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​ATA Recruitment's Annual Maintenance Insights Report 2025 is available to download​​A comprehensive report of average Maintenance Engineering salaries, market trends and candidate behaviour across the UK in 2025, compiled using real ATA Recruitment data.​ATA Recruitment pride ourselves on providing service with real added value, and as part this we like to share our market intelligence and insights with our customers. The data we have collected has come from a large cross-section of the market for both SMEs and large blue chips in industries such as Food, Automated Distribution, Construction Materials, FMCG, and General Manufacturing.​Download ATA Recruitment's Annual Regional Maintenance Insights Report 2025​​​​By submitting the above form, you are agreeing to our Privacy Policy.​Get in touch​​As always, we hope the report provides you with the insight as to where your business currently sits in the market, as well as giving you some guidance on how to construct your talent strategy for 2026. If you have any questions or comments on any of the information covered in the report, please do not hesitate to get in touch.​By submitting the above form, you are agreeing to our Privacy Policy.​

​2025 Employer Survey​To understand how engineering and manufacturing businesses have performed through 2025, ATA Recruitment surveyed a cross section of business leaders from across our client base. Respondents represented a wide range of sectors including food manufacturing, automotive, aerospace, special purpose machinery, warehouse automation, construction materials and general engineering.The findings show a market that has remained resilient despite economic uncertainty. Many organisations continued to grow, but the data also highlights the pressures that shaped decision making around cost control, recruitment and workforce planning. In this first article, we focus on the headline trends from 2025. As part of the survey, we also asked business leaders about their confidence heading into 2026 and how this is shaping future hiring and workforce planning decisions. In follow-up pieces, we will explore the challenges behind these results in more detail, including attraction, retention and the growing opportunity around forces leavers.​Growth continued at a higher rate than 2024​When asked about business performance in 2025, the majority of respondents reported positive outcomes:​​20242025Achieved very strong growth7%5%Achieved strong growth32%57%Saw no growth54%21%Experienced negative growth7%​16%​This is a positive shift year on year, especially in the context of wider economic uncertainty. Nearly two thirds of respondents reported positive growth in 2025 (62%), compared with 39% in 2024, with strong growth jumping from 32% to 57%. Crucially, the proportion seeing no growth more than halved, dropping from 54% to 21%, pointing to firmer demand across many engineering and manufacturing markets.​Cost control emerged as the biggest barrier to growth​​When asked about the main challenges faced in 2025, respondents highlighted:​​20242025Cost control, including energy, materials and salaries23%28%Customer demand23%22%Recruitment23%21%Employee retention18%​14%Competition3%12%​Cost control is the biggest barrier to growth in 2025, rising to 28% from 23% in 2024. Customer demand and hiring challenges have eased slightly year on year, but businesses are still being careful. Many are holding back on expansion unless they can see clear productivity gains and keep costs under control. For recruitment, this suggests a more practical, value-focused approach from clients. They are likely to prioritise hires that keep work moving, improve efficiency, or deliver a clear return, while also paying closer attention to the full cost of employment.The increase in competition (12% vs 3%) supports this picture. More firms are fighting for work and trying to deliver with smaller teams. That makes targeted hiring, retention support, and flexible resourcing even more important.​Employment cost changes created caution, but not paralysis​With increases to National Insurance contributions and the Real and National Living Wage, many employers entered 2025 cautiously. There was concern across the market about how these changes would affect hiring plans.In 2025, the real impact was more limited than expected within engineering and manufacturing:77% of businesses said their hiring plans were unaffected23% reduced hiring plansThis suggests that while cost changes increased scrutiny around recruitment decisions, they did not lead to widespread freezes. Instead, businesses became more selective and focused on getting hires right first time.​Hiring activity remained strong across permanent and contract roles​Despite cost pressures, recruitment activity held up well:​​Permanent hiring20242025​Increased​41.5%42.9%​Maintained​39%44.6%​Decreased​19.5%12.5%​​Contract hiring20242025​Increased​24.4%32.5%​Maintained​41.5%51.8%​Decreased34.1%15.7%​​Executive and leadership hiring20242025​Increased​17.1%14.3%​Maintained​63.4%66.1%​Decreased19.5%19.6%​These results show that businesses continued to invest in core operational roles, while remaining more cautious at leadership level. This reiterates a focus on protecting delivery and output while managing long term overheads.