2021. This will mean looking in to one of the below payment models via Morson.What does outside of IR35 mean? This means the client has determined that the role you carry out is truly self-employed for tax purposes. If the client determines you are outside (or out of scope) of IR35 you can carry on operating through your LTD company and can continue to manage your own tax affairs in the most efficient way. You will still need a new contract to confirm the clients outside IR35 determination from April 6th 2021 but nothing else will change.Morson Group Umbrella Company PSL Morson Group PSL providers are all engaged on an overarching agreement with associated indemnities and warranties. They are assessed for financial stability, ownership is sanction checked, RTI reports are provided and we conduct regular audits. In addition, all workers are engaged on a PAYE contract of employment. These providers need to be either members of the FCSA or Professional Passport accredited. With the Morson Group PSL we offer full compliance and avoid some of the umbrellas that are springing up which put workers at future risk. Whilst some umbrellas may claim to be HMRC audited this isn’t a badge of approval from HMRC, as HMRC will not endorse any company. We only engage with FCSA or Professional Passport accredited umbrella providers, this ensures they are financially stable as well as compliant with all relevant legislation. However, there are a lot of schemes designed to avoid Income Tax and National Insurance contributions (NICs), through a combination of capital advances and complex offshore joint (or mutual) share ownership arrangements. These schemes may also offer tax-free T&S, which again is subject to the intermediaries legislation in respect to SDC, and generally put the worker at personal financial liability. Part of our due diligence includes assessing some of the symptoms of aggressive scheme promoters such as:Directors with a history of phoenixing companies Directors with hundreds of small companies under them Companies registered offshore e.g. Philippines, India and the Isle of Man Payslips for an agency using different PAYE references 'FREE' schemes – i.e. no margin charged to the worker, high take-home pays promisedWhilst we appreciate the financial impact on workers of being deemed in scope of IR35, we have a duty to ensure all parties in the supply chain, and more importantly, the actual workers, are protected from the risks associated with non PSL umbrella providers. HMRC are very firm on this within their guidance and FCSA accreditation is an industry-accepted compliance by the REC (Recruitment & Employment Confederation). Furthermore, we are also governed by The Criminal Finance Act (as amended September 2017). Our list of approved umbrella suppliers below can help you gather comparative quotes or please visit https://www.tax.service.gov.uk/estimate-paye-take-home-payClick here to visit our IR35 Hub to see our list of approved umbrella suppliersTogether with our network of approved suppliers, we are here to guide you through whichever option you choose. Act now to gain the peace of mind that comes with knowing your IR35 affairs are in order.For further advice, please contact your Morson representative or our central IR35 support team at IR35@morson.com or visit our IR35 Hub

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    HS2 phase 2a confirmed and bought forward

    ​Plans for phase 2a of HS2 have officially been granted Royal Assent by MPs.Costing £4.5billion, the phase 2a section of the line, which will run for 36 miles from Birmingham to Crewe, will now be built earlier than originally planned. It will be the first new intercity railway to be built in the north of England in over 100 years.The stretch of line will create 5,000 jobs in construction and dozens more across the supply chain. In addition, the railway will support 140 permanent jobs at its maintenance base near Stone in Staffordshire. HS2 intended to split the section into two major civil contracts worth around £1.6 billion each but revised thinking indicates that this will now be seven civils packages. This includes the delivery of two tunnels, 26 cuttings, 17 viaducts and 65 bridges. The ‘Early Civils Work – Package 2’, will be worth £50m and will be awarded through the government’s existing Construction Works and Associated Services framework. HS2 said this would streamline the procurement process allowing a contract to be awarded shortly. Hundreds of new HS2 jobs in Birmingham were announced in 2020, following the official announcement at the start of the year that the project was to be given the green light. Prime Minister, Boris Johnson said: “Today is a landmark moment in our infrastructure revolution. HS2 is the most significant expansion to our national railways in a generation – transforming connectivity between our towns and cities and vastly increasing the capacity of our rail network. By proceeding full steam ahead, we are delivering on our commitment to unite and level up the country. The construction of Phase 2a will support thousands of jobs and create opportunities for local businesses as we build back better.” HS2 CEO, Mark Thurston said: “Parliament’s approval for extending HS2 beyond the West Midlands to the North is a clear sign that MPs recognise the enormous potential of this scheme and continue to give their strong support. As the first major railway built in the North for over 100 years, HS2 will spur massive economic growth for our towns and cities, help to level up the country, and provide cleaner, greener public transport for millions.” Morson is the UK's leading rail recruiter. Search our latest jobs in rail here or find out how a rail apprenticeship could benefit you here

