Robert Giles Agencies

Three construction consortia have been shortlisted to build the UK’s commercial prototype fusion energy plant at the West Burton power station site in Nottinghamshire. The multi-stage procurement process to deliver a fusion plant, known as STEP – Spherical Tokamak for Energy Production – is led by UK Industrial Fusion Solutions, a subsidiary of the UK Atomic Energy Authority Group. After months of selection, the bid race is down to three construction consortia and two engineering design teams. The shortlisted consortia will now enter detailed discussions with UKIFS, with one successful engineering and one successful construction partner set to be awarded contracts, worth an initial combined value of hundreds of millions of pounds, in late 2025/early 2026. Fusion is based on the same physical reactions that power the sun and stars, combining two hydrogen atoms to release large amounts of energy. The construction partner will be tasked with delivering a site development programme, including innovative building designs focused on cost, schedule, safety and sustainability. [Construction Enquirer] #energyplant

The UK is facing a growing crisis of long-term sickness. A rise in chronic health conditions have led to 2.8 million people being economically inactive. This is rapidly becoming one of the toughest challenges for HR and management in 2025, hitting both employees and the economy hard, as well as piling pressure on health and social care, driving up costs and shrinking the workforce. Recent analysis from The Times, using ONS data, reveals concerning trends. Young men are now nearly twice as likely to be absent from work due to illness compared to a decade ago. For young women, illness has surpassed childcare as the primary cause of workplace absence. Employers must urgently rethink support for staff with long-term health conditions, or risk slower growth, reduced productivity and greater strain on our NHS. Research from the Chartered Management Institute (CMI) highlights a significant obstacle in addressing this challenge: nearly half of managers report barriers, such as unsupportive cultures, weak leadership and limited HR support, that prevent them from effectively helping employees return to work after illness. Too often, policies are reduced to tick-box exercises, with managers, who often represent the most important relationship for an employee, central to bridging the gap between policy and practice. Skilled managers are essential in facilitating necessary adjustments, such as flexible working hours for medical appointments or short breaks, while ensuring that conversations about health are approached with care and compassion. To make real progress, leaders can focus on three key areas: upskilling managers, fostering healthy and inclusive workplaces, and prioritising flexibility at work. Employers must invest in upskilling managers, who are on the frontline of supporting employees. Well-trained managers can plan effective return-to-work strategies, make reasonable adjustments, and set achievable goals. Management training should be central to government policy, benefiting both individuals and the economy. Trained, supportive managers are key to creating environments where employees – especially those returning from long-term sickness – feel valued and supported. Flexibility is essential to encouraging employees back after illness. Flexibility should be embedded in the workplace culture, not granted on a case-by-case basis. By making flexibility the default, managers can cultivate healthier, more productive teams. [HR Magazine] #employment #flexibility 

More than one in three financial services firms are ‘missing out’ on the benefits of apprenticeships, according to new research. A study by specialist professional services and technology business Davies found that while nearly three in five (57%) organisations offer an apprenticeship scheme, 35% do not and 8% are unsure if they do. Among employers that do not have a scheme in place, 11% said they didn’t know how to set one up and 15% are uncertain about how to take advantage of the apprenticeship levy. Nearly one in five (19%) survey respondents do not see the value in having a scheme, while more than two in five (42%) believe they attract enough talent without them. Craig Potter, professional education senior partner at Davies, said: “It’s concerning that over a third of firms are missing out on these benefits, either due to a lack of understanding of how to set up a scheme or misconceptions about their value. “The lack of understanding around the apprenticeship levy is a particular concern, especially with its impending transition to a Growth and Skills Levy under a Labour government. “The fact that so many firms are simply unaware of how to establish a scheme demonstrates that more support and education are needed to help organisations tap into this important talent pipeline.” The survey of 504 full-time employees at UK financial services firms found that among businesses running apprenticeships, nearly three-quarters (73%) said permanent positions are usually offered upon completion from the outset. More than seven in 10 (71%) think such schemes are more economical than recruiting graduates or junior staff through other channels, while 85% believe they help build loyalty between the company and participants. According to Potter, the research demonstrates just how valuable apprenticeship schemes can be for financial services organisations. He said: “With a majority of firms now offering permanent roles to their scheme graduates and a similar number of firms reporting that they are cutting recruitment costs as a result, it’s clear that they provide an excellent pathway for firms looking to secure long-term talent.” Additionally, nearly eight in 10 (78%) indicated that apprentices often enjoy long-term careers at the organisation, with senior managers particularly supportive of the schemes. Most (87%) believe their schemes open up pathways for diverse talent, allowing a greater range of people to establish careers in financial services. Nearly three in four (74%) also believe the Apprenticeship Levy is an important incentive for their employer. Potter added: “As a sector, it’s vital that more investment is made to raise awareness of the benefits that apprenticeships can provide – only then can we secure the talent needed for the sector to grow sustainably in the years ahead.” [Personnel Today] #employment #recruitment #apprenticeship

