specialists in

​UK manufacturing output hits £156.5bn: impact on engineering and industry​UK manufacturing delivered £156.5bn in output during Q3 2025, according to analysis of ONS data by FourJaw Manufacturing Analytics. This milestone shows that while parts of the sector face pressure, engineering led industries remain strong and continue to underpin the UK’s position as a high value manufacturing economy. This comes at the same time as the government’s Autumn Budget which introduces new measures designed to support investment, energy costs and strategic sectors within UK manufacturing.​Manufacturing Output Is Rising. Here Is What the Data ShowsONS figures confirm that total production output fell by 0.5 percent in Q3 2025, with manufacturing output down 0.8 percent. Even so, manufacturing contributed 8.5 percent of UK GVA between July and September which highlights the sector’s ongoing importance.Within this wider picture, engineering heavy industries are outperforming the averages. Data from the Manufacturing Technologies Association shows aerospace output increased by 1.5 percent in Q3, while machinery output rose 1.4 percent year on year.These results indicate that high value, precision driven sectors are proving more resilient and continue to support national output.​Where the Growth Is Coming FromAerospaceAerospace production increased by 1.5 percent in Q3 and 7.5 percent year on year. Demand is being supported by global air travel recovery and long term defence programmes that provide stable, multi year production pipelines.Machinery and Industrial EquipmentMachinery output grew by 1.4 percent year on year, driven by continued investment in automation, process efficiency and capital equipment upgrades across FMCG, logistics, automotive, construction materials and process engineering.Electronics and Automation TechnologyManufacturers are increasing investment in robotics, industrial controls and advanced automation technology. This supports growth across machinery, advanced manufacturing and smart production sectors.Metals and MaterialsMore stable supply chains and normalised material prices have helped improve throughput in fabricated components and engineered assemblies. This supports demand in aerospace, machinery and automotive supply chains.​What This Means for the Direction of UK IndustryThree themes are clear:Engineering led manufacturing is showing greater resilience than lower value segments.Capital investment is shifting towards automation, advanced machinery and digital production systems.Long cycle programmes in aerospace, defence and advanced machinery continue to anchor output and reduce volatility.​What to Watch Going Into 2026Key factors that will influence the next 12 months include the pace of automation adoption, global aerospace demand, materials supply chain stability and changing investment intentions across UK manufacturing. Engineering focused sectors remain well placed to lead growth.​The Autumn Budget 2025. What It Means for Manufacturing and EngineeringThe Autumn Budget announced in November 2025 introduced a series of measures aimed at supporting UK manufacturing and engineering. The government confirmed plans to reduce electricity prices for manufacturing businesses which will help improve competitiveness in energy intensive industries. A new 40 percent first year allowance will allow companies to write off a significant portion of investment spending up front which is expected to encourage greater investment in machinery, automation and advanced production equipment.Additional targeted funding was directed toward strategic sectors including defence, clean energy, semiconductors and advanced manufacturing. Support for regional skills development and free under 25 apprenticeships for SMEs aims to expand the future industrial workforce.Together these measures outline a clear intent to boost productivity, accelerate investment and strengthen the role of engineering led sectors within the UK economy.​How ATA Recruitment Supports These IndustriesATA Recruitment specialises in permanent, contract and interim recruitment across the engineering led sectors contributing most to UK manufacturing performance. This includes aerospace, FMCG, automotive, process engineering, warehouse automation, construction materials manufacturing, machinery and general engineering.We help manufacturers secure the Engineers, technicians and project specialists needed to deliver output targets, support modernisation programmes and maintain performance across production and capital projects.If your organisation is planning growth, modernising production or building new capability, now is the time to prepare your workforce.ATA Recruitment can help you secure the talent required to stay aligned with the momentum building across UK industry.Get in touch with us to discuss how we can support your plans for 2025 and beyond.​