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    Morson's Janet Mottram named Recruitment Juice's Apprentice of the Year

    Congratulations to Janet Mottram from Morson’s aerospace recruitment division who was awarded Apprentice of the Year by Recruitment Juice.Recruitment Juice is the recruitment industry’s no.1 fully gamified online learning provider. They offer over 60 courses, each offering a fun and innovative training path that combines video, interactive learning quizzes, advice from industry experts, downloadable documents, a stand-alone mobile app and a new performance centre to encourage and engage.Janet follows in the footsteps of other recruitment apprentices from Morson who have been involved with the training organisation. In 2020, Morson's Charlie Moore went through his apprenticeship with Recruitment Juice and shared his thoughts on why it was the perfect course for him.Upon presenting Janet with the award for 2021, Recruitment Juice commented:“Janet was chosen as apprentice of the year because of her tenacity and resilience to learning and her ability to overcome numerous barriers. Janet had not studied since school 30+ years ago. As she did not have proof of her O-Levels, she was required to complete functional skills in Maths and English alongside the Recruitment Resourcer Standard. This is Janet’s first role in aerospace and recruitment resourcing. She often found it hard to fit everything into her working day as she attempted to learn about a brand-new industry, the knowledge, skills and behaviours of a Recruitment Resourcer and also study for Maths and English. There were times when Janet found this stressful and could have easily admitted defeat, but she didn’t! She would turn up to her meetings every month, with a can do, positive attitude and she would put her all in to learning what she needed to succeed. Her resilience, determination and hard work paid off and she passed the Recruitment Resourcer Standard with a Distinction. Her Mentor could clearly see how proud Janet was of herself every time she achieved a part of the qualification along the way and especially when she got the news that she passed her overall Recruitment Resourcer Standard with a distinction.” Phil Evans, Associate Director within the aerospace team at Morson, said: “Janet started working for the aerospace division in June 2018, having originally been brought on board to manage the GDPR call team that was set up to assist the business with getting candidates to accept GDPR. This was her first role in recruitment but adapted very well due to her call centre background and professional manner on the phone to both candidates and clients. She’s always eager to learn and happy to put her hand up for anything, even if its outside of her comfort zone. Her positive, can-do attitude got her over the line and this is reflected in her approach to work and why she is a great asset to my team.” Morson is a leading recruiter for the aerospace and defence industry. Search our latest roles here

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    Katy Daley-Mclean talks career, World Cup win and Sale Sharks Women

    ​We caught up with our newest ambassador and one of the most successful rugby players of all time, Katy Daley-Mclean to discuss her storied career and her first season with Sale Sharks Women.Sale Sharks Women are currently midway through their first season as a side, with a mix of youth and international talent such as Daley-Mclean, there have been some great moments in an action-packed first season in the Premier 15s. The World Cup-winning fly-half explained why a move from Loughborough Lightning to the newly formed club in Manchester was the right move: “For me joining Sharks last September, they have such a rich history, and the vision Darren Lamon and Michelle Orange had for the club was something that really excited me. To come to a club that wants to redevelop the next generation of rugby playing women was something that I couldn’t turn down” Earlier this season Katy announced her retirement from international rugby after one of the most impressive careers in an England shirt, winning a World Cup and nine Six Nations trophies, as well as being nominated for World Player of the Year and being named in World Rugby’s Team of the Decade. The Sale Sharks star explained why this was the right time to close the door on her England career:“International retirement was something that I wasn’t thinking about when I signed for Sale but having a young family and the stage I’m at in my career, it was the right time to do that. I’ve absolutely loved my international career, I’ve seen some amazing places and met some great people and when you know it’s time to walk away you know”​Many of Sale Sharks Women’s current stars balance full-time day jobs with professional rugby which is incredibly demanding both physically and mentally. This is something that Katy isn’t a stranger to, having worked as a primary school teacher during one of the most crucial times of her career: “I’ve been very lucky, I stopped working full time in 2014, close to the World Cup. I’ve had the best of both worlds really in terms of still having my normal life and balancing work and rugby. At the time it was really hard in a world cup year, it was about getting up early and making sure those training sessions in because I was a primary school teacher at the time as well. It was about doing it for the children I taught as well, that was the motivation for me and I had great family support” She continued: “When you’re playing full time you obviously have that extra time to recover and train and get stuck into analysis and skills which you don’t have that spare time if you’re working full time too” The former England star explained where her winning mindset came from and what still motivates and inspires her when playing today: “For me, I’m a massively driven person, especially when I was younger I wanted to be the best at anything I do. I’ve always loved Rugby and it’s always been in my blood and family, but my main motivation was to be the best at it. Probably a lot of the actions I took were quite selfish because as an elite athlete you have to be focused on the task ahead. Looking back on my career I can say there is immense pride, I’m really proud of everything I’ve done because I set out because I love the game and that’s why I still play today. Playing for my teammates and not letting them down was a massive drive too. In the build-up to the 2014 World Cup and lifting that trophy, I knew my teammates had the same mindset and didn’t want to be the weak link and wanted to be the best they could be, which was the biggest thing in lifting that trophy.” Head to our YouTube channel for the full interview and stay up to date with Morson Sport by following us on Twitter@MorsonGroup