High Speed 2 (HS2) Ltd has submitted an application to Birmingham City Council to change design elements of its Curzon Street station. Outline planning permission for the terminus was granted in 2020, with a Mace-Dragados joint venture being awarded the £570M job the following year and works starting in early 2024. NCE sister title Construction News reported that application papers recently submitted to the local authority said: “The design for Birmingham Curzon Street Station celebrates the city’s engineering tradition through its simplicity and bold expression of structure. “It can be said that the station’s engineering and architecture are inseparable. The process of simplification and refinement has continued through the project’s technical stages with the involvement of Mace-Dragados.” Some 14 changes have been applied for including changing the roof cassette material from timber to aluminium and the concrete roof edge to aluminium. Others include reconfiguring five concourse areas to improve accessibility and passenger experience. Grimshaw is leading the architectural design of the scheme, while Arcadis and WSP are also involved in the project. HS2 first announced the changes in September. At the time, Grimshaw partner Neven Sidor said: “Any design for a major and complex public building needs to negotiate a journey from preliminary concept in the minds of a team of engineers and architects to a much more detailed set of technical drawings embraced by the teams of contractors that will build it. “We are therefore pleased to announce that the original design vision has not only been maintained but has also been enhanced through the detailed design process. It is more robust, more efficient to build, and just as elegant.” HS2 said redesigning the southern entrance of its eastern concourse would “strengthen the arrival experience” and provide better links with the Digbeth area. Other changes include “simplifying” facades by making them out of washable and graffiti-proof coloured ceramic tiling instead of the originally planned concrete cladding. Last month, new HS2 chief executive Mark Wild said the project was undergoing a “fundamental reset” that would involve renegotiating already awarded construction contracts in order to “bear down” on costs. He also said it would take another 18 months to develop a new baseline for the programme – with timescales and cost estimates – due to the previous errors. [NCE] #hs2 #rail #curzonstreet #birmingham #engineering

RGA added a new position ▪Planner / Planning Engineer The role includes: • Establish and manage effectively a planning and progress control system to support the Project Manager’s decision-making process and allow them to complete the project according to internal baselines and in compliance with the contractual dates and requirements Responsibilities include: • Ensure the development of the Project Schedule according to contractual requirements and internal standards, verifying its feasibility and highlighting any criticalities • Implement the Planning and Progress Control System required by the contract and in compliance with internal standards • Prepare all the reference baseline documents, and ensure that the Project’s planning and scheduling requirements are properly and clearly communicated to those functionally responsible for executing the work • Perform schedule risk analysis Qualifications: • Degree qualified, preferably in engineering • Previous experience in a similar role – ideally proven industry experience. • Previous experience working on Oil and Gas projects • Experience of EPCI projects would be hugely advantageous • A good understanding of Primavera P6 Status:      Contract / Outside IR35 Duration:  6 Months Location:  Kingston Rate:         £Depending on experience Ref:          16396

The UK faces one of the largest regional skills gaps compared to most other European countries, with London significantly outpacing other areas in educational attainment, according to new research from the Learning and Work Institute. The institute's Worlds apart report reveals that two thirds of adults in London hold higher education qualifications, compared to just one third in Greater Lincolnshire. The disparity extends further, with people in the West Midlands three times more likely to be qualified below GCSE level (27 per cent) than those in west London (9 per cent). Stephen Evans, chief executive of the Learning and Work Institute, warned that the skills divide was "a tale of two countries”. He said: “This has created a skills chasm between areas and has become a self-reinforcing cycle, with employers more likely to create high-skilled jobs in the south of England. “To break out of this cycle, we must combine investment in jobs and infrastructure with more efforts to improve skills by the government and employers. Otherwise, the government’s ambitions for broad-based growth will fall flat.” Stark regional disparities in education levels The report estimated that closing the skills gap between London and the rest of the UK would require 4.1 million more people outside the capital to gain higher education qualifications. Without action, the problem is set to worsen. By 2035, the percentage of Londoners with higher education qualifications is expected to rise to 71 per cent, while only 29 per cent of adults in Hull and East Yorkshire are predicted to reach the same level. The pull of London and southern cities such as Bristol and Brighton continues to exacerbate the divide. Graduates are significantly more mobile than non-graduates and are drawn to areas offering better-paid jobs and opportunities, creating a persistent ‘brain drain’ from low-skill regions. The Learning and Work Institute said improving local skills alone was insufficient to tackle the problem. It warned that without addressing the lack of high-quality jobs in low-skill regions, newly qualified individuals would continue to migrate to cities offering better opportunities, perpetuating the cycle of inequality. Lizzie Crowley, senior skills policy adviser at the CIPD, said: “This research highlights the need for joined-up policy on industrial strategy, skills and local growth to ensure that opportunities are more equally spread across the country. [People Management] #employment #recruitment #education #skillsgap 