​Five practical ways leaders can increase employee engagement​Here are five evidence-based initiatives that leaders in your business can adopt and that your next leadership hire should be equipped to implement:1. Build clarity of role and alignmentCulture Amp’s data show that role alignment is pivotal: when people feel their role is “a great fit”, they’re significantly more likely to become high-performers. (startupsmagazine.co.uk)In a technical/manufacturing context, that means: clear job definitions, strong onboarding, and regular check-ins to ensure the Engineer, technician or team member understands how their work impacts the broader business objective (e.g., mapping a production Engineer’s work to on-time delivery or product quality).Leaders should be trained and held accountable for role clarity and alignment.​2. Embed a culture of frequent, meaningful feedbackThe research demonstrates that high‐performing teams give and receive feedback more often, employees in those teams reported 83% favourability with manager feedback vs 71% in lower-performing teams. (startupsmagazine.co.uk)In manufacturing: this could mean weekly 1:1s, project-end debriefs, feedback loops on the shop floor, peer recognition and continuous improvement sessions. It should go beyond the annual review.Recruiter choose a leader who sees feedback as a tool for development and engagement, not just evaluation.​​3.Develop leadership with the multiplier effect in mindThe headline finding: employees under high-performing leaders are 4.5 × more likely to be high performers themselves. (Culture Amp)For your next hire, this means: seek a leader who can model engagement behaviours (inclusion, transparency, coaching mindset) and thereby create ripple-effects in their team.Also ensure you assess potential leaders using psychometric tools (as ATA Search offers) to surface those attributes.​4. Invest in career-and-skills developmentAccording to Culture Amp, companies that prioritise employee development see 46 % higher engagement. (Culture Amp)In engineering/manufacturing: provide structured development plans (e.g., for automation skills, cross-function movement, leadership tracks), technical upskilling, job-rotation programmes.The leader you select should champion development, not merely manage tasks.​5. Foster “people matter” leadership and team connectionOne of the top drivers of engagement globally is “leaders demonstrating that people matter to the company’s success”. (Culture Amp)In your setting: the leader must know the team by name, engage proactively, make visible how individual contributions link to outcomes, champion inclusion and trust.This kind of leadership builds the psychological safety, commitment and purpose that underpin engagement.​What this means when you hireWhen you’re recruiting a senior or executive leader in engineering or manufacturing (whether permanent, interim or contract) you can no longer treat engagement as an HR tick-box. It’s a business-critical capability.Make sure your candidate’s track-record shows how they’ve improved engagement or team performance, not just delivered tasks.Use psychometric and behavioural assessment to evaluate their ability to lead people, instil feedback cultures and develop talent.Ask how they have aligned roles, delivered feedback loops, built development pipeline sand modelled “people-matter” leadership.Recognise that the right leader will drive engagement and that inherent team performance is less about finding a “superstar” and more about designing the right environment and leadership. (startupsmagazine.co.uk)​Why ATA Search can helpAt ATA Search we specialise in executive and leadership recruitment across engineering and manufacturing, including general engineering, FMCG, aerospace, automotive, construction materials manufacturing, process engineering, warehouse automation and special-purpose machinery.We don’t just find candidates, we support with psychometric profiling, team‐gap analysis and leadership-capability diagnostics. That means when you hire your next leader, you’re not just filling a role, you’re hiring someone capable of instigating positive business change and driving the engagement that lifts performance.If you recognise that your next hire must go beyond technical competence and must engage and mobilise your team, speak to ATA Search today. Let’s ensure the leader you bring in will Bridge The Skills Gap, elevate your people and deliver the step-change you need.Get in touch today by filling out the form below and let us help you strengthen the future of your workforce.​​

