Careers at Rothamsted
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KICKING THE HABIT
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Careers at Rothamsted Feeding 9 billion people by 2050 is a huge challenge, we need the best and brightest minds in order to do this
WORKING AT ROTHAMSTED
We have over 300 science staff supported by experts in the fields of IT, commercialisation, finance, communications and HR, based across two sites with world class facilities and collaborations in many countries worldwide. We take pride in our people and achievements and aim to provide the modern working environment necessary to allow success. Our Career Development Framework provides a structure for professional development and exciting career opportunities. A comprehensive programme of benefits is available to all staff, please click here to view.
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Research Jobs in Nutrition
Here we look at academic research jobs in nutrition, the qualifications and experience you will need and opportunities for career progression.
Nutrition and dietetics research encompasses a wide range of projects, from public health nutrition to clinical dietetics and applied nutrition science.
Working alongside biomedical scientists and clinicians, academic nutritionists and dieticians contribute to essential research which drives society-wide health policy.
Areas of nutrition and dietetics research include:
- Food quality, production and health
- Children’s health and diet
- Public health nutrition and policy
- Patient care and outcomes
- Diabetes research
- Cancer and immunology research
- Nutritional epidemiology
- Global nutrition
Job Descriptions
- Postdoctoral Researcher – Nutrition and Public Health
Research Technician – Nutritional Sciences
Research associate – nutritional epidemiology, postdoctoral researcher – nutrition and public health.
Researchers in nutrition and public health study how dietary factors affect different sections of the population. Working within multi-disciplinary groups, their research focuses on specific aspects of public health, such obesity or diabetes.
- Collecting health data and carrying out quantitative research
- Designing, executing, analysing and disseminating studies which test the effects of public health initiatives (e.g., calorie labelling)
- Liaising with fellow researchers both nationally and internationally
What qualifications and experience do you need?
A PhD in an area related to public health nutrition would be essential for a postdoctoral research or research associate position. Depending on the role, you may also need previous experience of a similar research programme.
What’s the pay?
Salaries for postdoctoral researchers depend on the research area and length of project. However, you can generally expect to start on around £33,327 to £40,928, p.a., depending on previous research experience and outcomes.
What can it lead to?
On completion of several projects in your field of expertise, you could secure a post as a senior research associate. Alternatively, you may decide to combine your research with teaching duties as a lecturer.
Where can I find jobs?
Postdoctoral researchers in nutrition work in higher education or within research foundations, charities, the food industry or helping to develop government policy and strategy. Most postdoctoral research roles are fixed-term for the duration of a project.
Find postdoctoral research in nutrition jobs here
Research technicians spend most of their time in a university laboratory. They would also support learning by teaching and supervising experiments carried out by nutritional sciences students.
Research technicians play a central role in the practical elements of running a research project.
- Assisting in the management and operation of a laboratory and related facilities
- Contributing to and development of research projects within nutritional sciences
- Leading practical classes in a laboratory environment
- Providing technical support to students undertaking taught practical sessions and research projects
- Training and advising staff in laboratory techniques
As this is a technical role, a PhD is not always necessary. A first degree (or equivalent) in a related subject and previous experience of working in a laboratory environment in the field of nutrition would be essential.
You would also be expected to have a thorough working knowledge of health and safety procedures.
Research/laboratory technician salaries start in the range of £26,341 to £29,924 p.a. and can be higher for senior technician jobs.
A research/laboratory technician role is a great place to start if you are looking to pursue an academic career in nutritional science. The skills and technical knowledge you will gain would be essential for participation in future research projects. You might want to consider carrying out doctoral studies to move into a research associate or lecturing role.
Alternatively, you could continue on a research technician path by applying to manage a laboratory as a senior research technician.
You will find research or laboratory technician jobs in universities, the NHS, the food industry, research institutions and government agencies.
Find research technician in nutritional science jobs here .
Researchers in nutritional epidemiology study the relationship between dietary factors and disease. They work in universities, the NHS or government agencies as part of academic teams specialising in epidemiology, public health and biomedicine.
- Conducting qualitative and quantitative research
- Collection and analysis of health data using specialist statistical computer software
- Collaborating with researchers, government agencies, the NHS and external health programmes to formulate policy
What qualifications do you need?
A PhD in nutrition and epidemiology (or related area) and considerable experience of qualitative and quantitative research methodology would be essential for nutritional epidemiology research roles. Depending on the role, a background in working with patients as a dietician may also be essential.
Most research associate positions are offered on a fixed-term basis and have a salary range of £31,406 to £40,927 p.a., depending on qualifications and experience.
A research associate role is an excellent opportunity for postdoctoral researchers to progress their academic research career in nutrition and public health.
The research skills you gain can enable you to apply for more senior, research fellowship jobs and look towards permanent academic roles in higher education.
Research into areas of epidemiology have been brought into sharper focus since the coronavirus pandemic, as the world recognises the need for new research and policy in this field.
However, all research jobs are project and funding-dependent, so contracts are offered on a fixed-term, temporary basis for the duration of a research project.
Find research associate jobs in nutrition here .
Further Information:
- Academic jobs in Nutrition
- Lecturing jobs in Nutrition
- Senior-level academic jobs in Nutrition
- Becoming a dietician – NHS Careers
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- The Food Research Collaboration ceased its activities on May 31, 2023, after nine years of operations. All of our publications remain accessible - you can download them from this website. However, the site and related email accounts are no longer being maintained or updated.
Food Research Institutes in the UK
Content by antony so and visualisation by gavin wren, what we’re doing.
The Food Research Collaboration has drawn up this database of food research institutes in the United Kingdom studying aspects of food systems and food policy. The database has been prepared to help academics seeking fellow subject specialists, and to help civil society groups or journalists seeking specific academic expertise.
Food policy is in a state of unusual flux. Expert contributions are an important tool to inform policy processes and decisions. Expert academic knowledge can also improve media debate and public understanding of complex issues.
The Food Research Collaboration will update this interactive map on a regular basis. If you would like your institution to be included, please get in touch with the Food Research Collaboration team at [email protected]
How to use the map
By zooming into the map and clicking on individual nodes, you will be able to find each research institution’s name, their webpage, the specific topics where they have specialist knowledge and expertise, and, where appropriate, the university that they are associated with.
For additional ease of use, the institutions, possible associated university, institutional details, and broad areas of expertise are also listed alphabetically below the map.
Alphabetical list of research institutes
The summaries in the table below are based on the institutions’ own self descriptions, and do not denote the frc’s views of their work..