Chief people officer has fallen off LinkedIn’s list of top-25 fastest-growing jobs in the UK. AI and sustainability roles are among the most popular jobs. Last year, LinkedIn listed chief people officer (CPO) as the 13th fastest-growing role in its Jobs on the Rise List 2024, an annual report that analyses the fastest-growing jobs over the last three years. CPO was the 10th fastest-growing role in 2023. However, CPO did not feature in this year's list, published on 7 January 2025, at all. Instead, AI and sustainability-related roles featured in the top 25 fastest-growing roles, which included artificial intelligence engineer in the top spot, data governance manager at number four and energy manager at number eight. LinkedIn's research team examined jobs that it identified as having seen "consistent positive growth" among the professional networking platform's membership from January 2022 to July 2024. “The chief people officer role saw significant growth during the height of the Covid-19 pandemic due to an increased focus on employee wellbeing when remote working practices became the norm for many businesses,” said Maxine Blackwell, people and culture director at internet service provider Zen Internet, speaking to HR magazine. The decline in demand for the role could be explained by increased caution towards executive recruitment, she suggested. Blackwell added: “The more recent slowdown is centred around economic uncertainty with more caution broadly around investment in executive roles. You’ll now see many traditional C-suite roles with much wider remits than we had previously. “HR strategy remains a top priority and requires continuous focus. The rise of AI and sustainability roles reflects the expanding remit and value that people strategy brings, linking organisational design and how you grow and develop existing talent, and attract new talent.” LinkedIn's team also found that 45% of HR professionals in the UK reported that their company doesn’t have a clear view on the skills it will need in the coming years. Two fifths (43%) of HR professionals indicated that sourcing candidates with technical skills was 'most challenging', while 19% cited sustainability skills. Meanwhile, 20% of employees worried that they didn’t have the skills needed for the future.  [HR Magazine] #employment #recruitment #hr #cpo

RGA added a new position ▪Project HSE Engineer The role is required for the final close out of a large offshore wind farm and will last six months. The role includes: ▪Provide necessary support to ensure that all project engineering and operational activities carried out by the company are conducted in strict accordance with the Client HSE Requirements, applicable local legislation and International Standards (ISO14001 and OSHAS18001) ▪Take part in accident / incident investigation ▪Participate in HSE Risk Management activities Project: ▪Provide necessary support to ensure that Project HSE plans and procedures are developed and implemented throughout the entire project life ▪Plan and conduct HSE audits and reviews toward project team and subcontracted activities ▪Assist the Project engineering and management teams in the Risk Management process (i.e. HAZOP, HAZID, Hazard and Effect Management Process, Risk Assessment, etc) ▪Document project specific environmental aspects / impacts and related management measures. Status:      Contract / Outside IR35 Duration:  6 Months Location:  Kingston Rate:         £Depending on experience Ref:          16439 #recruitment #employment #hse #hazop #engineering

There’s a lot happening under the Employment Rights Bill (ERB) – here are some of the main changes it will bring: ▪The duty to take "reasonable steps" to prevent sexual harassment has been in force since October 2024. The ERB tweaks this to taking “all reasonable steps”. Employers should be scanning their organisations, identifying potential issues, conducting training and regular reviews, taking any complaints seriously, and ensuring that appropriate grievance and disciplinary procedures are followed. In short, get legal advice early; prevention is better than (crisis-PR-necessitating) cure. ▪National Insurance changes are coming in April 2025. The rate is increasing from 13.8% to 15%, and thresholds are changing too. It’s hard to summarise the impact because it will depend on the business. The main thing is to ensure you’re taking advice on the implications for your business. Suffice to say, increased NI costs will remain a factor in planning and decision-making, particularly in recruitment, alongside evaluation of the impact of the ERB. ▪It’s never a bad time to audit your contracts and staff handbook. You could highlight the sections you anticipate needing to update once we know what the eventual Employment Rights Act will look like. Make a plan for making a plan, as it were. It’s essential to stay engaged and informed so you can successfully navigate the changes and create a compliant, people-centric workplace. [HR Magazine] #employment #recruitment #hr

Morgan Sindall has proved the industry’s most successful work winner for a second year running. The contractor ended the year with a tally of £2.298bn of secured orders, just £22m more than main rival Kier in one the closest finishes for many years. Multiplex finished the year ranked third after being boosted by a £500m order in December to rebuild the former London Television Centre on the south bank of the Thames in London. Balfour also put in a late order for high voltage underground cables on the Eastern Green Link power connector scheme lifting it to fourth place. The top 100 firms together bagged over £38.6bn of work – up 13% on last year. The top 10 firms saw their share of total new orders secured by the 100 leading contractors edged up to 39% from 38% in the prior year, according to data collected by information specialist Barbour ABI. [Construction Enquirer] #construction #engineering #infrastructure