​Confidence for 2026 is strong, but measured​​Looking ahead, employers reported a generally positive outlook for 2026, with an average confidence score of 3.05 out of 4:​​2025​Expecting very strong growth11%​Expecting strong growth68%​Expecting no or negative growth22%​This optimism is reflected in hiring expectations:​​2025​Expecting increased headcount39.3%​Expecting headcount levels to maintain51.8%​Expecting reduced headcount8.9%​The data suggests that demand is expected to continue, but growth will depend on how effectively businesses manage people, cost and capability. Workforce strategy is clearly becoming a key factor in whether confidence translates into results.​What this means for engineering and manufacturing businessesThe 2025 results paint a picture of resilience rather than acceleration. Growth is present, but it is constrained by cost pressure, recruitment difficulty and the need to protect margins. Businesses that succeed in 2026 are likely to be those that plan workforce needs earlier, invest in the right skills and take a more strategic approach to hiring and retention.In the next articles in this series, we will explore the specific challenges employers identified around attraction and retention, and how alternative talent pools such as forces leavers can support long term workforce stability.​How ATA Recruitment can helpAt ATA Recruitment, our mission is to bridge the skills gap in engineering and manufacturing. We work closely with businesses to understand their challenges and help them find the right people at the right time, whether that’s permanent, contract or interim support. If you’re thinking about your hiring plans for 2026 or want a clearer view of what’s happening in the market, our team is here to help.

​2025 Candidate Behaviour Survey​To better understand how engineers are feeling about work in 2025, ATA Recruitment surveyed a cross section from our database. The results give a clear picture of a workforce that is largely employed and experienced, but increasingly selective about where they choose to stay and when they decide to move.While many engineers remain in their roles, the data shows growing pressure around management quality, work life balance and feeling valued. These findings offer important lessons for employers looking to retain skilled talent and for candidates considering their next move.​Most engineers are employed, but not fully satisfied​The survey shows that 79% of respondents are currently in work, confirming that the engineering market remains active and competitive.However, satisfaction levels tell a more nuanced story:Average salary satisfaction scored 2.95 out of 4, slightly down from 2.99 in 2024Feeling valued by employers scored 2.73 out of 4, up from 2.55 in 2024This suggests some improvement in engagement, but also highlights a gap between pay and how valued engineers feel day to day. Many are staying in roles, but not necessarily feeling secure or fulfilled.​What really makes engineers feel valued?​When asked what would make them feel more valued at work, engineers pointed to a mix of reward and development:​20242025Training and progression35%34%Improved salary20%24%Improved benefits15%15%​Additional qualifications​13%​9%​While salary remains important, development and progression continue to play a major role. Engineers want to see a future with their employer, not just a payslip. Rising living costs may heighten pay awareness, but long term engagement still depends on growth and opportunity.​Why engineers are leaving roles​​Of those surveyed, 57% had not changed employer in 2025. Among those who did move, the reasons reveal a shift in priorities:​20242025Poor management and not feeling valued15%25%Shift pattern or needing a better work / life balance12%19%Redundancy or lack of stability13%17%Lack of training or progression28%15%Financial reasons5%11%Other reasons​​10%​There has been a sizable shift in those attributing poor management and feeling undervalued as their main reason for leaving. Is this a sign that companies aren’t investing enough in their management teams development? Are businesses running flatter structures which have left managers more stretched? Or is it a case with the number of opportunities available to engineers they are just less tolerant now? These stats are further backed up below by those who are currently looking to move.​Those looking to move show the same patterns​​The reasons given by engineers currently considering a move closely match those who have already left roles:​20242025Lack of training or progression28%18%Poor management and not feeling valued15%25%Redundancy or lack of stability in their roles 13%7%Shift pattern or needing a better work-life balance12%25%Financial reasons4%13%​This consistency shows that dissatisfaction builds over time and often leads to action. Management quality and work life balance now rival pay as primary decision drivers.​Engineers are not patient with poor onboarding or broken promises​Engineers continue to show limited tolerance when a new role does not meet expectations:​20242025Would leave within one month16%20%Would wait one to three months27%23%Would wait three to six months24%26%Would stay longer than six months33%30%​Nearly half of respondents would leave within three months if unhappy. This highlights the importance of honest role briefs, strong onboarding and early engagement. First impressions matter, and poor starts are difficult to recover from.