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    “You never stop being an engineer.” The benefits of engineering skills in business leadership

    In a 2020 report, it was indicated that 28% of chief executives at Fortune 500 companies had an engineering degree, with 34 of the top 100 of the Harvard Business Review’s Best Performing CEOs also being engineers. This was the case even in companies that weren’t themselves engineering-based, such as Jeff Bezos at Amazon. But how can a background in engineering help develop the skills needed for a senior leadership role, and why are so many companies succeeding with engineering-savvy CEOs? At Morson, several of our longest-serving directors began their careers within the Morson Projects division of the business as engineering apprentices, working their way through the business to hold key executive positions.Morson Group Managing Director Dr Kevin Gorton, said: “For me, engineering gives people a clinical way of thinking and solving problems. It allowed me to visualise the world through a deterministic lens, making decision making easier. Engineering provides a great platform to build qualifications and learning across different disciplines and sectors. It has given me the confidence and drive to be successful. I would recommend young people to become engineers because of the skills and diversity of the discipline, from mechanical to civil engineering market sectors.”Morson Projects Managing Director, Chris Burke, said:"As an engineer you are taught to have a logic fact based approach to any situation.  I hope that this approach helps team members understand the mission at hand and use facts to work out whether they are winning or losing.  As with many  professions, engineering is rooted in an apprentice culture.  It is well understood and accepted that senior engineers have a duty to bring along the younger generation. As a result there is a natural expectation to lead young aspiring engineers, I have always enjoyed this leadership privilege."​We spoke to two of our design apprentices who have gone on to have long careers throughout Morson; Client Services Director Steve Seddon and Morson Projects’ Business Development Director Andy Hassall, to find out how their engineering and design backgrounds have helped propel them through a combined experience of almost 80 years with Morson. Problem-solving “Engineers are generally practically and academically trained throughout their career and wired in the same way. We see the world through eyes that analyse, apply logic, question why things are how they are and look for opportunities to improve. Our purpose in life is to problem solve using standards but also recognise the part research and development plays to foster innovation.” – SteveProblem-solving is a key skill in both engineering and leadership. The ability to analyse how things work and then rebuild them in a more efficient way can work extremely well when looking at both an engineered structure and the structure of a team. In the same way that knowing how all the parts of a particular machine work together to create the whole, or how one faulty part can have a severely negative effect on the smooth running of a device, a knowledge of the constituent elements of a team gives you a knowledge of how things work that gives you the confidence and skills to make subtle changes for the good of the whole. Knowledge of engineering “The definition of engineering is the use of scientific principles to design and build machines, structures, and other items, including bridges, tunnels, roads, vehicles, and buildings. In particular, the discipline of engineering encompasses a broad range of more specialised fields of engineering, each with an emphasis on particular area of expertise” – Andy Science teaches you the why, engineering the how. If your business is an engineering one, a knowledge of engineering itself can be crucial, as Andy finds working at design consultancy Morson Projects. Having the relevant business qualifications for a leadership role is always useful but knowing the mechanics of the engineering process you design or make is almost more crucial. It allows you to build teams and know which people to surround yourself with in order to get results. It allows you to match the right person to the most suitable role and take an objective view on projects with incisive and knowledgeable input. Project Management skills“My son and daughter always used to ask me “why has everything always got to be a project, Dad?” My answer was that everything needs a plan, a programme and a budget, even if just in my head. This approach has helped me build a career from apprentice to director and add value to senior management teams by ensuring that all ideas are considered, risks are assessed with affordability with tolerances communicated. It can be challenging for colleagues who are wired differently, neither is wrong or right, we just see the world in a different but complimentary way.” - Steve Engineers can see a set of related parts as a whole ‘project’, with the constituent elements being part of a larger whole. With every engineering project worked on needing a budget, a plan and a set of recordable outcomes, this thinking can be incredibly suited to leadership and management roles where a keen eye for planning and delivery is needed throughout.Communication “I think my background at Morson Projects, working with teams of engineers and designers to deliver complex client challenges across a range on sectors, has helped me massively in my leadership role at Morson Projects. I have had to work with a diverse range of people and personalities with a broad range skills and capabilities. This experience has helped me to understand, shape and develop the dynamics of the business development team that currently works for me. We are all different, whether by ability or personality; understand this and you can work and get the best from any team and the diverse engineering teams I have worked with over the years have taught me this!” – AndyConcise, effective, and clear communication is key for everyone in a leadership or management role, and a strong foundation in engineering and the associated technical communication can be invaluable – especially if the business happens to be technology or engineering-focused but not exclusively. Leadership and management involve working with teams of diverse people with often niche skill sets and experience, so being able to effectively communicate with a variety of stakeholders makes for better, more efficient outcomes. Leadership involves knowing how the constituent parts of an organisation work together effectively to create an efficient whole. This same theory is true in engineering projects, so it’s not surprising that so many successful CEOs in so many leading global companies have swapped the drawing board for the boardroom. Morson is working to help develop the next generation of engineering talent, and hence the future leaders. Our Gerry Mason Scholarships at the University of Salford help bright students by paying for their three-year engineering courses, helping those who may otherwise have struggled to finance them.Find your next role in engineering by searching our latest jobs here.