When Wellbeing Reports Mask a Deeper Problem: Hybrid’s Missing Career Moments​Hybrid working is often framed as a wellbeing win: less commuting, more flexibility, better work–life balance. And in many cases, that is true. But recent research suggests that hybrid working also brings risks: longer days, blurred boundaries, isolation, and diminished connection between employees and Managers. (hrmagazine.co.uk)​At ATA Search, we believe this signals something more fundamental: we have not equipped Managers to recreate career building moments in a hybrid world. This gap is harmful for engagement, retention, and organisational agility.​Let us explain what is going wrong and what engineering and manufacturing firms should do about it.​The wellbeing conversation is too narrow​In HR Magazine’s article “Make hybrid work healthy work,” the authors present a balanced view of hybrid working. It brings both benefits (better balance, less stress, more time) and challenges (isolation, longer working days, boundary erosion). (hrmagazine.co.uk)​The remedies they propose, better manager training, more autonomy, improved connection, ergonomics, guidance on switching off, are valid and necessary. (hrmagazine.co.uk)​But what they do not emphasise enough is the career side of wellbeing. When employees do not see progress, mentoring, stretch assignments, visibility, promotion paths, or meaningful feedback, it becomes a deeper health issue for the organisation.​If leaders focus only on wellness without considering development, they risk creating a workforce that is comfortable but stuck. Employees may feel less stressed, but also less motivated or purposeful.​What gets lost when people are not togetherIn an in-office world, many career defining moments happen informally:impromptu conversations in the corridor​being invited into a senior meetingoverhearing how a senior leader handles problemsbeing asked to step in at short notice or cover for someone​These moments build learning, visibility, and relationships. In hybrid settings, these moments are rarer, more random, or harder for remote workers to access.When Managers do not actively replicate or design such moments, remote or hybrid employees can feel second class. They miss out on promotion signals, feedback, informal coaching, or stretch assignments.​​That is why even in a well-designed hybrid wellbeing program, you will see two symptoms:Disengagement from high performers. These people often accept short term wellness gains such as less stress and better balance but become frustrated at slow career progression.Inclusion gaps. Remote team members get fewer opportunities for visibility, for going above and beyond, or for gaining senior advocates.Wellbeing without development is a fragile balance.​It is a sign: many Managers are not built for hybrid development​When you see high turnover among ambitious staff, complaints of stagnation, or low internal mobility in a hybrid setup, that is a red flag. It suggests that Managers have not been:trained to plan career paths remotely​coached on how to intentionally create development opportunitiesheld accountable for the growth of hybrid team membersgiven tools or frameworks for remote coaching, visibility, or stretch assignmentsThe managerial model has not kept pace with flexible working.​What engineering and manufacturing firms should do​Here are some practical actions to bridge the gap between hybrid, wellbeing, and career growth:ActionWhy It MattersKey StepsTrain Managers in remote development designManagers need to plan for growth, not wait for chanceWorkshops, role plays, mentoring frameworks for hybrid contextsEmbed career micro momentsSmall moments still stack up. Recognition and shadowingDefine and track such moments; rotate assignments to include remote staffMake visibility inclusiveEnsure remote employees are visible in forums and decision meetingsEnsure all voices are heard in hybrid meetings; spotlight remote contributorsTrack developmental metrics, not just outputReward Managers for growth of people, not just deliveryOne to one scorecards, promotion readiness metricsFacilitate periodic in person connection with purposeWhen teams meet, ensure there is structured career dialogueCareer check ins, coaching sessions, cross team exchangesCultivate upward sponsorshipLeaders should intentionally sponsor talent, not just evaluateEncourage mentorship programmes​How ATA Search helps you close that gapAt ATA Search, we do more than match roles. We help build organisations that retain and develop their engineering and manufacturing professionals. If hybrid working has exposed weaknesses in your coaching and growth practices, we can advise on leadership development, succession planning, and career development that works in flexible settings.If you are seeing signs such as people going quiet, fewer internal promotions, and rising attrition among top performers, it is time to ask: Are my Managers equipped to create growth in a hybrid world?ChatGPT said:Get in touch today by filling out the form below and let us help you strengthen the future of your workforce.​