​What this means for employers and candidatesFor employers, the message is clear. Retention in 2025 is about more than pay. Engineers want strong leadership, realistic workloads, development opportunities and to feel valued for the contribution they make.For candidates, the market remains active, but decisions should be informed. Understanding culture, management style and progression opportunities is just as important as salary when choosing the next move.​How ATA Recruitment can helpATA Recruitment works closely with both engineers and employers to ensure expectations are clear from the outset. We help candidates find roles that align with their goals and values, and we support businesses in attracting and retaining the right people through honest insight and specialist market knowledge.If you are an engineer considering your next move, or an employer looking to strengthen engagement and retention, ATA Recruitment is here to support you with insight, guidance and access to opportunities that fit.

Ten years of building relationships at ATA Recruitment​This year marks a significant milestone for Adam Waite, who is celebrating ten years at ATA Recruitment. Over the past decade, Adam has played an important role in developing our South division, while building a career shaped by consistency, trust and long-term relationships. Looking back, Adam reflects on how his journey has taken shape over time. “When I joined ATA, I didn’t really have a career plan. I just wanted to work hard, be successful and be rewarded. Over time, I found direction here and built both my career and the life I wanted outside of work.”That journey has been about steady progress rather than quick wins, both professionally and personally.​Adam’s experience at ATA Recruitment Reflecting on his time at ATA Recruitment, Adam speaks positively about the opportunity the business has given him to grow at a steady and supported pace. From early on, he felt ATA was a place where he could develop a long-term career rather than simply focus on short-term results. “I was already working in a commission-based role, but I knew there was more I could achieve at ATA. It felt like somewhere I could really develop my career.”Over the years, that expectation has been met through progression, responsibility and trust. Adam credits ATA with giving him the platform to build success at work while also creating stability outside of it. “The success I’ve had here has shaped me, not just professionally but personally as well. It’s allowed me to build the life I wanted outside of work.”That balance between performance and long-term development has been central to Adam’s experience at ATA and to the way he now supports others in their own careers.​​Finding direction and building something meaningful One of Adam’s proudest achievements has been helping to grow the South of the UK operation. Along the way, he has developed long-standing relationships with clients and candidates that go beyond transactional recruitment. “The relationships are what I’m most proud of. Some are professional, some have become friendships, but they’re all built on trust and honesty.”Taking the time to understand people has always been central to Adam’s approach. Whether working with clients, candidates or colleagues, he has focused on doing things properly and building partnerships that last.​Growing into leadership A key milestone in Adam’s career has been his transition from Consultant to Manager. Moving into leadership meant learning how to support different people in different ways and adapting his style as teams evolved. “Becoming a Manager taught me that everyone needs a different approach. Creating space for people to succeed has been really important to me.”Adam has supported team changes, guided individual development and taken pride in creating an environment where people feel supported on both a personal and professional level. One quote that reflects his leadership mindset is one he particularly values. “As you climb the ladder of success, don’t pull it up behind you. Leave it down for others to rise.”​Adapting to a changing market During Adam’s time at ATA, the engineering and maintenance recruitment market has changed significantly. Earlier in his career, candidate availability was stronger and the focus was often on finding the right role for the right person. “The market is much tighter now. Skilled Engineers are harder to find, which is why relationships and trust matter more than ever.”Adam believes that open communication and honesty are essential to navigating a challenging market and delivering real value to clients.​A consistent focus on quality Skills shortages have remained a constant challenge across engineering and manufacturing, particularly within maintenance. Throughout his time at ATA, Adam has kept a clear focus on quality. “We’ve always focused on quality. That means widening the net, using recommendations and supporting routes like ex-forces recruitment to make sure clients get the right people.”This approach has helped clients build stronger teams, even when the market has been demanding.