Please cite as: So, A. 2022. Food Research Institutes in the UK . Food Research Collaboration. Located at: https://foodresearch.org.uk/food-research-institutes-in-the-uk/
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Hosting MSCA-2024-PF. Food sustainability research
Hosting Information
Organisation/institute, contact information, description.
The FoodLab research group at the Health Faculty of the Open University of Catalunya invites researchers holding a PhD to express their interest in applying to a Marie Skłodowska–Curie Postdoctoral (PF) Fellowship. Our group is interested in supporting applications in food sustainability research in Europe. Our group has a trajectory of participating in national and European sustainable diets projects (Horizon Europe; see https://planeat-project.eu/ for details). The PLAN’EAT project will run until August 2026 and includes partners in a dozen European countries. Currently, we are coordinating the Spanish Living Lab for food systems transformation towards healthy and sustainable dietary behaviour. There is a demand to modify the EU food system due to its detrimental effects on the environment, health, and climate. This is an opportunity to work with a dynamic team of researchers dedicated to creating sustainable solutions for global food systems. Candidates are invited to propose research projects related to one of the three areas, such as:
Sustainable Diets in Schools: Assessing the Effectiveness and Acceptability of Sustainable Diets in School Menus
Sustainable Healthy Diets, crucial for planetary health, have low environmental pressure and impact; are accessible, affordable, safe and equitable; and are culturally acceptable. Their incorporation into school menus has profound implications for public health. In preliminary studies, we analyzed how promoting sustainable eating in schools would reduce their environmental impact. However, there is a lack of studies addressing the comprehensive monitoring of the impacts of implemented changes. This year, we are planning to start evaluating the effectiveness of the existing program 'Healthier and More Sustainable School Menus' (MEMSS) on food sustainability across health (nutritional value), environmental (greenhouse gas emissions and land use), and socioeconomic (cost and affordability) dimensions, using the Mediterranean Diet as a reference. Additionally, determine the level of acceptability among different groups of interest. We will conduct a pre-post effectiveness evaluation study involving 28 schools versus the comparison group within the framework of urban food policies. Primary outcomes will encompass variables on the three described dimensions of food sustainability and process variables, including an intervention performance index. Moreover, assessing the acceptability among various educational community groups of interest through a mixed-methods approach. In the near future, food waste reduction strategies, working on calculating true cost values of the menu, and further examining socio-economic aspects of sustainable food systems around school meals.
At FoodLab we are especially interested in the development of new monitoring indicators that capture the outcomes and impacts of school meal interventions.
From Plate to Planet: Interventions for Promoting Sustainable Healthy Diets
Transforming dietary patterns towards healthier and more sustainable choices requires not only knowledge and skills, but also a shift in attitudes among citizens. This transformation is fundamentally rooted in behavioral change. Our EU project, PLAN’EAT, is a comprehensive initiative aimed at transforming dietary habits across Europe. We are advancing scientific understanding of dietary behavior and its various impacts, and developing solutions for transition through a multi-level approach. We are collaborating with a pan-EU network of 9 Living Labs and a Policy Lab, focusing on diverse population groups. In Spain, our primary focus is on individuals aged 40 and above. The project involves a series of interconnected steps. We start by mapping dietary patterns of 9 target groups from 9 regions along with their food environments. We then identified factors and drivers influencing dietary behavior at macro (food system), meso (food environment), and micro levels, and assess the impacts of current and future diets. The next step involves co-developing a solution package with food chain actors, consumers, and policymakers. This includes a Food System Dashboard with context-specific policy recommendations, interventions for Farm to Fork actors, advisory tools for consumers, and improved dietary advice and communication strategies for the general population. By 2032, PLAN’EAT aims to transition 58,500 consumers to healthier and sustainable dietary patterns, reducing premature mortality by 20% and greenhouse gas emissions of local food supply chains by 23% in 39 areas. This is our commitment to a healthier, more sustainable future.
With a younger audience, we are investigating the association between unhealthy food environments and overweight and obesity among children and adolescents in urban areas, with a focus on low socio-economic status. We will employ a retrospective cohort study and community-based participatory research to inform prevention strategies and public health policies. The research will address a significant public health concern and has the potential to inform interventions aimed at reducing obesity in children and adolescents in urban environments.
Furthermore, our research team has analyzed data from 16,000 members of the University Community in Catalonia. The primary focus of our study was to analyze healthy lifestyles within this community, and we developed a food sustainability index. We are undertaking an exhaustive analysis, comparing the effects of plant-rich diets with those of western diets. This comparison takes into account a variety of factors, including BMI, gender, health perception, mental health status, levels of physical activity, sedentary behavior, and sleep patterns. Our ultimate objective is to assess the impacts of these dietary habits and devise innovative strategies to encourage sustainable eating practices within the university setting. We will soon have more data to compare and analyze our research findings with data from various populations across other European universities. Furthermore, some of our research involved an analysis of factors influencing home food preparation and healthy eating among university students. The second phase of the study will focus on using social media as a platform for culinary interventions, with the aim of fostering behavior change through co-design workshops and collaboration with social marketing experts and culinary influencers. This endeavor aligns with our commitment to promoting health and sustainability in higher education institutions. Within the European context, we recognize a valuable opportunity to address the scarcity of evidence-based interventions and guidelines.
Research in innovative Sustainable Protein Sources
We are currently conducting a pilot study funded by the UOC Accelerator Grant (2023) to assess the acceptability of sustainable novel proteins. This study aims to collect preliminary data for the development of a randomized clinical trial focused on frailty prevention. Our interdisciplinary team pioneers an innovative intervention: evaluating the feasibility and acceptance of a sustainable insect-based protein supplement combined with physical activity in older adults. As the population of individuals aged 65 and older continues to grow, addressing loss of lean body mass and frailty associated with aging becomes crucial. Edible insects, rich in leucine and micronutrients, offer an ecologically friendly alternative to conventional animal protein sources and postulates worldwide as a sustainable healthy alternative for the growing population. This project aligns with the Sustainable Development Goals and contributes to catalyzing knowledge and socioeconomic progress. We welcome innovative proposals on the sustainable protein sources across (and going beyond) Europe with regard to the groundbreaking research at the intersection of nutrition, ageing, and sustainability.
Expressions of Interest
Send one PDF file to [email protected] (subject: MSCA-2024), by 17th of June 2024, including:
1.- A short CV (max 2 pages), with your ORCID, Scopus or ResearcherID profile.