​Why Food Manufacturing is an Exceptional Field for Engineers​Maintenance Engineers might choose the food manufacturing sector over other industries for several strategic, practical, and personal reasons. Here’s a breakdown of the main advantages:​1. Job Security and StabilityFood is essential, and people need it regardless of the economy.The industry is less cyclical than sectors such as automotive or aerospace.Demand remains high even during downturns, which means more stable employment.During COVID-19 and during economic recessions, food manufacturers continued operating while other industries slowed or shut down.​2. High Demand for Skilled EngineersMany food factories are automated and rely heavily on electromechanical systems, creating a constant demand for skilled maintenance Engineers A shortage of skilled Engineers in the sector makes it easier to negotiate pay and benefits.​​3. Variety of Equipment and TechnologiesExposure to:This variety makes the work more engaging and helps build a broader skill set than in some other sectors..ConveyorsMixersPackaging linesPneumatics and hydraulicsRobotics and PLCs • Opportunities to work with advanced automation and continuous improvement projects.​This variety makes the work more engaging and helps build a broader skill set than in some other sectors.​4. Career Progression Opportunities Structured career ladders:Some companies also support transitions into roles such as process engineering or technical management.Technician → Shift Engineer → Team Leader → Engineering Manager • Cross-functional moves are possible into projects, continuous improvement, automation, or health and safety.​Some companies also support transitions into roles such as process engineering or technical management.​5. Good Pay and Shift Premiums​ Food manufacturers often run 24/7 operations, which means:Shift work with premiumsOvertime opportunitiesCompetitive base salaries to attract and retain Engineers​6. Fast-Paced and Engaging WorkProduction lines must run efficiently to avoid waste or downtime.Issues require quick diagnosis and repair, meaning real-time problem solving.You can see the impact of your work immediately.If you enjoy being hands-on and mentally challenged, food manufacturing can be an ideal environment.​7. Positive Social ImpactYou are helping to produce safe, high-quality food.​There is pride in working in an industry that feeds the population.Whether it is bread, ready meals, dairy, or beverages, you are contributing to something meaningful.​8. Opportunities Across the UK and BeyondFood factories are located nationwide, not just in major cities.Global food brands provide international career opportunities.​8. Transferable SkillsThe skills gained in food manufacturing, such as electrical and mechanical troubleshooting, HACCP, and GMP, are highly transferable to:PharmaceuticalsPackagingFMCG (Fast-Moving Consumer Goods)Logistics and warehousing​Downsides to ConsiderOften cold or wet environmentsMay involve on-call duties or night shiftsStrict hygiene and compliance protocolsCan be physically demandingHowever, for many Engineers, these are small trade-offs for the rewards, variety, and long-term stability the sector offers.​Ready to Explore Food Manufacturing RolesAt ATA Recruitment, we connect Engineers with top-tier food and drink manufacturers across the UK, from cutting-edge R&D teams to sustainability-driven operations.Browse our live food manufacturing engineering roles​​

​Engineering a Comeback: Returning to Work​At ATA Recruitment, people are at the heart of everything we do. Our mission to bridge the skills gap goes beyond simply matching CVs to vacancies, it’s about helping skilled professionals reconnect with their careers and giving employers access to the expertise they need to thrive.Recently, we were proud to support Matt Berry, an experienced Building Services and Fabrication Engineer as he returned to work after a long period away due to illness. His journey shows how the right recruitment partnership can help individuals rebuild their confidence and re-enter an evolving industry.​From Setback to ComebackAfter more than 25 years working in healthcare and leisure engineering, life took an unexpected turn when Matt was diagnosed with cancer in 2019. Following treatment and a stem cell transplant, he thankfully made a full recovery and was ready to get back to work, but returning after six years away wasn’t easy.“Being out of work for six years was daunting. I worried about whether my skills and knowledge would still be relevant and whether I would be able to settle back into a professional routine again. Confidence was a big challenge – not just proving myself to an employer but also proving to myself that I could do it again.”His experience is one shared by many talented professionals who, after a career break, wonder if there’s still a place for them in an industry moving at speed.​Personalised Support That Makes the DifferenceThat’s where our consultant, Jon Paryazani, stepped in. By taking time to understand not just Matt's skills but also his career goals and personal circumstances, Jon was able to provide a recruitment experience built on trust and reassurance.“Jon and the team at ATA were fantastic. They took the time to understand my situation and what I was looking for and reassured me that my background and skills were still very valuable. They kept me updated throughout the process, which made it far less stressful and they gave me the confidence to approach interviews knowing I had strong support behind me.”Practical support, such as interview preparation and regular communication, played a key role in helping him feel ready.“After such a long time away, it really settled my nerves to go into the process with clear guidance and practice. Having regular check-ins meant I never felt on my own.”