​Building trusted client partnerships Over the years, Adam has supported recruitment projects across FMCG, food and automated logistics, working closely with clients on a wide range of engineering and leadership roles. His focus has always been on understanding how each business operates and what success looks like in that environment. “Being open and honest with clients is critical. Sharing the good and the challenges, and working through them together, is what builds trust.”This understanding has been key to making long-term, sustainable hiring decisions.​Looking ahead As Adam looks to the future, his focus remains on continuing to grow the South of the UK, supporting his team and maintaining strong relationships with both new and existing clients. “My priority is helping my team be successful, supporting our clients and continuing to grow. Progress matters, but bringing others with you matters more.”​Thank you Adam Reaching ten years at ATA Recruitment is a meaningful achievement and a reflection of Adam’s commitment, consistency and people-first approach. We are grateful for the contribution he has made over the past decade and look forward to what the next chapter brings. Thank you Adam, and congratulations on ten years with ATA Recruitment.

​Reflecting on our charity work in 2025 and looking ahead to 2026​At ATA Recruitment, supporting charities and local communities is something we care deeply about. Each year, our charity work is shaped by the people in our business and the causes that matter most to them. Our aim is simple. To give back in meaningful ways and support those who need it. As we look back on 2025, we are proud of the time and effort our team has put into fundraising, volunteering and raising awareness. As we move into 2026, that commitment continues with more challenges and activities already planned.​Supporting important causes in 2025 Throughout 2025, our team supported several charities through a mix of fundraising and hands on volunteering. We continued our support for Rainbows Hospice for Children and Young People by placing donation bins in our offices and holding monthly collections. This gave everyone the chance to contribute regularly to a cause that is important to many across ATA. ​In June, a team from ATA Recruitment including Chris Addison, Fred O’Reilly, Lewis Gardner, Suzanne Winton and Lauren Woolley took on the Wolf Run to raise money for Sands, the stillbirth and neonatal death charity. Sands provides vital support to families affected by baby loss, and the team’s effort helped raise funds and awareness for this important cause. ​Later in the year, we held a charity gig and raffle night at Kibworth Cricket Club. The night was organised by Steve Harrhy and featured live music from The Pneumonics, the band of Associate Director Stewart Jackson, alongside The Uprising Seals, the band of Steve Harrhy’s sons. It was a great evening that brought people together and raised £1,265 for Sands. ​​We also supported several other causes throughout the year. This included a charity sweepstake, Bilal Osman’s visit to Calais to support refugees, and a volunteering project led by Faisal Ahmedy with the non-profit organisation Live Cancer Free. Faisal spent time learning how to interview cancer patients, helping to record and preserve their stories to support awareness and mental wellbeing. This project will continue into 2026. Across these activities, £2,095 was raised for Sands in 2025, alongside our ongoing support for Rainbows and other charities.​Looking ahead to 2026 Our charity work will continue into 2026, with several team members already committed to new challenges. Stewart Jackson will be running the London Marathon Steve Harrhy is taking on a personal challenge every month Adam Waite, Steve Harrhy and Stewart Jackson will be completing a Spartan challenge Ashton Kenney will be climbing Mount Kilimanjaro in support of Sands And more fundraising activities are already being planned These challenges reflect the commitment and passion of our team. Each one is taken on for a reason and in support of causes that mean a great deal to the people involved.​Continuing our commitment What makes our charity work special is that it is led by our people. Every fundraiser, challenge or volunteering activity starts with someone at ATA wanting to make a difference. We are proud to support these efforts and to keep charity work at the heart of our culture. As we move into 2026, we look forward to continuing this journey, supporting important causes and making a positive impact beyond recruitment. Thank you to everyone who has taken part, donated or supported our charity work so far. We are excited to see what we can achieve together this year. ​To donate to either charity, please follow the links below.​Rainbows Hospice for Children and Young PeopleRainbows cares for hundreds of families every year who have a child or young person with a serious or terminal illness that means that their lives will be shorter than most. Click here to find out more.Sands Baby Loss CharitySands is the UK's leading charity supporting anyone affected by pregnancy loss or the death of a baby, Click here to find out more.