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    Morson equips female students to ‘Go Beyond’ University with mentoring initiative

    ​The Morson Maker Space at the University of Salford is launching a new Women in Engineering Mentoring Programme. ‘Go Beyond’ aims to connect final year female students with industry professionals and will run from Feb 2021 – May 2021. Powered by Morson Group, the initiative is to cater for a select group of female students studying engineering subjects in the School of Science, Engineering and Environment (SSEE). The aims of ‘Go Beyond’ are to help students focus on the future, gain broader skills for personal or career development. The knowledge and influence of the mentor will assist the student in planning career objectives and help with gaining insight about how to step confidently into the industry. The focus is on developing the mentee professionally whilst helping to instil self-awareness, more confidence and to feel equipped to Go Beyond the University into employment. We’re thrilled that six professionals from across our Group have volunteered as mentors, dedicating their time and expertise to help promote Salford’s graduate talent, encouraging and upskilling more women into engineering roles. Morson Talent’s head of client engagement, Sam Price, Sagal Rooble, digital specialist at Waldeck and engineers Maria Williamson, Anna Davanzo and Ana Meek plus Becky Veal from Morson Projects, will be matched with students to provide one to one mentoring sessions, and take part in group webinars featuring guest talks from other mentors. Sam Price, head of client engagement, said: Our partnership with the University of Salford is a pivotal component in addressing skills shortages and the diversity imbalances of the industries we serve. The concept of ‘seeing is believing’ is extremely powerful, with women more likely to choose careers when they’re exposed to scenarios that they can imagine themselves in. By providing relatable role models, we aim to break down barriers and encourage more women into the field, whilst also supporting career transitioning from other sectors. The launch of the ‘Go Beyond’ mentoring scheme supports our ambition to improve role model access and visibility. On a personal level, I’m thrilled to begin mentoring as part of this scheme I hope I can share invaluable insights with my mentee that will help her to achieve her ambitions. I’m sure that I’ll also learn a lot in the process too. Dr. Maria Stukoff, Director of the Morson Maker Space, added: “We welcomed a phenomenal number of industry mentors who registered their supporting to the programme, and we’re delighted to have four mentors from the Morson Group. ‘Go Beyond’ is a real testament to our partnership with Morson and our collaborative investment to developing our talent pipeline and creating employment routes for the next generation of women in engineering.” A welcome extension to our partnership with the University of Salford, ‘Go Beyond’ also furthers our work to diversify talent pipelines across the industries in which we operate, ensuring businesses are fair and inclusive. True ED&I has real impact, not just on the lives of individuals from all walks of life, but in creating better cultures and broader empathy in workplaces across the country. We understand the complexities and opportunities of widening participation and take our commitment to this very seriously. Our latest whitepaper explores BAME representation in the workplace, shining a spotlight on experiences within technical industries, download your copy here. Morson has long-standing ties with The University of Salford, offering the Gerry Mason Excellence of Engineering Scholarship and establishing the Morson Engine Room and Morson Maker Space engineering facilities in 2019. The two facilities feature the latest industry-standard manufacturing technologies, enabling students to learn real-world engineering skills in relation to design for manufacture, assembly and inspection, allowing hands-on practical experience to be a step ahead of the average graduate. Most recently the students at the Maker Space have been developing medical visors using 3D printing in direct response to the needs of hospital staff and carers fighting Coronavirus.

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