​Finding the Right Role at the Right BusinessWith ATA’s support, Matt secured a position at Oscar Mayer, a leading manufacturer known for its supportive and welcoming culture, an ideal environment for his return to work.“Oscar Mayer stood out as a welcoming, professional company that offered not just a good role but also the right culture. The opportunity to join a busy, 24/7 manufacturing company on a days-only basis, with a supportive and welcoming team really appealed to me.”​A Message for Others Ready to ReturnFor anyone considering a return to work or a career change, Matt's advice is simple:“I’d absolutely recommend ATA Recruitment. They listened, supported and guided me every step of the way. For anyone nervous about making a change or returning to work after time away, ATA can give you the confidence and direction to find the right role.”​Our Commitment to People and ProgressStories like this embody our mission at ATA Recruitment, bridging the skills gap by unlocking the potential of experienced professionals and connecting them with businesses that value their expertise. Whether you’re an Engineer ready to return or an employer seeking hard-to-find talent, we’re here to provide solutions that drive careers and strengthen the UK engineering and manufacturing workforce.​Looking for your next opportunity after a career break?Take a look at our live vacancies or upload your CV and we’ll connect you with one of our expert consultants, who’ll guide you towards the right next role and help you feel confident about your future.​​

​UK Automotive Manufacturing Enters a New Era with DRIVE35 ​The UK automotive industry is undergoing one of its most significant transformations in decades. With global shifts toward electrification, sustainability, and advanced manufacturing, the sector is being reshaped at speed. At the centre of this change is DRIVE35, a government-backed investment programme that is set to play a key role in the UK’s industrial future. Announced in 2025, DRIVE35 is a long-term commitment to revitalising automotive manufacturing and building the infrastructure needed to support a cleaner, more competitive economy. With £2.5 billion in funding through to 2035, it represents one of the largest single investments in the UK’s automotive sector in recent history.​What Is DRIVE35?DRIVE35 is part of the UK’s broader Industrial Strategy, a plan focused on accelerating innovation, driving regional growth, and building resilience into key manufacturing sectors. The programme includes £2 billion for capital investment including new factories, facilities, and supply chain improvements and an additional £500 million for research and development. The primary focus areas of DRIVE35 include: Expanding electric vehicle production Supporting the growth of battery gigafactories Developing domestic EV supply chains Investing in low carbon and high efficiency manufacturing technologies It is a direct response to the urgent need to modernise production capabilities, reduce carbon emissions, and compete globally as other markets ramp up their own EV initiatives.​Why It Matters for UK Manufacturing This shift is not just about cleaner cars. It is about the future of UK industry. Manufacturers are now expected to deliver new technologies faster, operate with greater efficiency, and meet growing sustainability and compliance standards. At the same time, they must navigate complex challenges such as international competition, supply chain pressures, and changing trade regulations. DRIVE35 is designed to provide long term support so that UK based manufacturers can lead rather than follow. It sends a strong message to both industry and investors that the UK is committed to high value sustainable manufacturing.​A Shift in How Vehicles Are Built The nature of automotive manufacturing is changing rapidly. From battery pack assembly and power electronics to smart factories and digital quality systems, production processes are becoming more complex and more specialised. Many organisations will need to reconfigure their operations, adopt new technologies, and build partnerships across emerging parts of the supply chain. This is a significant opportunity but also a challenge for many established manufacturers who need to balance transformation with day to day delivery.​The Human Element Behind the Transition For all the investment in technology and infrastructure, the success of DRIVE35 will ultimately depend on people. Meeting production goals, launching new products, and staying competitive requires teams with the right skills. Engineers, project managers, automation specialists, and quality professionals are essential to bringing new manufacturing systems online and ensuring they run efficiently, safely, and sustainably. As demand for these skill sets increases, so does the pressure on businesses to attract and retain them.