2.- A Letter of Interest including a summary of your project idea (max. 2 pages).
European talent is ready to walk out the door. How should companies respond?
How do companies keep their current workforces happy while drawing the best people to join them? Talent leaders have been asking that question forever, of course, but the answers have grown much more complex since the COVID-19 pandemic set off an employee exodus that has shaken organizations across the globe.
McKinsey has analyzed this Great Attrition talent trend in depth, showing why people began quitting in droves and how companies, caught unaware, could respond. 1 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “ ‘Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. We updated our research earlier this year, finding that workers were not only still quitting but also switching roles and industries, in what we dubbed the Great Renegotiation . 2 Aaron De Smet, Bonnie Dowling, Bryan Hancock, and Bill Schaninger, “ The Great Attrition is making hiring harder. Are you searching the right talent pools? ,” McKinsey Quarterly , July 13, 2022. We offered ideas for how organizations could look to different employee groups to help fill jobs.
Now, we turn to Europe, where the destabilizing war in Ukraine , rising inflation , and growing fears of hiring freezes and job losses have created a difficult set of conditions for companies. We wanted to know if the talent trends we’ve followed for the past two years in the United States and other countries are having a similar effect in Europe. The answer is a resounding yes. Companies can’t get the people they need, and they are losing the workers they already have, while falling behind in areas such as technology and innovation that affect the region’s long-term competitiveness . 3 Between 2014 and 2019, large European companies were 20 percent less profitable, grew revenues 40 percent more slowly, invested 8 percent less, and spent 40 percent less on R&D than other companies, according to a sample of more than 2,000 European and US companies with revenue of more than $1 billion. For more, see “Securing Europe’s competitiveness: Addressing its technology gap,” McKinsey Global Institute, September 22, 2022.
About the research
To better understand the current state of the European labor market, we surveyed 16,246 respondents in Austria (n = 1,444), Belgium (n = 1,901), France (n = 1,924), Germany (n = 1,968), Italy (n = 1,944), Poland (n = 2,012), Portugal (n = 1,958), Spain (n = 1,944), and Switzerland (n = 1,151). The survey data, collected in September 2022, included people of working age across 16 industries.
Our new analysis, which includes a survey of more than 16,000 respondents in nine European countries, shows that fully one-third of respondents say that they expect to quit their jobs in the next three to six months (see sidebar, “About the research”). While that slice of the workforce is lower than the 40 percent in our global survey from April, 4 The six countries surveyed were Australia, Canada, India, Singapore, the United Kingdom, and the United States. it is a remarkably high churn rate for Europe, where labor protections and cultural factors—not to mention a likely economic slowdown —tend to favor remaining in a job. Companies that believe attrition is a problem limited to the United States should understand that one in three of their workers may quit over the near term.
Yet high attrition is just one of the challenges facing European employers. The job vacancy rate has almost doubled, to 3 percent in June 2022, from 1.6 percent in June 2020, 5 Although the percentage of people who started a new job in the past three to six months is increasing, the job vacancy rate is still well above normal. For more, see “Job vacancy statistics,” Eurostat, September 2022. making it harder for companies to fill open positions. Organizations also face a skills gap across industries, as well as a high number of retirees who are unlikely to return to the workforce.
At the same time, European employers have an opportunity to sharpen their value proposition. They can use this moment to address chronic, systemic talent issues by offering adequate compensation, career advancement, and caring leaders, while also focusing on more recent employee needs born of the pandemic. In this article, we analyze our new data to show how companies can retain those who are considering leaving, provide support to turn “quiet quitters” into more engaged employees, and recruit top talent more effectively to build a productive workforce that can deliver in times of radical uncertainty.
The European talent landscape: Top reasons for leaving reflect shifting employee values
Our survey revealed a consistent rate of attrition, at about a third of respondents. The outlier was Poland, where half the people say that they are at least somewhat likely to leave their jobs in the next three to six months (Exhibit 1). 6 That higher number for Poland can be attributed in part to the impact of higher inflation and a refugee crisis from the war in Ukraine, along Poland’s eastern border.
That this many workers are considering leaving revealed a dramatic level of attrition for Europe, where labor protections are more extensive than in other countries. Retirement, too, is often a milestone to look forward to because of pensions and a robust social safety net. Our survey showed that 24 percent of Europeans have retired (early or of natural age) in the past seven years. In contrast with the United States, retirees in Europe aren’t as interested in returning to work for the right offer. When they do retire, they’re more likely to be gone for good 7 Only 5 percent of those who retired, early or of natural age, are planning to return to the workplace sometime in the future, our research showed. For more, see Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “ Gone for now, or gone for good? How to play the new talent game and win back workers ,” McKinsey Quarterly , March 9, 2022. —reducing the pool of potential workers for European employers.
This large number of people eyeing the exits is not much lower than the 40 percent in our earlier sample of six countries. In fact, when comparing vastly different labor markets and staggered time frames—April for the global data and September for Europe—and factoring in worsening economic conditions, we see similar attrition rates. That’s not a favorable environment for European companies looking to keep and attract workers.
Despite the structural and perceived differences in the European labor market, we unexpectedly found that the top three reasons Europeans give for leaving their jobs are similar to those of our global sample: inadequate compensation, lack of career development and advancement, and uncaring and uninspiring leaders (Exhibit 2).
Fair compensation and having a clear career path are perennial top motivators for workers in any job. We consider compensation table stakes because it’s enough to buy you a seat at the table but not enough to give you a winning hand. A lack of caring leaders, also a consistent reason for why people across countries quit their jobs, has grown in importance since the pandemic began. The similarities in top quitting factors across regions and time periods show that the pandemic has normalized these employee attitudes across segments of workers.
People across age groups and experience levels are putting more emphasis on whether these factors in combination are enough to make them want to stay at an organization for the long term. They need tangible and consistent proof that they have a positive future—in other words, the whole package: compensation, caring leaders, advancement. The fact that a large number of Europeans are saying, “I need a job, but I don’t need your job,” is a clear sign of this new emphasis.
Meanwhile, other factors have grown in importance for European respondents since the pandemic began, particularly those related to unreliable and unsupportive people at work, as well as a noninclusive and unwelcoming community.
The emphasis on these relational “people factors” marks a notable mindset shift among European workers. More than ever, employees say that they need to feel engaged and supported in an inclusive and welcoming environment. Unsustainable work expectations and a lack of support for employee well-being in particular align with rates of employee burnout that McKinsey research shows are at all-time highs . 8 “ Addressing employee burnout: Are you solving the right problem? ,” McKinsey, May 27, 2022.