​Closing the skills gap in UK manufacturing​The UK manufacturing sector continues to face a significant capability challenge. Recent research highlights a 47,000 person skills gap across the industry, shaping how organisations plan, operate and invest in their future workforce. While this shortfall is often discussed in terms of attracting new talent, new findings from the Manufacturing Technology Centre (MTC) show that there is also a clear opportunity within the existing workforce.Many manufacturers are not making full use of the experience already present in their teams. At the same time, younger workers are motivated to learn and progress. Making better use of skills already in the business can play an important role in closing the skills gap and supporting long term workforce strength.​Skills are available but underusedThe MTC reports that 41 per cent of Baby Boomers working in manufacturing feel their skills are not being fully used. This represents a large amount of experience in areas such as maintenance, quality, automation and specialist machinery. When this knowledge is not shared or applied effectively, organisations risk losing valuable insight that supports safety, reliability and performance.This issue sits alongside continued demand for engineering talent. Make UK’s latest data shows there are 56,000 open vacancies in UK manufacturing, underlining the need to use existing expertise as effectively as possible while continuing to recruit.​Younger workers are ready to developAlongside this experience, younger talent is keen to build skills. According to the MTC study, 91 per cent of Gen Z workers say they want to learn from others in the workplace. This is supported by wider 2024 research which shows that 62 per cent of Gen Z employees are more likely to stay with an employer when they receive clear development opportunities.This highlights the value of creating environments where learning happens as part of day to day work. When people can develop, businesses benefit from stronger capability and improved retention.​Skills are not always being sharedDespite the willingness to learn and develop, this does not always happen in practice. Research shows that around 60 per cent of workers are not regularly sharing skills or learning through the job. This can mean limited coaching, fewer chances to learn through problem solving and a heavy reliance on a small number of experienced individuals.This matters because the skills manufacturers need are changing. The 2024 Make UK Skills Survey reports that 68 per cent of manufacturers say multiskilled engineers are the hardest roles to fill. When skills are not passed on, teams become less flexible and harder to scale.Encouraging practical learning helps build stronger teams, keeps knowledge in the business and reduces risk when experienced employees leave or retire.​Why this matters for the future of manufacturingSkills shortages are already having a clear impact. Make UK’s latest survey shows that 78 per cent of manufacturers are seeing productivity loss due to skills gaps. At the same time, ONS data confirms that one in five manufacturing workers is now over 55, increasing the risk of knowledge loss in the coming years.Businesses that create clear ways for skills to be shared and developed are better placed to protect output, support new technologies and prepare for future demand. This applies across general engineering, FMCG, aerospace, automotive, construction materials, warehouse automation and process engineering.Building skills within teams supports performance today and helps secure long term resilience.​How ATA Recruitment can helpATA Recruitment works with engineering and manufacturing businesses to strengthen capability through high quality permanent, contract and interim recruitment. With access to more than 60,000 pre vetted candidates, we help organisations secure the skills they need while supporting individuals into roles where they can grow and add value. If you are planning future workforce needs or looking to strengthen your technical teams, ATA Recruitment is ready to support you.​

Why events like CTP Telford are vital for bridging the skills gap in UK engineering and manufacturing​ATA Recruitment recently attended our second Career Transition Partnership event of the year in Telford, represented by Christian Addison, Director, and Lewis Gardner, Recruitment Specialist. These events continue to play a critical role in strengthening the future of the UK engineering and manufacturing workforce. With a well documented national skills shortage and increasing pressure on employers to find long term capability, CTP events provide a direct and effective route for connecting high quality service leavers with the organisations that urgently need them.Recent data reinforces the importance of this mission. According to Make UK’s Workforce Survey 2024, 62 per cent of manufacturers say they are struggling to fill engineering vacancies, and the ONS reports that the UK currently has over 830,000 live vacancies across the economy, with engineering consistently among the hardest areas to recruit. This environment makes structured access to skilled service leavers more important than ever.