​Supporting the Industry Through Change At ATA Recruitment, we have worked alongside the UK manufacturing sector for more than 60 years. Having supported TMUK (the world’s biggest OEM) for a number of years, as well as a number of Tier 1 and Tier 2 suppliers we understand the technical complexity of automotive production and how quickly demands can evolve as technology progresses. Our role is to help companies find the skilled professionals they need to deliver on their ambitions. Whether that means supporting an electric vehicle scale up, recruiting for new battery production lines, or securing leadership for high value projects, we are ready to help. As DRIVE35 continues to reshape the UK automotive landscape, we are here to support the people and businesses building its future. If you are a business planning your next phase of growth or if you are an Engineer wanting to explore the opportunities available in the UK automotive industry please reach out, we’d be happy to help. ​

Why More Businesses Are Turning to Contractors Amid Rising Employment Costs and IR35 Changes​​The way businesses think about their workforce is changing. Rising employment costs and new legislation such as the Employment Rights Bill and IR35 reform are driving leaders to explore flexible workforce models.Contractors, once seen as a stop gap, are now central to long-term strategy. They provide agility, cost efficiency, and access to specialist skills.​A shifting employment pictureAccording to the Office for National Statistics, the UK had around 30 million payrolled employees in July 2025, a fall of 178,000 compared with the same month in 2024.Despite this, the unemployment rate remained steady at 4.7%. This highlights that demand for skills is still strong, but organisations are choosing different ways to access them.Contract and project-based workers are bridging the gap. They allow businesses to stay productive without expanding permanent headcount.At the same time, cost pressures are increasing. Government forecasts show that business rates in England are expected to rise to £28.8 billion in 2025–26, up from £27.5 billion in 2024–25.For engineering and manufacturing firms already facing higher energy and labour costs, flexibility is not just about efficiency. It is now a competitive edge.​Why contractors are in demandContractors are helping organisations adapt by offering immediate and measurable advantages:Agility: Teams can be scaled quickly in response to project deadlines or market changes.Specialist expertise: Niche skills can be brought in at the point of need, particularly in engineering and technical sectors.Cost control: Businesses pay for expertise only when required, protecting margins while maintaining output.​Plugging the permanent skills gapMany organisations are also struggling to recruit permanent engineers. The engineering skills gap remains one of the biggest challenges facing the UK economy, with demand for qualified professionals continuing to outstrip supply.Contractors are playing a vital role in bridging this gap. By stepping into critical roles at short notice, they keep production, maintenance, and projects moving forward.This flexible solution ensures organisations can remain competitive while developing longer-term strategies to attract and retain permanent talent.​IR35: renewed confidenceFor several years, IR35 made businesses hesitant about engaging contractors. However, the updated rules introduced in April 2024 have provided more clarity, fairer processes, and better protection against disproportionate penalties.When compliance is managed properly, the financial risk of misclassification is relatively modest, typically around 8 to 10% of contractor fees.With this clarity, more firms are now recognising contractors as a low risk, high value way to strengthen their workforce.​Contract recruitment as a growth driverContractors are no longer just filling short-term gaps. They are enabling businesses to take on new projects, adopt new technologies, and scale rapidly when opportunities arise.In engineering and manufacturing, this approach has become critical. Project pipelines are unpredictable, supply chains are shifting, and the demand for technical skills continues to outpace supply.A blended workforce of permanent and contract talent gives businesses the resilience to adapt and grow.​One decisive advantageTo fully realise these benefits, businesses need more than just access to contractors. They need the right talent, deployed quickly, with compliance guaranteed.This is where ATA Recruitment provides a decisive advantage. At ATA Recruitment, we recognise that the skills gap in engineering and manufacturing is one of the greatest challenges facing the industry today. That is why we are dedicated to driving long-term, sustainable change.Our mission is to bridge the skills gap in engineering and manufacturing through world-class recruitment and attraction methodologies. We are committed to driving the growth of the sectors we serve, the businesses within them, and the careers of individuals.​Ready to unlock the benefits of contract recruitment?Build a more agile workforce, access specialist skills when you need them, and stay fully compliant with IR35.Talk to ATA Recruitment today to strengthen your contractor strategy.