We also found that the reasons employees are considering changing jobs are remarkably consistent across European countries. The top two factors in every country are inadequate compensation and insufficient career advancement. But relational factors also rank highly, including having uncaring and uninspiring leaders and unsupportive coworkers.
Focus on the whole workforce (the happy, the unhappy, and the in-between)
Most Europeans in our sample say that they intend to stay on the job, and their motivations shade differently than those of their exiting counterparts. Compensation is a top reason here as well, but it is more of a hygiene factor than anything else. Motivators include flexibility, meaningful work, and supportive coworkers—once again, an endorsement of factors that have grown in importance for Europeans during the pandemic.
People stay in a job for the opposite reasons than they leave it: because they are rewarded adequately, their needs for advancement and skill building are met, and they see a future for themselves. What sets Europeans apart, though, is the degree to which they prize a safe workplace environment; that factor is in the top three for Europeans, while it is eighth overall for the global group (Exhibit 3). Reasons for that include the fact that many COVID-19 restrictions ended over the summer, leading employees to worry about how safe they would be back in the office and whether they wanted to be back at all.
Companies must continue to deliver on flexibility if they want to retain people who have not yet indicated a willingness to leave. Throughout the pandemic, employees—ranging from working parents to younger folks just starting out to workers nearing retirement age—all say that they want more control over their working hours so that they can better balance life and career . 9 “ To slow down attrition, pay closer attention to what workers really need ,” McKinsey, September 22, 2022.
This raises a crucial point: in crafting an alluring employee experience, European organizations have to avoid falling into the trap of focusing solely on the workers who are unhappy enough to quit over the short term. Of course, it’s essential to retain them, but companies also need to be sure that the majority who aren’t indicating that they are leaving don’t move into that category.
In other words, leaders have to care about retaining talent before they can start to think about those who are walking out the door. Making the organization sticky, which we discuss below, is part of that active investment in the entire workforce.
The sound of ‘quiet quitting’
To help assess all their workers, companies can group their employees in four broad categories—those who are happy with their job but are considering better options, those leaving because they dislike their job, those staying because they’re happy, and those who are passively staying but who don’t really want to be there. This last group consists of “quiet quitters,” or members of the employed-yet-disengaged workforce. 10 This group does not include individuals who continue to be engaged in their roles but who have sought to reduce their workloads to a more manageable level to prevent burnout.
European employers, like organizations everywhere now, face the problem of workers who leave—and workers who stay but who might act like they have already left. Our research shows that in Europe, the majority (79 percent) of those reporting low levels of engagement or support factors are likely to leave. However, a small but significant portion (21 percent) of those reporting low levels of engagement or support factors are planning to stay at their jobs. Although these employees aren’t quitting, they are likely to become disengaged from their work, which could manifest as withdrawal from or neglect of their duties.
If we do the math, with one-third leaving and one-fifth of those who remain falling into the ranks of those not necessarily working to pace, that adds up to about 44 percent of the workforce. Clearly, that number of dissatisfied employees is not sustainable in a healthy organization.
Some employers believe that quiet quitting is just a phase, but there are two reasons to discount that. One is that despite the trendy name, quiet quitters have been around forever—as people whose level of engagement is below what managers might want. The other is that in a predicted economic downturn, when companies are often forced to turn to hiring freezes or job cuts, they will need the workforce that remains to be that much more productive.
Quiet quitting is not just an individual problem, it’s a mutual responsibility between the employee who is disengaged and the organization that isn’t offering enough support. Both higher engagement and higher support are needed to solve this problem.
An overwhelming majority of employees who report high levels of engagement factors (such as finding meaning in their work) and support factors (such as reliable and supportive people at work) are likely to stay at their jobs and be productive in them (Exhibit 4).
The (new) value system: Emphasize personal development and recognition to reward workers
Europe’s labor market is unique, with stronger worker protections, more extensive pension offerings, and longer parental leaves, to name but a few examples that benefit employees—and society writ large. Culturally, workers in this region don’t leave their jobs as often as those in the United States and other countries do.
However, with an aging population and a darkening economic picture, European employers face a complex environment in which to operate. This calls for more creative solutions. Companies can draw inspiration from the way other organizations, even those in other regions, are attempting to solve the problem that attrition brings. They can find novel ways to attract younger people to jobs and keep the workers they have feeling more engaged and productive.
Here are five ways that European companies can be proactive about retention, reinforce a healthy working environment, and look beyond traditional recruitment pools.
Address the attrition
The first step is to turn inward. Companies should take stock of the attrition they have already experienced and move to reduce further quitting by addressing what is motivating their employees. Our European data shows that the reasons people have left a job and why they plan to leave are the same, so companies can get ahead of the next wave of attrition by understanding why others have already left. Employers should consider doubling down on providing adequate total compensation packages, investing in employees’ development, and providing meaningful advancement opportunities, while showing more caring and inspiring day-to-day and strategic leadership .
Don’t overlook ‘the others’
When companies focus mostly on attrition and attraction, they tend to overlook the need to actively support workers who are staying. Sticky companies anticipate and address employees’ concerns . They ask people what they need to be successful in their roles—and they listen to the answers. They push people to grow in their jobs and encourage a growth mindset throughout the organization. Based on feedback, these companies might innovate jobs, teams, or hiring practices. They are not afraid to provide the flexibility that employees need to create a work–life balance that helps keep workers engaged and productive. These cultural factors help make a company more attractive to join and, ideally, provide more incentives for employees to stay and remain engaged. They can also reengage those who are quietly quitting.
Reward loyalty by building capabilities
Career advancement is a top priority for European workers. A company that rewards its employees by investing in their development reduces their incentive to look elsewhere while also increasing overall engagement. With that in mind, leaders can start by rewarding those who are already inside the company with career development and advancement opportunities. This investment in the workforce is based on gratitude and trust, highlighting that past work is valued and that the company believes in their employees’ ability to deliver the future work that builds value. Then, leaders can look outside the company to deliberately find the talent that they still need. In the broader context, Europe is experiencing a widening gap in technology, innovation, and corporate performance compared with other regions. With recent headlines of job losses in the technology sector, companies that need to expand their tech expertise could look to those who are newly available. However, companies should also focus on using the right levers to prevent those potential hires from going to a nontraditional job, or worse, to the competition.