​Service leavers bring rare and highly transferable skillsUK manufacturing is experiencing persistent shortages in maintenance, automation, reliability and project engineering roles. In 2024, Make UK identified multiskilled engineers as the most difficult roles to hire, with 68 per cent of manufacturers reporting long term challenges in finding suitable candidates.Service leavers often hold technical training that aligns directly with these roles. They typically bring strong mechanical or electrical knowledge, experience working with complex equipment, leadership capability and a proven ability to perform under pressure.CTP events allow employers to meet this talent in person and understand where their forces background can add immediate value. For many roles within engineering and manufacturing, the capability that service leavers offer is not only transferable but significantly in demand.​​Events like Telford support smoother transitions into civilian engineering rolesResearch from Forces in Mind Trust (2024) shows that 70 per cent of service leavers say they would feel more confident entering civilian employment when supported through structured transition events. This highlights why CTP events matter to individuals as much as they do to industry.Christian and Lewis spent the day helping candidates understand career paths, certifications, job expectations and sector opportunities. Many service leavers possess strong technical foundations but need guidance on how these skills translate into specific engineering roles.Face to face interaction plays a central role in building this clarity and confidence. It allows candidates to ask practical questions, understand employer expectations and receive direct advice on how to position their experience. This makes the transition into civilian engineering roles smoother and more successful.​Lewis Gardner commented:"The CTP events are always an honour to attend, and I always come away knowing I have learnt so much and looking forward to continuing to work with the people I met on the day.Hearing about the unique story behind every person you speak to always fascinates me and makes you realise that there is a lot more going on than you think.There are so many ways we, as ATA, can help service leavers and veterans – whether it’s with interview prep, understanding what a leaver or veteran is actually looking for, or finding the right role for them.I find it very rewarding, as they are serving the country, and I will always be grateful for this. It gives me satisfaction knowing that I can give back."​CTP events strengthen the long term talent pipeline for engineering and manufacturingThe engineering workforce is steadily ageing. ONS 2024 data confirms that one in five manufacturing workers is now over 55, which means a significant portion of the sector is heading toward retirement within the next decade.At the same time, Make UK’s 2024 Skills Report highlights that 78 per cent of manufacturers are already experiencing productivity loss due to skills shortages. Without new talent entering the sector, these shortages will widen.CTP events help address this challenge by:opening pathways for highly trained service leaversaccelerating the development of early stage talentcreating a more predictable pipeline for employers planning future workforce needsService leavers often progress rapidly once placed. Employers frequently report strong retention rates, high reliability and quick adaptability. These attributes help stabilise teams and contribute to long term capability growth.​Collaboration with employers and charities creates genuine impactThe Telford event also created opportunities to build partnerships. Christian and Lewis engaged with employers keen to integrate service leavers into their workforce plans and connected with charities focused on supporting transition into engineering roles.Forces in Mind Trust reports that organisations that partner with military support networks are 30 per cent more likely to retain service leavers for more than two years. This demonstrates how collaborative support structures improve outcomes for both the individual and the employer.​ATA Recruitment’s commitment to bridging the skills gapATA Recruitment is committed to supporting both organisations and individuals as they navigate the skills challenges facing engineering and manufacturing. We work closely with service leavers to help them translate their experience into civilian engineering careers, offering guidance, insight and access to employers who value their skills.At the same time, we support businesses by introducing motivated, technically capable talent that can strengthen teams and contribute long term. Following the Telford CTP event, Christian Addison and Lewis Gardner will continue working with the candidates they met to help turn conversations into real career opportunities.If you are a forces leaver considering your next step, or an employer looking to welcome service leavers into your workforce, ATA Recruitment is here to support you.​​