Rethink the corporate culture
Since the start of the pandemic, organizations have been striving to help employees who are burned out. However, it’s crucial to focus on affirmative behaviors so that burnout doesn’t become a problem to begin with. Once it takes hold, even the most well-intentioned remediation efforts (or yoga classes) won’t fix the problem. As our survey data shows, European workers now emphasize other factors when it comes to a satisfying employee experience. They want more workplace flexibility and a physically and psychologically safe workplace . 11 “ Psychological safety, emotional intelligence, and leadership in a time of flux ,” McKinsey Quarterly , July 2, 2020. McKinsey research shows that caring managers can also make a huge difference in engagement by reaching out more frequently and honing in on what excites employees and gives them a sense of purpose.
Think outside the (recruitment) box
The existing talent pools of traditional workers in an aging market are not sufficient to replenish those who have retired. European organizations will need to go after those who have left the traditional workforce, including people who are self-employed, those in the gig economy or not currently in full-time corporate jobs, younger people just entering the workforce, and those who are considering retirement. Because these groups emphasize different factors (with older workers wanting more caring leaders and younger people valuing strong support networks), companies must target these groups differently. And while these pools of workers may be smaller in Europe than they are in the United States, for example, they’re out there, and companies can go get them.
The European workforce is not immune to the attrition trend we’ve seen sweep across countries over the past several years. The mindsets of European employees have changed since the pandemic began, and many are no longer willing to stay at organizations that don’t value their contributions or offer a future that excites them. Now more than ever, companies should demonstrate a commitment that is both widespread and targeted to individuals—a commitment that is core to their health and future growth.
Vincent Bérubé is a senior partner in McKinsey’s Montréal office, Dana Maor is a senior partner in the Tel Aviv office, Marino Mugayar-Baldocchi is a research science expert in the New York office, and Angelika Reich is a partner in the Vienna office.
The authors wish to thank Nancy Busellato, Pawel Poplawski, Mukhunth Raghavan, and Bill Schaninger for their contributions to this article.
This article was edited by Barbara Tierney, a senior editor in the New York office.
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‘Great Attrition’ or ‘Great Attraction’? The choice is yours
Securing Europe’s competitiveness: Addressing its technology gap
Money blog: Why are concert tickets so expensive? Here's who is really responsible
Ticket prices for some concerts have reached astronomical levels in recent years - we've looked at why and who is profiting. Read this and the rest of our Weekend Money content below and join us for live updates again from Monday.
Saturday 1 June 2024 21:08, UK
- Taylor Swift
Weekend Money
- Where is all the money going? Here's who is really responsible for concert tickets going crazy
- Strikes, new bank notes, cat fines and airport disruption: Main June money dates for your calendar
- Your comments: Man Utd WFH crackdown, Sterling's uni pledge, pebble fines and standing charges
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- Best of the Money blog - an archive
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By Katie Williams , Money team
Spending a fair chunk on going to see your favourite big artist is not new - but it certainly feels like concert prices have entered a new stratosphere.
Fans of Bruce Springsteen have paid upwards of £120 for "rear pitch" standing tickets for his May 2024 tour, while some expressed disappointment recently over the £145 price tag of standing tickets for Billie Eilish's 2025 UK leg.
And while you could have nabbed Beyonce or Taylor Swift tickets in the UK for £50 (before fees) if you took a "nosebleed" seat, these had limited availability and quickly sold out. General admission standing tickets for Swift's Eras tour - which comes to the UK next week - started at £110.40 and those at the front had to shell out £172.25. It didn't stop there - by the time many fans got to the front of the online ticket queue, the only tickets left cost upwards of £300.
So what's behind rising ticket costs? These are some of the reasons...
Fans willing to pay for big spectacles
Simply put, ticket prices would come down if people voted with their feet.
Matt Hanner, booking agent and operations director at Runway, said prices at the top level had "risen considerably" - but the increase was partly being driven by demand.
"We're seeing a lot more stadium shows, greenfield, outdoor festival-type shows which are now a staple of towns around the country," he said.
"There's a growing number of people that are happy to spend a large chunk of their disposable income on going to a major music event."
Jon Collins, chief executive of LIVE, the trade body representing the UK's live music industry, had a similar view.
He said there were more large-scale shows and tours now than ever, and there was "massive appetite" among music lovers for "bigger spectacles".
Fancy shows mean higher costs - with staffing, the price of the venue, transport, artists' needs, insurance and loads more to factor in.
Of course, all these things are affected by inflation. Collins said ticket prices also factored in the rising costs that had hit every venue from the grassroots scene to major arenas.
"You've got a couple of different factors - you've got the spectacle of the show and the production cost and everything that goes into the ticket price. But then you've also got the fundamentals," he said.
The cost of venue hire has increased "significantly" in the past couple of years due to electricity and gas price rises, he added.
"You've got the increase in the cost of people… very justifiable costs like increases in minimum wage and living wage. At every stage of the process we've got these cost increases that will all push through the pressure on the ticket price."
Are artists being greedy?
How much money artists really earn off live touring is of interest to many - but the music industry is generally reluctant to release details.
The people we spoke to suggested it was not as simple as artist greed because, as we mentioned earlier, there's a lot to pay for before anything reaches their bank accounts.
The Guardian spoke to anonymous insiders about this topic in 2017. Its report suggested that between 50-70% of gross earnings were left for promoters and artists. The piece also cited a commonly quoted figure that the promoter takes 15% of what is left and the act will get 85%.
It all depends on the calibre of the artist and how much work the promoter has had to put in - they could end up with a bigger share if it was a hard push to get the show sold.
The people we spoke to said music acts and their teams would discuss the ticket price, and the bigger the act, the more sway they have - but it's ultimately set by the promoter.
Taylor Swift - arguably the biggest popstar on the planet right now - is personally earning between $10m and $13m (£8m - £10.5m) on every stop of her Eras Tour, according to Forbes. She is reported to take home a whopping 85% of all revenue from the tour.
But it's worth pointing out, too, that she's been known to be generous with her cash, having given $100,000 bonuses to the dozens of lorry drivers working on the tour.
What have other artists said?
Some artists have been critical of the high ticket prices being demanded by others.
Tom Grennan told ITV two years ago that he had seen "loads of artists putting tickets out that are way too expensive for the times that we are in", adding that he wanted people to enjoy shows without worrying if they could pay their bills.
Singer-songwriter Paul Heaton was also praised for capping ticket prices for his tour with Jacqui Heaton at £30 in a bid to tackle music industry "greed" and help people during the cost of living.
British star Yungblud recently announced his own music festival, Bludfest - saying the industry was too expensive and needed to be "shaken up".
"I believe that gigs are too expensive, festivals are too expensive, and I just wanted to work to create something that has been completely done by me," he told Sky News.
Meanwhile, frequent Swift collaborator Jack Antonoff has said "dynamic pricing" by ticket sale sites such as Ticketmaster was also an issue when it came to cost.
He told Stereogum that he wanted artists to be able to opt out of the system - which basically means ticket prices increase when a show is in demand - and be able to sell them at the price they choose.
On its website, Ticketmaster describes its "Platinum" tickets as those that have their price adjusted according to supply and demand.
It says the goal of the dynamic pricing system is to "give fans fair and safe access to the tickets, while enabling artists and other people involved in staging live events to price tickets closer to their true market value".
The company claims it is artists, their teams and promoters who set pricing and choose whether dynamic pricing is used for their shows.
Ticketing website fees
As well as dynamic pricing, "sneaky" fees by online ticket sites are also causing issues for live music lovers, according to the consumer champion Which?.
A report from the group last month said an array of fees that isn't seen until checkout can add around 20% to the cost of concert and festival tickets.
Which? has urged a crackdown on the "bewildering" extra charges, which include booking, "delivery" and "transaction" fees, venue charges and sometimes charges for e-tickets.
The Cure lead singer Robert Smith tweeted that he was "sickened" after fans complained last year about processing fees on Ticketmaster that wound up costing more than the ticket itself in some cases.
Responding to the Which? findings, Ticketmaster (which was far from the only company named) said: "Fees are typically set by and shared with our clients… who all invest their skill, resource and capital into getting an event off the ground. Ticketmaster supports legislation that requires all-in pricing across the industry."
Live Nation and Ticketmaster sued over 'dominance'
The US government is suing Ticketmaster owner Live Nation over allegations the company is "monopolising" the live events industry.
Justice department officials said it was unfair for the firm to control around 70% of primary ticketing for concerts in America.
Live Nation has been accused of using lengthy contracts to prevent venues from choosing rival ticket companies, blocking venues from using multiple ticket sellers and threatening venues that they could lose money and support if Ticketmaster wasn't the chosen seller.
Live Nation said the lawsuit reflected a White House that had turned over competition enforcement "to a populist urge that simply rejects how antitrust law works".
"Some call this 'anti-monopoly', but in reality it is just anti-business," it said.
And it said its share of the market had been shrinking and its profit margin of 1.4% was the "opposite of monopoly power".
The lawsuit "won't solve the issues fans care about relating to ticket prices, service fees and access to in-demand shows", the company said.
"We will defend against these baseless allegations, use this opportunity to shed light on the industry and continue to push for reforms that truly protect consumers and artists."
As well as reportedly controlling most of the ticketing market, Live Nation also owns and represents some acts and venues.
Canadian artist Dan Mangan told Moneywise this was enabling the company to take "more and more of the pie".
He said when venue rent, equipment and other costs were taken into account, lesser known artists could take as little as 20% of ticket sales.
Another major cost on tickets in the UK is VAT (value added tax).
At 20%, it's pretty hefty. It was brought down to 5% and then 12.5% as the live music industry was hampered by COVID, but returned to the pre-pandemic level in April 2022.
The charge puts the UK "out of step" with other countries, Collins said.
"In competitive major markets like France, it's 5%. Germany it's 7%, Italy it's 10%. Sales tax in the US is typically 6% or 7%. So we are significantly out of step with other markets when it comes to how much VAT we charge on tickets," he said.
Touring now bigger source of income for major stars
With the decline of physical products and the rise of subscription listening, artists are earning less from making music - and income from live shows has become more important for the biggest stars.
Writer and broadcaster Paul Stokes said major stars who would have toured infrequently in the past were now willing to put on more shows as it becomes increasingly profitable.
Some artists will even pencil in multiple nights at huge venues like Wembley Arena, he said - something that wouldn't have been considered two decades ago.
"When Wembley was built and they said 'we'll be doing regular shows' you'd think 'are there acts big enough to fill this massive stadium?'
"It's become absolutely part of the live calendar that artists will come and play not just one night at Wembley, but two or three every every summer."
Stokes said this demand has also prompted the scale of shows that we've become used to seeing, featuring expensive production and pyrotechnics.
Not being felt evenly
While a night out seeing a platinum-selling artist is likely to be an expensive affair, industry figures are also keen to point out that the escalation in ticket prices isn't necessarily happening at a lower level.
Collins said that while major stars were putting on arena shows, there would be plenty of other live music taking place at the same time, "from the free pub gig to the £10 ticket at the grassroots venue, to the £30 mid-cap".
"There's an absolute range of opportunities for people to experience live music, from free through to experiencing the biggest stars on the planet," he said.
But concertgoers choosing to save their cash for artists they're more familiar with may have led to a "suppression" of prices for lesser-known acts, Hanner noted.
"Everyone's short of disposable income because there's a cost of living crisis. [Artists' and promoters'] core costs are going up as well, so it's more expensive for everyone. That fear of pricing people out is just being compounded," he said.
"I think [that] has definitely led to prices being suppressed [at the lower level], when really they should have been going up."
With May in the rearview mirror, here are the key money dates for your calendar in June.
1 June onwards - benefit changes
While benefits rose 6.7% from 8 April for many claimants, those who had their last assessment period before then will have had to wait until June to receive the new, higher rate.
The exact date in June when that payment is made will depend on when you were assessed.
Also from 1 June, all people claiming Housing Benefit alone will be asked to claim Universal Credit instead within three months of receiving the letter.
Failure to do so could result in you losing your entitlement.
1-2 June - Heathrow disruption
Hundreds of border force officers at Heathrow Airport are striking until Sunday in a dispute over rosters.
More than 500 of its members working on passport control at terminals 2, 3, 4 and 5 are taking action.
Disruption is expected over the weekend as families return to the UK at the end of the half-term holiday.
5 June - new banknotes
Banknotes featuring the face of the King will enter circulation across the UK.
Notes that feature the portrait of the late Queen will remain legal tender and will co-circulate.
The new banknotes will only be printed to replace those that are worn and to meet any overall increase in demand.
10 June - £500 cat fines
All cats over 20 weeks old in England must be microchipped by 10 June.
You could face a £500 if you miss the deadline and don't get your cat microchipped in the following 21 days.
The law does not apply to the rest of the UK.
16 June - Father's Day
As the day dedicated to dads and father figures approaches, it may be worth remembering to put some cash aside to treat them in mid-June.
19 June - inflation data released
We'll get May's inflation data in the monthly drop from the Office for National Statistics.
This will give us the clearest indication of whether the Bank of England will lower interest rates.
Remember, the Bank's target is 2% (April's headline rate was 2.3%), so the closer we get to that number the better.
20 June - interest rate decision
Another Monetary Policy Committee meeting at the Bank of England will determine whether we finally get a drop in interest rates.
Many economists predict a cut from 5.25% will happen in August, but June isn't ruled out.
27 June - doctors' strike
Junior doctors in England will begin a five-day strike at 7am over pay.
The last strike by junior doctors led to 91,048 appointments, operations and procedures being postponed.
30 June - meter readings
Not a fixed date - more of a reminder.
From 1 July, the energy price cap will fall by £122 per year.
Your provider will do most of the work, but you can help keep your bill accurate by submitting meter readings (unless you have a smart meter) ahead of this date.
The big topics covered in the Money blog this week that got you commenting were...
- Manchester United giving staff who don't want to come into the office a week to resign
- Raheem Sterling offering to pay for 14 people to go to university
- Fines for pebble-taking tourists on beaches
- The standing charge rising despite the energy price cap being cut
Let's start with the two football-related stories.
Sir Jim Ratcliffe, new part-owner of Manchester United, sent an email round on Tuesday offering all non-playing staff the chance to resign (with their annual bonus paid early) within the week if they do not like his plan to stop working from home ...
Some praised his decision...
Well done Sir Jim Ratcliffe. Finally, somebody who has the guts to stand up and end this 'working from home' nonsense! edwinbasnett
Sir Jim has got it right, decisions are decisive and provide clear expectations and an option to get out. WFH doesn't work at the levels seen following COVID, I'm sure it does for some but many take advantage and it's far more difficult to manage. Tel
Others not so much...
Thankfully there's not quite so stark an ultimatum from my employer, but I am planning to leave soon. It's a nonsense commuting to an office where I then engage with other colleagues over Teams/Zoom. Jim
Who wants to work for a **** like that anyway with that attitude? No filter
Earlier in the week, we learnt Raheem Sterling will financially support 14 students through university.
Applications for the Raheem Sterling Foundation Scholarship Programme - which closed on Thursday - were open to students of black, African and Caribbean heritage from socio-economically under-represented backgrounds to help bridge the equality gap.
This will be the second year the Chelsea forward will assist successful applicants at King's College London and the University of Manchester.
Readers said...
Sterling is a credit to sport, football and his heritage. I hope more footballers will join him and his endeavours. Judy
This is brilliant - I have never understood why professionals in many fields do not give more back to their communities. Just a visit to their old primary school could turn a bright light on for so many kids. Why don't many more do it? Old white woman
Well done Raheem Sterling for financially supporting 14 students who would like to attend university. Sometimes professional football players get a negative press but this is amazing, well done. Anthony G
Away from football and to Cumbria - where beach-goers have been warned they could face a fine of up to £1,000 if they remove pebbles or shells across the area.
You said...
Why aren't the same rules applied to stop Southern Water dumping all their s*** into our seas. They take millions of pounds from normal people who trust them to process it correctly. Anti s outhern water
So that means the thrill of going to the beach and collecting a few shells is stopped. What about the scallop shells used in restaurants and supermarkets? What about the sacks of shells sold at garden centres? What about the tonnes of sand used every day etc etc? JR
Has the world gone mad? £1,000 fine for taking pebbles home from a beach? I think most children take a few pebbles home with them. Bob
Many of you responded to last Friday's announcement that while the energy price cap would fall in July, standing charges - the set amount you pay for gas and electric each day regardless of use - would be going up.
Martin Lewis's explanation of it can be read here...
Here's what you said...
Are there any regulations for energy supplies regarding the standing charge? Every time the unit price drops my supplier raises the standing charge. SianW
Our energy bills have dropped, now the heating is off. However, the high daily standing charge means my bills are off the starting blocks even before the switches are flicked. Come the winter the price cap will rise again - not unlike profiteering in wartime. Porthy
My standing charges are almost three times what they used to be. I've cut back on my usage to the point I pay more a month in standing charges than I do usage so having the unit price drop makes little impact. P hunt
The energy companies have ripped us off for the last two years. The daily standing charge has to go. The shareholders have had real good dividends over the past few years, and therefore must pay for the people that can't pay their bills, because of the bonuses they have received. michael rogers
The Money blog is your place for consumer news, economic analysis and everything you need to know about the cost of living - bookmark news.sky.com/money.
It runs with live updates every weekday - while on Saturdays we scale back and offer you a selection of weekend reads.
Check them out this morning and we'll be back on Monday with rolling news and features.
The Money team is Emily Mee, Bhvishya Patel, Jess Sharp, Katie Williams, Brad Young and Ollie Cooper, with sub-editing by Isobel Souster. The blog is edited by Jimmy Rice.
An investigation has been launched into whether the biggest banking merger since the financial crisis could harm competition.
The Competition and Markets Authority announced the inquiry into Nationwide's £2.9bn takeover of rival Virgin Money this morning.
The move would bring together the fifth and sixth largest retail lenders, creating a combined group with around 24.5 million customers and nearly 700 branches.
It would spell the end of the Virgin Money brand, with Nationwide planning to rebrand the business within six years.
The CMA has invited interested parties to give their views on the deal, as it considers whether it could "result in a substantial lessening of competition" in the market.
Nationwide struck the takeover agreement in March, and last week a clear majority of 89% of Virgin Money shareholders voted in favour, helping to clear the path to complete.
The government has sold £1.24bn of its shares in NatWest, accelerating the process of private ownership.
The Treasury's shareholding in the high street bank has fallen by approximately 3.5 percentage points to 22.5%.
NatWest, formerly Royal Bank of Scotland, received multibillion-pound bailouts during the 2008 financial crisis, leaving the government with an 84% stake.
The government has been selling down its stake in the lender, with Chancellor Jeremy Hunt planning to sell all of its interest in the bank by 2025 or 2026 should the Conservatives be re-elected.
There was supposed to be a public share sale this summer, allowing individuals, not just institutional investors, to purchase stock, but the plans have been shelved due to the election.
In recent years, the sell-off has become more rapid. In 2018, the government owned 62% of the group, but by December of last year that was down to just under 38%.
In March, that fell below 30%, meaning the government was no longer classed as a controlling shareholder in the lender.
Earlier this year, NatWest wrote to shareholders asking them to support an increase in the amount of stock the bank could buy back from the government in a year, from just under 5% to 15%.
The establishment of Great British Energy is among the last remnants of the "green prosperity plan" devised and championed by Ed Miliband, the shadow secretary of state for energy security and net zero, three years ago.
The former Labour leader's vision was to spend £28bn per year in the first five years of an incoming Labour government on decarbonising the UK economy.
However, as the current leader Sir Keir Starmer recognised, the issue was swiftly weaponised by the Conservatives because all the money - as Mr Miliband himself had made clear - would have been borrowed.
More importantly, the plan did not survive contact with Rachel Reeves, the shadow chancellor, who has made fiscal responsibility her priority.
The £28bn-a-year spending pledge was watered down in February this year to one of £23.7bn over the life of the next parliament.
A sizeable chunk of that will be on Great British Energy, described by Mr Miliband as "a new publicly owned clean power company", which Labour has said will be initially capitalised at £8.3bn.
And, instead of the money being borrowed, Labour is now saying "it will be funded by asking the big oil and gas companies to pay their fair share through a proper windfall tax".
Read on here...
Edinburgh, Aberdeen and Dundee are joining Glasgow as cities with Low Emission Zones where motorists could face fines up to £480 if they don't comply.
The zones were introduced two years ago, but drivers were given a grace period before charges began.
In Dundee, the grace period ended today - in Edinburgh and Aberdeen it's tomorrow.
A non-compliant vehicle entering the zone can be charged £60, which doubles with each subsequent breach up to a maximum of £480.
If paid within 14 days, the initial fine will be halved to £30.
Despite the warning, only 55% of drivers in Scotland are confident they know where the zones are in operation, according to online marketplace Carwow.
Some 30% of Scottish motorists are not sure if they understand the rules and 24% are not sure if their vehicle is compliant.
"We therefore need to tackle the lack of understanding among motorists about Low Emission Zones in Scotland – where they are and which cars are compliant - because, without better knowledge, millions of drivers are at risk of being fined," said Sally Foote, chief commercial officer at Carwow.
The Low Emission Zones aim to discourage high-polluting vehicles from entering certain areas, just like those in English cities like Sheffield and Bristol.
Unlike English Clean Air Zones, Scottish LEZs apply to all types of vehicles except motorbikes and mopeds.
Non-compliant vehicles are not allowed into those zones whatsoever, unlike English LEZs, which apply a daily charge.
Ultra-low emission vehicles are automatically compliant, but others must conform to certain Euro emission ratings, which can be found in your V5C logbook - or you can check online.
Cars, vans, minibuses, taxis and private hire vehicles with a petrol engine must have at least a Euro 4 rating, while those with diesel engines should have a Euro 6.
Grants are available to people living within 20km of a LEZ who have no other choice but to sell or adapt their vehicles.
Hackers say they have stolen confidential information from all Santander staff and millions of customers, reports the BBC.
A gang going by the name of ShinyHunters posted an advert on a hacking forum claiming to be selling 30 million people's bank account details, six million account numbers and balances, 28 million credit card numbers and HR information for staff.
Earlier this month, the bank said data was accessed belonging to customers in Chile, Spain and Uruguay and all current Santander employees, but nothing that would allow transactions to take place.
As of March, Sandander as a whole employed more than 211,000 people and as of 30 June 2021, 20,900 employees worked for Santander UK.
Santander has declined to comment on the claims beyond a statement released on 14 May.
It read: "Certain information relating to customers of Santander Chile, Spain and Uruguay, as well as all current and some former Santander employees of the group had been accessed.
"No transactional data, nor any credentials that would allow transactions to take place on accounts are contained in the database, including online banking details and passwords. The bank's operations and systems are not affected, so customers can continue to transact securely.
"We apologise for the concern this will understandably cause and are proactively contacting affected customers and employees directly."
ShinyHunters have previously sold data stolen from AT&T and claim to be selling private data hacked from Ticketmaster, the BBC reported.
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Waltham On The Wolds, England, United Kingdom. Be an early applicant. 3 weeks ago. Today's top 100 Nutrition Research jobs in United Kingdom. Leverage your professional network, and get hired. New Nutrition Research jobs added daily.
Start your UK & international job search for academic jobs, research jobs, science jobs and managerial jobs in leading universities and top global employers. ... Agriculture, Food & Veterinary 62. Architecture, Building & Planning 63. Biological Sciences 448.
Community Food Educator. Glengall Wharf Garden. London. £1,350 (see job description for breakdown) Glengall Wharf Garden is looking for a part-time Food Grower and a Community Food Educator to join us on a new project starting in July 2024 funded by Southwark's Sustainable Food Strategy...
4305 Jobs Found. Salary: £36,024 to £38,205 per annum. Grade 6. jobs.ac.uk - Search 1000's of science, research and academic related vacancies in the UK and abroad. Updated daily, easy to use job search and a free Jobs by Email service.
What we're doing. The Food Research Collaboration has drawn up this database of food research institutes in the United Kingdom studying aspects of food systems and food policy. The database has been prepared to help academics seeking fellow subject specialists, and to help civil society groups or journalists seeking specific academic expertise.
By 2032, PLAN'EAT aims to transition 58,500 consumers to healthier and sustainable dietary patterns, reducing premature mortality by 20% and greenhouse gas emissions of local food supply chains by 23% in 39 areas. This is our commitment to a healthier, more sustainable future. With a younger audience, we are investigating the association ...
How to play the new talent game and win back workers ," McKinsey Quarterly, March 9, 2022. —reducing the pool of potential workers for European employers. This large number of people eyeing the exits is not much lower than the 40 percent in our earlier sample of six countries. In fact, when comparing vastly different labor markets and ...
The government has sold £1.24bn of its shares in NatWest, accelerating the process of private ownership. The Treasury's shareholding in the high street bank has fallen by approximately 3.5 ...
Laboratory Technician. New. Kendal Nutricare 3.5. Kendal. Typically responds within 11 days. Conduct searches on identified topics relevant to the research. £23,760 per annum - £26,760 per annum. Following completion of development plan. Active 2 days ago.
Bloomberg Daybreak. Nvidia Sparks Tech Rally. 16:25. Nvidia's postmarket gain sent the stock above $1,000 for the first time. If the advance holds on Thursday, the chipmaker is set to add more ...